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Economic Mobility Pathways Inc. (EMPath)

 One Washington Mall, 3rd Floor
 Boston, MA 02108
[P] (617) 259-2943
[F] (617) 247-8826
[email protected]
Monte Pearson
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 Printable Profile (Summary / Full)
EIN 04-2104046

LAST UPDATED: 07/17/2018
Organization DBA --
Former Names Crittenton, Inc. (2006)
The Women's Educational and Industrial Union, Inc. (2006)
Crittenton Hastings House of the Florence Crittenton League, Inc. (2004)
Organization received a competitive grant from the Boston Foundation in the past five years No


Mission StatementMORE »

Economic Mobility Pathway’s mission is to transform people’s lives by helping them move out of poverty and by providing other institutions with the tools to systematically do the same. Our program designs are based on the latest brain research and we disseminate our methods through a national network of government and nonprofit agencies called the Economic Mobility Exchange. EMPath serves approximately 1,200 low-income individuals in families each year, providing family homeless shelter and other economic mobility programs for participants living in subsidized housing. In fiscal year 2017, EMPath served 680 adults and 446 children.

Mission Statement

Economic Mobility Pathway’s mission is to transform people’s lives by helping them move out of poverty and by providing other institutions with the tools to systematically do the same. Our program designs are based on the latest brain research and we disseminate our methods through a national network of government and nonprofit agencies called the Economic Mobility Exchange. EMPath serves approximately 1,200 low-income individuals in families each year, providing family homeless shelter and other economic mobility programs for participants living in subsidized housing. In fiscal year 2017, EMPath served 680 adults and 446 children.

FinancialsMORE »

Fiscal Year July 01, 2017 to June 30, 2018
Projected Income $11,838,502.00
Projected Expense $11,838,035.00

ProgramsMORE »

  • Career Family Opportunity
  • Economic Mobility Institute
  • Housing
  • Research and Advocacy

Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

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


Mission Statement

Economic Mobility Pathway’s mission is to transform people’s lives by helping them move out of poverty and by providing other institutions with the tools to systematically do the same. Our program designs are based on the latest brain research and we disseminate our methods through a national network of government and nonprofit agencies called the Economic Mobility Exchange. EMPath serves approximately 1,200 low-income individuals in families each year, providing family homeless shelter and other economic mobility programs for participants living in subsidized housing. In fiscal year 2017, EMPath served 680 adults and 446 children.

Background Statement

Crittenton Women’s Union (CWU) was formed in 2006 – through the merger of two storied Boston non-profits serving low-income women – Crittenton Hastings House (CHH) and The Women’s Educational and Industrial Union (WEIU). CHH, which originated in 1824 as one of the many societal reform movements initiated in Boston during the Antebellum period, provided shelter and services for unwed mothers for over 180 years. WEIU, founded in 1877, provided women with ground-breaking job training services, did research on family prosperity issues, and advocated for policy reforms.

After the merger, over the course of a decade, CWU built a metric-based, one-on-one-counseling, goal-setting model called Mobility Mentoring® that has empowered hundreds of families to move permanently out of poverty, while changing the view of what’s possible for homeless families to accomplish. CWU’s groundbreaking research and practices are now being used as a blueprint for local, state, and national non-profits and government institutions serving low-income and homeless individuals and families.

On July 1, 2016, we adopted a new name – Economic Mobility Pathways, or EMPath for short – that more closely reflects our transformative impact, methodical approaches, and how we center our work around parents and their families. We serve 1,200 people a year through our holistic, coaching-based economic mobility services and housing resources.

EMPath operates the Economic Mobility Exchange, a network of more than 90 organizations from every region of the U.S. and including social service agencies in Australia and the Netherlands. The network shares innovative ways in which members implement and adapt EMPath’s Mobility Mentoring Services® model and tools. They share best practices through monthly webinars and newsletters. Last year, our staff did two-day trainings for Exchange member agencies in Seattle; Portland; Denver; Kansas City; Chicago; Jackson, MS; Philadelphia; and New York City.

Impact Statement

The following goals reflect the impacts that EMPath had in FY 2018 (July 1, 2017--June 30, 2018) and plan to have again in 2019.

During FY 2019, 55 percent of participants who were unemployed when they came to EMPath will find a job. (In general, about two-thirds of new participants are unemployed when they enter the EMPath system.)

During FY 2019, 40 percent of participants who were not in an educational program when they came to EMPath will be enrolled in a high school certificate, job training, or college-related program. (All EMPath participants need to increase their educational credentials.)

During FY 2019, 50 percent of participants who were not saving money when they came to EMPath will begin a savings program. (Family savings are essential to prevent a return to homelessness if there is an economic or employment setback in the family.)

During FY 2019, 80% of the families participating in EMPath's Intergenerational program will increase their CHAOS score, an established measure of family stability. (The Intergenerational program is designed to help children in the family become more self-sufficient.)

During FY 2019, individuals participating in the Career Family Opportunity (CFO) Program who finish their fourth year in the program will have increased their hourly wages by 50% through a combination of acquiring educational credentials and embarking on a career path.

Needs Statement

EMPath operates 170 units of temporary and transitional housing for homeless families. The state government pays for the basic costs for these housing activities. However, providing the parents of the 375 families we serve each year with our unique Mobility Mentoring services, which produce the results listed in our Impact Statement above, costs about $600,000. A donation of $16,000 would provide Mobility Mentoring services for ten parents.
EMPath also operates a Career Family Opportunities program (CFO) that works intensely with 50 heads of families each year. These individuals are focused on career development and attaining educational credentials that will allow them to move out of poverty. 

Individual goals include improving all five pillars of what EMPath calls the Bridge to Self-Sufficiency®. This includes family stability, mental and physical well-being, financial management and a savings program, post high school educational achievement, and career progress. The average annual earned income when an individual joins the program is $23,558; the average annual earned income of participants who exit the program is $45,411.

The CFO yearly budget is $375,000. A gift of $15,000 would provide two single-parent heads of a family with a full year of mentoring services.

CEO Statement

Since becoming the President of EMPath in 2006, my driving objective has been to position this organization to deliver on its mission of helping low-income heads of families achieve economic independence. Our vision is to be one of the nation’s most credible and innovative resources on achieving economic mobility. Based on our track record of outcomes, I believe we are well on our way to success and I know we will settle for nothing less.

The rapid growth and deep intractability of poverty is the single most important social issue of our time. There is nothing more important EMPath can do than to find meaningful new ways for poor families (the largest segment of which is headed by single mothers) to escape lives of subsidy-dependence by attaining family-sustaining careers. In achieving this goal, EMPath and the families we serve break the cycle of poverty and fuel a broader economic engine that can sustain our communities.

The challenge of our mission to help low-income women reach economic independence in a high cost of living state is daunting. However, our mission is also measurable. This commitment to demonstrating outcomes holds us accountable to performance in a way that you, our donors and supporters, can measure.

Over the next few years, we plan to significantly increase the number of agencies in the U.S. and abroad that adopt EMPath’s unique Mobility Mentoring® approach to delivering anti-poverty services. As of July 1, 2018, we are working with 90 agencies in 26 states and four countries. During FY 2018, these organizations served more than 48,000 low-income clients, a significant impact that we believe will grow rapidly.

We will also launch a new campaign to demonstrate how government can creatively use existing public entitlements to catalyze economic mobility instead of merely subsidizing poverty. We will share our insights through conferences, publications, public forums and service-delivery partnerships.

Elisabeth D. Babcock, MCRP, PhD



Board Chair Statement

When the boards of the Women’s Union and Crittenton, Inc. merged in 2006 to form Crittenton Women’s Union and later Economic Mobility Pathways, they did so with the clear intention that 1 and 1 would make 3 and indeed it has. The “3” in this case refers to strong programs, advocacy and research/innovation - all focused on moving women and their families out of poverty.

As a long-time board member and the current chair, I am proud that we are and always have been accountable for making a huge impact in these areas. And we have the metrics to prove it. We constantly assess the impact and outcomes of our programs and do so with the goal of improving their effectiveness. We are serving more women who are taking steps to become more economically secure.  We are aggressively advocating at the State House for policies that will help the working poor build the capacity to support themselves.  We are continually innovating and finding new and different ways to create pathways out of poverty for the people we serve – pathways that benefit all of us. As low-income families reduce their dependence on public subsidy, become contributing members of society, and build lives of economic independence, our society grows stronger. This is the essence of EMPath’s work.

Our work is more challenging than ever. Census statistics show that, even in an period of economic prosperity, there are more people in poverty now in the U.S. than there have been in the last 50 years. Because of this and for many other reasons, EMPath’s mission could not be more relevant than it is today.

We strive to help willing and able low-income adults and their children get on their feet. EMPath does this work successfully, holistically, and it makes me proud. I grew up in a world where the American Dream was a reality. In a time when it is more needed than ever, EMPath is showing that the American Dream is still possible for everyone. Our one-of-a-kind methods create pathways for women to become financially literate, obtain the education and training they need and identify jobs that will pay well enough to sustain their families without public subsidy. 

It is hard work and it is individualized work built on ideas and practices that other agencies can imitate. In truth it takes several years for most people to move out of poverty once and for all. But, it is possible, and we’re in this for the long haul. This Giving Common information relays many of the key ways that EMPath is a success. I invite you to dig deeper, ask probing questions, and seek to learn more. You’ll be impressed by what you find.
Leah Sciabarrasi,
EMPath Board Chair
Partner, Crestwood Advisors

Geographic Area Served

In a specific U.S. city, cities, state(s) and/or region.
Massachusetts-All Regions

EMPath serves the Greater Boston area, including Dorchester, Roxbury, West Roxbury, Mattapan, Allston, Brighton, South Boston, Chelsea, Quincy, Watertown, Somerville, and Cambridge. In addition, EMPath's applied research and advocacy efforts improve the lives of low-income families and individuals throughout Massachusetts. EMPath's membership-based learning network, the Economic Mobility Exchange, serves more than 90 organizations from 26+ states and 4 countries.

Organization Categories

  1. Human Services - Family Services
  2. Housing, Shelter - Homeless Shelters
  3. Education - Adult Education

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



Career Family Opportunity

Career Family Opportunity (CFO) is CWU’s groundbreaking economic mobility model that addresses the needs of single mothers looking for pathways out of entrenched poverty. Launched among public housing residents in South Boston in 2009 and now serving 45 families in South Boston and Cambridge, CFO provides motivated families with the education, career development, financial literacy training, and personal growth skills needed to achieve full economic independence over five years. Mobility Mentors™, CWU’s unique staffing position, provide guidance, help participants set short- and long-term goals, track their progress, and direct them to resources. Additional program components include: matched savings and financial incentives, peer support, and group training and education. Goals for participants upon program completion are to attain a job paying a family-sustaining wage and accumulate $10,000 in personal savings.

Budget  $352,000.00
Category  Human Services, General/Other Programs for Single Parents
Population Served Families Adults Children and Youth (0 - 19 years)
Program Short-Term Success  --
Program Long-Term Success  --
Program Success Monitored By  --
Examples of Program Success  --

Economic Mobility Institute

The Economic Mobility Institute (EMI) program is CWU's newest self-sufficiency model that includes a continuum of training and mentoring opportunities that increase economic self-sufficiency for homeless and low-income women. EMI is a flexible, convenient, cafeteria-style program with a variety of offerings designed with multiple entry points to serve all those in CWU’S housing programs who would like to search for family-sustaining careers, further their education, or build basic skills but previously found that these goals were drowned out by the stress and immediacy of their need to find permanent housing. Ultimately, the program’s purpose is to expand and enhance what CWU does best: help homeless and low-income women in Boston make critical connections to education and jobs to clear their pathway out of poverty.
CWU’s program participants tailor their coursework to their needs, interests and personal goals at their own pace.The model takes into account the fact that multiple approaches must be employed to engage people around self-sufficiency work. It is also grounded in CWU’s theory of change, The Bridge to Self-Sufficiency™, which positions a person’s advancement from poverty to self-sufficiency as a journey across a bridge supported by five critical pillars: family stability, well-being, education and training, financial management, and employment and career management. Specific program offerings include:
·        One-on-oneconsultations with EMI staff who make visits to families living in CWU’s congregate shelters;
·        Personal and career development courses;
·        Home-based consultations tailored to engage families living in CWU’s apartment-based shelter or in permanent subsidized housing (four consultations per family); and
·        Woman to Woman, a 12-week intensive career development and mentoring program.




Budget  $343,596.00
Category  Education, General/Other Adult Education
Population Served Adults Homeless Females
Program Short-Term Success  --
Program Long-Term Success  --
Program Success Monitored By  --
Examples of Program Success  --


As one of the largest providers of family shelter in Massachusetts, Crittenton Women’s Union housing programs serve about 420 families a year. CWU’s emergency and transitional housing programs include congregate, community-based and domestic violence housing with a capacity for nearly 125 families. Additionally, CWU helps approximately 160 formerly homeless families gain their footing and build economically stable and secure lives in their own homes. CWU's multi-unit Abbot House is an innovative supportive housing model for 11 young families, each with their own apartment. CWU's Bridge program provides support services to nearly 150 families in subsidized housing in neighborhoods throughout Boston.

Budget  $5,821,596.00
Category  Housing, General/Other
Population Served Females Children and Youth (0 - 19 years) Families
Program Short-Term Success  --
Program Long-Term Success  --
Program Success Monitored By  --
Examples of Program Success  --

Research and Advocacy

CWU conducts rigorous research into the economic, political, and social barriers disadvantaged women face in their efforts to gain economic security. Armed with this in-depth knowledge, CWU creates practical, Web-based tools, identifies best practices, develops innovative pilot programs, and makes recommendations for public policy change. In addition, we measure and evaluate all program outcomes, using these quarterly evaluations to track participant progress, tweak program design, and adjust future program goals. We endeavor to develop replicable models, establish best practices, continually improve our programs and share lessons learned in order to broaden the impact of our success.


An understanding of the struggles low-income women face, combined with extensive research and knowledge of best practices, make CWU a powerful advocate for public policy and legislative initiatives to remove obstacles along the road to economic independence. CWU uses many different vehicles to educate and advocate for change. Our Voices Advocacy Council brings together former and current CWU program participants and CWU staff to set priorities and formulate strategies. Our Voices Advocacy Network keeps participants informed of new initiatives and research and asks them to lobby legislators about the impacts of specific legislation. Our Voices Project Blog provides a forum for women to report the direct effects public policy decisions have on their daily lives. CWU works with local and national partners in the areas of education, job training, child care and affordable and safe housing. We issue policy briefs, host conferences, build coalitions, and communicate with policy makers, community leaders and the media in our ongoing efforts to raise awareness and support for the issues facing low-income women.

Budget  $852,689.00
Category  Human Services, General/Other Human Services, General/Other
Population Served Females Homeless Families
Program Short-Term Success  --
Program Long-Term Success  --
Program Success Monitored By  --
Examples of Program Success  --

CEO/Executive Director/Board Comments

Over the past five years, CWU has become expert at the new work of economic mobility: that is, engaging and motivating families to analyze the multi-faceted issues holding them back from achieving full economic independence. We call this CWU-designed process Mobility Mentoring® and in program settings where it has been deployed, it is getting very exciting results.

 In 2009, we launched our first program based on our Bridge to Self-Sufficiency® theory of change and the Mobility Mentoring® platform. This program, Career Family Opportunity (CFO), was designed to show that in five years very low-income single parents (below 80% of Area Median Income) living in public housing could attain a family-sustaining job with a salary of $45,000-$50,000/yr. and $10,000 in savings, and that all this could be accomplished for less expense than the costs of public subsidies the families would otherwise have incurred.

The program uses Mobility Mentors to assess family needs and set goals, pays modest incentives for goals attained, matches savings and facilitates peer support. All these program tools are used to help families gain the skills they need to assess and solve their own problems and set goals and achieve them. Within two years, the first cohort of 21 families attained five college degrees, saved more than $25,000 of their own money, decreased their dependence on TANF, increased their earnings by 17%, and achieved innumerable additional goals such as buying a home, quitting smoking, and getting their children assessed and treated for medical and learning problems. Early results were so strong that in 2010 the program was replicated with funding from the Cambridge Housing Authority. In 2011 CWU received multi-year funding to start training other service-delivery agencies on the Mobility Mentoring™ process and theory.

Over the next few years, we plan to significantly increase the number of families and sites in our CFO program, expand our Mobility Mentoring® organizational partners, and pilot new “lighter-touch” Mobility Mentoring® processes that allow us to work with families who are not ready to engage in multi-year programs. We will launch a new public advocacy campaign designed to look at how government can use traditional public entitlements more creatively to catalyze economic mobility instead of merely subsidizing poverty. We will learn from our work and from others and share that learning in conferences, publications, and service-delivery partnerships. And each day we will deliver more powerful economic independence outcomes.


Elisabeth D. Babcock, MCRP, PhD



CEO/Executive Director Dr. Elisabeth D. Babcock MCRP, PhD
CEO Term Start May 2006
CEO Email [email protected]
CEO Experience
Elisabeth (Beth) D. Babcock, MCRP, PhD is the President & CEO of Economic Mobility Pathways (EMPath). In this role, she oversees the growth and development of the $11 million dollar organization with the mission to help low-income families attain economic self-sufficiency.
Her academic and professional work focuses on the strategic leadership of mission-driven organizations. Two of her articles have appeared in the Stanford Social Innovation Review (SSIR), including "Your Nonprofit Construction Manager: Complex Solutions Need Dedicated Project Managers", summer 2009, and "Achieving Breakthrough Performance", summer 2008, named top SSIR article of the year.

Prior to joining CWU in 2006, Beth was the President and CEO of Hearth, a nonprofit organization that she developed into a nationally-recognized model of supported housing, advocacy and research for homeless elders. Before joining Hearth, she was the Vice President of Strategy for Northeast Health Systems, a $285 million-dollar vertically-integrated health care system.

Beth received a master's degree in city and regional planning, with a concentration in health and human services policy and planning, from Harvard University's John F. Kennedy School of Government and holds a PhD in nonprofit strategy from Harvard's Graduate School of Arts and Sciences. She has taught nonprofit strategy at The Heller School for Social Policy and Management.

Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
-- -- --

Senior Staff

Name Title Experience/Biography
Dr. Mary Coleman Chief Operating Officer --
Richard Gair Chief Financial Officer

Richard Gair joined CWU as its Chief Financial Officer in 2011. Richard leads the five-member Finance Team and manages the organization's accounting and contract operations, budgeting process, and overall financial strategy. In addition, he oversees CWU's Information Technology systems.

Prior to becoming CWU’s finance head, Richard served as CFO of Revinet, an online ad network optimizer. He began his career at Arthur Andersen and later held positions at The Boston Globe and, moving from controller–subsidiaries at the Globe to director of finance and administration and advancing to vice president and general manager at

Richard is a certified public accountant and received his BS from Boston College. He has also studied at the graduate level in computer science at Harvard University and taken leadership trainings at Duke University and Dartmouth College. Richard volunteers his services as treasurer of the board of directors of Dwight Derby House in Medfield, Mass..

Ruthie Liberman Vice President of Public Policy

As Vice President of Public Policy, Ruthie Liberman directs CWU’s advocacy efforts to shape public policy and achieve social change that will help lift low-income families out of poverty and into the middle class.

Ruthie assumed her current position in 2008, after having administered many of CWU’s programs from 1996 through 2003, and again from 2005-2008. Her hands-on experience invaluably informs her current public policy work. Before joining CWU, Ruthie worked at Beth Israel Deaconess Medical Center and Brigham and Women’s Hospital and ran a pediatric and family AIDS program at Dimock Community Health Center for six years.

Her previous public policy experience includes serving as the Director of Public Policy for Planned Parenthood in Los Angeles and a Senate Fellowship in the California Legislature. Ruthie received her bachelor’s degree from Pomona College in Claremont, Calif. and a master’s degree in public administration from the John F. Kennedy School of Government at Harvard University.

Dr. Jennifer Lowe V.P. Shared Learning and Member Networks --
Judy Parks Vice President of Mobility Mentoring Programs and Services

As Vice President of Mobility Mentoring® Programs and Services, Judy Parks leads the implementation of CWU’s groundbreaking economic mobility platform both within the organization and in collaboration with external partners.

Judy draws on her 25 years’ experience working to reduce racial, gender, and economic divides at the YWCA Boston. There Judy helped provide low-income women and their families affordable housing and supportive services in increasing positions of responsibility. Her YWCA career culminated in her appointment as Vice President for Real Estate in charge of the redevelopment of the organization’s flagship building in Boston’s Back Bay. She joined CWU March 2009 to operationalize its innovative Career Family Opportunity program, built on its Mobility Mentoring model. She heads up CWU’s economic mobility partnerships with Heading Home and the Cambridge Housing Authority.

Judy is the former chair of the Zoning Board of Appeals in Pembroke, Mass., and holds a bachelor’s degree in anthropology from Rhode Island College

Nicki Ruiz de Luzuriaga Vice President of Institutional Advancement --
Dr. Ashley Winning VP of Research and Evaluation --


Award Awarding Organization Year
Finalist for The Collaboration Prize The Lodestar Foundation and Arizona-Indiana-Michigan (AIM) Alliance 2009


Affiliation Year
AFP (Association of Fundraising Professionals) 2011
Member of state association of nonprofits? Yes
Name of state association Massachusetts Nonprofit Network

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --


EMPath actively partners with more than 100 educational institutions, employers, and social service agencies throughout the state. These partnerships range from informal advocacy coalitions and collaborations regarding inter-agency client referral to deep contractual relationships invested in producing shared outcomes. EMPath collaborates with the National Consumer Law Center focusing on the problem of student debt and the special problems low-income borrowers face as they attempt to finance post-secondary education. In addition, EMPath collaborates with many local nonprofit agencies in the Boston Area to improve EMPath’s programs and clients’ experiences. For recruitment purposes, EMPath partners with Metropolitan Boston Housing Partnership, local DTA offices, one-stop career centers, Boston Medical Center, and Health Care Centers such as Martha Elliot Health Center, Dimock Health Center, and Whittier Health Center. EMPath also receives referrals from Project Hope, Hope Found, Training Inc., City Mission, Rosie’s Place, and many others. EMPath makes referrals to local food pantries, DTA-Food stamps, Social Security offices, Massachusetts Rehabilitation Services, Solutions Wear, and local Community Colleges.

To ensure the alignment of our work and outcomes, EMPath’s most robust formal partnerships are based upon a shared belief in our theory of change and the logic model that underpins it. A few of these formal contractual partners include: The MIDAS Collaborative, the Cambridge Housing Authority, One Family Scholars, and Heading Home.

CEO/Executive Director/Board Comments

EMPath has a unique management approach that aligns with our unique business model. We are not just a traditional service-delivery organization, but rather an economic mobility “action tank.” Our management structure reflects our three-legged business platform of programs, research, and advocacy. When synergistically deployed, this approach allows staff and management to research and design new pathways out of poverty, test those pathways, constantly evaluate and improve them, and use our learning public to create service- and public-sector change that further magnifies our impact. 

Our strategic approach to management puts a premium on continuous process improvement. We hope to collect outcomes data, evaluate that data, learn from all our programs and widely disseminate our learning. Throughout the year, we use a Balanced Scorecard to gauge how we are meeting our strategic goals. This disciplined process reveals the mistakes as well as the gains we have made in all organizational arenas from program delivery and evaluation to fundraising and HR. We try to learn from both our mistakes and successes and improve our implementation as a result.

The opportunity to work this way, although commonplace in health care and academia, is truly rare in the anti-poverty arena. Most front-line social service organizations scramble to meet their basic contractual requirements and have few resources to critically evaluate and evolve their own work, much less thoroughly investigate, design, and deploy new ways of doing things. They usually do not have management or staff capacity to produce robust research or data with which to challenge the status quo and inform public dialogue about how we can best spend government or third-sector resources to create positive impact.
EMPath is led by a 17-member Board of Directors, which is responsible for resource development, fiduciary oversight, and long-range planning. As President/CEO, I hold a board seat and directly oversee the work of a highly-skilled six person senior leadership team, comprising three who hold doctorate degrees. We share responsibility for managing the organization and EMPath’s 137 staff, of whom approximately 60% are minority and 80% female, reflecting our service population. Together we strive to support our colleagues by promoting from within, making a concerted effort to build management and supervisory capacity through internal trainings offered by our HR department and via external seminars, and supporting professional growth through a generous tuition reimbursement program.
Elisabeth D. Babcock, MCRP, PhD


Foundation Comments


Staff Information

Number of Full Time Staff 110
Number of Part Time Staff 19
Number of Volunteers 63
Number of Contract Staff 8
Staff Retention Rate % 76%

Staff Demographics

Ethnicity African American/Black: 48
Asian American/Pacific Islander: 9
Caucasian: 57
Hispanic/Latino: 21
Native American/American Indian: 0
Other: 2
Other (if specified): Mixed or Unknown
Gender Female: 106
Male: 31
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 3
Management Succession Plan Yes
Business Continuity of Operations Plan Yes
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy --
State Charitable Solicitations Permit Yes
State Registration --

Risk Management Provisions

Accident and Injury Coverage
Automobile Insurance and Umbrella or Excess Insurance
Boiler and Machinery
Commercial General Insurance
Commercial General Liability
Commercial General Liability and D and O and Umbrella or Excess and Automobile and Professional
Commercial General Liability and Medical Malpractice
Computer Equipment and Software
Directors and Officers Policy
Disability Insurance
Employee Benefits Liability
General Property Coverage
Improper Sexual Conduct/Sexual Abuse
Life Insurance
Medical Health Insurance
Risk Management Provisions
Special Event Liability
Workers Compensation and Employers' Liability
Workplace Violence

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


Board Chair Ms. Leah Sciabarrasi
Board Chair Company Affiliation Crestwood Advisors
Board Chair Term July 2017 - June 2019
Board Co-Chair Ms Leah Sciabarrasi
Board Co-Chair Company Affiliation Crestwood Advisors
Board Co-Chair Term Jan 2017 - Dec 2017

Board Members

Name Company Affiliations Status
Elisabeth D. Babcock MCRP, PhD Crittenton Women's Union Exofficio
Mr. Carson Biederman Mustand Group Voting
Heidi Brooks Citizens Bank Voting
Eileen Casey Kraft Group LLC Voting
Martha Coakley Foley Hoag LLP Voting
Elizabeth De Montigny Goldman Sachs Voting
Donna Jeffers Canneberges Becancour Voting
Mr. Larry Kantor 2016 Harvard Advanced Leadership Initiative (ALI) Fellow Voting
Corinne Larson Longfellow Investment Management Co. Voting
Mr. J. Adrian Lawrence Chief IP Counsel at Crane & Co. Voting
Mr. Bill Mantzoukas Platinum Care Voting
Mr. Robert Reilly Fidelity Real Estate Voting
Leah R. Sciabarrasi Crestwood Advisors LLC Voting
Anne St. Goar M.D. Harvard Vanguard Medical Associates Voting
Carol Stoner CMS Realty Corporation Voting
Weili Su IBM Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 2
Asian American/Pacific Islander: 1
Caucasian: 13
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 11
Male: 5
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 2
Board Meeting Attendance % 78%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation No

Standing Committees


CEO/Executive Director/Board Comments


Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2016 2015 2014
Total Revenue $10,937,182 $10,488,089 $9,671,942
Total Expenses $11,651,761 $10,769,805 $10,237,028

Prior Three Years Revenue Sources

Fiscal Year 2016 2015 2014
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $1,511,155 $1,475,768 $1,464,944
Indirect Public Support -- -- --
Earned Revenue $9,023,001 $8,663,544 $7,638,733
Investment Income, Net of Losses $13,052 $97,008 $242,965
Membership Dues -- -- --
Special Events $223,510 $96,544 $155,280
Revenue In-Kind -- -- --
Other $166,464 $155,225 $170,020

Prior Three Years Expense Allocations

Fiscal Year 2016 2015 2014
Program Expense $9,957,947 $8,953,155 $8,508,507
Administration Expense $1,180,453 $1,335,505 $1,248,617
Fundraising Expense $513,361 $481,145 $479,904
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.94 0.97 0.94
Program Expense/Total Expenses 85% 83% 83%
Fundraising Expense/Contributed Revenue 30% 31% 30%

Prior Three Years Assets and Liabilities

Fiscal Year 2016 2015 2014
Total Assets $10,738,982 $11,678,648 $11,923,736
Current Assets $1,872,666 $2,360,127 $1,669,386
Long-Term Liabilities $0 $0 $0
Current Liabilities $924,902 $991,957 $868,992
Total Net Assets $9,814,080 $10,686,691 $11,054,744

Prior Three Years Top Three Funding Sources

Fiscal Year 2016 2015 2014
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value $4,816,033.00
Spending Policy Percentage
Percentage(If selected) 5.0%
Credit Line Yes
Reserve Fund No
How many months does reserve cover? --

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose N/A
Campaign Goal $0.00
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? No

Short Term Solvency

Fiscal Year 2016 2015 2014
Current Ratio: Current Assets/Current Liabilities 2.02 2.38 1.92

Long Term Solvency

Fiscal Year 2016 2015 2014
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments


Foundation Comments

Financial summary data in the charts and graphs above are per the organization's IRS Form 990s.  Contributions from foundations and corporations are listed under individuals when the breakout was not available. The majority of earned revenue listed represents program service revenue of mainly state government contracts.


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?


2. What are your strategies for making this happen?


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


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


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