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Jewish Family & Children's Service

 1430 Main Street
 Waltham, MA 02451
[P] (781) 647-5327
[F] (781) 487-6720
Susan Tresch Fienberg
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 Printable Profile (Summary / Full)
EIN 04-2104356

LAST UPDATED: 01/28/2019
Organization DBA Jewish Family & Children's Service Inc.
Jewish Family & Children's Service
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No


Mission StatementMORE »

Jewish Family & Children's Service cares for individuals and families by providing exceptional human service and health promotion programs guided by Jewish traditions of social responsibility, compassion, and respect for all members of the community.

Mission Statement

Jewish Family & Children's Service cares for individuals and families by providing exceptional human service and health promotion programs guided by Jewish traditions of social responsibility, compassion, and respect for all members of the community.

FinancialsMORE »

Fiscal Year Oct 01, 2016 to Sept 30, 2017
Projected Income $29,298,682.00
Projected Expense $29,404,682.00

ProgramsMORE »

  • Center for Early Relationship Support
  • Community Services
  • Services for Children and Adolescents
  • Services for Older Adults
  • Services for People with Disabilities

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

Jewish Family & Children's Service cares for individuals and families by providing exceptional human service and health promotion programs guided by Jewish traditions of social responsibility, compassion, and respect for all members of the community.

Background Statement

Jewish Family & Children’s Service traces its roots back to January 1864, when Nathan Strauss, a Boston businessman, organized what became the United Hebrew Benevolent Association. In the beginning, the mission was simple:  to give temporary relief to the needy.  By the turn of the century, JF&CS’s activities had evolved well beyond the simple distribution of emergency funds to providing comprehensive support for children, immigrants, seniors, and families in crisis.  Today, JF&CS serves people of all faiths and backgrounds through an evolving array of programs:

  • Services for People with Disabilities include supportive housing options, day and employment programs, care management, life-skills coaching,  social and respite programs, children's behavioral health services, family navigation, and psychotherapy for people with disabilities.
  • The Center for Early Relationship Support offers home visiting and support groups for new parents; services for parents of premature and substance-exposed infants; and dyadic therapy for moms with postpartum depression and their infants. The CERS Infant-Parent Training Institute offers graduate-level courses, in-service training, and consultation in the field of infant mental health.
  • Community Services provide healthy hunger relief, emergency financial assistance, benefits advocacy, legal services, domestic abuse advocacy., and support for military families.
  • Services for Older Adults include geriatric care management; arts-based programs and support for families coping with Parkinson’s or Alzheimer's disease; guardianship; and services for Holocaust survivors.

Over the past decade, JF&CS has tripled in size to meet the growing need for our programs and now serves over 14,000 people each year. While continuing to provide personalized, “high-touch” services, JF&CS is also committed to data-driven outcomes assessment to measure program impact and support program improvement. Our goal is to provide a full continuum of integrated services – from prevention to remediation – while helping people gain skills that promote health, resilience, and self-reliance. We creatively combine public and private funding in order to provide the highest standard of care for all clients, regardless of ability to pay.

Impact Statement

Jewish Family & Children’s Service is a nationally recognized nonprofit leader, providing integrated human services that promote lifelong health and resilience. With an integrated network of 44 programs serving communities throughout Eastern and Central Massachusetts, JF&CS helps people of all faiths and ages meet life’s challenges. We focus on serving particularly vulnerable populations including children and adults with disabilities or mental illness, new mothers and at-risk infants, older adults living with neurocognitive disorders, and people experiencing financial crisis, hunger, or domestic abuse.  

Outstanding accomplishments of the past two years include:

  • Developing Project NESST (Newborns Exposed to Substances: Support and Therapy). This pioneering program addresses the impact of substance use on parenting and infant development through supportive home visits from "mentoring moms" and therapeutic intervention for the mother and baby.
  • Launching Shoulder to Shoulder, a peer-to-peer program that offers weekly home visits to support military families facing challenges associated with the deployment of a parent.
  • Publishing and distributing Home Cooking without a Kitchen, a unique cookbook for homeless families living in hotels that empowers them to prepare healthy meals using fresh, low-cost ingredients and a microwave.
Top goals for the coming year include:
  • Building a new Child and Adolescent Services division, which will include in-home behavioral health programs and a new suite of services for children with autism and their families.
  • Opening a second home base in Canton for JF&CS's day and employment programs for adults with disabilities.
  • Building the capacity of the JF&CS Infant-Parent Training Institute to provide training throughout the state for professionals who work with high-risk infants and toddlers in day care and social service settings.

Needs Statement

JF&CS has prioritized the following five needs for FY 2016:

1.   Funding to support expansion of Vulnerable Family Services. This array of services address the complex needs of high-risk families, empowering new parents to give their babies a healthy start while preventing abuse and neglect.

2.   Funding to support expansion of Stabilization and Recovery Services for people with persistent mental illness. These services help adults with mental illness achieve stability in the community and pursue recovery goals, including employment.

3.   Seed funding to develop a residential program for people with disabilities experiencing accelerated effects of aging. JF&CS is committed to developing supported housing helps people with disabilities continue living in the community as their care needs increase.

4.  A leadership gift to establish an endowment for the JF&CS Center for Basic Needs Assistance. Earnings would build JF&CS’s capacity to help families experiencing financial distress move from crisis to stability.
5.  Assistance with the capital costs of renovations at JF&CS headquarters to accommodate growth of our programs for children and adults with disabilities and our services for new parents and infants. 

CEO Statement

Because JF&CS provides such a broad range of services to an exceptionally diverse client base, it is difficult convey what makes us unique in a single, broad-brush statement.  While adjectives like “comprehensive” and “integrated” accurately describe defining strengths of our multi-service agency, they fail to convey what makes JF&CS so special.  Instead, I believe our essence is best expressed by the quality of the relationships between our extraordinary staff and each person we serve.  When people approach JF&CS for help, they can expect to be met with the utmost respect and sincere interest in their stories.  Our direct-service staff is always ready to respond, no matter how difficult the problem and regardless of a client’s background or ability to pay.  JF&CS clients are often surprised at our staff’s willingness to go the extra mile – to do whatever it takes to help clients facing extraordinary challenges. This is the norm and a consistent theme that runs throughout our 150-year history.

To this legacy of caring, we have added a new dedication to data-driven impact assessment that draws on the power of new technologies.  In 2011, we established the Department of Evaluation and Learning to support our goal of providing high-impact, evidence-informed services.  Without sacrificing our personalized, flexible approach to service delivery, we are holding ourselves accountable to objective outcomes measurement that draws on comprehensive data-tracking and the use of research-validated assessment tools.  

As we celebrate our 150th anniversary, the staff, volunteers, and board of JF&CS remain dedicated to caring not only for the physical health and safety of the people we serve but also their emotional and spiritual well-being.  At the same time, we embrace the challenge of documenting impact and maximizing the return on each supporter’s investment in our ongoing mission to improve people’s lives.  

Rimma Zelfand
Chief Executive Officer

Board Chair Statement

In June 2013, I enthusiastically began my two-year term as President of the JF&CS Board of Directors.

Under the leadership of visionary CEO Rimma Zelfand, JF&CS consistently provides outstanding service in communities throughout Eastern Massachusetts. Our staff and volunteers take great pride in supporting clients in a respectful and holistic manner, often combining several services to help in the most profound way possible.

The entire agency also benefits from the services of an energetic and engaged Board of Directors. In addition to attending nine Board meetings per year, each member is also expected to serve on at least one committee. Between Board meetings, the Finance Committee meets monthly to review financials and major business decisions. Other committees include Strategic Planning, Development, Marketing, Performance Quality and Management, and Compliance/Risk Assessment.

My relationship with JF&CS began in 2006 when Betsy Rosen, the incoming President, asked me to chair the Marketing Committee.  The timing and fit were perfect as I was leaving Digitas after fourteen years during which I managed the AT&T business and was head of the marketing group.  I quickly became engaged with JF&CS and was stimulated by the work. 

During my tenure as a Board member, JF&CS has had many successes. It has created and scaled award-winning programs while merging or affiliating with Jewish Family Service organizations in Eastern and Central Massachusetts, which has significantly expanded the agency’s reach and capacity. Looking to the future, JF&CS has also created a 10-year strategic plan based on the concepts of innovating, integrating, and scaling programs as well as measuring their impact. The staff has fully embraced this ambitious plan, which has resulted in state-of-the-art outcome measurement that supports continuous quality improvement and fundraising efforts.

The challenges before us include creating new revenue streams to fund our ongoing charitable work while developing innovative programs that respond to unmet needs in the communities we serve. Over the past few years, changes in health care laws and cuts in government funding have had an adverse effect on the organization’s bottom line, causing us to rely more heavily on fundraising. Going forward, the organization is charged with finding new sources of earned revenue and intensifying our fundraising efforts. JF&CS is meeting these challenges head on.

Given the vision, talent, and tenacity of the JF&CS Executive Team, I am confident that future challenges will be met in a way that keeps the organization aligned with its mission and positioned to continue improving the lives of those in need.

Robin Neiterman
JF&CS President 


Geographic Area Served

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

 With offices in Waltham, Worcester, Danvers, Canton, and Boston, JF&CS serves more than  16,000 people per year throughout Eastern and Central Massachusetts.

Organization Categories

  1. Human Services - Family Services
  2. Human Services - Developmentally Disabled Services/Centers
  3. Human Services - Senior Centers/Services

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



Center for Early Relationship Support

Founded in 1989, the Center for Early Relationship Support (CERS) offers integrated services during the first year of life that reduce the risk of child neglect and abuse while fostering healthy infant-parent relationships, the critical foundation for emotional, cognitive, and physical development.

CERS provides:

  • Weekly home visits from experienced Visiting Moms, including extensively trained volunteers and paraprofessionals.
  • New mother support groups throughout the Boston area.
  • In-home therapy for new moms with postpartum depression or trauma-related issues.
  • Intensive support for parents of babies born prematurely or substance-exposed.
  • Parenting consultation.
  • Services that help vulnerable families give their babies the best possible start under difficult circumstances including poverty, homelessness, and history of abuse, trauma, or mental illness.
CERS also provides professional training and consultation through the Infant-Parent Training Institute.
Budget  $1,872,000.00
Category  Human Services, General/Other Family-Based Services
Population Served Families Infants to Preschool (under age 5) At-Risk Populations
Program Short-Term Success 

Our expectation is that every new mother who participates in CERS programs will experience the following outcomes: increased parenting skills and confidence, and a secure mother-baby bond, laying the essential foundation for healthy child development.

Program assessment activity documents CERS's success in meeting these short-term outcomes. For example, extensive evaluation of the Visiting Moms program completed in the spring of 2012 revealed substantial reduction in the number of clients experiencing depression as compared with measures taken when they entered the program.  Over 70% of Visiting Moms clients were depressed at intake while only 19% of clients were experiencing any depressive symptoms upon exit from the program. This result differs dramatically from the course of untreated postpartum depression documented by an independent study. The importance of this outcome cannot be overstated given the negative impact of maternal depression on infant development.
Program Long-Term Success 
CERS envisions a world where all new mothers and fathers are able to form healthy, responsive bonds with their newborns and give them the care they need to thrive.  When the parent’s history or circumstances are such that he or she is unable to form a healthy bond with the infant or provide a safe and predictable home environment, services will be readily available to provide effective support and remediation at the earliest possible moment in the life of the child. 
Long-term success will mean that the children of the mothers we serve enter kindergarten with the social-emotional capacities they need to succeed in school and adult life. 
Program Success Monitored By 

Working with the JF&CS Department of Evaluation and Learning (DEL), CERS collects intake data and administers post-participation surveys for every family it serves.

To measure the impact of our home visiting and therapeutic programs, we assess participants at intake and exit using the 20-question Barkin Index of Maternal Functioning and the nine-question Patient Health Questionnaire (PHQ-9), a depression screening tool.
Examples of Program Success 

Throughout her pregnancy, "Clara" was drained by the demands of working two jobs and coping with an abusive boyfriend.  She had no energy left to reach out for help, but when her obstetrician referred her to CERS, she gladly opened her door to a Visiting Mom who spoke her language and understood her situation.

When the baby was three weeks old, the Visiting Mom introduced Clara to a weekly CERS support group for Latina mothers and babies, and she soon realized how much she’d missed the support of other women.  Clara’s Visiting Mom has also helped her become more self-confident. Together, they went to the local WIC office to apply for benefits and then to the neighborhood library, where Clara checked out books for herself and her son for the first time.  Thanks to the weekly meetings with her Visiting Mom and the time she spends with her new friends at the support group, Clara now feels known and valued.  Because she is being nurtured, she is able to nurture her son.  

Community Services

JF&CS Community Services include the Center for Basic Needs Assistance plus other programs described below:

The Center for Basic Needs Assistance offers
  • Family Table: providing healthy groceries and nutrition education to over 600 families per year.
  • Benefits Advocacy: helping clients access the maximum level of benefits for which they are eligible.
  • Legal Services: helping clients resolve disputes relating to housing, benefits, immigration, domestic abuse, and other civil-law issues.
  • Financial Assistance: emergency aid, fuel and utility assistance, and interest-free loans.
Journey to Safety provides comprehensive assistance for victims of domestic abuse and sponsors TeenSafe, a prevention program for high-school youth.
Shoulder-to-Shoulder supports military families facing the unique challenges associated with a parent's deployment.
Budget  --
Category  Human Services, General/Other
Population Served Families Poor,Economically Disadvantaged,Indigent Unemployed, Underemployed, Dislocated
Program Short-Term Success 

In FY 2015, the Center for Basic Needs Assistance:

  • Delivered 25,568 bags of groceries to 987 individuals..
  • Provided $96,931 worth of free legal services to 207 low-income clients, helping them resolve housing, benefits, family law, and consumer law disputes.
  • Helped 223 clients access public benefits, addressing erroneous denials and other barriers to accessing SNAP (food stamps), emergency shelter, and other benefits that help meet basic needs.
  • Provided emergency financial assistance to 166 families, often preventing utility shutoff or eviction.
Program Long-Term Success 

The ultimate goal of JF&CS's Center for Basic Needs Assistance is go out of business. We envision a society with full employment, where all jobs pay a living wage, and affordable housing is readily available. As citizens, we work to realize this vision. As service providers, our ultimate goal is to help each client achieve stability so that he or she no longer needs our help. 

Program Success Monitored By  The JF&CS Department of Evaluation and Learning (DEL) works with program managers throughout the agency to assess the impact of our efforts. Each program has a tailored approach to measuring success and utilizes Efforts to Outcomes (ETO) software to manage client data and track outcomes. In addition, DEL monitors program quality through regular distribution and tabulation of client surveys. The Basic Needs division also partnered with Boston University to conduct a two-year research study that documented the effectiveness of nutrition education and intervention targeting clients of our food pantry, Family Table.
Examples of Program Success 
    A couple in their early 60’s, Mr. and Mrs. H had been out of work for some time due to multiple health problems.  By the time they first contacted the JF&CS food pantry for help, they had accrued serious debt and were overwhelmed with bills of all kinds.  The couple was hoping to receive donated groceries to help them get through the month.  Instead, the entire Basic Needs team went to work on their behalf, not only providing food but also helping them access disability benefits and MassHealth insurance, consolidate their debt, and locate a more affordable apartment.  After months of living on the edge of disaster, the Mr. and Mrs. H experienced incredible relief.  As Mr. H so succinctly put it, “Things are looking up!”

Services for Children and Adolescents

Services for Children and Adolescents address the needs of youth with autism spectrum disorder, mental illness, and related conditions. The growing array of programs in this division include

· In-home Behavioral Services: enhancing communication skills and teaching self-regulation.

· In-Home Therapy: reducing mental health symptoms and promoting healthy family functioning

· Therapeutic Mentoring: building social skills in the community.

· Autism Navigation: helping families access and coordinate needed services.

· School-Based Consultation: helping children build social and emotional skills that support academic and interpersonal success.

· Respite Programming: providing social and recreational activity for children with autism spectrum disorder, and a break from caregiving responsibilities for their families.

Budget  $3,000,000.00
Category  Human Services, General/Other Children & Youth Services
Population Served Children and Youth (0 - 19 years) People/Families with of People with Psychological Disabilities At-Risk Populations
Program Short-Term Success 

For our in-home services, short-term success is measured by tracking the child's progress toward meeting very specific social, emotional, and behavioral goals and objectives, such as a decrease in aggressive behavior. Parent reports and goal-attainment scaling document progress toward meeting these short-term success indicators. For Autism Navigation and our new respite program for youth on the autism spectrum, positive client feedback and word-of-mouth referral are our most salient indicators of short-term success.

Program Long-Term Success  Services for Children & Adolescents promote lifelong well-being by providing timely intervention that strengthens the child’s social-emotional capacities and supports healthy family functioning. Long-term success means preventing the development of chronic mental illness and equipping the child and family with the skills and resources they need to thrive.
Program Success Monitored By 

Working with the JF&CS Department of Evaluation & Learning, Services for Children and Adolescents has developed a variety of tools for monitoring success, including goal attainment scaling (in keeping with rigorous regulatory requirements for in-home behavioral services), client satisfaction surveys (sent to parents), and post-participation surveys (sent to teachers participating in the school-based consultation program).

Examples of Program Success 

By the time he was six, Victor* had been abandoned by his mother, endangered by his grandmother, and shuttled from foster home to foster home. When we first met him, he seemed virtually unreachable – obstinate, guarded, and determined to behave badly rather than taking the emotional risk of inviting affection or bonding with a caregiver. Following a trauma-focused behavioral treatment model, JF&CS’s in-home therapists are helping this little boy identify feelings and physical symptoms related to his early-life trauma, and have taught him relaxation techniques to reduce his anxiety. A JF&CS Therapeutic Mentor is also working with Victor to build his self-esteem and communication skills. Victor is now looking forward to being adopted and has begun home visits with a family that will soon be his. 

*Name changed to protect privacy. 

Services for Older Adults

JF&CS services for older adults promote social engagement, mental health, and quality of life for seniors and their care partners. Services are distinguished by

  • A whole-family approach that supports caregiving spouses and adult children.
  • Arts-based therapeutic programming..
  • A long-term commitment, providing continuity as needs change over time.

Current programs include

  • Parkinson’s & Alzheimer’s Family Support Programs, offering Parkinson's Dance, Memory Cafe, and support groups.
  • Your Elder Experts: geriatric care management.
  • CJP Senior Direct: free consultation & referral.
  • Aging Well at Home: services in low-income senior housing that support health and independence; grass-roots organizing to promote age-friendly communities.
  • Suicide Prevention: training for senior housing staff; resilience workshops for older adults.
  • Mental Health Counseling
  • Guardianship Services
  • End-of-Life Services
  • Friendly Visiting
  • Services for Holocaust Survivors
Budget  --
Category  Human Services, General/Other Senior Services
Population Served Elderly and/or Disabled
Program Short-Term Success 

Short-term success is tracked by measures specific to each of our programs. For example:

  • After participating in Parkinson’s Dance and Parkinson's support groups, people with Parkinson’s report that they have more energy, better balance, and a sense of community with other participants. Their care partners report better quality of life, a better relationship with the person with Parkinson’s, and a better understanding of the disease.
  • Seniors participating in our Aging Well at Home programs continue to exercise on their own after attending on-site exercise programs and are making healthier food choices following hands-on nutrition workshops.
Program Long-Term Success 
JF&CS envisions a world where all older adults live fulfilling, engaged lives even as they experience the physical and mental challenges that age-related illness can bring. To that end, our programs are designed to help older adults continue living in their own homes as long as possible while maintaining social connections and a satisfying quality of life. To meet these goals, programs address the physical, spiritual, and emotional needs of seniors and their family caregivers.
Program Success Monitored By 

Program success is monitored by the JF&CS Department of Evaluation and Learning (DEL) using Efforts to Outcomes participant tracking software and other measurement tools designed for each program. 

Pre- and post-intervention surveys are used to identify changes in attitude, knowledge, behavior, and wellbeing of seniors participating in Aging Well at Home and Alzheimer's and Parkinson's Family Support Programs. Regular distribution of client experience surveys also helps us assess the impact and quality of our care management and consultation services.
Please see the Impact tab for further information regarding monitoring and assessment activity. 
Examples of Program Success  Mr. and Mrs. A had been active participants in the JF&CS Parkinson’s Family Support Program for two years when Mrs. A suddenly fell ill and needed to be hospitalized. Mr. A, who has advanced Parkinson’s, would need help around the clock in his wife’s absence. To their daughter’s relief, JF&CS care managers were able to quickly arrange home care services for Mr. A while his wife was hospitalized and to develop a plan to meet both their needs when she came home. The JF&CS Visiting Nurse Association provided in-home rehab for Mrs. A and the couple soon resumed their regular attendance at Parkinson’s Dance and support group sessions. A ready-made network of support plus continuity of care from providers who knew the couple well made it possible for husband and wife to weather the unexpected blow and continue living as well as possible with a progressive disease that ultimately affects the whole family.

Services for People with Disabilities

JF&CS offers comprehensive programming for people with disabilities and their families, specializing in serving people with developmental disabilities, mental illness, and autism spectrum disorders. Services include:

  • A range of supportive housing options throughout Greater Boston.
  • Day programming and employment supports.
  • Clinical case management and coaching for adults with mental illness and autism spectrum disorders.
  • Social and recreational groups for children, adults, and families.
  • Planning, advocacy, and care management services for all ages 
  • Information and referral
  • Special needs trusts

JF&CS also make it possible for people with disabilities to maintain a Jewish home and participate in Jewish life in whatever manner is meaningful to them.

All programs are rooted in a person-centered, strengths-based philosophy of care. Respect for client motivation, interests, and goals are the keys to our success. 

Budget  $11,620,000.00
Category  Human Services, General/Other Services for Individuals with Disabilities
Population Served People/Families with People of Developmental Disabilities People/Families with of People with Psychological Disabilities People/Families with of People with Physical Disabilities
Program Short-Term Success 

JF&CS Services for People with Disabilities have grown dramatically over the past year, underscoring the depth of unmet need and the growing reputation of our programs. To sustain growth while maximizing affordability and quality, our financing model combines all sources of public funding for eligible clients plus family payment and donor support.

  • At least 80% of participants in key programs (supported housing, day/work programs, and case management/coaching) are making measurable progress in self-defined goals such as improved independent-living skills, “soft” employment skills, and/or successful job placement.
  • Over 265 adults with disabilities are now residents of JF&CS supported housing programs and/or participate in our pioneering day and work programs.
  • A drop-out rate of less than 10% demonstrates remarkably high satisfaction among people with disabilities enrolled in our programs and living in our community housing.
Program Long-Term Success 

Ultimately, all people with disabilities should have the opportunity to live as independently as possible in affordable, community-based housing; engage in paid employment and/or meaningful activity the community-integrated settings; enjoy a satisfying social life; and pursue personal interests. JF&CS services are designed to help clients achieve these goals. As we continue to refine, improve, and expand our programs, we expect that 85-90% of our clients will be able to achieve these benchmarks of long-term success.  

Program Success Monitored By 

Working with program staff, the JF&CS Department of Evaluation & Learning (DEL) has an established a distinct evaluation process for each service. For more intensive service models (supported housing, day/work, and case management/coaching) program evaluation measures include:

  • Surveys of participants, caregivers, and other stakeholders.
  • Participant progress in self-identified goals and, where appropriate, progress in independent living skills acquisition.
  • Use of validated measures of symptom intensity and global functioning.
  • Use of the Quality of Life Inventory (QOLI), an empirically validated model of life satisfaction and subjective wellbeing measurement tool using cognitive and affective approaches to define subjective wellbeing.

Programs funded by the Massachusetts Department of Developmental Services (DDS) regularly receive high marks on mandated evaluations. As noted in a recent DDS survey, “JF&CS has an organizational culture that supports growth and change. The agency continues to provide high quality supports while continuously adapting to people’s changing needs.”

Examples of Program Success 

At 35, "Matt" was still living with his parents and rarely left the house.  His parents realized they couldn’t provide a home for their son forever, but they didn’t know where to start looking for options. When Matt’s mother called the JF&CS Disabilities Resource Network, the DRN social worker observed that housing was only one of Matt's challenges:  he also needed help creating a life that did not revolve entirely around his parents as a first step toward independent living.  She suggested that Matt begin working with a JF&CS coach specializing in Autism spectrum disorders to build his skills and confidence.

In less than a year, Matt was ready to move to a JF&CS group-living program on Wilson Street in Norwood. Actively engaged in social activities at the house and in the Norwood community, Matt is also participating in the JF&CS Pathways to Employment program to develop his vocational skills and is preparing to apply for part-time jobs near his new home.

CEO/Executive Director/Board Comments

Many JF&CS programs, including mental health counseling and day services for people with disabilities, face significant financial challenges due to inadequate insurance rates and the lack of payer differential for home visits. It will be difficult to sustain these programs unless rates change or systems of payment become more favorable. A loss of these programs, particularly those home-based programs unique to JF&CS, would leave many clients without access to the care they need.
Additionally, many of our services that help frail seniors live comfortably at home are not covered at all by government benefits or private insurance. While we continue to prevent hospitalizations; reduce home medication errors; provide needed food and housing assistance; and help families care for their loved ones at home, most of the services that support these results rely completely on donor and foundation support. As needs of this population continue to grow, we must find stable and sustainable funding streams to continue providing essential services.


CEO/Executive Director Ms. Rimma Zelfand
CEO Term Start Oct 2011
CEO Email
CEO Experience

Rimma Zelfand brings to JF&CS a wealth of experience in the fields of home health, elder services, and program development, having served as Executive Director of a highly successful PACE (Program for All Inclusive Care for the Elderly) and founder of the first culturally and linguistically competent home care program for non-English-speaking patients in Massachusetts. Since joining the JF&CS Board of Directors in 2003, Rimma served as Director of Services and Senior VP for Programs before being named CEO in October 2011. Under her leadership, JF&CS launched the first NORC (Naturally Occurring Retirement Community) project in Massachusetts and gained widespread recognition for its innovative programs for young parents and people with disabilities. As CEO, she has championed a culture of “one JF&CS,” integrating ideas, goals, and systems across 35 programs serving diverse populations including new mothers and their infants, children and adults with disabilities, seniors, immigrants, survivors of domestic abuse, and families facing poverty-related crises. Born, raised, and educated in St. Petersburg, Russia, Rimma now lives in Sharon, Massachusetts.

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

Former CEOs and Terms

Name Start End
Seymour Friedland PhD Oct 1993 Sept 2011

Senior Staff

Name Title Experience/Biography
Bruce Haskin Chief Financial Officer --
Donna Magnasco Director of Human Resources --
Ira Schor Senior Vice President of Operations --
Susan Tresch Fienberg -- --
Wendy Wilsker -- --


Award Awarding Organization Year
-- -- --


Affiliation Year
-- --
Member of state association of nonprofits? Yes
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --
-- --



CEO/Executive Director/Board Comments


Foundation Comments


Staff Information

Number of Full Time Staff 257
Number of Part Time Staff 243
Number of Volunteers 2,603
Number of Contract Staff 0
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 111
Asian American/Pacific Islander: 7
Caucasian: 329
Hispanic/Latino: 13
Native American/American Indian: 0
Other: 40
Other (if specified): --
Gender Female: 404
Male: 96
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Under Development
Years Strategic Plan Considers N/A
Management Succession Plan No
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 Exempt

Risk Management Provisions


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 Mr. David Schechter President
Board Chair Company Affiliation Founder, Perspective Capital Management
Board Chair Term July 2015 - June 2017
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Stephen Bernstein McDermott, Will & Emory LLP Voting
Robert M. Cashman Metro Credit Union Voting
Jill Cohen Former insurance executive, community volunteer --
Danielle Darish Social Worker --
Penny M. Goodman Community Volunteer --
Harvey Greenberg Nehoiden Partners Voting
Jamie Grossman Commuity Volunteer Voting
Henry Kay Medica Venture Partners Voting
Peter M. Lefkowitz Oracle Corporation Voting
Fred Leif Abrams Capital Management --
Michael Levinger Digital Collaboration Solutions Voting
Alan Lipkind Burns & Levinson Voting
Joseph F. Mazzella Highfields Capital Management --
Robin Neiterman Mass General Voting
Dale S. Okonow Watermill Group Voting
Lewis J. Pearlson LBC Senior Living --
Andrew Pearlstein Seyfarth Shaw LLP --
Sylvia B. Perlman PhD Community Volunteer Voting
James Rabb MD Harvard Medical School Voting
Jay D. Rosenbaum Nixon Peabody LLP --
David Schechter Perspective Capital Management Voting
Jack Swartz S&S Investments Voting
Wayne Ushman Assabet Advisors --
Steven Weil Doherty, Ciechanowski, Dugan, & Cannon, PC Voting
Melissa Weiner-Janfaza Beth Israel Deaconess Medical Center Voting
William Weinstein Ozer Group Voting
Susan Wilk World Learning Voting
Jonathan Yellin Charles River Consulting 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: 0
Asian American/Pacific Islander: 0
Caucasian: 28
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 8
Male: 20
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 3
Board Meeting Attendance % 90%
Written Board Selection Criteria No
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 25%
Constituency Includes Client Representation Yes

Standing Committees

  • Advisory Board / Advisory Council
  • Board Governance
  • Compensation
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Executive
  • Finance
  • Human Resources / Personnel
  • Marketing
  • Program / Program Planning
  • Project Oversight

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 $29,648,112 $23,660,513 $32,127,086
Total Expenses $28,397,946 $25,669,536 $31,650,888

Prior Three Years Revenue Sources

Fiscal Year 2016 2015 2014
Foundation and
Corporation Contributions
$2,677,335 $2,558,414 $3,065,182
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $8,214,172 $5,508,777 $5,522,392
Indirect Public Support -- -- --
Earned Revenue $17,448,532 $16,363,193 $21,793,584
Investment Income, Net of Losses $1,305,559 $-772,061 $1,271,185
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind -- -- --
Other $2,514 $2,190 $474,743

Prior Three Years Expense Allocations

Fiscal Year 2016 2015 2014
Program Expense $21,593,351 $19,756,027 $25,485,876
Administration Expense $5,093,638 $4,296,658 $4,749,148
Fundraising Expense $1,710,957 $1,616,851 $1,415,864
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.04 0.92 1.02
Program Expense/Total Expenses 76% 77% 81%
Fundraising Expense/Contributed Revenue 16% 20% 16%

Prior Three Years Assets and Liabilities

Fiscal Year 2016 2015 2014
Total Assets $34,418,533 $32,867,395 $33,285,226
Current Assets $4,541,743 $4,687,155 $4,792,015
Long-Term Liabilities $4,041,667 $3,710,849 $3,499,772
Current Liabilities $1,907,144 $1,898,476 $2,336,662
Total Net Assets $28,469,722 $27,258,070 $27,448,792

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 $2,500,000.00
Spending Policy Income Only
Percentage(If selected) --
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 --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? --

Short Term Solvency

Fiscal Year 2016 2015 2014
Current Ratio: Current Assets/Current Liabilities 2.38 2.47 2.05

Long Term Solvency

Fiscal Year 2016 2015 2014
Long-term Liabilities/Total Assets 12% 11% 11%

CEO/Executive Director/Board Comments


Foundation Comments

Financial summary data in the charts and graphs above is per the organization's audited financials. Contributions from foundations and corporations are listed under individuals when the breakout was not available.
As discussed in Note 21 to the consolidated financial statements, net assets as of October 1, 2014 have been restated to correct a misstatement. Please refer to the FY15 audited financial statement for more detail.


Other Documents

No Other Documents currently available.


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?

JF&CS’s guiding purpose is to improve people’s lives. This expansive mission extends beyond addressing immediate needs to helping clients acquire the skills and connections that support lifelong stability, health, and purpose.

Because JF&CS is a multi-service agency, it has distinct impact goals for each of its program areas. These are detailed in the program descriptions provided elsewhere in this agency profile.

2. What are your strategies for making this happen?

Because JF&CS has defined distinct impact goals for each of our target populations, strategies vary by program.  That being said, our overarching strategy is to provide a full continuum of services – from prevention to intervention and remediation – while helping people gain skills and connect with sources of support that promote health, resilience, and self-reliance.

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

JF&CS deploys a wealth of human resources commensurate with the breadth of our mission:

  • Our staff of over 300 full-time equivalents includes licensed clinicians, social workers, and social innovators who are leaders in their respective fields, including maternal and infant mental health, intellectual disabilities and autism spectrum disorders, clinical case management, nutrition, domestic abuse, public benefits, consumer law, eldercare, chronic disease self-management, immigration, human service administration, volunteer management, and impact assessment.   
  • Our Board of Directors includes community leaders with expertise in finance, non-profit governance, business development, marketing, academic research, healthcare, and public policy.
  • We also engage an exceptionally large number of volunteers: approximately 2,000 per year over the past three years.  Among these committed friends are lawyers who provide free legal services, families who pack groceries and deliver them to our food pantry clients, experienced mothers who serve as Visiting Moms, friendly visitors to homebound seniors, professionals who staff our program advisory committees, and adults with disabilities who volunteer throughout the agency.  

  • The JF&CS Department of Evaluation and Learning, a four-person team, spearheads all program documentation and evaluation efforts.

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

JF&CS has invested in a robust Department of Evaluation and Learning (DEL), which works collaboratively with program staff to design program assessments that are relevant and actionable, and to incorporate evaluation activities into program processes. Within this broad mandate, DEL staff assists programs in designing and implementing process evaluations to inform program design and conducting outcome evaluations to assess program impact.  DEL staff also support the Executive Team and administrative departments by providing timely, accurate data regarding the individuals JF&CS serves.  Evaluation work includes developing logic models; conducting tools research and tools design to support surveys, interviews, and focus groups; performing data analysis; and writing reports to communicate key knowledge gained from the analysis.

JF&CS utilizes Efforts to Outcomes (ETO), a customizable, cloud-based database, to track all individuals served through the agency’s programs. DEL builds, maintains, and configures ETO as needed for each JF&CS program. In addition, DEL continuously trains staff on the use of ETO and creates queries to enable the flexible use and reporting of data coming out of the database.

JF&CS comprises 44 programs with over 90 different services, each of which has a tailored set of descriptive and measurement data. Upon intake into a program, agency staff collects for each client a full set of demographic and diagnostic data. This descriptive information is of critical importance in understanding the populations our agency serves, and is checked for completeness and accuracy regularly via an internal monitoring report. In addition to this descriptive data, JF&CS additionally collects a broad range of performance data, including both process outcomes (e.g., client experience and satisfaction) and change measures (e.g., reduced depression, increased self-sufficiency).

DEL is currently developing individual program monitoring reports for each and every program so that they will have unprecedented access to their own performance management data in real time. These reports include data on client demographics, enrollments, terminations, census/case load, attendance, visits, and other key activities and dosage factors. Additionally, reports include links to the aggregate survey responses from each program so that directors can easily monitor client feedback for patterns and make appropriate changes and corrections. DEL supports this feedback loop by helping programs to put in place a regular process for reviewing the data from client surveys and standardized assessment tools.

As one example of a change in programming resulting directly from thoughtful examination of program data, the Visiting Moms program recently developed a Vulnerable Families team specifically designed to meet the needs of a growing segment of the client population that face multiple risk factors. The need for this team was identified by the program director, who noticed the changing demographic profiles of clients referred into the Visiting Moms program.

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

Please see our program descriptions for evidence of progress toward meeting our long-term goals in each area.