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Interseminarian-Project Place, Inc.

 1145 Washington Street
 Boston, MA 02118
[P] (617) 542-3740
[F] (617) 542-3860
www.projectplace.org
mladen@projectplace.org
Marcie Laden
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INCORPORATED: 1967
 Printable Profile (Summary / Full)
EIN 04-2457732

LAST UPDATED: 11/30/2016
Organization DBA --
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

Mission StatementMORE »

Our mission is to promote hope and opportunity for homeless individuals by providing the skills, education, training and personal support necessary to obtain employment and housing and most importantly, sustain economic stability and independence over a lifetime.

Mission Statement

Our mission is to promote hope and opportunity for homeless individuals by providing the skills, education, training and personal support necessary to obtain employment and housing and most importantly, sustain economic stability and independence over a lifetime.

FinancialsMORE »

Fiscal Year July 01, 2016 to June 30, 2017
Projected Income $3,225,374.00
Projected Expense $2,914,335.00

ProgramsMORE »

  • GateHouse/Betty's Place
  • Reentry Services
  • Social Enterprises
  • Veteran's Services
  • Work Skills and Employment Training

Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

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


Overview

Mission Statement

Our mission is to promote hope and opportunity for homeless individuals by providing the skills, education, training and personal support necessary to obtain employment and housing and most importantly, sustain economic stability and independence over a lifetime.

Background Statement

Project Place was founded in 1967 as a safe haven for runaway and drug addicted teenagers. In the 1980s, the agency shifted its focus to adults, and drop-in and referral services (i.e. legal services, life skills, advocacy, information, and counseling) were established. Subsequently, education, job and computer literacy training were added in response to clients’ requests for the skills and resources to help them find employment. Throughout the 1990s and 2000s we created several social enterprises to directly provide training and employment opportunities to those in need.  beginning with the first enterprise in 1991. Since then we have developed programs and enterprises to prepare low-income and homeless individuals for success in the world of work. In 2007, we completed the development of an $11M building, now our new home that includes affordable housing for homeless individuals and state-of-the-art office, training and commercial space. In 2009, we created Work Ready, offering very basic training to chronic homeless, now the first class in our Work Skills and Employment Services program. That same year, we began Veterans Services, offering tailored assistance, jobs and training to veterans and their families. Community Re-entry for Women (CREW) provides reintegration services during incarceration that continue upon release and Betty's Place offers transitional housing and support for women moving out of shelters. GateHouse, provides affordable housing for 14 formerly homeless individuals. The Homeless Resource Center supports job creation and employment efforts including housing advocacy and placement, offers an extensive referral network, computer/life skills training, and a daily lunch program. A Micro-Loan program offers graduates assistance to  build credit history.In 2013, Project Place received a multiyear grant from the Dept. of Labor to launch our POWR program, providing in-depth services to female ex-offenders increasing stabilization and reduce recidivism. Retention services provide all clients on-going support for 2 years post-program completion.  Our programs have evolved in response to the changing needs of populations in Boston and changing labor markets, yet our goal has remained the same: to provide real opportunities for homeless individuals to achieve self-sufficiency through work. We see over 1,000 people a year, referring many to more appropriate programs, enrolling 400 in our programs and working with 250 alumni at a given time.

Impact Statement

Accomplishments:

1. Served 1,369 homeless men and women in Fiscal Year 2016.

2. Enrolled 420 in programs. Successfully placed 161 individuals in jobs and 158 in stable housing. 67% of program graduates retained their jobs after one year; 72% retained their housing.

3. Operated three social enterprises - and started a fourth - that provided transitional employment opportunities to 83 clients and generated revenue comprising 20% of our operating budget.

4. Continued to successfully maintain a diversified funding base of public, corporate and individual funding, expanding to new funders and increasing outreach to individuals. 
 
Looking ahead, Project Place has set the following goals for the coming year.

1. Continue to diversify our funding base and maintain a solid financial position.

2. Continue to expand and enhance our social enterprises through increased and diverse customer contracts, enabling us to expand the job skill sets taught and improve the on the job training clients receive.

3. Maintain ongoing program evaluations and continue to refine programming to best meet the needs of clients.

4. Actively engage local employers in identifying skills and credentials needed for prospective employees.

5. Increase credentialing opportunities, on and off site, to provide more industry specific skills aligned with employer needs and relevant training to increase clients’ success rates in obtaining jobs.

6. Cultivate new board members who will actively engage others in the work of Project Place and help build a wider, more current base of donors and supporters.

7. Build strong partnerships with housing organizations to facilitate  using placements of our clients and provide workforce development programming to partner agency clientele.

 

Needs Statement

1.  As programs become more concentrated and skill based, including the enterprises, we need to strengthen our infrastructure to support the growth and business expansions and outreach, particularly through the creation of new operations support staff and the expansion of our Social Enterprises to serve women, particularly those with children.

2. Provide seed money for operation for new social enterprise employing mothers with young children. Women with children who are living in shelters face particular challenges in obtaining employment. Project Place is in the process of developing a business that would support women in learning new skills, building confidence and at the same time address barriers to permanent employment through comprehensive gender sensitive case management. Our goal is to raise $100,000.



 


CEO Statement

Incorporated in the sixties, Project Place has stayed current to the needs of the community, providing innovative services with a focus on outcomes; creating programs that provide solutions to end individual homelessness and joblessness. We offer more than hope and opportunity; we provide a path out of poverty by helping individuals gain the skills, education and resources they need to live independently. 

 We maintain an entrepreneurial approach that creates employment opportunities in small businesses but supports this with job training and case management services.  In this way, an individual learns new skills in the classroom, practices work, establishes an employment history and receives individual help to obtain and retain permanent work. Our commitment goes beyond just helping people get back on their feet, we want to help individuals stay standing. To that end, we provide a minimum of two years follow-up services. 

The impact of our work is realized through our graduates – keeping in touch with over 250 alumni annually, we know we have made a difference in the lives of individuals in need by providing real opportunities - opportunities that have lead to careers and stable homes for our graduates. In a ten year period, on average 77% of participants obtained employment, found housing or furthered their education and over 70% kept their housing and jobs for over a year – a record we are proud of.

Project Place also has a history of collaboration with various organizations and established formal partnerships. We focus on our core competency and partner with other providers to create the network of support many of our clients need to be successful and to eliminate duplication of services and a strain on limited resources. We have been recognized for our collaborations and established evidence best practice in the delivery of our services. 

In addition to achieving successful program outcomes Project Place has a commitment to strong fiscal management through diversifying its funding base, creating an independent earned income stream through operation of social enterprises, and has kept an eye on sustainability and growth. In the last five years, our enterprise revenue has grown by 71%. Tracking and caring about our success, evaluating our programs, running businesses, engaging donors – all manners of holding ourselves accountable to both our clients and supporters has made us an efficient and effective organization and established Project Place as a critical community resource for nearly half a century. Project Place is truly the charity that works!


Board Chair Statement

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Geographic Area Served

GREATER BOSTON REGION, MA

Project Place serves homeless individuals from throughout the Greater  Boston with a majority coming from Dorchester, Mattapan, Roxbury and the South End neighborhoods.

Organization Categories

  1. Employment - Job Training
  2. Human Services - Homeless Services/Centers
  3. Housing, Shelter - Housing Support

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

No

Programs

GateHouse/Betty's Place

Project Place runs two housing programs. Betty’s Place is a transitional housing program offering housing services for women who are making the transition from the emergency shelter system to independent living.GateHouse offers permanent, affordable housing to 14 homeless individuals who are transitioning into permanent employment or employment training programs, with the option to access support services from other Project Place programs and staff.

Budget  $144,128.00
Category  Housing, General/Other Transitional Housing
Population Served Adults Homeless At-Risk Populations
Program Short-Term Success 
Short-term, the two programs have slightly different measures of success. For Betty's Place, the short-term success is helping women transition to permanent housing ideally within 6 months (the average stay at Betty's Place). For GateHouse, residents may stay housed at GateHouse as long as they comply with all rules and regulations, including contributing 30% of their income to rent and remaining substance free.
 
.


Program Long-Term Success  The ultimate success of our transitional housing programs is to help individuals move from the shelter system/transitional housing to long-term permanent, stable, affordable housing and to retain their housing over the long term.
Program Success Monitored By  Project Place evaluates each program by its ability to facilitate an individual's transition from homelessness to self-reliance. For these programs we evaluate success by the numbers moving into permanent housing and keeping that housing over time. We feed outcome information directly into the agency database. It sets forth strategic objectives, a means of measurement, a targeted goal, and a year-to-date actual to determine whether or not we have met our success criteria. The information is utilized to monitor and improve client programming and to set performance outcomes and targets for employment and housing.
Examples of Program Success  This past year, 33 women were housed and assisted at Betty's Place with 94% securing permanent housing, and 45% were reunified with families.  At GateHouse 17 individuals were housed  over the course of the year: 94% remained stable and18% moved into more appropriate housing with 57% gaining employment.

Reentry Services

CREW a partnership with the Suffolk County House of Correction, provides community reintegration services that start when women are still incarcerated and continue upon their release, with the goal of reducing recidivism and preventing homelessness and joblessness. POWR connects offenders to the individualized attention they need to overcome the barriers that stand in the way of gainful employment and successful community reentry. Both programs assist clients develop basic life and personal competencies, work readiness and job skills, and obtain the education and specific job training necessary for gainful employment. Boston Career Pathway Collaborative (BCPC), is a partnership with the Suffolk County House of Correction, and helps men and women participating in state or local work-release programs to gain job skills and experience necessary to succeed in growth occupations upon release. The House of Corrections worked closely with local employers in the design phase of the program.

Budget  $1,175,563.00
Category  Employment, General/Other
Population Served Adults Females Offenders/Ex-Offenders
Program Short-Term Success  We measure short-term success based on a client’s ability to reintegrate into society, obtain employment and sustain it without criminal activity. Project Place focuses on the individual in a way that gives them the greatest chance to succeed. The women who are a part of this program are at the beginning of their journey to transition from being incarcerated into being successfully housed and employed. This is a life-altering transition on its own, and is coupled with the need for these women to address the issues that brought them to where they are. Outcomes are measured in the same way as other programs: although the goals may differ depending on the specific individual. 
Program Long-Term Success  Long-term, success of the program is measured in reduced recidivism and reduced homelessness and joblessness among female ex-offenders.
Program Success Monitored By  Project Place evaluates each program by its ability to facilitate an individual's transition from homelessness to self-reliance. We examine three areas: 1)SkillBuilding; 2) Outcomes; and 3) Retention. For this project, the outcomes are measured in very small steps as the population has multiple needs and problems that will take time, and in some cases, repeated intervention, to overcome.  Each client has an individual plan that sets outcomes and is revisited to measure progress.  Information on each client is updated on a monthly basis, using a recently developed database that tracks demographics, skill acquisition, job placement, housing and retention. Outcomes are fed into the agency database.  It sets forth strategic objectives, a means of measurement, a targeted goal, and a year-to-date actual to determine if we have met our success criteria. The information is utilized to monitor and improve client programming and to set performance outcomes and targets for employment and housing.
Examples of Program Success 
This year CREW served 42 women with an average placement rate of 34%, which compared to the national average of 11% for this population is quite successful; and 74% were placed in stable housing. The POWR program just began this year and as yet has not reported its outcomes.

Social Enterprises

Three businesses that provide transitional employment and contribute nearly 20% of our operating budget.Clean Corners…Bright Hopes (CCBH) is an outdoor and indoor maintenance and janitorial enterprise that operates in the Boston area. Project Pepsi is a vending machine service enterprise in which men and women deliver products to vending machines throughout the Boston area. HomePlate is a food preparation and services training enterprise that fulfills catering requests for corporate and private clients, operates a daily lunch program for Project Place clients and staff in the in-house commercial kitchen. Working Opportunities for Women (WOW) is a new social enterprise at Project Place offering business services for producers of specialty products: light assembly and production, packaging and labeling, order processing, order fulfillment and sales and marketing. WOW provides women living in shelter with on-the-job skills and experience to change their lives through work.

Budget  $865,222.00
Category  Employment, General/Other Job Training & Employment
Population Served Adults Homeless Alcohol, Drug, Substance Abusers
Program Short-Term Success  Our signature program uses a unique model of offering clients real pay for real work in a supported environment with wrap-around support. We provide clients with real work experience in an environment where we can help them learn life skills and coping techniques to balance work and other life stresses as they arise.  They complete a work shift: working five days a week for 4-6 months.  In addition they attend classes, learn computer skills and work with a case manager/employment specialist to identify employment goals.  Short term success is measured in completion of their work responsibilities,  completing an employment cycle, their development of skills and participation in job search efforts. 
Program Long-Term Success   Project Place' Social Enterprises gives client employees real work experience that provides them with a work history that supports job search efforts and provides on the job training which offers opportunities for individuals to learn the rigors of work with ongoing support, supervision and direction.  Individuals develop the skills the need to succeed in a work environment; skills that go beyond vocational training.  They learn how to manage change, be successful employees and move develop a career future. 
Program Success Monitored By   Project Place evaluates each program by its ability to facilitate an individual's transition from homelessness to self-reliance. We examine  1)SkillBuilding; 2) Outcomes; and 3) Retention. For this program, the outcomes are measured in small steps: coming to work on time, completing a full week, completing all tasks assigned, etc. Each client has an individual plan that sets outcomes and is revisited to measure progress.  Information is documented upon intake, and updated on a monthly basis, using a database that tracks demographics, skill acquisition, job placement, housing and retention. We feed outcomes directly into the agency database. It sets forth strategic objectives, a means of measurement, a targeted goal, and a year-to-date actual to see if we meet success criteria. Success is monitored by the number of clients who enter the enterprises; the number who complete a training period; and the number who obtain a permanent job at the end of their transitional employment.
Examples of Program Success 

In the past year,  Clean Corners…Bright Hopes, Project Pepsi, and HomePlate provided 100 clients with transitional employment jobs and 61.5% of those clients found permanent employment. 100% of social enterprise clients have retained employment after 6 months and 82%  retained employment after one year. 

 


Veteran's Services

Our Veterans Services, which includes our Homeless Veterans Reintegration Program (HVRP), and our outreach partnership with the New England Center for Veterans, allows us to provide our programs with tailored services specific to veterans. In addition to traditional case management and support services, clients are assessed for veterans’ benefit eligibility, provide referrals for Veterans Affairs offices and give assistance in obtaining discharge papers. Project Place served 135 veterans last year, enrolling 70 into our programs,helping 33 obtain employment. 

Budget  $207,253.00
Category  Employment, General/Other Job Training & Employment
Population Served Veterans Homeless
Program Short-Term Success  Short-term, we measure success in terms of small steps. For our veterans, reintegrating into society (whether it has been three weeks or thirty years since they completed their service) is a huge hurdle to overcome, and we strive to help make this transition more manageable.  Obtaining discharge papers, connecting with the VA, finding the other services that may be needed (counseling, medical attention, etc) and helping find employment and housing resources are all short term successes. Also, for those enrolled in our programs, successes can be measured in terms of showing up to class, completing assignments, meeting with specialists and case managers.  For all veterans, the ultimate goal is to find and retain permanent employment and housing, and by focusing on these smaller successes and celebrating them, we help men and women move towards long-term success.
Program Long-Term Success  For the long term, success will be measured by an veteran's ability to attain self-sufficiency, whether it be stable housing, employment or enroll in a training or education program.  Veterans Services is measured by our ability to identify and serve veterans, to engage them to enroll in programs and to follow them through post placement services so that the skills they develop are retained over the long term.  Our measurement of outcomes is the same as all our other programs: the data is collected at intake and assessed over the course of their participation and in intervals post program completion.  The data is collected and entered into the agency database and evaluated on a regular basis as part of program and agency evaluation.
Program Success Monitored By 

Project Place evaluates each program by its ability to facilitate an individual's transition from homelessness to self-reliance. We examine three areas: 1)Skill Building; 2) Outcomes; and 3) Retention. For this project, the outcomes are measured in very small steps as the population has multiple needs and problems that will take time, and in some cases, repeated intervention, to overcome.  Each client has an individual plan that sets outcomes and is revisited to measure progress.  Information on each client documented by the upon intake, and updated on a monthly basis, using a recently developed database that tracks demographics, skill acquisition, job placement, housing and retention. We feed outcome information directly into the agency database. It sets forth 6-10 strategic objectives, a means of measurement, a targeted goal, and a year-to-date actual to determine whether or not we have met our success criteria. The information is utilized to monitor and improve client programming and to set performance outcomes and targets for employment and housing.

Examples of Program Success  This past year, we assisted 135 veterans with triage, referral services and placement. We enrolled 70 into our programs, and assisted 33 individuals in obtaining permanent employment.

Work Skills and Employment Training

Work Skills and Employment Services is a classroom based program supported by case management. In the introductory Work Ready class clients learn workplace skills, build self-confidence, understand the job market and set personal career goals; computer training, career search;
and support transitioning to self-sufficiency. The class runs for four weeks, and a new one begins every month.  Participants can then move along three tracks: direct job search and placement, continued training, or employment in our social enterprises.  If they choose continued training, they can attend programming at Project Place, or in designated slots at our partners' including OSHA, food service prep, customer service or digital literacy,  in some cases obtaining industry certifications.  Simultaneously they receive case management and career employment counseling. Clients are followed with case management support for two years post program completion.
Budget  $464,949.00
Category  Employment, General/Other Job Training & Employment
Population Served Adults Homeless
Program Short-Term Success   The short term success goals for the program are to: 1. hold at least 10 Work Ready classes a year, with at least 20 participants each. 2. to serve 400 clients in the program, including alumni. 3. To have participants make significant changes in their lives and transition into stable housing with a focus on employment as a means of making and keeping that transition.  Outcomes measured include: the number of clients enrolled, the number of classes held, the number who begin and complete the classes; the number who obtain a job upon leaving their program; the number who move into extended training or into our social enterprises.
Program Long-Term Success 

Success is determined not only by measuring the obtainment of housing and or employment, but that they are retained. Acquiring skills will ensure that individuals continue to grow in their career, develop self-sufficiency and overcome future obstacles such as the loss of a job or housing.  Outcome information is collected at initial intake, during the program and then post job placement at 3, 6, 9 months – up to two years, to determine if we have met success criteria. We look at: 1) Skill-Building -- increased education, job and personal skills, and self-confidence; 2) Outcomes -- attainment of employment, housing or educational goals; and 3) Retention -- maintaining or progressing in
vocational and/or educational program; either a job upgrade or enrollment. The outcomes can measure very small steps as the population has multiple needs that take time. Data is collected upon entry and at exit from the program and fed into an overall agency database for use during annual reviews.







 

Program Success Monitored By   Project Place evaluates each program by its ability to facilitate an individual's transition from homelessness to self-reliance. We examine three areas: 1)Skill Building; 2) Outcomes; and 3) Retention. For this project, the outcomes are measured in very small steps as the population has multiple needs and problems that will take time, and in some cases, repeated intervention, to overcome.  Each client has an individual plan that sets outcomes and is revisited to measure progress.  Information on each client documented by the upon intake, and updated on a monthly basis, using a recently developed database that tracks demographics, skill acquisition, job placement, housing and retention. We feed outcome information directly into the agency database. It sets forth 6-10 strategic objectives, a means of measurement, a targeted goal, and a year-to-date actual to determine whether or not we have met our success criteria. The information is utilized to monitor and improve client programming and to set performance outcomes and targets for employment and housing.
Examples of Program Success 
In the past year, more than 200 individuals completed this program.  70% of these clients improved their life circumstances by either obtaining work, obtaining stable housing or advancing in an educational or training program.  66% obtained jobs.

CEO/Executive Director/Board Comments

The biggest single challenge that we faced this year continues to be the economy: for the agency as a whole and for our clients individually. Private and public funding sources have been cut. Despite the uncertainty, we feel confident that due to our focus on diversifying our funding base and continued outreach/prospecting efforts, we will be able to provide the same quality service to our clients. The economy has also contributed to the difficulty our clients face when they are job searching- the entry level jobs that our clients once competed for, after acquiring the basic work skills and experience our program provided, are now unavailable (college graduates and experienced workers are willing to take these starting jobs). This has contributed to the length of time clients are working in the enterprises, and the length of time after clients leave our programs before they become employed.

To overcome this challenge, we work with clients to maintain a positive outlook and think creatively about the ways they can move forward, be it through part time/temporary employment or looking at further training or certification programs. We have also learned that in addition to arming individuals with basic life and “soft” skills, we need to be arming them with more specific vocational skills that increase their marketability. To that end, we are implementing more credentialing classes which will provide clients with specific job trade certifications, including OSHA and “Green Job” trainings.
This year, we had an increase in the number of clients enrolled in Work Skills and Employment Training and had more clients successfully complete the program. We continue to see growing success in introducing people to Project Place through our Work Ready class. When individuals are immediately immersed in a 4-week, intensive class where they receive support and training they learn more about us as an agency. Through this more intensive first experience they are more likely to continue onto our other programs such as advanced Customer Service training and our social enterprises, both of which increase the likelihood of their future success.

Management


CEO/Executive Director Ms. Suzanne Kenney
CEO Term Start June 1995
CEO Email skenney@projectplace.org
CEO Experience Suzanne Kenney, Project Place Executive Director, has over 25 years experience in directing and managing human service programs, serving children, homeless, ex-offenders and those with disabilities. She has served at Project Place for over 20 years. Suzanne’s ability to forge critical community relationships, recognize and respond to opportunities for funding and expansion of resources, and provide focused, mission-driven strategic thinking on behalf of the agency accounts for the entrepreneurial spirit and success of the Project Place. During her tenure the agency’s net assets have increased by over 225% and programming has expanded two-fold. Suzanne was instrumental in securing City land to develop a new facility, and in initiating a Capital Campaign to help fund that endeavor, which has lead to further expansion of the agency’s programs and services, with plans to serve more individuals in 2017. She has received several most recently, the 2011 Wainwright Social Justice Award from Eastern Bank, recognizing those who have achieved outstanding success in addressing issues of social justice. Suzanne has earned a Bachelor of Arts in Psychology from Fairfield University, a Masters in Public Administration from Suffolk University and is a board member of Eureka Communities, the Massachusetts Housing Alliance, and the South End Business Alliance
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
Mr Gueirmo Rodriques Jan 1998 Jan 1994
MS. Julie Rusk 1985 1987

Senior Staff

Name Title Experience/Biography
Ms. Marcie Laden Director of Development  

Ms. Laden served on the Board of Directors prior to joining its staff in 2005. She was past Executive Director of Community Living Network, Inc. inNewton,MAa non-profit providing housing and housing support services for seniors. Under her direction CLN expanded their affordable housing by 50% and developed several new education and technical support programs to assist seniors remain in their homes as long as possible. Marcie has worked for over 20 years with non-profits: particularly organizational and affordable housing development, serving in a number of senior level capacities, as Executive Director and Director of Development. She has provided organizational consulting services to several area non-profit organizations and served as a grant reviewer to local, state and federal agencies. She holds an undergraduate degree from Union Collegeand attendedTufts University’s graduate program in Urban and Environmental Policy. Marcie has volunteered with or served on the board of numerous organizations including Friends of Boston Latin Academy, Temple Hillel B’Nai Torah,Boston, Little Brothers, Friends of the Elderly and theMary Lyon School.

Mr. Alan Lehmann Director of Finance and Social Enterprise --

Awards

Award Awarding Organization Year
Bright Idea for innovative service delivery Ash Center of Decomocratic Change, Harvard University 2012
Nominee for the Innovation Award for Nonprofits Small Business Association of New England 2012
Wainwright Social Justice Award Eastern Bank 2011

Affiliations

Affiliation Year
Massachusetts Housing and Shelter Alliance (MHSA) --
Massachusetts Nonprofit Network --
Member of state association of nonprofits? Yes
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

In addition to our memberships in the Mass Housing and Shelter Alliance we have worked collaboratively with several local non-profit organizations.   Project Place has a long-held belief that we cannot solve homelessness alone. We are part of Boston’s Continuum of Care alliance of 90 non-profits that coordinate homeless services. We work with service providers treating specific needs, i.e. mental health, addiction, domestic violence, etc. providing their clients housing, job training and employment skills. After completing our programs, we work with clients to transition them into other partners' programs: New England Center for Veterans (security training program) and BEST who offers hospitality, OSHA and advancing cooking and training classes both here onsite and off-site. For the past 9 years we have operated a program for incarcerated women, both pre and post their release in partnership with the Suffolk County Sheriff's Dept. House of Corrections. We also collaborate with others around funding and new program development. We are currently the lead agency, managing a grant for the Dept. of Labor to provide a host of services to assist female offenders reenter the community and provide outreach services to a collaboration serving homeless veterans. 
 

CEO/Executive Director/Board Comments

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Foundation Comments

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Staff Information

Number of Full Time Staff 30
Number of Part Time Staff 1
Number of Volunteers 75
Number of Contract Staff 1
Staff Retention Rate % 77%

Staff Demographics

Ethnicity African American/Black: 11
Asian American/Pacific Islander: 1
Caucasian: 13
Hispanic/Latino: 5
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 23
Male: 7
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 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 No

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 Mary Kelleher
Board Chair Company Affiliation Gibson Sotheby's International Realty
Board Chair Term June 2016 - June 2019
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Emanuel Alves John Hancock Financial Services Voting
Rajeev Balakrishna Courier Corporation Voting
Ed Belove Retire Voting
Cathy Claflin Retired Voting
Eileen Connors Volunteer Voting
Janet Cooper Retired Voting
Bill Dillon Goulston & Storrs Voting
David Dirks Mellon Capital Investment Voting
Jamie Hoag Lawyer Voting
Mary Kelleher Gibson Soothby's Int'l. Real Estate Voting
Michael Kineavy The Cronin Group Voting
Jeffrey Nataupsky John Hancock Financial Services Voting
Jim Stowe Consultant Voting
Wendy Tamis Boston Financial Voting
Heather Wells Heather G. Wells Ltd. Voting

Constituent Board Members

Name Company Affiliations Status
Ruth Rollins Elizabeth Sone House NonVoting

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): --
Gender Female: 7
Male: 9
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 0
Board Meeting Attendance % 71%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 40%
Constituency Includes Client Representation Yes

Standing Committees

  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Executive
  • Finance
  • Housing and Community Development
  • Strategic Planning / Strategic Direction

CEO/Executive Director/Board Comments

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Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Fiscal Year July 01, 2016 to June 30, 2017
Projected Income $3,225,374.00
Projected Expense $2,914,335.00
Form 990s

2015 990

2014 990

2013 990

2012 990

2011 990

2010 990

2009 990

Audit Documents

2015 Audited Financials

2014 Audited Financials

2013 Audited Financials

2012 Audited Financials

2011 Audited Financials

2010 Audited Financials

2009 Audited Financials

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2015 2014 2013
Total Revenue $5,939,610 $2,770,713 $2,461,713
Total Expenses $3,306,095 $2,917,730 $2,604,536

Prior Three Years Revenue Sources

Fiscal Year 2015 2014 2013
Foundation and
Corporation Contributions
-- -- --
Government Contributions $1,516,293 $1,271,796 $886,437
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $1,516,293 $1,271,796 $886,437
Individual Contributions $659,057 $558,209 $576,140
Indirect Public Support -- -- --
Earned Revenue $727,275 $717,403 $736,129
Investment Income, Net of Losses $2,759 $13,187 $5,980
Membership Dues $6,830 -- --
Special Events $178,614 $209,069 $213,340
Revenue In-Kind $2,500 $1,049 $51,680
Other $2,846,282 -- $-7,993

Prior Three Years Expense Allocations

Fiscal Year 2015 2014 2013
Program Expense $2,480,541 $2,480,827 $2,161,254
Administration Expense $544,338 $180,578 $183,090
Fundraising Expense $281,216 $256,325 $260,192
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.80 0.95 0.95
Program Expense/Total Expenses 75% 85% 83%
Fundraising Expense/Contributed Revenue 12% 13% 16%

Prior Three Years Assets and Liabilities

Fiscal Year 2015 2014 2013
Total Assets $8,798,379 $15,461,436 $15,514,314
Current Assets $1,034,730 $1,003,392 $728,614
Long-Term Liabilities $1,900,000 $10,403,039 $11,103,039
Current Liabilities $226,909 $1,020,442 $226,303
Total Net Assets $6,671,470 $4,037,955 $4,184,972

Prior Three Years Top Three Funding Sources

Fiscal Year 2015 2014 2013
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy --
Percentage(If selected) --
Credit Line Yes
Reserve Fund Yes
How many months does reserve cover? 3.00

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 2015 2014 2013
Current Ratio: Current Assets/Current Liabilities 4.56 0.98 3.22

Long Term Solvency

Fiscal Year 2015 2014 2013
Long-term Liabilities/Total Assets 22% 67% 72%

CEO/Executive Director/Board Comments

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Foundation Comments

Financial summary data in the charts and graphs above are per the organization's audited financials.  Contributions from foundations and corporations are listed under individuals when the breakout was not available. Please note, the Other revenue category for FY15 includes: forgiveness of note receivable, forgiveness of mortgage debt and loss on sale of retail commercial space.

Documents


Other Documents

No Other Documents currently available.

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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