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Children's Charter Trauma Clinic - Division of The Key Program, Inc.

 77 Rumford Avenue
 Waltham, MA 02453
[P] (781) 894-4307 x 15
[F] (781) 894-1195
[email protected]
Stephanie Howard
 Printable Profile (Summary / Full)
EIN 04-2539878

LAST UPDATED: 01/14/2019
Organization DBA Children's Charter Trauma Clinic, A Division of The Key Program, Inc.
Former Names Children's Charter (1999)
Organization received a competitive grant from the Boston Foundation in the past five years No



Mission StatementMORE »

The mission of Children's Charter is to break the intergenerational cycle of abuse in the lives of those families with the fewest resources by providing them access to the highest quality outpatient mental health services in a setting that is welcoming, safe, and respectful.

Mission Statement

The mission of Children's Charter is to break the intergenerational cycle of abuse in the lives of those families with the fewest resources by providing them access to the highest quality outpatient mental health services in a setting that is welcoming, safe, and respectful.

FinancialsMORE »

Fiscal Year July 01, 2017 to June 30, 2018
Projected Income $1,725,168.00
Projected Expense $1,800,000.00

ProgramsMORE »

  • Project "We Can Talk About It"
  • Three Legged Stool

Revenue vs. Expense ($000s)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

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


Mission Statement

The mission of Children's Charter is to break the intergenerational cycle of abuse in the lives of those families with the fewest resources by providing them access to the highest quality outpatient mental health services in a setting that is welcoming, safe, and respectful.

Background Statement

Children’s Charter was founded by Dr. Paula Stahl in 1985 in Waltham, MA.  The clinic name honors the first English speaking law (The Children’s Charter) enacted at the turn of the century to ban child abuse.  Dr. Stahl’s original intent was to build an outpatient mental health clinic that served as a safe haven for underprivileged children and families coping with the trauma of sexual abuse, and who had limited access to necessary interventions.  The agency has since expanded to include children in foster care and foster parents, survivors of intimate partner violence and their children, and families coping with the impact of rape, traumatic grief, and court involvement due to abuse and neglect.   We provide clients that are at or below poverty-level with clinical evaluations, individual, home-based, and family therapy, and access to 24-hour emergency service staffed by our clinicians.  In July of 2000, Children's Charter became a division of The Key Program, Inc.  Key provides residential placements, intensive wrap-around services, and home-based therapy to adolescents who have histories of chronic abuse and neglect with the mission of “assisting them in developing positive life skills and life experiences so that they may pursue productive and rewarding lives.” 


Currently, Children's Charter serves over 450 children, adolescents, adults, and families each year.  Our methodology and approach are deeply rooted in the knowledge that families with histories of abuse and neglect require mental health services that are more comprehensive than what is traditionally found in general practices.  We believe that effective trauma work requires a multidisciplinary team in partnership with community agencies.  Clinicians work closely with school personnel, child protection workers, domestic violence programs, pediatricians, substance abuse treatment centers, victim advocates and others to coordinate care for clients.  Many of the clients we serve come from families where chronic abuse and neglect has been transmitted across multiple generations.  We partner with them to break this cycle and assist children and their families in the process of learning more effective and healthy ways to manage their lives.


Impact Statement

Over the past year, Children’s Charter received a large grant from the Department of Public Health. The grant is meant to increase our capacity to serve children who have been exposed to intimate partner violence through community outreach and group interventions as well as working with parents.  We have hired a group specialist to begin to develop the program and look forward to offering groups starting in January.


Goals for the agency include:

  1. Launching a state-wide foster parent institute to serve the multi-faceted needs for support and training among foster families in the Commonwealth.
  2. Increased financial security is an ongoing goal, the Key Program has just hired a director of development who will be working with us to fundraise, particularly around the Rodman Ride for Kids. Our goal is to raise at least $30,000 this fall in celebration of our 30th anniversary.
  3. Creating a group therapy program at the agency that will include groups focused on parenting as well as for children who are survivors of abuse.
  4. Shifting the agency to electronic record keeping by this coming fall, 2015.

Needs Statement

Providing the type of comprehensive, and extensive long term therapy that we know is critical for children and families to heal from severe abuse is taxing fiscally for the agency and emotionally on staff. Children’s Charter places great emphasis on the quality of our work and as such provides a high level of supervision that is costly but essential. Greater financial support overall would allow us to continue to provide our services in the manner that is most effective, but is increasingly not reimbursed by insurance.  Funding is also needed for the increasing population of clients who are unable to access treatment due to high deductibles in their insurance policies that make services financially impossible and who could only engage in treatment that was covered by private donations. Additionally, staff turnover is a problem both for clients and for the agency as we invest a lot of time and money into training excellent clinicians who then leave because they can't afford to work with our agency when they could earn a lot more at larger institutions or in private practice.  Funding to offer competitive salaries would allow us to retain staff and invest our time and energy into program development rather than recruiting and hiring. 


CEO Statement

Children’s Charter Trauma Clinic was founded on two distinct beliefs. First, that the private sector can, due to its flexibility and potential for providing new revenue sources, identify critical, unmet community needs.  Furthermore, once identified, the private sector can respond to those needs by serving as catalysts in the creation of non-profit partnerships.  This philosophy was the basis for the creation of Children’s Charter in 1985, when I founded the agency in collaboration with a private family foundation that committed substantial, long-terms support.  The second premise upon which the agency was based is that traumatized, impoverished children and families are our community’s most vulnerable population.  As such, in order to have any hope of breaking the intergenerational cycle of abuse and violence in their lives, we must provide them with the highest quality community based psychological services.  These two beliefs have shaped the growth and development of Children’s Charter.  Private funding provided us with the necessary time and opportunity and listen to our clients’ voices in order to develop specialty programs based on their expressed psychological needs.  Additionally, by remaining true to our mission, we have translated our clinical experience into a treatment technology specific to interfamilial abuse.  The Department of Children and Families as well as the courts view Children’s Charter as a leader in the field of family treatment where there is chronic, severe emotional and physical trauma.

Board Chair Statement

The two greatest challenges facing the organization are:
1. The limited reimbursement received from state insurance sources for low-income families and the high deductibles for private insurance.
2. The continued decrease in available resources for traumatized children and families and the current political climate around health care for the low-income population.
Staff participate actively on a variety of statewide committees as well as advocacy organizations to ensure that behavioral health issues receive as much attention as medical issues in the commonwealth and that reimbursement rates are truly reflective of the costs of our services.

Geographic Area Served


We also work with some families statewide as part of our forensic team as well as with families within the catchment are of the Lowell and Haverhill offices of DCF. 

Organization Categories

  1. Human Services - Children's and Youth Services
  2. Mental Health & Crisis Intervention - Mental Health Treatment
  3. Human Services - Family Services

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



Project "We Can Talk About It"

Project “We Can Talk about It” is the domestic violence team created in 1994. The program has: provided outpatient therapy and trauma evaluations to more than 400 families; served as consultants/trainers to other programs across the state as well as to various domestic violence units within DCF; assisted in the development of the statewide domestic violence curriculum for advocates and volunteers; trained advocates, daycare workers, hospital staff, therapists, police and DA employees around the issues of domestic violence and families; assisted in creating the Metro West domestic violence collaborative and served on the governor’s committee to address sexual and domestic violence.  Team members develop both the therapeutic skills and the psychological understanding of the impact of trauma on human development.  They also gain the critical knowledge of the dynamics of domestic violence and how to identify safety risks in order to assist families to extricate themselves from abuse and violence in their homes.
Budget  $116,105.00
Category  Mental Health, Substance Abuse Programs, General/other Family Violence Counseling
Population Served Families Children and Youth (0 - 19 years) Immigrant, Newcomers, Refugees
Program Short-Term Success 
Short-term success is assessed by tracking initial reports of symptoms and evaluating reduction over time:
a. Reduce symptoms of anxiety, hypervigilance, depression, suicidality, nightmares, flashbacks, dissociation, difficulty concentrating, shame, and isolation.
b. Access additional and relevant services including legal and advocacy services, support groups, psychopharmacology, medical care, substance abuse treatment, educational resources, financial, housing, religious supports, and childcare.
c. Practice a range of adaptive, healthy coping/self care strategies.
d. Develop parenting skills for discipline and daily routines and healthy communication.
2. End the cycle of abuse and violence in the lives of families.
a.  Clients understand and recognize the dynamics of domestic violence.
b. Create a safety plan that is used and updated regularly.
c. Connect with an advocate to obtain protective order.
d. Acquire financial and legal assistance that eliminates dependency on abusive partner.
Program Long-Term Success 
Long term success in this program is indicated by family stabilization and a return to productive activities of daily living such as work, or school.  Tracking annual progress also looks at the clients’ increase in their level of engagement within their communities and networks of support.  Ultimately, the intended outcome is to provide families with the necessary tools to interrupt the cycle of abuse that has permeated their lives by providing:
a.       Psychoeducation to help clients understand and recognize the dynamics of domestic violence/dating violence and it’s impact on adults and children
b.      a Safety plan that is used and updated regularly
c.       Assistance to clients to connect with advocates to obtain protective orders when safe and desired
d.      Referrals for client to acquire financial and legal assistance that eliminates their dependency on abusive partner.
Program Success Monitored By 

Progress of this project is tracked through the initial diagnostic assessment which includes a numerical Global Assessment of Functioning score which is an overall clinical rating of a client’s functioning.  In addition, each client has an Individual Action Plan that specifies two symptom related goals specific to each person such as improving sleep, returning to work, increasing social supports, decreasing panic attacks etc…These measures are then re-evaluated at the one year point to demonstrate the impact of treatment.   Progress is also measured, with a client’s permission, through regular contact with collaterals such as Greater Boston Legal Services, the Department of Children and Families, and other providers to gauge improvement in identified areas of functioning.  For adolescents and any younger children, we utilize the CANS (Child Assessment and Needs) which is completed every three months.


Examples of Program Success 

"M" worked with our bilingual clinician.  Although she had left her abuser, she had a new relationship that was becoming abusive and financially controlling. “M” developed strategies to decrease her financial dependence and safely end the relationship. She obtained concrete skills to increase safety and independence including changing her locks, talking with her daughters about not allowing the abuser in the house, and requesting temporary financial support. They also discussed strategies she could employ for managing the fear, emotional dis-regulation and anxiety she experienced triggered by the abusers behavior, including grounding techniques, accessing supports to help her call 911 if necessary, seeking support from her sister in respite care of her daughters when she became overwhelmed, etc. “M” has successfully separated from the abuser. In addition, she has been granted a U-Visa which will allow her to remain in the country and seek employment to become financially independent.

Three Legged Stool

The Three-Legged Stool, is a unique comprehensive intervention designed to provide supportive family and community environments so that severely traumatized foster children can experience healthy relationships.  Each foster parent is paired with a senior clinician at the agency who provides consultation to them in their homes.  The clinician provides guidance and support, as well as access to clinical services for foster children including an in-home child-focused therapy team if needed.  The program works closely with the Department of Children and Families (DCF) to address the specific challenges of parenting foster children with extensive and severe histories of abuse.  The Foster Parent Partnership was designed to create trauma-informed, stabilizing family environments for foster children so that placements are either sustained as long as needed or become permanent homes, rather than disrupt in crisis.
Budget  $100,000.00
Category  Human Services, General/Other Foster Care
Population Served Families Children and Youth (0 - 19 years) At-Risk Populations
Program Short-Term Success  Short-term success is defined as having foster parents understand the impact of trauma on the children in their care and subsequently developing a repertoire of effective responses to the child’s challenging behaviors.  Families surveyed in the program have been unequivocally positive about the program with all families rating the services as being “very important.”  As one parent stated: “The knowledge has been extremely important in our being able to understand our child’s acting out and destructive behavior.  We have learned to respond in a therapeutic manner.”  Another participant noted: “we feel the program has been a literal life saver for us and our child during a time of tremendous difficulty for him. We are not sure if he would be alive today without the intervention of this program.” 
Program Long-Term Success 

Long-term success in the program is defined by a reduction in Post Traumatic Stress symptoms and improved school performance by the foster child in care.  The ultimate indicator of the efficacy of the Three-Legged Stool is the long-term success of the placements/adoption.   To date, we have averaged between a 38-50% adoption rate for over 60 children with another 25% pre-adoptive, 15-20% maintained in foster care, and 10-15% obtained permanent guardians.  Fewer than 10% of our foster children experienced disrupted placements over the last five years and among foster parents who also participated in the bi-weekly support group, there were no disruptions in placement. Foster parents also reported improved school performance across the board. One parent shared that: “one child graduated from high school which wasn’t clear one year ago and the younger one went from being behind to being on the honor roll.”


Program Success Monitored By  We measure our success through the use of surveys given to foster parents twice a year to track progress and allow us to measure our success in achieving our stated goals.  In addition, we track the outcome of our foster placements to determine the long-term success of our services in stabilizing children within their families.  
Examples of Program Success  Referral was a 9 year old girl with a history of twenty-two placements including: 3 disrupted pre-adoptive homes; 2 group homes; and 17 foster homes.  Behaviors included abuse of animals, smearing of feces, running from foster homes, causing physical damage to the homes, and swearing.  Consultation focused on behaviors compromising the child’s capacity to attach to the family members and threatening the stability of the placement.  The interventions provided were psycho-education to help them understand the developmental impact of trauma and the consequences on building attachments, affect regulation and brain functioning, as well as the role of shame for traumatized children.  Support was given to address the impact of the placement on the marital relationship as well as on two adopted teenage children.    Foster parents were given daily access to their clinician.  The placement has been sustained for the longest period in the child’s history, twelve months.

CEO/Executive Director/Board Comments

The above teams represent two specialty programs that grew out of identified client need.  In addition, we have a forensic team, a grief and loss team, and a program for children living in group homes to assist them in preparing for becoming part of a family by practicing attachment.  Our organizational strategy of having senior administrators also carry an active caseload of clients has allowed for the creative development of programs because all staff are deeply involved in clinical work.

The “3-Legged-Stool Program” is a perfect example.  The program offers wrap around supports to foster families to provide trauma-informed stable environments for foster children who present with complex PTSD, Attachment Disorder and multiple foster placements.  The children present with behaviors such as: head-banging; tantrums 1 – 2 hours daily; nightmares and disturbed sleep patterns; anxiety; bed wetting; hoarding food; displaying aggressive behaviors; irritability; and lying and stealing due to compromised moral development.  Foster parents typically receive 3 months of training from DCF before a child is placed in their homes. Then all support and services end!  Insurances will not reimburse the necessary ongoing services that prevent placement disruptions.  We offer:

1.    Home visits  to implement specific parenting strategies for times when the child may be most challenging and dysregulated including meal times and bed times.  Goals for the foster children often include increased capacity to tolerate transitions, increased ability to self-soothe, and demonstrate faster recovery time when dysregulated.  Focus on Psycho-education on the impact of trauma on conscience development, attachment, and affect regulation; the neuro-biology of trauma and its impact on development; and the relationship between trauma and shame based behaviors. 

2.    24-hour telephone emergency service is available with the goal of “holding the foster parent” when a child is experiencing a “meltdown.”

3.    Psycho-Pharmacological Consultation with a child psychiatrist who specializes in trauma. 

4.    Attendance at school meetings with foster parent(s) to advocate for special services under the Federal/State guidelines of “Emotional Impairment.”

5.    Attendance at DCF meetings with foster parent(s) as a support for the foster parent(s) concerns and questions.

6.    Foster parent problem solving/support group that meets bi-monthly.

7.    Family treatment for foster families to address the stress of parenting traumatized children on the marital relationships and impact on siblings.




CEO/Executive Director Mr. William Lyttle Ed.D.
CEO Term Start Oct 1979
CEO Email [email protected]
CEO Experience William Lyttle has worked for the Key program since 1975.  During his first four years, he served as the Director of Operations.  He became the Chief Executive Officer in 1979.  Mr. Lyttle holds a BA in psychology and a masters degree in education.  He has served in many leadership roles such as the Board Chair of the Providers Council of MA, the Children's League of MA, as well as Citizens for Juvenile Justice.  Currently, he is a member on all of these boards and dedicates himself to improving the lives of at-risk youth.
Co-CEO Paula Stahl Ed.D.
Co-CEO Term Start Oct 1985
Co-CEO Email [email protected]
Co-CEO Experience
Paula Stahl, Ed.D. brings 30 years of clinical experience serving traumatized families at Children's Charter.  She founded the clinic in 1985 to address in particular, the unmet needs of low-income sexually abused children and their families.  She has served on the boards of secondary schools, higher education institutions, and is one of the founding members of the MA Children's Trust Fund.  Additionally, she currently sits on the statewide foster parent board and is actively involved with the Department of Children and Families as a consultant.   She received her bachelor's degree from Lesley University, a master's degree and a CAGS in counseling from the University of Maryland and her doctorate from Boston University. 

Former CEOs and Terms

Name Start End
-- -- --

Senior Staff

Name Title Experience/Biography
-- -- --
Jeannine Breton LICSW Clinical Director

Jeannine Breton, LICSW is the Clinical Director of Children’s Charter.  Jeannine brings over 25 years of experience to her work as she has been specializing in trauma work in both urban and suburban settings since graduating from Simmons College Graduate School of Social Work in 1986.  Jeannine’s career has focused on psychotherapy for children, adolescents, families and adults struggling with the impact of family trauma, particularly those from disenfranchised populations.  She has engaged in preventative and community education efforts, training for professionals, crisis intervention, forensic evaluation and expert witness testimony while also exercising supervisory and administrative responsibilities.  Jeannine is independently licensed and is a member of the National Association of Social Workers and the New England Society for the Treatment of Trauma and Dissociation.

Olivia Carrick M.D. Medical Director Olivia Carrick, M.D. is the medical director of the agency and a board certified psychiatrist on staff at Children's Hospital in Boston and in their Martha Eliot Health Center. She is bilingual English-Spanish and has over 11 years of experience working with children. 
Norah Hass Psy.D. Assistant Director of Forensic Services Norah Hass, Psy.D. has been a clinician at Children's Charter for over 13 years working with children, adolescents and families.  She is a senior supervisor on the domestic violence team and assistant director of the forensic evaluation team.  She specializes in families coping with domestic violence.  Dr. Hass graduated from the University of Michigan in 1990 with a BA in psychology and received her Psy.D. in 2003 from the Massachusetts School of Professional Psychology. 
Stephanie Howard Ph.D. Co-Director Domestic Violence Team Stephanie Howard, Ph.D. has been a clinician at Children's Charter for the past 18 years working with children, adolescents and adults.  She currently serves as the co-director of Project "We Can Talk About It," the specialty team serving survivors of domestic violence and their children.  She is a frequent trainer around issues of domestic violence and children and has consulted to the Department of Children and Families across the state.  She was instrumental in creating a unique collaborative between legal, advocacy and clinical services for Spanish speaking survivors of domestic violence which received an AVON grant as well as ongoing support from the Massachussetts office of Victims Assistance.  She graduated from the University of Massachusetts with a Ph.D. in clinical psychology and holds and undergraduate degree from the University of Wisconsin, Madison.
Ronald Molin Ph.D. Director of Forensic Services Ronald Molin, Ph.D. is a licensed psychologist and Director of Forensic Services at Children's Charter, which provides comprehensive psychological evaluations to children and parents involved with the Child Protective Service system in Massachusetts.  He has provided consultation and training to  DCF social workers, foster parents, and therapists, and has written about issues of mental health services for children and families in the foster care system.  He received his Ph.D. from The George Washington University in 1979.  He has worked in the area of Child Abuse and Neglect in various capacities throughout his career.
Lucy Munson LICSW Intake Coordinator Lucy Munson, LICSW, has served as a senior clinician and supervisor at Children's Charter since 1999.  She became intake coordinator in 2010 as well as the group leader for the foster parent support program in conjunction with the Walker School.  Prior to coming to Children's Charter, she was a senior clinician for a residential girl's program and has published a sexual abuse workbook for teenagers entitled "In Their Own Words."  She graduated from Tufts University and received her social work degree from Boston University in 1983.


Award Awarding Organization Year
-- -- --


Affiliation Year
Children’s League of Massachusetts 1993
Mental Health Corporations of America 1990
National Association of Social Workers 1990
Massachusetts Council of Human Service Providers 1980
Member of state association of nonprofits? Yes
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
Commission on Accreditation of Rehabilitation Facilities (CARF) - Behavioral Health - 1 Year Accreditation 2009


Children’ Charter believes collaboration is critical.  We are members of the Metro West DV Collaborative which brings together over 20 agencies as well as representatives from Jane Doe, Inc.-the statewide coalition for sexual assault and domestic violence (where we are also a member program). We work in close collaboration with advocates at REACH Beyond Domestic Violence to co-facilitate support groups for women. We also established a clinical model of collaboration wherein our weekly team meetings are attended by an advocate from REACH, allowing for regular communication regarding client safety and improving client care.    In addition, Project WCTAI staff developed two, weekly trauma-focused psycho-educational groups for residents of The Second Step, a transitional living program for victims of domestic violence and their children.  Further, Children’s Charter works closely with the Department of Children and Families when there are protective or legal concerns, as well as with schools, daycares, camps, physicians, therapeutic mentors and case managers, hospitals, day treatment programs and Greater Boston Legal Services.  

CEO/Executive Director/Board Comments


Foundation Comments


Staff Information

Number of Full Time Staff 9
Number of Part Time Staff 30
Number of Volunteers 5
Number of Contract Staff 0
Staff Retention Rate % 71%

Staff Demographics

Ethnicity African American/Black: 3
Asian American/Pacific Islander: 1
Caucasian: 36
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 42
Male: 2
Not Specified 0

Plans & Policies

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

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. Edward Feldstein
Board Chair Company Affiliation Roberts, Carrol, Feldstein& Peirce, Inc.
Board Chair Term Mar 1974 - Mar 2015
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Ms. Sheila Alexander Social Worker Voting
Mr. Robert Crowley retired bank executive Voting
Mr. Michael C. Cuscia Bainbridge Voting
Mr. Edward Feldstein Roberts, Carrol, Feldstein & Peirce, Inc. Voting
Mr. Joseph Imbriani Law Offices of Taylor, Ganson, & Perrin, L.L.P. Voting
Mr. Michael Kan Harvard University Voting
Ms. Gail C. Kaufman consumer Voting
Ms. Susan P. Luz Public Health Nurse Voting
Mr. William Lyttle President, CEO Key Program, Inc. Voting
Ms. Willa Perlman Ligature Partners Voting
Ms. Hope Straughan Wheelock College School of Social Work Voting
Mr. Henry Tarlian Retired Educator 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: 1
Asian American/Pacific Islander: 0
Caucasian: 11
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 45
Male: 55
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 0
Board Meeting Attendance % --
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 50%
Constituency Includes Client Representation No

Standing Committees

  • Audit, Compliance and Controls
  • Board Development / Board Orientation
  • Board Governance
  • Finance
  • Human Resources / Personnel
  • Nominating
  • Scholarship
  • Strategic Planning / Strategic Direction

CEO/Executive Director/Board Comments


Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

Fiscal Year July 01, 2017 to June 30, 2018
Projected Income $1,725,168.00
Projected Expense $1,800,000.00
Form 990s

2014 990

2013 990

2012 990

2011 990

2010 990

2009 990

Audit Documents

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 2013 2012 2011
Total Revenue $1,248,951 $1,278,976 $1,148,182
Total Expenses $1,699,512 $1,551,742 $1,470,277

Prior Three Years Revenue Sources

Fiscal Year 2013 2012 2011
Foundation and
Corporation Contributions
-- -- --
Government Contributions $672,630 $966,963 $884,456
    Federal $28,525 $29,837 $31,778
    State $644,105 $937,126 $852,678
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $26,059 $24,447 $14,768
Indirect Public Support -- -- --
Earned Revenue -- -- --
Investment Income, Net of Losses -- -- --
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind -- -- --
Other $550,262 $287,566 $248,958

Prior Three Years Expense Allocations

Fiscal Year 2013 2012 2011
Program Expense $1,538,031 $1,411,828 $1,328,357
Administration Expense $161,481 $139,914 $141,920
Fundraising Expense -- -- --
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.73 0.82 0.78
Program Expense/Total Expenses 90% 91% 90%
Fundraising Expense/Contributed Revenue 0% 0% 0%

Prior Three Years Assets and Liabilities

Fiscal Year 2013 2012 2011
Total Assets -- -- --
Current Assets -- -- --
Long-Term Liabilities -- -- --
Current Liabilities -- -- --
Total Net Assets -- -- --

Prior Three Years Top Three Funding Sources

Fiscal Year 2013 2012 2011
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy N/A
Percentage(If selected) --
Credit Line No
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 2013 2012 2011
Current Ratio: Current Assets/Current Liabilities nan nan nan

Long Term Solvency

Fiscal Year 2013 2012 2011
Long-term Liabilities/Total Assets nan% nan% nan%

CEO/Executive Director/Board Comments


Foundation Comments

Financials in charts and graphs and projected income and expense are for Children's Charter, a Division of The Key Program, Inc.  The 990s and audits posted are for The Key Program, Inc.  Assets and liabilities were not available separated out for this specific program.


Other Documents

No Other Documents currently available.


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