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HopeWell Inc.

 3 Allied Drive, Suite 308
 Dedham, MA 02026
[P] (617) 629-2710
[F] (617) 629-2713
www.hopewellinc.org
[email protected]
Shaheer Mustafa
INCORPORATED: 1968
 Printable Profile (Summary / Full)
EIN 04-2438910

LAST UPDATED: 08/08/2018
Organization DBA --
Former Names Dare Family Services, Inc. (2018)
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

Mission StatementMORE »

HopeWell Inc. seeks to enrich the lives and expand the opportunities of individuals and families in need of love, support, and safe places to grow and thrive.
 

Mission Statement

HopeWell Inc. seeks to enrich the lives and expand the opportunities of individuals and families in need of love, support, and safe places to grow and thrive.
 

FinancialsMORE »

Fiscal Year July 01, 2018 to June 30, 2019
Projected Income $23,341,324.00
Projected Expense $23,828,731.00

ProgramsMORE »

  • Family Support and Stabilization
  • Intensive Foster Care Program
  • My First Place
  • Pregnant and Parenting Teens Program
  • Residential Services for Adults with Developmental Disabilities

Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

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


Overview

Mission Statement

HopeWell Inc. seeks to enrich the lives and expand the opportunities of individuals and families in need of love, support, and safe places to grow and thrive.
 

Background Statement

HopeWell (formerly Dare Family Services, Inc.) was founded in Roxbury, MA in 1964 with the creation of the first community-based residential program for boys in Massachusetts. In the 1970s, the agency became involved in foster care by setting up a series of specialized foster homes to provide long-term placement and treatment for children committed to the Department of Youth Services. At the request of the Department of Public Welfare, (now called the Department of Children and Families) the agency began to recruit and train families who could take into their homes children who would otherwise spend their young lives in traditional group care facilities or orphanages.

HopeWell’s intensive foster care program began in 1975. This program is designed to serve the most difficult-to-place youngsters in a family-based setting. Unlike traditional foster care, it is the full-time “job” of the foster parent to be responsible for the child 24 hours a day. HopeWell’s intensive foster care program serves approximately 500 children and adolescents daily through its six regional program sites throughout MA. Our programs are located in Roxbury, Somerville, Taunton, Worcester, Springfield and Methuen. We also have a program in East Hartford, CT.

When the Department of Mental Health began moving away from institutional settings, it sought the help of HopeWell. In 1977, HopeWell began to provide staffed apartments for developmentally disabled adolescents and adults who had spent years in state hospitals with little hope for any other future. HopeWell now manages nine staffed apartments throughout Greater Boston, serving approximately 30 adults with developmental disabilities. The goal of each program is to teach the life skills that every individual needs to live in his or her own home in the community. HopeWell also runs a program for mothers with developmental disabilities. The program provides a home, support and training for the mothers and a safe and enriching environment for the children.

Since the early 1980s, HopeWell has provided support and stabilization services to families involved with the Department of Children and Families. These services aim to prevent an initial or subsequent removal of a child from the home and to promote permanency. We provide these services out of our Somerville, MA office.

In 1991, HopeWell began operating a residential program in Newburyport, MA for pregnant and parenting teen girls. The program serves up to 11 pregnant and/or parenting adolescents. We provide the necessary supportive environment for the pregnant and/or parenting adolescent to complete her education and to develop independence as a parent and wage earner.

In 2018, HopeWell launched its newest program, My First Place. My First Place (MFP) is a nationally recognized education and employment program that provides access to safe, stable housing, and case management supports to enable young people who have aged out of the foster care system to build the skills they need to make a successful transition to self-sufficiency and responsible adulthood. For 20 years, the MFP model has been proven to be highly effective in California and now First Place for Youth is looking to scale the model nationally. First Place for Youth has chosen Massachusetts as its first MFP expansion site and has partnered with HopeWell to launch in 2018 a privately-funded, local three year pilot program in order to demonstrate its efficacy here in the Commonwealth. In year one of the MFP program, HopeWell will seek to provide support to 30 former foster, at-risk youth; by year three, we hope to be serving 150 individual youth annually.


Impact Statement

The unprecedented, ongoing budget cuts to the Massachusetts Department of Children and Families have had significant impacts on our agency. The state has drastically reduced its referrals to residential programs, which are more costly than foster care programs. As a result, our intensive foster care programs now serve children and adolescents who previously would have been placed in residential programs due to the extent of their psychological and psychiatric diagnoses.

Historically we served a large population of youth with oppositional defiant disorder (acting-out teens). Now, the majority of our population is extremely traumatized youth. The young people in our care today come to us with a wide range of serious diagnoses including schizophrenia and other psychotic disorders, Aspbergers syndrome, obsessive compulsive disorder and neurobiological disorders caused by abuse and neglect. They exhibit behaviors such as fire setting, self-injurious behaviors and physical aggression.

Dare has risen to the challenge of the increasingly severe behaviors and diagnoses of the youth in our intensive foster care programs. Our staff—including our clinical director, Dr. Steven Willis—and foster parents are doing remarkable work with these young people. Specifically, our top three recent accomplishments have been: recruiting foster parents who are able to manage the behaviors of these children and adolescents; training our foster parents and staff to specifically address the changing behaviors and diagnoses of the youth in care; and providing direct care to our young clients to help heal past trauma and prepare for healthy futures.

Our agency’s primary goal always is to protect our children from further abuse and neglect. We also aim to manage our programs with strict financial oversight to ensure their success. We strive to maintain an unwavering focus on quality control to retain the highest quality staff members and foster parents.


Needs Statement

Raising funds for our agency’s general operations will help HopeWell continue to provide the highest quality care to the youth and families we serve. Private funds will enable us to: 1) expand the MFP program to include those transition age youth who are not connected to the Department of Families and Children and, therefore, would not otherwise have access to the MFP program eventually taking the program state-wide, 2) maintain our residential program for pregnant and parenting teens, 3) preserve our rigorous recruitment of superior foster parents, 4) provide increased trainings to our staff and foster parents to address the varied and intensive needs of the young people in our care, and 5) retain the remarkably talented staff members who work with tireless dedication to serve our youth and families.


CEO Statement

Our main goal as an agency is to provide a normal, healthy and caring home for all of the children in our care. Many of our children have no contact with biological families. We are making sure that every child in our foster homes has a normal life. Our only goal in fundraising is to raise private funds to make sure that all of the children who are over the age of 22 have a normal adult life. That is the age when all state funding from the Department of Child and Family Services is terminated. Our primary goal is to provide services to all children who age out of care in all of our programs. We started this work in our Springfield office and expanded it two years ago to our Worcester office. We have a highly trained and experienced social worker in our Worcester office who searches for all of our foster care alumni and makes sure that they have a normal adult life. This position is totally privately funded. We really want to expand this work in all of our programs by hiring a special social worker in all of our offices. We have tried to get the Commonwealth to expand this critical work. Sadly, all public services at DCF cease at 22. This is our only goal in fundraising. Please help our young adults have a normal life. We want them to have a home, job, education, and family.

Board Chair Statement

From a governance perspective, HopeWell’s greatest success has been the development of an extremely strong leadership team which has a profound level of understanding and experience in our core programs. This leadership team has imbued the agency with a culture of excellence that has relentlessly focused on the well-being of the children, families, and adults in our care. HopeWell’s culture of excellence is also reflected in its extremely capable and dedicated Program Directors who operate HopeWell’s various regional offices. Through their efforts, HopeWell has been able to assemble teams of excellent social workers and staff and to recruit and support the amazingly-dedicated foster parents who provide the front-line services to the children entrusted to our care.

HopeWell’s greatest challenges, from a governance perspective, are similar to those of other social service agencies that work in close partnership with state agencies. HopeWell’s management must be constantly attuned to the changing funding and policy environment affecting the state agencies with which it works, which can often make long-term planning a challenge. Also, as state agencies refer more and more children to foster care with histories of extreme trauma and psychiatric disorders – children who were formerly referred to residential programs – the need for exceptionally capable social workers and foster parents has increased, thus putting greatly increased pressure on recruiting and retention at this level as well as on providing sufficient training and support on an ongoing basis. How to allocate limited dollars among these various compelling needs is an ongoing challenge.

Another governance challenge for HopeWell is how broad a range of services it should provide. The relentless focus on the well-being of HopeWell’s clients, the extreme need of those entrusted to our care, and the limited dollars provided through state sources have required HopeWell to be intently focused on its core programs. However, over-reliance on particular funding sources also carries risk, and HopeWell has been exploring the development of new funding sources that are still within HopeWell’s areas of core competence. 

James A. McDaniel, Chairman of the Board


Geographic Area Served

STATEWIDE
GREATER BOSTON REGION, MA
GREATER BOSTON REGION, MA
City of Boston- Citywide (Indiv. neighborhoods also listed)
City of Boston- Allston/ Brighton
City of Boston- Back Bay
City of Boston- Beacon Hill/ West End
City of Boston- Charlestown
City of Boston- Chinatown/ Leather District
City of Boston- North Dorchester
City of Boston- South Dorchester
City of Boston- Downtown
City of Boston- East Boston
City of Boston- Fenway/ Kenmore
City of Boston- Hyde Park
City of Boston- Jamaica Plain
City of Boston- Mattapan
City of Boston- Mission Hill
City of Boston- North End
City of Boston- Roslindale
City of Boston- Roxbury
City of Boston- South Boston
City of Boston- South End/Bay Village
City of Boston- Harbor Islands
City of Boston- West Roxbury
BERKSHIRE REGION, MA
CAPE &ISLANDS REGION, MA
CENTRAL REGION, MA
METROWEST REGION, MA
NORTHEAST REGION, MA
PIONEER VALLEY REGION, MA
SOUTHEAST REGION, MA
STATEWIDE
GREATER BOSTON REGION, MA
City of Boston- Citywide (Indiv. neighborhoods also listed)
City of Boston- Allston/ Brighton
City of Boston- Back Bay
City of Boston- Beacon Hill/ West End
City of Boston- Charlestown
City of Boston- Chinatown/ Leather District
City of Boston- North Dorchester
City of Boston- South Dorchester
City of Boston- Downtown
City of Boston- East Boston
City of Boston- Fenway/ Kenmore
City of Boston- Hyde Park
City of Boston- Jamaica Plain
City of Boston- Mattapan
City of Boston- Mission Hill
City of Boston- North End
City of Boston- Roslindale
City of Boston- Roxbury
City of Boston- South Boston
City of Boston- South End/Bay Village
City of Boston- Harbor Islands
City of Boston- West Roxbury
BERKSHIRE REGION, MA
CAPE &ISLANDS REGION, MA
CENTRAL REGION, MA
METROWEST REGION, MA
NORTHEAST REGION, MA
PIONEER VALLEY REGION, MA
SOUTHEAST REGION, MA
STATEWIDE

HopeWell provides a variety of programs and services to individuals and families throughout Massachusetts and in and around the Hartford, CT area. Specifically within Massachusetts, HopeWell has offices in Somerville, Roxbury, Dorchester, Brookline, Boston, Newton, Dedham, East Taunton, Worcester, Newburyport, Methuen, and Springfield that serve the broader Boston, Greater Boston, Southeast, Northeast, Central, and Western regions of the Commonwealth.

Organization Categories

  1. Human Services - Foster Care
  2. -
  3. Human Services -

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

Yes

Programs

Family Support and Stabilization

HopeWell provides support and stabilization services to families involved with the Massachusetts Department of Children and Families (DCF). We aim to alleviate the immediate crisis that brought the family to DCF and work to keep the family intact and on a positive path. 

Budget  $537,410.00
Category  Human Services, General/Other Family-Based Services
Population Served Families At-Risk Populations
Program Short-Term Success 

The short-term goal of the program is to alleviate the immediate crisis that brought the family to the Department of Children and Families. Examples include helping a parent who had been using corporal punishment to find better ways to handle stress, or working with a family and school to help return to the classroom a child who had not been attending school.

Program Long-Term Success 

The ultimate change this program seeks is to keep families intact, so a child will not have to be removed from his or her parents.

Program Success Monitored By 

We develop a treatment plan for all families and track progress on Virtual Gateway, the database maintained by the Department of Children and Families and its contracted agencies. The plan lists goals for each family and the progress toward achieving these goals. During each visit, we collect notes and data on the youth’s and family’s progress. All information is updated in real time on Virtual Gateway. HopeWell and DCF conduct progress reviews toward treatment plan goals every three months.

Examples of Program Success 

We have maintained a success rate of approximately 85% for keeping families intact. Examples of challenges we have helped families overcome include: helping to keep children out of psychiatric hospitals by helping their parents learn effective ways to deal with diagnoses of emotional disturbance and other psychiatric conditions; helping children and families to develop a network of community supports, enabling them to become self-sufficient after our work is complete; decreasing instances of abuse and neglect; working with mothers who suffer from domestic violence to develop safety plans for themselves and their children; and helping divorced parents successfully co-parent their children.


Intensive Foster Care Program

HopeWell's Intensive Foster Care program provides safe, supportive homes to children who have been referred by the Massachusetts Department of Children and Families (DCF) or Connecticut Department of Children and Families (DCF), been involved with the court system, or have been in residential treatment centers.

Children’s needs are assessed before placement to find the best fit for both child and foster family, and intensive foster parents are part of a treatment team of social workers, therapists, and other professionals designed to help children and families meet their goals.

There are children in every community who need foster care, and we are always looking to expand our network of families across the state and into Connecticut with the aim of enabling children to maintain ties to their birth family, school, and community, and experience fewer stressful transitions.

The length of the placement can vary, but the intention is to work toward healing and reuniting families. Sometimes this isn’t possible, in which case adoption, guardianship, or (for older children) independent living can become the goal.

The program serves approximately 500 children and adolescents daily through our six regional offices throughout Massachusetts and one in Connecticut.

Budget  $19,813,763.00
Category  Human Services, General/Other Children & Youth Services
Population Served Children and Youth (0 - 19 years) At-Risk Populations
Program Short-Term Success 

The program’s immediate goal is to stabilize each youth, enabling them to avoid a more restrictive level of care. Foster parents are part of a treatment team of social workers, therapists and other professionals designed to help children and families meet their goals. We believe that all of the children in our care should be returned home to their biological families as soon as it is appropriate to do so. The treatment team therefore works with the entire family to address the issues that led to the child's removal. In the instances when family reunification is not possible, our treatment team develops realistic plans for permanency. Permanency goals include adoption, long-term foster care, placement with a relative or independent living. Each youth’s unique history and needs define the most appropriate path. Whichever outcome may be most suitable to a particular youth, HopeWell is dedicated to having every young person we serve leave our care with a healthy future.

Program Long-Term Success 

The ultimate change that the intensive foster care program seeks is for traumatized youth to overcome the abuse and neglect they have suffered, enabling them to complete their education, develop a career and have healthy relationships that stop the cycle of abuse.

Program Success Monitored By 

The transition destination of the youth is determined by the treatment team. We complete a discharge summary for each youth. HopeWell maintains a comprehensive, secure database on the clients we serve. We track a wealth of information including: demographic data; historical information; diagnoses and conditions; dominant behaviors; biological family background; educational status; medical and psychological caregiver details; and the outcome options for each young person in our care. Outcome options include: reunification with biological family; adoption; independent living; or long-term foster care.

Examples of Program Success 

The following data from our Springfield program office, for FY 2011, provides a representative example of our success in improving the lives of the youth in our care. In FY11, 68% of youth who were discharged moved on to a less restrictive level of care, as follows: 40% were reunified with their biological family; 12% were “stepped down” to regular foster care; 10% moved to a group home; 5% moved on to independent living; and 1% was adopted. Thirty-two percent of youth were discharged to a more intense level of care.

One client, a young woman, was removed from her home at age 12 after suffering years of abuse. At age 12 she was already struggling with substance abuse and sexual behavior. She was placed in a HopeWell foster home and received support and treatment to deal with her past abuse. She is now 17 years old. As a senior in high school, she is the president of her class. She is the highest-ranking Junior ROTC officer and has been offered a college scholarship by the U.S. military.


My First Place

In 2017, HopeWell became the inaugural member of the My First Place™ Affiliate Network. Based on a highly regarded and innovative model developed by First Place for Youth™ in California, the program combines intensive case management, safe, affordable housing, and education and employment support services—the necessary foundation to create stability, build skills, and move toward successful independence.

Through the My First Place model, HopeWell master-leases apartments and sublets to program participants. Young people meet weekly with staff to get consistent, focused counseling. The triad supporting their development comprises a Youth Advocate (social worker), Education and Employment Specialist, and Housing Specialist, who together with the young person create an Action Plan with short- and long-term goals.

Budget  $4,788,069.00
Category  Human Services, General/Other Services for Specific Populations
Population Served College Aged (18-26 years) Minorities At-Risk Populations
Program Short-Term Success 
In year one HopeWell will seek to provide support to 44 former foster, at-risk youth. By the end of year three, we will have served over 150 unduplicated youth.


Program Long-Term Success 

HopeWell envisions a future where the disparities between foster youth and their non-foster peers are eliminated. The MFP model will allow HopeWell to reach a new population, Transition Aged Youth (ages 18-22), that is traditionally underserved, while maintaining alignment with our mission and core competencies. Young people joining the HopeWell/My First Place model will access safe, stable housing and will receive intensive case management to support goal-setting and development of healthy living skills, along with education and employment counseling to ensure they build the tools that they need to finish high school, enroll in college, and find living-wage employment. Upon completion of the MFP program, young people will be prepared to successfully transition to adulthood, and hopefully become productive members of the community. 

We expect the following outcomes upon the first cohorts' completion of the MFP program (based on 20 years of historical data of the MFP program in California):

• 70% of youth will obtain a High School Diploma or GED certificate, or will be actively progressing towards a degree

• 70% of youth will enroll in post-secondary education

• 70% of youth will be employed

• 90% of youth will avoid arrests or incarceration during their time in program 

• 90% of youth will avoid an unplanned pregnancy

Program Success Monitored By 

First Place for Youth's Evaluation and Learning Department uses Apricot Software-Social Solutions to monitor young people throughout their time in program to ensure progress towards goals in four critical areas: stable housing, education attainment, employment, and development of healthy living skills. The system allows staff to evaluate the efficacy of specific interventions and determine the necessary dosage for each youth, making real-time improvements to the program. Staff enter data weekly, including housing status, school attendance and progress, employment, income, experience of violence, avoidance of risky behaviors, etc. Data is analyzed monthly, quarterly, and annually. The data is supplemented by outcome surveys administered when a participant exits the program, and again at six months and 12 months post-exit. This information is summarized annually and compared to outcomes among the general population of transition-age foster youth. 

Rigorous assessment and a data-driven approach that measures effectiveness and informs change are hallmarks of the program. Recent findings show My First Place youth having significant success (compared to national figures reflect statistics for recent former foster youth):

  • 81% of eligible My First Place youth attended post-secondary education in the program (compared to 20% nationally)
  • 75% of My First Place youth achieved stable housing at program exit (compared to 40% nationally);
  • 88% of My First Place Youth did not experience arrest while in the program;
  • 99% of My First Place Youth with children retain custody.


Examples of Program Success 

Based upon 20 years of historical data provided by First Place for Youth, HopeWell knows that the MFP program is highly effective in helping Transition Aged Youth be better prepared to successfully transition to adulthood, and become productive members of the community upon their completion of the program. Specifically, participants in the MFP program have successfully completed high school, earned their GED, enrolled in college, and/or found living-wage employment while also learned important tenancy skills necessary for live independently. In short, Transition Aged Youth exit the MFP program as resilient individuals and on a path to healthy adulthood.


Pregnant and Parenting Teens Program

HopeWell’s residential program for teenage mothers and their children provides support, shelter, counseling, and skills-building to young mothers in custody of the Department of Children and Families (DCF).

The teen mothers in our program have a strong desire to raise their children themselves and live independently, but their young age and family history of abuse and/or neglect places them at risk. Our program works to break this cycle and build a better future for them and their children.

Based at our Newburyport, MA residential home, the program provides: 24-hour care in a safe, comfortable group home; excellent pre- and post-natal care; support and guidance from staff trained in teen behaviors and infant care; assistance enrolling in appropriate educational programs; career counseling; mandatory parenting and independent life skills classes; and, preparation for a healthy transition, involving either reunification with the teen’s biological family or transition to realistic independent living.

Budget  $898,791.00
Category  Human Services, General/Other Residential Care
Population Served Females Adolescents Only (13-19 years) At-Risk Populations
Program Short-Term Success 

We believe education is critical to the teens' long-term success in supporting their children and experiencing personal fulfillment. Our staff coordinates each teen's educational plan, enrolling them in an appropriate school or vocational program and acting as their guardian in dealing with all school issues. We provide career counseling to the young mothers and help them search for jobs and prepare for job interviews.

Our staff teaches the young mothers critical life management skills, enabling the teens to complete their educations while effectively parenting their children. Attendance is mandatory for all young mothers at the program’s nightly parenting and independent life skills classes. When appropriate, our staff invites the children's fathers to visit and learn about parenting. Our social workers engage the biological families of the young mothers and often begin the very important task of preparing them for reunification with their daughter and grandchild. Some teens have no family and need our help to reach realistic independence.

Program Long-Term Success 

The teen mothers in our care have a strong desire to raise their children themselves and to live independently. However, their young age and family history place their children at risk. Since the young mothers have been victims of abuse and neglect (and are therefore in the custody of the Department of Children and Families) they are at risk of continuing the cycle of abuse if they do not receive appropriate care. All of the mothers receive excellent pre- and post-natal care while they work toward their goals of learning how to raise their children, completing their educations and preparing for young adulthood.

Program Success Monitored By 

Teens are required to provide written documentation demonstrating their completion of the program’s nightly parenting and independent life skills classes and their attainment of the skills taught. The anticipated outcomes are for the mothers to attend school and/or work; to learn effective parenting skills, allowing them to keep their babies in their custody; and to prepare for and have a healthy transition out of the program, involving either a reunification with the mother’s biological family or a transition to realistic independent living. We track all outcomes through written case files and compile outcome data annually on the program as a whole.

Examples of Program Success 
Between July 2010 and June 2011, we served 24 teen families. Of the 24, 7 were still in care at the close of the year, and 17 moved on to other levels of care as follows: 7 were reunified with biological family members; 7 moved to independence in their own homes; and 3 moved to an independent living program.

The most successful clients enter the program while pregnant, rather than parenting. They receive pre-natal nutrition counseling and medical care and attends childbirth education classes. One of the program’s doula-certified staff members is present at the birth. The mother and baby return to the program, where the mother learns basic infant care skills. The mother completes high school or earns her GED. She then completes a career training program; many clients become medical assistants or certified nursing assistants. With our help, the mother secures appropriate housing and then moves to a safe home with her baby.


Residential Services for Adults with Developmental Disabilities

HopeWell provides staffed apartments in Boston, Brookline, Dorchester, and West Newton for adults with developmental disabilities. The intensity of support ranges from 24-hour, 7-day-per-week services for some people to more limited care for others. Our staff works to determine the unique potential of each adult in our care. The goal of these programs is to teach the life skills that each person needs to live in his or her own home in the community. Our transitional program in Dorchester provides housing and services to mothers with developmental disabilities and their young children. The program teaches mothers life skills such as cooking, cleaning, and budgeting. The ultimate goal of the program is to guide these women toward independent living settings where they can successfully parent and provide for their children and themselves within their communities.

Budget  $2,712,475.00
Category  Human Services, General/Other Residential Care for Individuals with Disabilities
Population Served People/Families with People of Developmental Disabilities
Program Short-Term Success 

Each client has the opportunity to choose one to four short term or long term goals to receive assistance with achieving on a yearly or bi-yearly basis. Some of these goals may take longer than two years to accomplish. Clients select from (but are not limited to) 15 different life areas for these goals, as follows: medical; safety; self determination; personal rights; legal; financial; domestic living/independent living; basic living skills; personal relationships/social skills; leisure/recreation; community exposure; educational/cognitive development; vocational/career development; language/communication skills; and motor development.

Program Long-Term Success 

We assist clients in developing the skills to live as independently as possible, including: preparing simple meals; having banking accounts and developing money management skills; learning how to take care of their own personal hygiene; doing their laundry; and maintaining ongoing regular health care. We foster an atmosphere for clients to express their wishes and exercise their human rights, with a focus on: human dignity; adequate care and treatment; privacy and freedom from distress, discomfort and deprivation; self determination and freedom of choice; experiencing services in the least restrictive and most typical setting possible; ongoing opportunities to undergo typical developmental experiences; integration into the community; and doing activities consistent with their interests and capabilities.

Program Success Monitored By 

We monitor short-term goals through the client’s ISP (Individual Service Plan) and review them with the Department of Developmental Services. Our agency writes a support plan that spells out goals and what steps need to be taken to help achieve them. Our staff documents what supports are provided along the way to achieving the goals. A case manager then writes quarterly progress notes based on that documented data.

We monitor long-term success through bi-weekly supervision sessions; the director of residential services meets with each home’s program manager to collect notes and data to track success and assure all protocols and procedures are being followed as developed. Documentation is reviewed from daily log notes from the staff, clients’ confidential medical care binders, a medication administration chart, safety and fire drill reports, human rights officer’s notes, ISP goal notes and supervision notes from the program managers.

There is a mandated bi-yearly survey for re-certification performed by the state to ensure that all services are being followed through as agreed upon.

Examples of Program Success 

We have travel and safety trained some clients, enabling them to go to their places of employment independently. They now use the MBTA system instead of having a transportation company transport them. This practice promotes independence and a sense of normalcy and accomplishment.

One client came to us when she was unable to pay her monthly expenses, such as her electrical bill and medication co-payments, and unable to do her weekly food shopping. After paying her rent, she was spending all of her money on Dunkin Donuts coffee and her three-pack-a-day cigarette habit.  HopeWell assisted and monitored her with a money management program and a long-term goal to give up smoking. As of today, all of her bills are paid on time, she assists her support staff in completing her weekly food shopping and she has been smoke free for almost a year. She also has opened a savings account and is planning her first vacation since childhood.

CEO/Executive Director/Board Comments

--

Management


CEO/Executive Director Mr. Shaheer M Mustafa
CEO Term Start Sept 2016
CEO Email [email protected]
CEO Experience

Shaheer Mustafa, LICSW, CCDP joined HopeWell in 2016 as President and CEO as the organization was re-envisioning itself for the 21st century. Bringing a mix of private nonprofit and public service experience to his role, Shaheer is guiding the organization’s renewed energy, program growth, and emphasis on creating positive, measurable outcomes. He oversees HopeWell’s programs and partnerships, manages its resources, and nurtures a positive, inclusive, and transparent organizational culture.

Prior to joining HopeWell Shaheer served as Director of Areas for the Massachusetts Department of Children and Families Arlington and Coastal Area Offices. While managing child protective services across 31 cities and towns he developed a strong reputation for leadership in improved permanency for children, reducing disproportionality in the foster care system, and leading creative efforts to respond to the opiate crisis.

Shaheer previously served as Director of the Knight's Children’s Center, a residential school and treatment program of the Home for Little Wanderers, was a faculty member at Simmons College Graduate School of Social Work, Urban Leadership program and is currently a Core Instructor for the Institute for Nonprofit Practice in affiliation with the Jonathan M. Tisch College of Civic Life at Tufts University. Shaheer’s work has been highlighted in numerous publications and he is widely recognized as a leader in the sector.

Shaheer began his career as a therapist assisting children and families to overcome the impact of complex stress using empowerment and strengths-based models of practice. He received a B.S. in Sociology and a Master’s in Clinical Social Work from Boston College and is certified as a Diversity Practitioner from Cornell’s School of Industrial Labor Relations. Shaheer also holds a certificate in nonprofit management and leadership from the Institute for Nonprofit Practice.

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

Former CEOs and Terms

Name Start End
-- -- --

Senior Staff

Name Title Experience/Biography
Mr. Harry Bedig Vice President, Finance

Harry Bedig has served HopeWell for over 30 years as the Controller and more recently Vice President of Finance. As a member of the executive management team, he provides financial strategy and management to ensure proper accountability, control, and reporting of HopeWell’s financial health. Harry also oversees financial planning and analysis to identify risks, opportunities and options that will inform executive decision-making in achieving the agency’s mission.

Harry’s extensive hands-on experience has enabled comprehensive financial systems and controls to be put in place, supported the agency’s technological infrastructure as it grew, and provided the financial supervision necessary to ensure a solid financial foundation. Today, HopeWell is in a strong position to explore innovative programming strategies and better serve its current client base as well as expanding services to others.

Prior to joining HopeWell Harry served as a Health and Welfare Fund Auditor at an international labor organization auditing contractor payments to the union’s pension, health, and welfare funds, as a Staff Auditor at a public accounting firm where he audited federally funded programs, provided financial and technical assistance to federally funded grantees in a series of nationwide seminars sponsored by the Department of Labor, and maintained the books and records of a national nonprofit organization raising funds for child welfare issues, and as a Director of Finance and Administration for a foundation.

Harry holds a B.S. in Accounting from the University of Bridgeport.

Mr Vijay V Dalal Vice President, Operations

Vijay Dalal serves as HopeWell’s Vice President of Operations and is an integral member of the Executive Management Team. He oversees operations for HopeWell and partners with other organizational leaders to ensure that systems, processes, and people are aligned and able to achieve high quality, responsive service.

Vijay’s responsibilities include supervising core organizational infrastructure such as facilities management, information technology, database development, risk/insurance/compliance management and business/vendor relationships. As an advisor to the CEO and Executive Management Team, he provides strategic recommendations on major issues impacting the organization and ensures successful implementation of the organization’s business and strategic vision commitments.

Vijay started with HopeWell in January 1995 as a Social Worker and was subsequently promoted to the positions of Clinical Supervisor, Assistant Director, Associate Director, and Regional Director in the Western Regional Office. He then moved to the administrative office and became Business Manager before being promoted to his current position as the Vice President of Operations. Prior to HopeWell, Vijay worked as a Child and Family Therapist with the Community Services Institute.

Vijay is an active member of the Social Work Council of the Western New England University Social work department and helps in the planning and implementation of the annual Social Work Conference. Vijay is also a member of the committee in charge of planning and successful implementation of Annual Shared Living and AFC conference. Prior to 2017, Vijay served on the area board of the Department of Children and Families Pittsfield Area Office, was Vice Chair of the Board of Directors of the Caring Health Center, and a chairperson of the Southampton Housing Authority.

Since 2007, Vijay has volunteered extensively in helping resettlement and empowerment of Bhutanese refugee families from Nepal. His educational degrees include a B.S. in Accounting, Graduate Certificate in Marketing and Sales Management, Master of Social Work (MSW), Master of Business Administration (MBA), a Certificate in Computer Programming and completed course work toward a masters in Computer Science. He is also a Licensed Independent Clinical Social Work (LICSW).

Ms. Barbara Duffy Vice President, Advancement

Barbara has dedicated her career to improving opportunities for young adults and individuals with disabilities. She is a results-driven leader with extensive development experience as both the founder and Executive Director of a youth development agency, MY TURN, Inc. as well as the Vice President of Development at BAMSI, a Massachusetts human service agency. Barbara has a proven ability to develop cross-functional team leadership driving performance, program improvement and quality initiatives while leading an organization to grow to scale.

Barbara is a nationally recognized non-profit leader in the youth development field having developed innovative, successful programs serving young adults. Barbara is a strategic relationship builder and collaborator who has built strong partnerships across various sectors. Barbara has helped to develop, mentor and facilitate dynamic, non-profit leaders.

Barbara possesses deep experience and success in leveraging resources from public and private sources. She has diversified and expanded revenue streams including securing national funding from prestigious, data-driven foundations. Barbara has also been successful at building a network of private support from compassionate individual donors and values-driven corporations. Barbara’s fundraising success has expanded opportunities for young adults as they transition from education to careers as well as enable more individuals with disabilities to receive quality program services

Barbara holds a Master’s in Education as well as a Certificate of Advanced Graduate Studies in Leadership and Management. Barbara has provided executive coaching, program design, best practice grant-writing and fundraising strategies to organizations and leaders across the country in partnership with the US Department of Labor. Barbara received the Executive Director of the Year from the Massachusetts Council of Human Service Providers, the Community Cornerstone Award from Women in Development as well as the Athena Award from the Metro South Chamber of Commerce.

Barbara is most proud of her efforts in raising four wonderful adults working to balance family and career. In her free time, Barbara enjoys sitting with family at the beautiful beaches in Rhode Island.

Ms. Leah Moody Vice President, Human Resources

Leah Moody joined HopeWell as Vice President of Human Resources in 2017, bringing over 15 years of human resources experience specializing in mid-size nonprofit organizations providing guidance and leadership to senior and executive managers. She has extensive hands-on experience leading HR initiatives including policy design, compensation planning, performance management, recruiting, compliance reporting, HR strategy, learning and development, career pathing, succession planning and culture management.

Prior to joining HopeWell, Leah supported both established nonprofit organizations and corporate startups providing best practices in human resources management in their different stages of growth. Leah’s most recent position has been as the Vice President for Human Resources for YouthBuild USA. Prior to joining YouthBuild USA in 2007, Leah worked at several organizations including, Harvard University, Ethos, Center Focus International, and JaneyCo.

Leah is most proud of her ability to successfully build relationships, build systems and programs and link people strategies to business strategies.

Leah studied Human Resources Management at Northeastern University, minoring in psychology. Her ongoing studies have provided her the skillset needed to be a well-rounded and grounded HR practitioner in the nonprofit sector. She holds certifications in facilitative leadership, diversity & inclusion and human resources management and strategy.

She has an unwavering passion for people and makes it her goal to provide a platform for staff to be heard, respected and treated fairly in all matters. Leah enjoys mentoring young professional woman to help them see their own potential and realize their career goals.

Ms Amy Schneider Vice President, Programs

Amy Schneider, LICSW brings a strong mix of management, consulting, program development and evaluation, group facilitation, youth leadership development, and clinical, teaching and research experience to her role as Vice President for Programs.

Amy has demonstrated success in a variety of settings by integrating her analytical and leadership skills with her deep passion for social justice. Most recently, she served as the Associate Director at Summer Search Boston, a local branch of a national college success organization, serving students who face systemic inequities that can impact their journey to higher education. While leading an office serving nearly 1,000 high school and college students, Amy grew the team by 45% and improved services by creating infrastructure and systems to better support staff.

Previously, Amy held program leadership roles as the Senior Director of Family Partnerships and Clinical Practice at Horizons for Homeless Children and as a Clinical Coordinator at The Home for Little Wanderers. She has also worked as a consultant and process coach, helping groups and organizations engage in dialogue and implement change. Amy’s work leading programs is informed by 10 years of extensive experience in direct service, ranging from crisis intervention to classroom teaching. As an educator, community-based therapist, and leader, she has devoted her career to supporting learning and development.

Amy holds a Certificate in Nonprofit Management and Leadership from the Institute for Nonprofit Practice formerly of Boston University, a Master of Social Work from Washington University in St. Louis, and a Bachelor of Arts in Physics from Wesleyan University. In 1999, she received a Fulbright Fellowship for a year of research and study.

A dedicated lifelong learner, Amy is also trained in community-based mediation and outdoor leadership. An avid swimmer, runner, and hiker, she heads into the White Mountains every chance she gets.

Awards

Award Awarding Organization Year
-- -- --

Affiliations

Affiliation Year
Children’s League of Massachusetts 2012
Member of state association of nonprofits? Yes
Name of state association Maine

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

In 2017, HopeWell partnered with Oakland, CA based First Place for Youth to launch a three year pilot of a program called My First Place (“MFP”) in order to demonstrate its efficacy in the Commonwealth. The My First Place program is a nationally recognized education and employment program that provides access to safe, stable housing, and case management supports to enable young people (ages 18 to 22) who have aged out of the foster care system to build the skills they need to make a successful transition to self-sufficiency and responsible adulthood. Specifically, the My First Place program centers around intensive case management and specialized parenting assistance and the development of healthy living skills. With regard to violence prevention, the MFP program works to break the intergenerational cycle of violence and reduce the number of children who must be placed in foster care by providing participants with guidance around violence prevention in order to prepare them for long-term success. For nearly 20 years, the MFP model has been proven to be highly effective in California and now First Place for Youth is looking to scale the model nationally by choosing Massachusetts as its first MFP expansion site and partnering with HopeWell.

CEO/Executive Director/Board Comments


Foundation Comments

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Staff Information

Number of Full Time Staff 147
Number of Part Time Staff 46
Number of Volunteers 7
Number of Contract Staff 34
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 67
Asian American/Pacific Islander: 3
Caucasian: 93
Hispanic/Latino: 25
Native American/American Indian: 0
Other: 5
Other (if specified): --
Gender Female: 164
Male: 29
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 10
Management Succession Plan Under Development
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 Yes
State Charitable Solicitations Permit Yes
State Registration Yes

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

Governance


Board Chair Mr. James A McDaniel Esq.
Board Chair Company Affiliation Choate, Hall & Stewart
Board Chair Term June 2017 - June 2018
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Mr. Charles Cabot III Community Volunteer Voting
Ms. Natalie Colmore Retired Voting
Mr. James L Eliason Datawatch Corporation Voting
Mr. James A. McDaniel Esq. Choate, Hall & Stewart Voting
Mr. Shaheer Mustafa President and CEO of HopeWell Exofficio
Mr. Eliot T. Putman Jr. Community Volunteer Voting
Mrs. Alison R. Quinan Community Volunteer Voting
Ms. Elisa E. Rodriguez The Home for Little Wanderers Voting
Ms. Casey T Stratford Journey Financial Planner Voting
Mr. William K Woodard Community Volunteer 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: 1
Caucasian: 8
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 4
Male: 6
Not Specified 0

Board Information

Board Term Lengths 1
Board Term Limits 0
Board Meeting Attendance % 80%
Written Board Selection Criteria No
Written Conflict Of Interest Policy No
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions --
Constituency Includes Client Representation Yes

Standing Committees

  • Compensation
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Finance
  • Governance and Policy
  • Nominating

CEO/Executive Director/Board Comments

The challenge facing our agency is that children suffering from very serious abuse are not referred to residential programs because of the cost. Our agency cares for 400-500 children every day in our intensive foster programs. 95% of the children in our foster homes have very serious post traumatic stress. Fortunately, we have our own full time psychologist who sees all of our children and teaches our foster parents how to take care of them and help them deal with their trauma. We provide clinical services that are not funded by the state so that our children can get their life back. We must raise private funds to treat trauma and heal the severe wounds of our children. 

Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2017 2016 2015
Total Revenue $23,493,067 $23,627,295 $24,646,907
Total Expenses $23,600,715 $23,550,580 $24,209,297

Prior Three Years Revenue Sources

Fiscal Year 2017 2016 2015
Foundation and
Corporation Contributions
-- -- --
Government Contributions $22,823,559 $23,229,334 $24,139,369
    Federal -- -- --
    State $22,823,559 $23,229,334 $24,139,369
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $129,123 $56,347 $45,613
Indirect Public Support $319,316 $320,929 $316,707
Earned Revenue $7,586 $9,281 $9,760
Investment Income, Net of Losses $213,483 $11,404 $134,442
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind -- -- --
Other -- -- $1,016

Prior Three Years Expense Allocations

Fiscal Year 2017 2016 2015
Program Expense $20,766,581 $21,013,497 $21,700,653
Administration Expense $2,817,776 $2,515,795 $2,495,125
Fundraising Expense $16,358 $21,288 $13,519
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.00 1.00 1.02
Program Expense/Total Expenses 88% 89% 90%
Fundraising Expense/Contributed Revenue 0% 0% 0%

Prior Three Years Assets and Liabilities

Fiscal Year 2017 2016 2015
Total Assets $11,274,171 $11,128,773 $11,260,053
Current Assets $6,335,949 $7,940,457 $8,122,580
Long-Term Liabilities $49,300 $81,790 $108,895
Current Liabilities $1,794,098 $1,508,562 $1,689,452
Total Net Assets $9,430,773 $9,538,421 $9,461,706

Prior Three Years Top Three Funding Sources

Fiscal Year 2017 2016 2015
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 Yes
Reserve Fund Yes
How many months does reserve cover? --

Capital Campaign

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

Short Term Solvency

Fiscal Year 2017 2016 2015
Current Ratio: Current Assets/Current Liabilities 3.53 5.26 4.81

Long Term Solvency

Fiscal Year 2017 2016 2015
Long-term Liabilities/Total Assets 0% 1% 1%

CEO/Executive Director/Board Comments

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Foundation Comments

Financial summary data in the charts and graphs are per the organization's audited financials.  Contributions from foundations and corporations are listed under individuals when the breakout was not available. Please note, per the attached IRS Letter of Determination files, this organization changed its name to HopeWell Inc. in 2018.
 
Additional information was provided by the nonprofit, indicating that the indirect public support figures reflect: the payments received from clients; clients receive social security funds, and they are required to pay 75% of these funds to the organization for the services.
 

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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