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Abby Kelley Foster House, Inc.

 Abby's House, 52 High Street
 Worcester, MA 01609
[P] (508) 756-5486 x 214
[F] (508) 798-3299
Kelly Whalen
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 Printable Profile (Summary / Full)
EIN 04-2648411

LAST UPDATED: 02/20/2019
Organization DBA Abby's House
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No



Mission StatementMORE »

The mission of Abby's House is to provide shelter and affordable housing, as well as advocacy and support services, to homeless, battered, and low-income women, with or without children.

Abby's House empowers the women we serve to lead self-directed lives filled with dignity and hope. 

Mission Statement

The mission of Abby's House is to provide shelter and affordable housing, as well as advocacy and support services, to homeless, battered, and low-income women, with or without children.

Abby's House empowers the women we serve to lead self-directed lives filled with dignity and hope. 

FinancialsMORE »

Fiscal Year Jan 01, 2018 to Dec 31, 2018
Projected Income $1,494,413.00
Projected Expense $1,494,413.00

ProgramsMORE »

  • Abby's House

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.


Mission Statement

The mission of Abby's House is to provide shelter and affordable housing, as well as advocacy and support services, to homeless, battered, and low-income women, with or without children.

Abby's House empowers the women we serve to lead self-directed lives filled with dignity and hope. 

Background Statement

Imagine having nowhere to sleep. To eat. To bathe.

Opened in 1976 as one of the country’s first homeless shelters for women, Abby’s House has provided more than 13,000 women and children with shelter, housing and advocacy. With 77 units of affordable housing, Abby’s House is Worcester’s largest provider of affordable and supportive housing specifically designed to meet the needs of marginalized women and children. Each woman is assigned her own Advocate who helps her develop an Individualized Empowerment Plan designed to help her regain her footing on the path to independence and break the cycle of homelessness. 

At Abby’s, we empower the women we serve to lead self-directed lives filled with dignity and hope. By working with a woman to develop an Individualized Empowerment Plan, we help her move into a place of confidence and empowerment. This model has helped more than 13,000 women to succeed over the last 40+ years.

Women turn to Abby’s House when they no longer have a safe, affordable place to live. In today’s economy, the demand for our services has increased. The women who arrive at our door have exhausted their resources, having already lived with family, friends, or in their car.

Abby’s House provides a warm, welcoming and safe place for women who are homeless due to lack of safe, affordable housing, domestic violence, eviction, natural disaster, emotional crisis, economic crisis, or unemployment. The intent of our broad-based advocacy efforts is to enable women needing housing to develop a network of appropriate services and support to prevent future homelessness. Abby’s House staff and volunteers provide a safe, trauma-sensitive, welcoming and supportive environment for guests throughout all aspects of the program.

With a nine-bed shelter and 77 units of safe and affordable housing, Abby’s House is Worcester’s largest provider specifically designed to meet the needs of low-income women and their children. Our housing and advocacy programs operate year-round; seven days per week/24 hours per day. We have an on-site emergency response team to address any issues that may arise during non-traditional office hours.

Unlike most other low-income housing and shelter programs, we do not have restrictive residency requirements (most require two-year residency in the city) nor do we require our women served to be on state assistance (welfare). As a result, we can meet the needs of working women who cannot afford market-rate rent, or enable those who are on SSI or SSDI to live safely and comfortably.

Impact Statement

Since we opened our doors in 1976, we've helped more than 13,000 women and their children reclaim and rebuild their lives.


Last year alone, we were able to provide:


•Temporary shelter services & affordable housing units for 150 women and 35 children

•15,000 meals for residents and guests

•3,700 hours of individual support to 446 women and their families. 

Needs Statement

More than 13,000 women and children have been served by Abby’s House since our inception in 1976. Each woman for whom we have opened the door is on her own unique journey, and while at Abby's can regroup and rebuild her life. At Abby’s House, women are treated with respect and dignity and are provided with the supports they need to move forward.


We remain steadfastly true to our mission and to our values to treat each woman individually, based on her hopes, aspirations, and strengths. We rely on your generosity to serve each woman in the best way for her. Our work would not be possible without you!


There are numerous ways you can support Abby's House, such as:


*Make a financial contribution -- more than 50% of our $1.2m budget comes from individual donors.

*Volunteer -- in the reception office, shelter, kitchen, Thrift Shop or for special projects.

*Make a donation of food, clothing, or items from our Needs List (on our website)

*Donate items in good condition to our Thrift Shop (see website for more details) 

*Hold a fundraising event to support Abby's House

*Other ways you can help: sign up to receive our e-mails and/or newsletters, "Like" us on Facebook, follow us on Twitter, & tell your friends about us! 

CEO Statement


Board Chair Statement


Geographic Area Served


Unlike most of the other shelter and housing providers, we do not require two-year residency in order to qualify for our housing. As a result, the women and children we serve come mainly from Central Massachusetts communities. We have served women from all over the state as well as those who have transitioned from locations out of state due to unsafe circumstances and the need to flee a considerable distance to maintain their safety.

Organization Categories

  1. Housing, Shelter - Housing & Shelter NEC
  2. Human Services - Alliances & Advocacy
  3. Human Services - Victims' Services

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



Abby's House

Shelter: Our overnight shelter is open every day from 5:30 PM - 8 AM, seven days per week year-round, and is part of the state-wide shelter network. We provide a safe and secure experience for homeless and battered women and their children. This project is supported by individual contributions, corporate and foundation gifts and grants, and Abby’s House Thrift Shop revenue.

Housing: We operate seven two-bedroom apartments and 70 single room low-income housing units in three buildings in Worcester. The sliding scale rents paid by our residents help to cover the operating costs, but the balance is supported by foundation and corporate grants, special events and individual contributions.

Advocacy: Each woman living with us is assigned her own Advocate, who helps her identify realistic goals and provides her with the tools she needs to achieve them. Our Advocates empower women to access the resources they need to succeed, such as higher education, job training, affordable housing and child care. The Shelter and Housing Advocates provide linkages to critical services for every guest and resident. The program’s activities are as follows:

  • Conduct a confidential intake interview with an Advocate, in which residents discuss their current situation, immediate needs, and develop an empowerment plan;
  • Assist each woman to achieve a sense of control by realizing and exercising her own strengths and abilities as she develops and follows through with her service plan;
  • Provide thoughtful and thorough advocacy and referrals so women may obtain permanent housing, legal services, public benefits, physical and mental health services.

The intent of our broad-based advocacy efforts is to enable women needing housing to develop a network of appropriate services and support to prevent future homelessness.

Referral Services: We receive a minimum of 25-30 calls per week from women or other providers seeking help. In order to effectively respond to these inquiries, we work with more than 75 other social services and government agencies and departments. Our focus is to effectively create a system of seamless service provision by matching needs with existing resources - and assisting them with accessing those services.

Annette Rafferty Survive to Thrive (ARST) Fund: Through a collaborative application process, the ARST Fund provides emergency funding to cover expenses like medical and dental needs. This fund also helps to break the cycle of poverty by providing financial support to our women for education or vocational training helping them to become financially self-sufficient. Other grants and loans are made to cover the skyrocketing costs of obtaining permanent housing.

Budget  $1,200,000.00
Category  Housing, General/Other Affordable Housing
Population Served Females Children and Youth (0 - 19 years) Families
Program Short-Term Success 
*Providing emergency shelter to women and children in crisis.
*Providing affordable housing to low-income women and children.
*Serve more than 10,000 meals.
*Engage more than 200 volunteers.
Program Long-Term Success  Abby's House helps homeless women regain their footing on the path to independence. Opened in 1976, we have provided shelter, housing and advocacy to more than 13,000 women and children from across Central MA. 98% of the women who reside with us are able to move out into independent housing.
Program Success Monitored By 
The board of directors oversees all aspects of operations at Abby's House. On a staff level, we meet twice/month as a whole and weekly in various teams to discuss what is going on, what needs to be done, etc. We track and evaluate a tremendous amount of data, including:
*Demographics of shelter guests and residents -- race, ethnicity, age, income and education level, history of trauma/abuse, substance use/abuse.
*Length of stay in shelter
*Length of stay in housing
*Where women go when they leave our shelter
*Where women go when they leave our housing program
*What % of each woman's goals were achieved
*Total # of women sheltered/year
*Total # of women housed/year
As part of our upcoming strategic plan, we will be surveying the residents about the meal program, Women's Center programming & other aspects of our operations.
Examples of Program Success 
  • 100% of women who come to the shelter are interviewed by our Shelter Advocate.
  • 96% of guests leave our shelter for long-term housing or a treatment program.
  • 98% of families with children are connected to appropriate educational institutions.
  • 100% of shelter guests are offered free clothing through the Thrift Shop.
  • 100% of shelter guests are introduced to our Women’s Center, a homelessness prevention program, which provides education, health care services, social activities and professional advocacy for former guests and current and former residents.
  • 98% of the residents in our housing program move into independent housing.
  • 96% of our residents achieve 100% of the goals outlined in their Individualized Service Plans.

CEO/Executive Director/Board Comments

We are continually collecting and analyzing data and interfacing with the women we help to ensure that our programming meets their needs. In the past 3 years, we have seen an increase in 3 populations:
1. Women 55+ who have become displaced from their housing through job loss, reduction in work hours, divorce or foreclosure.
2. Women in their 20s who have aged out of the foster care system and have no where to go. These women tend to be under-educated, under- or unemployed and most are trauma survivors.
3. Women whose children are in foster care as a result of homelessness, who are working to reunify with them.
We have adapted our programming to meet the needs of these 3 populations and will continue to do so as the need arises.


CEO/Executive Director Ms Stephanie Page
CEO Term Start Sept 2014
CEO Email
CEO Experience

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

Former CEOs and Terms

Name Start End
Tess Sneesby Jan 1990 Sept

Senior Staff

Name Title Experience/Biography
-- -- --


Award Awarding Organization Year
Champions in Action Citizen's Bank 2009


Affiliation Year
Massachusetts Nonprofit Network 2013
Mass Coalition for the Homeless 2012
Massachusetts Housing and Shelter Alliance (MHSA) 2012
Member of state association of nonprofits? Yes
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
Charity Navigator - 4 Star Rating (2013) 2018


Abby's House works with a network of 75+ Central MA agencies, making and receiving referrals for placement and service.

CEO/Executive Director/Board Comments


Foundation Comments


Staff Information

Number of Full Time Staff 11
Number of Part Time Staff 12
Number of Volunteers 250
Number of Contract Staff 0
Staff Retention Rate % 100%

Staff Demographics

Ethnicity African American/Black: 1
Asian American/Pacific Islander: 0
Caucasian: 21
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 21
Male: 1
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Under Development
Years Strategic Plan Considers 2
Management Succession Plan Under Development
Business Continuity of Operations Plan No
Organization Policies And Procedures Under Development
Nondiscrimination Policy Under Development
Whistle Blower Policy No
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


Board Chair Ms Alaina Olson
Board Chair Company Affiliation Alaina D. Olson Consulting
Board Chair Term Jan 2018 - Jan 2020
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Ms. Robin Booth RMB Realty, Inc / Accu-Clean Inc / Robin M Booth, CPA Voting
Ms. Ashley Brandin Attorney Voting
Ms. Darlene Corbett Needham Psychotherapy Associates / Unstuck Voting
Ms. Denise Darrigrand Retired Voting
Ms. Janine Diliberto The Hanover Theatre Voting
Ms. Marie Law Certified Public Accountant Voting
Ms. Laurie Matosky Worcester Housing Authority Voting
Ms. Samantha McGill College of the Holy Cross Voting
Ms. Anne Sylvia Nyambura Massachusetts Financial Services, Company Voting
Ms. Alaina Olson Alaina D. Olson Consulting Voting
Ms. Cynthia Pendleton Arbour Counseling Services Voting
Ms. Marjorie Ropp Retired Voting
Ms. Ann Stamm Answers by Ann Voting
Ms. Jayna Turchek City of Worcester Voting
Ms. Jacqueline Williams Greater Worcester Community Foundation Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 2
Asian American/Pacific Islander: 0
Caucasian: 13
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 15
Male: 0
Not Specified 0

Board Information

Board Term Lengths 2
Board Term Limits 5
Board Meeting Attendance % 90%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 75%
Constituency Includes Client Representation Yes

Standing Committees

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

CEO/Executive Director/Board Comments


Foundation Comments



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 $2,814,324 $2,528,165 $1,801,203
Total Expenses $1,554,454 $1,599,458 $1,460,576

Prior Three Years Revenue Sources

Fiscal Year 2017 2016 2015
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $1,893,858 $1,575,352 $972,333
Indirect Public Support -- -- --
Earned Revenue $431,380 $648,192 $637,794
Investment Income, Net of Losses $42,119 $104 $-4,679
Membership Dues -- -- --
Special Events $77,091 $137,244 $80,906
Revenue In-Kind $358,552 $154,959 $114,849
Other $11,324 $12,314 --

Prior Three Years Expense Allocations

Fiscal Year 2017 2016 2015
Program Expense $1,304,402 $1,224,914 $1,186,429
Administration Expense $118,414 $123,621 $133,520
Fundraising Expense $131,638 $250,923 $140,627
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.81 1.58 1.23
Program Expense/Total Expenses 84% 77% 81%
Fundraising Expense/Contributed Revenue 7% 15% 13%

Prior Three Years Assets and Liabilities

Fiscal Year 2017 2016 2015
Total Assets $15,277,447 $4,632,324 $3,697,044
Current Assets $1,794,971 $545,307 $518,824
Long-Term Liabilities $9,781,264 $679,877 $572,224
Current Liabilities $68,415 $81,249 $59,233
Total Net Assets $5,427,768 $3,871,198 $3,065,587

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 $0.00
Spending Policy --
Percentage(If selected) --
Credit Line No
Reserve Fund Yes
How many months does reserve cover? 6.00

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose
Constructed in the 1920's, the 39,802 square foot building at 52 High Street has remained largely unaltered, except for some minor interior changes, for 90 years. A significant focus of this work is to create ADA compliance for Abby's House in addition to other key upgrades and new spaces. The current 54 single-room occupancy units range from 163 to 199 square feet and do not provide for any handicapped accessibility. Investments will allow us to:
  • Create accessible entrances
  • Install an elevator to allow accessibility to all areas of the building for residents who are elderly or have disabilities
  • Add efficient laundry units on each floor to be accessible for all residents
  • Create accessible bathrooms
  • Renovate one unit per floor to be handicap accessible
  • Upgrade security systems to increase building safety
  • Bring major systems including plumbing, HVAC, electrical, and fire safety up to current building safety codes
  • Add full kitchens on each floor of the building
  • Reconfigure Thrift Shop to better meet long-term programming needs and invite further community interaction
  • Expand program opportunities through enhanced Women's Center and programming spaces
  • Reconfigure and enhance entrance to provide more neighborhood friendly and centralized access to building 
Campaign Goal --
Capital Campaign Dates Jan 2016 - June 2018
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? --

Short Term Solvency

Fiscal Year 2017 2016 2015
Current Ratio: Current Assets/Current Liabilities 26.24 6.71 8.76

Long Term Solvency

Fiscal Year 2017 2016 2015
Long-term Liabilities/Total Assets 64% 15% 15%

CEO/Executive Director/Board Comments


Foundation Comments

Financial summary data in the charts and graphs above is per the organization's audited financials.


Other Documents

No Other Documents currently available.


The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.

1. What is your organization aiming to accomplish?

Annually, Abby's House serves hundreds of women, providing them with shelter, housing & advocacy. Our short-term objectives are “to answer the door, one knock at a time” by serving the women who turn to us in need, helping them address the issues that lead to their housing displacement & providing shelter, housing and/or advocacy as needed.

The gap between livable wages and affordable housing is increasing at an alarming rate. A woman who makes $11 per hour, the minimum wage in Massachusetts, can only afford a rent of $572 per month and have money remaining for other expenses like food, clothing, medications, insurance, child care and transportation.

As a result, hundreds of women need to access low-income housing programs in order to have a safe and affordable place to live, but - the wait for public housing can be as long as 8-10 years and many community’s waitlists are even closed because they are so long!

The supportive, low-income housing options available at Abby’s House bridge some of these gaps. Our focus on intensive case management, or advocacy, is to integrate available community services helping our residents and guests access those they need to survive and thrive, preventing future housing insecurity or homelessness.

The number of working homeless is on the rise. In fact, close to 50% of the women in our supportive housing work. At Abby’s House, we do not require our guests to be on welfare, which is different than many other providers. As such, we meet the gap that has been increasing between wages, available jobs and skyrocketing housing and heat costs.

In addition to the significant barrier of lack of affordable housing, there are many other reasons that precipitate homelessness. Unexpected illness and health care expenses can deplete financial resources. In fact, as much as 62% of all personal bankruptcies are related to healthcare costs.

Another contributing factor is that, oftentimes, disability benefits for those who are unable to work do not cover the costs of rental housing alone. One elderly woman who lives with us receives a mere $702 per month. Where else could she live safely and with dignity?

Our long-term goals are to end the cycle of poverty and violence and to provide an environment in which these women can rebuild and reclaim their lives. Every past resident and guest is invited to stay involved in Abby’s House Women’s Center - attending group meals, participating in activities and using our internet-ready computers - and many do!


2. What are your strategies for making this happen?

At Abby's House, our focus is to provide homeless, battered and low-income women -- and their children -- with SOMEPLACE. Someplace to sleep, to eat, to bathe; someplace in which to feel safe; to feel heard and supported; someplace to regain their footing on the path to independence. Our unique combination of empowerment, hospitality and advocacy has helped countless women take the next step in their journey.

We continue to help women regain their footing on the path to independence -- the vast majority of our women move into permanent housing, either within Abby’s House supportive housing programs or in the community, after successfully achieving the goals on their Empowerment Plans. Given their traumatic histories and the nature of the problems that lead to their homelessness, this is truly remarkable.

Abby’s House was founded in 1976 by a large collaborative of women, committed to supporting other women, who grew a grass-roots response to address the critical issue of homelessness that was emerging as a community need in Worcester. It was this dedicated group of volunteers, led by Annette Rafferty, who did the outreach, the planning and the fund-raising to open our shelter. Today, we are fortunate that this spirit of volunteerism continues - involving more than 200 women each year.

Our mission “is to provide shelter and affordable housing, as well as advocacy and support services, to homeless, battered and low-income women with our without children.” In fact, we were one of the first shelters in the United States designed specifically to address the needs of women.

We provide a warm, welcoming and safe place for women who are homeless. Within our walls and with our support, a woman can recognize her own inner strengths and abilities. We listen with respect and without judgment, and encourage her to be as self-sufficient as possible given her individual needs and circumstances.

Each woman living with us is assigned her own Advocate, who helps identify realistic goals and tools she needs to achieve them. We empower women to access the resources they need to succeed, such as higher education, job training, affordable housing and child care. We also provide linkages to critical services for every guest and resident.

We continue to help women regain their footing on the path to independence answering the door - one knock at a time.


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

Over the past 40+ years, we have developed a multi-pronged approach to address homelessness:

1. We adopt a holistic approach to sheltering and housing women. By providing each woman with an Advocate to help her identify realistic goals and the steps needed to achieve them, each woman is met where she is. Using an individualized approach allows the Advocate to encourage, mentor and empower each woman to implement these steps on her own so that she builds her self-confidence and develops a new set of skills in the process. This makes for long-lasting change.

2. Through our Speaker's Bureau and rigorous communications and outreach program -- which includes our newsletter, e-news blasts, and Facebook posts -- we educate the community about homelessness, poverty, domestic violence and other issues that impacting the women we serve. In doing so, we help create a larger base of support for the work we are doing.

3. Staff and board members at Abby’s House are active in the community, participating in coalitions, public and legislative forums, sitting on panels, etc., informing and affecting social policy.

We have found that treating each woman as an individual allows her to see her situation more clearly, recognize her strengths and challenges as she moves forward, and create a realistic plan for her to regain her independence and self-esteem. We have purposefully avoided government funding, as the money generally comes with ‘strings attached’ - meaning we would not be able to treat each woman individually, but develop one strategy to use with everyone, regardless of her circumstances.

We receive our operating support from a variety of sources including: 48% from individuals, corporations, civic and religious groups and corporations/businesses; 25% from fees; 18% events and earned income (Thrift Shop), and 8% from donated goods and services, and change in beneficial interest. This diversification of sources allows us to be more sustainable as we are not heavily reliant on any one stream of revenue.

Our lean budget is due, in part, to the involvement of over 200 volunteers per year, who essentially save the organization an estimated $579,000 in expenses, based on the value of volunteer time according to Independent Sector. While this is beneficial to Abby’s House it is also beneficial to the individuals who support the organization through the donation of their time and talents. Their involvement promotes civic responsibility by providing volunteer opportunities for a diverse assemblage of college students and community members who work together to help women regain their footing on the path to independence. Volunteers gain valuable insight into the roots of social problems that cause homelessness, and the role of homeless shelters in creating a safe and healthy urban environment.

Developing and maintaining positive working relationships with local professionals and organizations is vital for effective service and advocacy, and to maximize donations through non-duplication of services. Our Advocates are well-versed about the resources in the area and provide referrals and linkages to the services each woman needs to get her life back on track. Primary collaborators include: the Homeless Outreach and Advocacy Program of Community Healthlink (providing housing and health services), Head Start (providing services for children as well as parenting classes), the MA Department of Transitional Assistance, the MA Department of Social Services, the MA Department of Mental Health and other mental health services providers, the Rape Crisis Center, AdCare Hospital (providing drug treatment services), Legal Assistance of Central MA, Daybreak and other emergency shelters.

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

Members of the Board of Directors, volunteers, and core staff regularly monitor the progress and effectiveness of the program through direct observation and evaluation of the data. The Housing staff meeting with each resident regularly to discuss their status in relation to the goals set out in their service plan. Effective, individualized advocacy strategies are developed in these meetings.

The key indicators we will use to develop a baseline for our success are:

· The # of women who are provided with shelter or low-income housing

· The # of women who move out successfully into independent housing situations

· The # of external referrals we make

· The # of women who meet the goals as outlined on their Individualized Empowerment Plan

We are developing a baseline of agency data in relation to our referral goals and tracking this year and we are in the process of reviewing available client software to formalize and record our Empowerment Plan tracking and evaluation activities to improve workflow. This will be in addition to the demographics and case notes that are currently kept through a combination of technology and hard copy records. We are also working to develop a self-evaluation tool and a client satisfaction tool to help inform our decisions and activities focus going forward.

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

While we have been very successful in our advocacy work, it has made group programming challenging due to the wide variation in our resident’s and guests’ time availability. We are in the process of assessing the continued viability of group programming through an evaluation of layered schedules.

Our work has been individualized through our commitment to regular ISP review meetings as well as to secure the following services and benefits for the residents and guests of Abby’s House so they can take advantage of these offerings at a time they are available.

•Membership in the Tower Hill Garden Club

Accessible computer and internet access with supporting technical guidance
Individualized Financial Literacy Coaching
YWCA membership accessing fitness plans