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Lazarus House, Inc.

 PO Box 408
 Lawrence, MA 01842
[P] (978) 689-8575
[F] (978) 682-7004
Kelley Granahan
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 Printable Profile (Summary / Full)
EIN 04-2755382

LAST UPDATED: 08/07/2018
Organization DBA Lazarus House Ministries
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No


Mission StatementMORE »

By living the gospel message upon which the ministry is founded, we restore dignity and self-respect to our guests--individuals who are poor, underserved, and homeless--to empower them to move forward in their lives. 

Mission Statement

By living the gospel message upon which the ministry is founded, we restore dignity and self-respect to our guests--individuals who are poor, underserved, and homeless--to empower them to move forward in their lives. 

FinancialsMORE »

Fiscal Year Apr 01, 2018 to Mar 31, 2019
Projected Income $4,626,725.00
Projected Expense $4,626,725.00

ProgramsMORE »

  • Advocacy
  • Education and Work Preparation
  • Food Services
  • Housing and Shelter
  • Thrift Stores

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

By living the gospel message upon which the ministry is founded, we restore dignity and self-respect to our guests--individuals who are poor, underserved, and homeless--to empower them to move forward in their lives. 

Background Statement


Lazarus House serves many of the poorest and most vulnerable women, men, and children living in Massachusetts. We seek to restore self-respect to our guests and empower them to move forward with their lives. We believe that everyone has the potential to lead a meaningful, healthy, and productive life.

Thanks to a network of mostly grass-roots support, we close the loop and poverty and create a circle of hope by providing:

-Nourishment, through served meals and groceries

-Stability, through shelter and transitional housing to 80-90 women, men, and children every night.

-Comfort, through individual advocacy and case management and very low-cost clothes and housewares through our thrift stores.

-Dignity, through education and preparation to earn a living wage.

Milestones in our history include: 



1983: Lazarus House opened its doors as a shelter with five beds and an all-volunteer staff.         

1984: We opened the first of three thrift stores, which enable people to access clothes and household necessities at very affordable prices and generate revenue for the organization.

1986: The Good Shepherd Soup Kitchen began serving meals.

1987: Our Food Pantry opened.

1998: Lazarus House began offering English as a Second Language, along with Spark*L.E. Cleaning Services, to offer much-needed education and employment readiness. 

2007: We opened Capernaum Place, which provides 18 units of transitional housing to families and two permanent units for individuals with disabilities.

2010: We added a culinary training program to our roster of vocational services and an employment placement specialist in 2014.

2015: Lazarus House opened Ishah House, which provides 9 units of transitional housing for single women without children in their custody, a particularly vulnerable and underserved population.

2017: Lazarus House identified a building in Downtown Lawrence in which to develop a full-service Life Skills Center, offering a diverse array of educational and vocational training opportunities. We anticipate rolling out the first phase of the program in late 2019/early 2020.

Today: Lazarus House operates in seven buildings throughout Lawrence and provides an estimated 27,000 guest services per month. We continue to develop programs to address the unmet needs of the region’s poor and homeless.


Forty-nine full-time and 18 part-time and per diem staff, assisted by 3,000+ volunteers, enable us to provide holistic and compassionate care.

Impact Statement

Every year, Lazarus House serves more than 25,000 families and individuals living at or near the poverty level. Last year, we accomplished the following:

-Thanks to the knowledge and expertise of our Housing Specialist (hired in July 2017), 46 homeless households exited our programs into safe and stable permanent housing. Five families, who were selected to participate in our "pay for success" Financial Asset Building program, graduated from our transitional housing program having earned $6,500-$8,750 apiece.
-Through our Education and Work Preparation Program, we guided 34 unemployed adults with low incomes into gainful employment and built the English language skills of 26 ESOL learners. Lazarus House has successfully placed our graduates with 44 diverse local employers so far. We continue to make inroads with local industries.
-Even with ever-expanding utilization in our food programs, we were able to meet the need with 99% donated food. We are especially pleased that our partnerships with local supermarkets, farms, produce salvage programs, and other local agriculture made generous supplies of fresh produce and other nutritious perishables available on a regular basis.
-Spark*L.E. Cleaning, our fully licensed cleaning company, which also functions as a work training program for those with employment barriers, grew its revenue by 16% last year.
-More than 3,000 volunteers offered 51,310 hours of their time in every area of Lazarus House. Generous donors donated goods valued at more than $5 million (including more than $3.6 million in donated food.)
This year, we:
-Plan to move forward with our goal to construct a full-service Life Skills Center to serve more job-seekers and English-language learners. When fully operational, the Life Skills Center will offer new vocational training tracks and family learning opportunities, potentially tripling the number of learners served.
-Lazarus House prioritizes serving our guests above all other needs. For this reason, we are facing a large number of capital expenses, including building upgrades and repairs and vehicle replacement. We are actively seeking funding to address our deferred maintenance.
-Throughout the organization, we will continue to provide high-quality services to all who come to us in need while staying true to our mission and values. Your support will help us reach our goals.

Needs Statement

Lazarus House relies on gifts of funds, goods, and time to help us achieve our goals. Less than 1% of our annual budget comes from government sources.

 · Food Programs: Last year, we served 75,054 meals onsite and provided 77,132 bags of groceries to poor and homeless people in our community, including 190 emergency orders and 1,248 holiday meal baskets. Financial donations, food donations/drives, and volunteers in all our food programs are very much appreciated.

· Emergency shelter and transitional housing: Last year, we provided 32,166 bed nights to women, men, and families: 80-90 people per night. Eighty percent of shelter and transitional housing residents are parents with children. Donations to fund field trips and school supplies and uniforms for the children are always needed.

· Advocacy services to help our guests rebuild their lives include referrals for housing, employment, legal aid, medical and mental health treatment and substance abuse treatment. Last year, we provided 2,824 services to 2,503 guests. Donations of toiletries and gift cards to local drugstores are always needed.

· We operate three thrift stores throughout the city, which provide clothing, footwear, and other household necessities to people on a limited income. We provide vouchers for those who need them: survivors of fires, natural disasters, and interpersonal violence. Your donations stock our thrift stores with items people need.

-Financial support for construction of the Life Skills Center and replacement of our Spark*L.E. vehicles and the 19-foot truck used to manage large-scale donations. 

CEO Statement


Board Chair Statement


Geographic Area Served

In a specific U.S. city, cities, state(s) and/or region.
Given the tremendous need in Lawrence. 95% of our guests come of our guests the city. However, our reach extends far into the Merrimack Valley, encompassing Methuen, Haverhill, Andover, North Andover, and Southern New Hampshire. We impose no geographical requirements on those seeking services but will serve anyone who comes to us in need.

Organization Categories

  1. Housing, Shelter - Homeless Shelters
  2. Food, Agriculture & Nutrition - Food Programs
  3. Employment - Job Training

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




Advocacy lies at the core of Lazarus House's food and shelter programs. Our skilled advocates help guests take the next step toward greater independence and well-being after meeting their basic survival needs. Our advocates help guests access basic toiletries and clean clothes and also help them connect with resources both inside and outside the organization: shelter and housing programs, education and employment assistance, financial and legal assistance, substance abuse and mental health treatment, and much more. Lazarus House's emphasis on advocacy as a core component of service delivery--rather than an add-on--distinguishes our program from many others.
Budget  $219,311
Category  Human Services, General/Other Services for the Homeless
Population Served Homeless Poor,Economically Disadvantaged,Indigent Hispanic, Latino Heritage
Program Short-Term Success  By the end of each funding year, more than 2,500 guests will be connected with needed services provided at Lazarus House or elsewhere.
Program Long-Term Success  70% of guests receiving advocacy access assistance through a collaborating provider and/or enroll in other programs at Lazarus House, such as Education and Work Preparation or a transitional housing program.
Program Success Monitored By  Lazarus House collects overall utilization statistics and services provided by population type (women, men, or families.) Residents in our shelter or transitional housing program are tracked in greater detail, including employment status, services accessed, and outcomes upon exit. The Director of Advocacy oversees the program measurement and outcomes.
Examples of Program Success 
Because of the high volume of guests seen in the soup kitchen, and our wish to provide a low-threshold program, we track only daily numbers and service utilization statistics. However, our Community Resource Specialist recently shared the story of guest he helped in the past: "I came into work...and was called to attend to a guest. When I went to greet [her], she stated, 'Don't you remember me?' I replied, 'Yes, but not like this.' This was a young woman who I met almost two years ago, out on the streets, abusing drugs, and was very skinny. She would come to my office and cry, asking for help. She just came back to see some family members and wanted to...thank me for listening to her and helping with basic needs, such as showers, toiletries, and clothing, when she had none. She has been clean for two years."

Education and Work Preparation

With a reliable, stable income essential for long-term stability, Lazarus House offers skilled ESOL instruction, life skills workshops, and specialized job-training to help low-income heads of household attain living-wage jobs with robust hiring and advancement potential. The following services comprise our Education and Work Preparation Program:

-Education - We offer three levels of English for speakers of Other Languages (ESOL) classes. The program provides 10 full weeks of intensive language training, 4 hours a day, 4 days a week.

-Spark*L.E. – English-language learners develop work-readiness skills and U.S. employment experience through the fully insured and bonded cleaning company, Spark*L.E Cleaning Services, owned and operated by Lazarus House since 1998. During their 14-week internship with Spark*L.E., trainees are paid for up to 30 hours per week of work while they continue to build their English language skills in our language learning lab. Spark*L.E.’s business contracts bring in approximately $260,000 in revenue for Lazarus House every year. Since the program’s inception in 1998, the program has trained more than 330 employees, and demonstrates a success rate of 75% in placing graduates in permanent employment within 6 months of program completion.

-Culinary Training Program – Students receive 200 hours of professional-level training from leading local chefs, extensive hands-on experience in our training kitchen, as well as classroom instruction to prepare for the National ServSafe Food Manager certification exam. After the onsite training, students complete 10-week paid internships at local establishments to get experience in the field. Today, Lazarus House has formed professional partnerships with 40 chefs and food service establishments. These chefs provide instruction in our training kitchen, internships to students, and jobs to graduates. To date, 122 students have completed the program with 80% of graduates placed in permanent employment within 6 months of program completion.

Spark*L.E. and Culinary Students earn $11-an-hour stipends during their field-based internships. This funding allows students to support themselves in the present while they prepare for a more stable future.

-Sewing Instruction – Using donated sewing machines and material, a seasoned volunteer teaches basic and advanced alteration and repair techniques, for students to apply for their personal use or as a means to generate income. The program also affords a sense of community and additional language practice for participants.

-Life Skills – Because learners are often preparing for their first work experiences in the U.S., we offer classroom instruction and one-on-one coaching in job search strategies and interview techniques, computer skills, and workplace communication and conduct. With long-term self-sufficiency requiring stability in multiple areas, weekly life skills sessions address personal goal-setting and stress management, nutrition and wellness, parenting and family life, and financial literacy.

-Outplacement Services: Trainees and other job-seeking guests receive personalized assistance through all stages of their job search, including post-placement. Our staff stays current on hiring trends and actively cultivates opportunities with local businesses, health care facilities, and other growth industries. To date, 44 companies have hired our graduates. Since 2014, our job placement specialist has assisted more than 255 students, successfully placing 80% in employment within 6 months. More than 85% have remained employed for six months or more.

Within our organization, students seamlessly access meals and groceries, assistance with a housing crisis, or clothing for themselves and family members. We work closely with primary care and mental health providers, housing resources, legal aid agencies, and childcare resources, enabling students to resolve setbacks that might otherwise impede their progress.

Budget  $864,548
Category  Employment, General/Other Job Training & Employment
Population Served Unemployed, Underemployed, Dislocated Adults Immigrant, Newcomers, Refugees
Program Short-Term Success 

- 75% or more of ESOL students and job training enrollees will successfully complete program by meeting attendance standards and demonstrating satisfactory progress on proficiency exams.

-75% or more of Spark*L.E. and Culinary students will complete both the classroom and internship components of the program.

-80% or more of program graduates and other job-seeking students will gain employment within 6 months.

-At least 85% of those placed in jobs will retain employment for 6 or more months.

Program Long-Term Success 

One after completing the program, graduates will demonstrate increased economic stability through retained employment, maintenance of housing, and decreased personal debt.

Program Success Monitored By 

Lazarus House measures the progress of all students to ensure that they are advancing toward their goals and that the program is serving them as effectively as possible.

ESOL: All incoming students take a standardized placement test to gauge their appropriate level of instruction. During class, student take practice exams and midterm and final assessments to track their educational progress. Students are also assessed on their interests, skills, needs and barriers to employment and work with an employment specialist to develop an individualized plan.

Vocational Programs: During classroom instruction and internships, Spark*L.E. and Culinary trainees are evaluated on their mastery of job-specific knowledge and skills and on such “soft” skills as punctuality and communication by their internship supervisor. All Culinary Trainees prepare for and take the ServSafe Food Manager certification exam, which is necessary for advancement in the field. Sewing students must demonstrate proficiency in basic skills before promotion to the next level or receiving a sewing machine of their own.

We also track the percentage of students placed in permanent employment as well as retention for 6 or more months following placement.

Examples of Program Success 

“Carmen” grew up in Puerto Rico. A single mom with a young daughter, she had limited opportunities to advance herself and build a bright future for herself and her daughter. In 2015, she and her daughter migrated to Lawrence, living initially with a friend. Living conditions were crowded and chaotic, however, so Carmen and her daughter were asked to leave. The two moved into Lazarus House’s shelter. Carmen wrote, “Moving to a shelter was a very hard decision to make. I wasn’t quite sure what to expect… Today I have to admit this was the best decision I have ever made! I received the education and support I needed to improve my life.”

When Carmen started ESOL/Spark*L.E. training, her number-one desire was to improve her ability to speak and understand English. She knew many words but lacked the confidence to attempt to participate in English conversation. Despite her life struggles, she quickly displayed her determination and dedication to improving her English as a way to improve her life.

She never missed a class and worked hard to advance her skills. After many hours of learning, practice Carmen began initiating conversation in English without hesitation. It was evident that her fear of making mistakes was diminishing and her confidence was improving. By the end of the class, she had advanced from Level 3 to Level 4 English. Her strength and determination inspired her instructors and her classmates as well. One year after starting the program, Carmen was hired as a supervisor, serving as a role model for students who are also working to improve their English to build more stable lives. She continues in her position today.

She writes, “I have been able to save money to buy a car and just recently moved into my own apartment. My daughter and I couldn’t be happier! The next step for me is to go back to school to continue studying and someday be able to buy my own house. I dream of seeing my daughter growing happier and healthier each day!”

Food Services

For many, the nourishing food provided by Lazarus House is the nutritional mainstay of their day. Last year, we served more than 75,000 meals, on- and offsite. We operate the following food service programs:

Soup Kitchen – We serve between 150-220 meals a day in our breakfast and lunch programs. From November-March, we are open seven days a week, and during the rest of the year, we operate Monday through Friday. Our Soup Kitchen serves as a gateway to other services, including medical care, legal assistance, behavioral health services, or the basics, such as toiletries and socks. During the winter, the Soup Kitchen functions as an emergency overnight shelter when the temperature drops below 15 degrees. 
Food Pantry – Our weekly food pantry supplies 800-900 families a week with grocery staples donated from local supermarkets, farms, and food drives. The Pantry is set up in the format of a supermarket, affording every guest the dignity of choice. When households face food emergencies, we provide emergency food orders by arrangement outside of the pantry’s hours of operation, approximately 200 orders per year. 
Seasonal Soup Van and Evening Bag Meals– These services reach residents who cannot travel to Lazarus House or who work during the day but do not earn enough income to meet their basic needs. We deliver hot soup, sandwiches, blankets, hats, and gloves in known areas of congregation for the city’s homeless population twice a week during the winter months and serve approximately 50 bag meals from 8-10 pm every night. 
Christmas and Thanksgiving meals, served onsite or delivered to residents’ homes. In FY 17, we provided 1,618 holiday meals to guest and residents.
Budget  $4,355,577
Category  Food, Agriculture & Nutrition, General/Other Food Distribution
Population Served Poor,Economically Disadvantaged,Indigent Families Homeless
Program Short-Term Success 

Hunger risk poses dire risks for the health and development of growing children. According to a 2015 statement released by the American Academy of Pediatrics, “children who live in households that are food insecure, even at the lowest levels, are likely to be sick more often, recover from illness more slowly, and be hospitalized more frequently. Lack of adequate healthy food can impair a child’s ability to concentrate and perform well in school and is linked to higher levels of behavioral and emotional problems from preschool through adolescence.” Lawrence residents’ risk for hunger is far greater than the risks residents face throughout Massachusetts: 92.4% of students in the Lawrence Public Schools qualify for free or reduced-cost meals, whereas statewide, 44% of students qualify.

Lazarus House's food programs ensure that anyone at risk of hunger receives adequate, nourishing meals. We help guests enroll for assistance programs, including WIC and SNAP. Everyone who visits our Food Pantry enjoys the same selection, whether they are first in line or last. All are treated with dignity and respect.  Thanks to many our partnerships with local supermarkets, restaurants, farms and community groups who run food drives for us, we are able to meet the great need with 99% donated food.
In 2010, Lazarus House was awarded the Merrimack Valley Food Bank’s Hunger Heroes Award.
Program Long-Term Success 

At Lazarus House, help often starts with a bag of groceries or served meal but rarely ends there. Through our food programs, guests access other services that build their capacity for self-reliance, such as housing, medical care, and employment placement. Meals from the Soup Kitchen and groceries from the Pantry ensure that those enrolled in our Education and Work Preparation Program, which serves adult English-language learners with low incomes, are not derailed by food insecurity.  We would like to develop a data system to track how many Food Service participants access additional Lazarus House programs.

Program Success Monitored By 

Lazarus House tracks the impact of our programs while maintaining a safe, welcoming “low threshold” setting in which people in a vulnerable state can access services.  In our Food Programs we keep daily and weekly counts as well as age, household composition, and gender demographics and utilization of other services provided to Soup Kitchen guests. These statistics enable us to prepare for surges in need.

Examples of Program Success 

We would like to share two moments, related by staff, to put a human face to our services:

“A male guest was referred to the Soup Kitchen for a meal and services. When I met with him, the guest asked if he could get some toiletries. We spoke about his bad decisions that landed him in jail. He was happy to be out and trying to make up for lost time with his kids. The guest was very humbled by our conversation and stated that he would return now that he knew that people do care and would talk to him.”

“E. has been coming to the food pantry for a long time. She has lost a great deal of weight as a result of her cancer. Because of medical coverage, or lack of it, she must now take a train into Boston for her chemo treatment instead of receiving treatment locally. When she feels good enough she will come to the food pantry and asks only for chicken noodle soup as it is the only thing that she can keep down. Today she came by to see me for her chicken soup. I gave her four cans of soup and I received a big hug. She told me she says prayers of thanksgiving for us because we give her something special.”


Housing and Shelter

 Homeless residents need more than beds. They need assistance remediating the circumstances that leave them at risk. With average rent in Lawrence for a habitable two-bedroom apartment now exceeding $1,400 a month, the ability to develop and maintain a stable income is crucial. Lazarus House’s strong emphasis on personalized case management and education, coupled with the expectation that participants who are able will work or engage in vocational training, distinguishes our program from many other shelters and housing programs in the region. Services are provided by our in-house staff of three human services professionals, all of whom are Spanish-English bilingual and have advanced degrees in the human services field. The advocates’ collective experience covers domestic violence, immigration and citizenship, financial coaching, and behavioral health.  

-Lazarus House’s emergency shelter has eight rooms with 41 beds and seven cribs, accommodating families and single people as they overcome homelessness. The program’s success is based on our strong emphasis on case management and life skills education to help guests address their barriers to stability. All guests to work with advocates to form an exit plan, including a savings regimen, which enables them to accrue the security deposits required to secure permanent housing. Our “high-touch” approach enables families, on average, to leave the emergency shelter in 6 to 8 months’ time, whereas the average stay at state-funded shelters is 12 to 18 months. 

For those who require a longer period of support before living independently, Lazarus House operates two transitional housing programs:

-Capernaum Place, opened in 2007, offers 18 units of affordable transitional housing to families in need and reserves two units of permanent housing for people with disabilities. Leases can be renewed for up to two years. The program is distinguished by the full menu of education and support services offered to residents and their children. To date, more than 90% of Capernaum Place graduates have found permanent housing.
-Ishah House, opened in 2015, fills a unique niche in the region by offering nine units of transitional housing for single women without children who have experienced long-term homelessness. Women, who pay a monthly program fee on a sliding scale, can live at Ishah House for up to three years. The beautifully renovated Victorian residence provides a safe, stable, structured, but independent home environment where residents can develop crucial vocational and life skills, such as nutrition and wellness and budgeting and financial literacy.

Programs are staffed 24 hours a day.

Budget  $1,587,887
Category  Housing, General/Other Homeless Shelter
Population Served At-Risk Populations Families Females
Program Short-Term Success 

Lazarus House strives to provide safe, dignified housing to those in need and the skills, knowledge, community connections, and self-confidence required to transcend homelessness and build a life of greater stability. Each resident in our program works with their case manager to develop an Individual Service Plan to identify their unique needs, goals, strengths, goals and barriers to success. The ISP serves as a road map toward success throughout the case management process.

Lazarus House has identified performance measures specific to each program and the population served:


-80% of residents will engage in work or preparation activity.

-80% will improve financial fitness by saving.

-60% will move on to stable housing, including market-rate, affordable, or transitional housing.

Capernaum Place:

-85% of families will engage in work or work-preparation activity.

-80% will improve financial fitness by reducing debt, saving, etc.

-75% or more of program graduates will enter affordable or market-rate housing.

Ishah House:

-85% of women will engage in work or work-preparation activity.

-85% will engage in one or more service to improve health/wellness.

-50% will increase financial stability through increased wages or savings or decreased debt.

-50% will meet other established goals, including reconnecting with family, clearing up legal matters, or graduating to stable housing.


Program Long-Term Success 

-After leaving our program, 80% of former guests and residents will retain housing for at least one year.

Program Success Monitored By 

Our advocacy staff tracks and reports on utilization and outcomes for our housing programs. Our shelter program keeps statistics on the daily bed nights provided to men, women, and children, plus the duration of stay. This year, we are refining a new data instrument to capture more closely residential outcomes and personal goal attainment.

Our two transitional housing programs track service utilization, progress toward goals, and vocational, income, and residential outcomes for residents who move on from the program. This year, we extended case management for graduates of Capernaum Place for 6 months past their exit from the program to support their success and better understand the challenges they face.

Examples of Program Success 

Last fiscal year, more than 80% of guests and residents in all housing programs were employed or enrolled in educational programs; 80% improved their financial stability through savings and/or debt reduction. One success story is that of Nephreteety and her family, who recently graduated from Capernaum Place:

Nephreteety was a hard-working resident caught in the region’s exploding housing costs. She and her longtime partner both had good jobs but could not afford to keep the apartment where they lived with their young son. They bounced from one relative to the next, including an aunt in Lawrence. “To get out of the way, I would take the baby out for the day, but it really got to be too much…That’s when I found the Lazarus House Emergency Shelter…I loved the family feeling there…Nobody at Lazarus House looks down on you. They work with you to help you reach your goals and make things better.”

Almarie encouraged Nephreteety and her partner, who were expecting their second child, to apply to Capernaum Place, our transitional program for families. “It was not an easy process to get an apartment there but I proved I was willing to work hard towards my goals.” The hard work proved worthwhile, however. With guidance from their case manager, Nephreteety and her boyfriend secured employment. He earned his commercial trucking license while in residence and has earned a good wage as a driver. Both have future goals to advance themselves: an accounting degree for him and a nursing degree for her. Nephreteety completed Budget Buddies, a financial asset and mentoring program for women. She and her boyfriend showed such motivation they were invited to participate in our Asset Building program, which pays into an escrow account when personal, vocational, and financial goals are reached. Several months ago, Nephreteety and her family moved into their own apartment with a nice “nest egg” to help them transition into full independence. The entire family is thriving.

Thrift Stores

An outlet for bargains, a donation center, and a place where neighbors can shop with dignity and enjoy both camaraderie and friendship, we operate three stores dedicated to providing high quality items, including clothes, housewares, toys, and books, at a low-cost to people in Massachusetts' poorest city. These stores are hubs of activity that provide an incredible opportunity to strengthen the neighborhoods where they exist by selling affordable items, offering jobs and volunteer opportunities to local residents and funding life-changing programs within the Lazarus House ministry. When people cannot afford our modest prices, we provide vouchers for free items, approximately 300 per year. Everything in each thrift store is donated by individuals, businesses, faith communities, schools, civic groups and other generous groups. These retail stores also generate revenue to help fund our programs.
Budget  $998,239
Category  Human Services, General/Other Thrift Shop Operation
Population Served At-Risk Populations Families Unemployed, Underemployed, Dislocated
Program Short-Term Success 
-Customers find clean, high-quality items for themselves and their families at highly affordable prices.
-The volume of donations meets the need. 
-Thrift store customers access additional Lazarus House programs, including the Food Pantry, vocational training, and other. 
Program Long-Term Success  Please see Short-term Success.
Program Success Monitored By 

Our thrift store coordinator gathers yearly statistics on vouchers distributed and thrift store transactions. 

Examples of Program Success 

"When I was younger, I used to be embarrassed to go with my mother to thrift stores," said Liset. "As I got older, I realized . . . it's a great way to aid anyone struggling in the community. I didn't understand the impact of the Lazarus House store in the local neighborhood until I started volunteering. It is a powerful experience helping here, I see a surprising number of returning families coming to shop."*

Long-time customer Esperanza uses the store to clothe herself and her children. She grew up in New York City for most of her life, relocating to Lawrence in 1999. "New York was a very difficult place to live, I was overwhelmed with the struggle of getting by," she said. "I was very happy when I moved to Lawrence. Everyone seems more willing to help people. The Good Shepherd Thrift Store is tremendous for the neighborhood and ends up being good for everyone, a true sense of community has developed here!"

*Liset is now a full-time employee of Lazarus House. 

CEO/Executive Director/Board Comments



CEO/Executive Director Ms. H. Bridget Shaheen
CEO Term Start Sept 1993
CEO Email
CEO Experience

Ms. Shaheen has been associated with Lazarus House since its founding in 1983 and has served as its Executive Director since 1993. Under Ms. Shaheen’s direction, Lazarus House has expanded the continuum of services the Ministries provide to the poor and needy to include a free medical clinic, residences for individuals and families living with HIV/AIDS, an education and job training program, and the SPARK*L.E. cleaning company to provide employment for those completing the job training program.

 In addition to her work at Lazarus House, Ms. Shaheen is also active in the greater Merrimack Valley area serving on the Board of Directors of Mary Immaculate Health/Care Services as well as a member of the Agency Advisory Committee for Project Bread, Lawrence Community Development Department Task Force, Lawrence Catholic Collaborative Steering Committee, and the Merrimack Valley Chamber of Commerce. She is also a former Trustee of Lawrence General Hospital.

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
Ms. Kelley Granahan Director of Development --
Mr. George Herrmann Chief Operating Officer --


Award Awarding Organization Year
Book of Golden Deeds Award Exchange Club of Lawrence 2016
Celebration of Excellence - Community Service Enterprise Bank 2011
Extreme Esteem Recognition Self Esteem Boston 2011
Charitable Award Massachusetts Bankers Association 2010
Excellence in Community Development Massachusetts Housing Investment Corporation 2008
The Senator Paul Tsongas Award for Exemplary Service Federal Executive Board - Greater Boston 2003
Tikkun Olam Award Merrimack College 2001


Affiliation Year
-- --
Member of state association of nonprofits? No
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --



CEO/Executive Director/Board Comments


Foundation Comments


Staff Information

Number of Full Time Staff 59
Number of Part Time Staff 18
Number of Volunteers 3,000
Number of Contract Staff 3
Staff Retention Rate % 92%

Staff Demographics

Ethnicity African American/Black: 1
Asian American/Pacific Islander: 1
Caucasian: 34
Hispanic/Latino: 41
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 46
Male: 31
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 3
Management Succession Plan Yes
Business Continuity of Operations Plan No
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy --
State Charitable Solicitations Permit Yes
State Registration --

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. Doug Bridget Cook
Board Chair Company Affiliation Merrill Lynch
Board Chair Term Apr 2018 -
Board Co-Chair Mr. Greg Smith
Board Co-Chair Company Affiliation --
Board Co-Chair Term Apr 2014 - Mar 2016

Board Members

Name Company Affiliations Status
Mr. Andrew Armata CEO LAER Realty Partners Voting
Ms. Linda Benjamin Community Volunteer Voting
Ms. Claire Bishop Retired Voting
Ms. Lindsay Boddy Essex County District Attorney's Office Voting
Mr. Andrew Botti McClane Middleton Voting
Mr. Tom Burkardt Retired Voting
Mr. Rick Crowley Contract CFO Voting
Dr. Bernard Daly Dentist - Private Practice Voting
Dr. Eugene Declercq Boston University Voting
Rev. Peter Gori Archdiocese of Boston Voting
Ms. Robin Gorski-Routhier DiCicco, Gulman & Company LLP Voting
Rev. Martin Hyatt St. Basil's Seminary Voting
Mr. James Kasouf Community Volunteer Voting
Ms. Therese Leone Enterprise Bank Voting
Mr. Paul MacDonald MTM Insurance Associates Voting
Mr. Charles Miller Ecochlor, Inc Voting
Mr. Steve Normandin AMD Global Telemedicine Voting
Dr. Olguida Emilissa Sacchetti Greater Lawrence Family Health Center Voting
Ms. H. Bridget Shaheen Lazarus House Ministries Exofficio
Mr. Paul Shaheen Shaheen Brothers, Inc. Voting
Ms. Maureen Smith Free Christian Church Voting
Ms. Paula Zavrl 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: 0
Caucasian: 77
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 9
Male: 14
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 3
Board Meeting Attendance % 80%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 91%
Percentage of In-Kind Contributions 91%
Constituency Includes Client Representation No

Standing Committees

  • Building
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Executive
  • Finance
  • 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 $7,959,131 $8,255,559 $8,322,724
Total Expenses $8,786,113 $8,890,471 $9,151,238

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 $2,196,729 $2,048,101 $2,054,297
Indirect Public Support -- -- --
Earned Revenue $676,530 $692,739 $672,138
Investment Income, Net of Losses $19,098 $21,633 $21,748
Membership Dues -- -- --
Special Events $743,409 $842,703 $753,576
Revenue In-Kind $4,418,290 $4,650,383 $4,820,965
Other $-94,925 -- --

Prior Three Years Expense Allocations

Fiscal Year 2017 2016 2015
Program Expense $7,343,489 $7,351,257 $7,663,162
Administration Expense $662,045 $745,280 $710,435
Fundraising Expense $780,579 $793,934 $777,641
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.91 0.93 0.91
Program Expense/Total Expenses 84% 83% 84%
Fundraising Expense/Contributed Revenue 27% 27% 28%

Prior Three Years Assets and Liabilities

Fiscal Year 2017 2016 2015
Total Assets $5,606,631 $6,501,572 $7,055,940
Current Assets $2,993,063 $3,723,036 $4,233,480
Long-Term Liabilities -- -- $0
Current Liabilities $164,422 $232,381 $151,837
Total Net Assets $5,442,209 $6,269,191 $6,904,103

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 No
Reserve Fund Yes
How many months does reserve cover? 3.00

Capital Campaign

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

Short Term Solvency

Fiscal Year 2017 2016 2015
Current Ratio: Current Assets/Current Liabilities 18.20 16.02 27.88

Long Term Solvency

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

CEO/Executive Director/Board Comments


Foundation Comments

Financial summary data in the charts and graphs above is per the organization's audited financials.  Please note, the Other category for fiscal year 2017 includes write-offs for uncollectible pledges receivable.



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?


2. What are your strategies for making this happen?


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


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


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