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Children's Advocacy Center of Suffolk County Inc

 989 Commonwealth Avenue
 Boston, MA 02215
[P] (617) 779-2146
[F] (617) 779-2196
Susan Goldfarb
 Printable Profile (Summary / Full)
EIN 04-3273300

LAST UPDATED: 01/02/2019
Organization DBA CAC of Suffolk County
Suffolk County CAC
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No


Mission StatementMORE »

The Children’s Advocacy Center of Suffolk County, Inc. (CAC) unites public, private and community partners to promote safety, healing and justice for children exposed to violence and their families.

Mission Statement

The Children’s Advocacy Center of Suffolk County, Inc. (CAC) unites public, private and community partners to promote safety, healing and justice for children exposed to violence and their families.

FinancialsMORE »

Fiscal Year Aug 01, 2013 to July 31, 2014
Projected Income $788,906.00
Projected Expense $788,742.00

ProgramsMORE »

  • CAC Prevention Programs
  • CAC Training and Education
  • Mental Health Program
  • Multidisciplinary Team (MDT) Investigations and Case Management
  • Support to End Exploitation Now (SEEN)

Revenue vs. Expense ($000s)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

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


Mission Statement

The Children’s Advocacy Center of Suffolk County, Inc. (CAC) unites public, private and community partners to promote safety, healing and justice for children exposed to violence and their families.

Background Statement

The only agency of its kind in Suffolk County, the Children's Advocacy Center of Suffolk County (CAC) was founded in 1995, uniting more than 25 child-serving agencies and representing a true alliance between the private and public sectors for the most effective service delivery to children exposed to violence and their families.  

Each year in Suffolk County, over 1200 child victims of sexual abuse, physical abuse and commercial sexual exploitation are referred to the CAC for help.  Before the Suffolk CAC opened its doors, child abuse victims and their families were bounced from one agency to another, from the child welfare office to the police department, to the hospital, to the prosecutor's office - repeatedly telling their stories of abuse. The criminal justice system, a system primarily designed for adult perpetrators not child victims, lacked coordination between police, child protective services, prosecution, mental health and medical agencies. Duplication of efforts, along with multiple unnecessary and traumatic interviews for the children, was the norm. 

Helping abused children and their families from diverse backgrounds requires a holistic approach that addresses the physical, emotional and legal dimensions of abuse. And it requires a coordinated response from expert professionals to reduce stress at every stage of the recovery process. Out of this need, and the commitment of the leading child-serving agencies and institutions in the community, the CAC of Suffolk County was created. The CAC was established to improve the system for children and youth exposed to violence.

Today, the CAC works with advocates, social workers, police, prosecutors, medical and mental health professionals and others to provide high quality, specialized services for abused children and their families. Furthermore, the majority of the CAC services are provided in the comfort and convenience of a single child-friendly location. The children referred to the CAC represent every racial and ethnic group in the Boston community; almost 25% of children referred to the CAC in 2012 were living in Roxbury and Dorchester where the percentage of families earning incomes below the federal poverty level has been as high as 41%. The CAC operates in the Family Justice Center of Boston, in space donated by the City of Boston. Co-located with the Boston Police Department’s Family Justice Division, as well as several domestic violence and sexual assault agencies, the CAC is a fully accredited member of the National Children’s Alliance.

Impact Statement

The Children’s Advocacy Center is a fully accredited member of the National Children’s Alliance. In 2012, the CAC received over 1300 referrals to assist child victims of sexual abuse, physical abuse, and exploitation, from Boston, Chelsea, Revere and Winthrop, including 746 incidents of sexual abuse, 274 victims of physical abuse and more than 100 high risk and exploited youth. In addition, recent accomplishments include:

  • The CAC established and funded the role of a full-time Family Advocate to meet the essential need of providing support for non-offending caregivers and families.
  • The CAC has sustained a full-time Case Coordinator for the Support to End Exploitation Now (SEEN) program for child victims of commercial sexual exploitation. As this program and case coordination services have become institutionalized, referrals and requests for services continue to increase.
  • The CAC has successfully created the roles of Director of Operations and Development Associate to strengthen the Center's organizational capacity and sustainability.

In the coming year, the CAC has the following goals:

  • To work with a program evaluation and outcome measurement expert to develop & implement outcome measurement systems to better evaluate our impact;
  • To provide on-site, evidence-based, short-term mental health services to provide timely and effective support for children exposed to violence and their caregivers;
  • To increase education & training to both the community and providers to increase knowledge and understanding of child abuse and its impact.
  • To increase revenues to support long-term organizational stability and continued delivery of direct services to children and families.





Needs Statement

The CAC’s top priority is providing high quality, expert support and advocacy services and building capacity to ensure sustainability. To meet this goal the CAC has identified the following agency needs: 
  • Secure funding to support core direct service positions including the Family Advocate and SEEN Case Coordinator. FY14, budgeted at 110K to support existing staffing level; $165K to add a 2nd Family Advocate;
  • Secure funding to expand on-site evidence-based mental health services for children exposed to violence and their caregivers. FY14 budgeted at $100K;
  • Secure funding to sustain the newly created position of Operations Director, designed to ensure continuous improvement of the Center's internal operations including fiscal management and human resources and to allow the Executive Director to focus on expanding and strengthening collaboration with agency partners and the community.  FY14 budgeted at 100K;
  • Secure funding to sustain the Development Associate position to implement a diversified fundraising strategy with expanded access to individual, foundation and corporate funding. FY14 budgeted at 65K;
  • Develop outcome measurements to better capture the CAC’s impact and to inform programming. To begin in FY15, budgeted at $75K- $150K.

CEO Statement

Nearly 20 years ago, the Children’s Advocacy Center of Suffolk County (CAC) was founded to ensure that we, as a community, are doing all that we can to ensure the safety and well-being of our children. From the start, CAC partners have been galvanized by the core beliefs that no one agency can provide all of the services that families need and deserve, and that each child and family exposed to violence should have access to the high quality, specialized services of the CAC. Since the CAC’s inception, we have moved to a co-located Center, expanded our services to include on-site medical, mental health and family advocacy, and established innovative programming, such as the Support to End Exploitation Now (SEEN) program to address the unmet needs of some of the most vulnerable children in our neighborhoods. Throughout our growth, the CAC has always had a judicious approach to program development, organizational management, and finances. Over the years, the CAC has been fortunate to have significant in-kind support from our government partner agencies. More recently, as government funding has diminished, we have maintained our commitment to children and families while simultaneously diversifying our revenue streams to ensure growth and long-term sustainability.

 In 2012, the CAC was fortunate to partner with a Harvard Business School Alumni Community Action Project (CAP) team. Synthesizing information from board members, partners, staff, and children’s advocacy centers from across the nation, the CAP project resulted in strategic recommendations to guide the CAC over the next three years. Together, our staff, board, partners, and volunteers are committed to implementing these recommendations: increasing our capacity, measuring our impact, and continuing to meet the diverse needs of children and families in Boston and Suffolk County.

Children and families come to the CAC at a dark time in their lives; at a time of crisis. We are awed by their courage and dedicated to providing a warm and welcoming place where healing can begin. I invite you to join us.

With gratitude,
Susan Goldfarb 

Board Chair Statement


Geographic Area Served

City of Boston- Citywide (Indiv. neighborhoods also listed)
Suffolk County, MA including Boston, Chelsea, Winthrop and Revere

Organization Categories

  1. Human Services - Victims' Services
  2. Crime & Legal - Related - Sexual Abuse Prevention
  3. Youth Development - Alliances & Advocacy

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



CAC Prevention Programs

The CAC’s Prevention programming includes the Child to Child Sexual Behavior Initiative, designed to intervene early with young children with sexual behavior problems, and the Suffolk County Child Fatality Review Team, convened to recommend changes in policies and programs to reduce preventable child death and injuries, and to improve services to families.

Budget  125,000
Category  Crime & Legal, General/Other Child Abuse Prevention
Population Served Children and Youth (0 - 19 years) Families
Program Short-Term Success 

Short-term success is achieved in the Child to Child Sexual Behavior Initiative when adults understand the distinction between normal sexual exploration and problematic child-child sexual touching, and when children receive appropriate, caring responses to help them learn healthy and appropriate behaviors.

Short-term success is achieved for the Suffolk County Child Fatality Review Team when the Team makes recommendations resulting in local actions or changes in policies to reduce preventable child deaths and injuries. 

Program Long-Term Success 

Long-term success is achieved in the Child to Child Sexual Behavior Initiative when early intervention prevents later offending.


Long-term success is achieved in the Suffolk County Child Fatality Review Team when the number of preventable deaths is reduced, and ultimately reaches 0.

Program Success Monitored By 

An Interagency Task Force of professionals guides the Child to Child Sexual Behavior Initiative. Together, this group has developed policies and practices to monitor the impact of the Initiative in the schools and in the community.


The Suffolk County Child Fatality Review Team participates in a national child death review database and collaborates with the MA Child Fatality Review Team to monitor progress and impact.

Examples of Program Success 

Child-to-Child Success: An eleven-year-old girl exhibited sexual behaviors toward her younger brother. To learn how best to help this child develop healthier behaviors and support the entire family, the CAC Director of Mental Health and Advocacy Services worked with Mom to discuss the details of the girl’s behaviors, explore how she was coping, and identify counseling resources. The CAC facilitated a return to counseling and provided consultation to the therapist with the goal of preventing future inappropriate touching, simultaneously supporting both the child and their caregiver.


Example of Child Fatality Review Team Success: Recently, review of a case in which a Spanish-speaking teenager drowned in a local harbor resulted in recommendations to add bi-lingual warning signage as well as an emergency telephone to both warn of the dangers of swimming unsupervised but also to provide access to assistance, should it be needed in the future.


CAC Training and Education

The CAC Training and Education program provides comprehensive training and education for both professionals and community members to ensure individuals can recognize and respond to child abuse and exploitation.

Trainers include professionals from diverse disciplines with a wealth of knowledge and expertise. Topics include Screening & Reporting Child Abuse, Forensic Interviewing, and Responding to Disclosure, Child Abuse and Domestic Violence, Working with Children in Court, Effects of Trauma on Children and Families, Responding to Commercial Sexual Exploitation of Children, Child-Child Sexual Touching, Working with Traumatized Children and Medical Evaluation of Child Abuse. 
The CAC regularly help schools, youth serving organizations, and parents provide effective, sensitive responses to child abuse concerns.  Services include meetings, education workshops, case consultation and assistance with creating or updating policies and procedures. 
Budget  75,000
Category  Crime & Legal, General/Other Child Abuse Prevention
Population Served Children and Youth (0 - 19 years) College Aged (18-26 years) Families
Program Short-Term Success 

Professionals and community members, alike, are educated and able to recognize and respond to child abuse supportively and effectively.


Program Long-Term Success 

Children and families receive the support and assistance that they need to live in safety and to recover from exposure to violence. 

Program Success Monitored By 

Training evaluations are administered upon completion of each session to ensure that identified learning objectives are met.

Examples of Program Success 
During fiscal year 2013, the CAC conducted 43 training sessions reaching 1,503 professionals and community members.
Example:  Late last year, members of a tight-nit Boston neighborhood were distraught to learn that a friend and respected community member was alleged to have involvement with illicit online activity.  In response to this crisis, the CAC was invited to speak with both parents and area professionals.  The CAC offered guidance for parents to aid them in coping with their own reactions and in supporting their children.  Education for professionals was provided to better equip neighborhood resources as they responded to community needs in the coming weeks and months.

Mental Health Program

Child abuse can cause children and their families to lose trust in the world and in themselves. Support from a mental health professional can help children and families deal with strong and often confusing feelings, heal from the trauma, and move beyond the abuse.
The Children's Advocacy Center's mental health program is committed to supporting the recovery of child abuse victims and their family members. We strive to help families access appropriate, effective and culturally sensitive mental health services by providing:
  • Psycho-education and support;
  • Specialize trauma evaluation and counseling; and
  • Consultation and referral assistance for children with sexual behavior problems and their families.
Budget  150,000
Category  Mental Health, Substance Abuse Programs, General/other Specialized Therapy
Population Served Children and Youth (0 - 19 years) Families At-Risk Populations
Program Short-Term Success 
Effective  mental health support and services provide the following benefits for children and families: increased communication between the child and caregiver about their feelings and stress reactions; reduction of symptoms and increased ability to cope following a crisis.
Program Long-Term Success 
The long-term goal and ultimate success of the CAC's mental health program is the safety and well being of children and families served. 
Program Success Monitored By 
At this time, the success of the CAC's mental health program is measured by interviews with children and families (self report) and feedback from partner agencies.  In the coming year, the CAC intends to implement evidence-based mental health services including additional, specifically designed measures and tools to provide information regarding child and caregiver well being.
Examples of Program Success 
Carla, age 6, was referred to the CAC after disclosing an incident of sexual abuse by an older family friend.  At the time of referral, Carla was having difficulty sleeping.  Her mother described that Carla was more "clingy" and asking to stay home from school.  Carla's mother reported feeling sad and angry about the abuse and described that she was unable to concentrate at work.  She felt overwhelmed and unsure about how to talk to Carla about what had happened.  Following Carla's forensic interview at the CAC, Carla and her mother were referred for counseling with the CAC's trauma clinician.  Several weeks after referral, Carla was attending school and sleeping at night.  The "clingy" behavior had disappeared.  Carla's mother described that her own symptoms had diminished and that she felt comfortable talking to Carla about the abuse and supporting her.  Carla's mother reported that the sessions with the CAC clinician provided her with both support and strategies to better support her daughter. 

Multidisciplinary Team (MDT) Investigations and Case Management

The Multidisciplinary (MDT) Team Investigation is the heart of the CAC's response to allegations of child abuse. MDT Teams allow for a prompt, sensitive, interagency response to reports of alleged child sexual abuse and serious physical abuse, as well as child witnesses to violence. The MDT also provides extensive support and follow-up services to children and their families. The CAC MDT services include:

Forensic interview: a single, sensitive and non-leading interview of the child conducted by a specially trained interviewer.


Advocacy: support, information and referrals to help access needed services and to assist families.


Medical Services: evaluation and consultation provided by medical professionals specializing in services for child victims of abuse and exploitation.


Mental Health Services: crisis intervention, support specialized counseling. 

Budget  450,000
Category  Crime & Legal, General/Other Child Abuse Prevention
Population Served Children and Youth (0 - 19 years) Families
Program Short-Term Success 

Short team success is achieved when child victims of sexual and physical abuse are identified, supported and safe from further harm.

Program Long-Term Success 

Long term success is achieved when trauma is reduced, offenders are held accountable and child victims of abuse are afforded a safe and healthy future.

Program Success Monitored By 

The CAC utilizes a web-based case management system to document referrals and outcomes across disciplines. The CAC plans to develop outcome evaluation methods to better measure program impact. 

Examples of Program Success 

At 6 years old, Crystal disclosed that Mom’s boyfriend had been sexually abusing her for more than one year. In shock, Mom went to the police who, in turn, immediately contacted the Children’s Advocacy Center of Suffolk County. Soon after, Crystal visited the CAC for a forensic interview and medical exam. During the CAC visit, Mom received support and assistance with counseling referrals and a restraining order. That evening, Crystal’s offender was arrested. One year later, Crystal is safe and thriving; Mom continues to receive support. “When Crystal told me what was happening to her, I didn’t know what to do. As soon as we walked into the CAC, I knew that I wasn’t alone. You guided me every step of the way. I don’t know what we would have done with you.” 

Support to End Exploitation Now (SEEN)

The Support to End Exploitation Now (SEEN) is a ground-breaking partnership among more than 35 public and private agencies who believe that only genuine collaboration can yield positive outcomes for exploited youth.

SEEN has forged solid and unprecedented partnerships to empower child/teen victims to leave their exploiter and utilize opportunities to regain control of their future and life; ensure victims' physical and psychological safety; ensure victims' access to resources and services, (including: medical care, mental health care, substance abuse treatment, educational opportunities, job skills training, mentors/advocates, and more;) enforce offender accountability by apprehending and prosecuting adults who exploit youth; and address the larger social issues impacting at-risk youth.

Budget  100,000
Category  Crime & Legal, General/Other Child Abuse Prevention
Population Served Children and Youth (0 - 19 years) Females At-Risk Populations
Program Short-Term Success 
The SEEN program was the first of its kind in Massachusetts to provide a comprehensive, multidisciplinary response to exploited youth.  Since 2005, over 800 high risk and exploited youth have been identified and served.  SEEN  has been cited by the US Dept.of Health and Human Services, Administration for Children & Families among ten emerging practices within child welfare responses to human trafficking; it is described in the Institute of Medicine’s recent report on commercial sexual exploitation of children, and included in the California Evidence Based Clearinghouse’s first roster of programs serving exploited youth.
Improvements that result from SEEN include:   
  • Increased identification of high risk and exploited youth;
  • Increased referrals of high risk and exploited youth for case coordination;
  • Increased access to needed services and support;
  • Increased information sharing and communication across agencies;
  • A more effective safety net of services;
  • Increased accountability of exploiters.
Program Long-Term Success 

To end commercial sexual exploitation (prostitution) of children and youth.


Program Success Monitored By 

SEEN Program activities and success are monitored by the CAC's case management system and the SEEN CSEC database.  In  addition, the Coalition's Steering Committee provides feedback regarding SEEN's overall strategic direction and delivery of direct services.  The SEEN Case Coordinator reports data and programmatic updates to the Steering Committee monthly. A proposal for formal evaluation of the SEEN program is pending.

Examples of Program Success 
14 year old Natalie was referred to SEEN due to concerns of exploitation (CSEC). Sexually abused and neglected as a child, Natalie was no stranger to the child welfare system.  During 2013, Natalie began leaving home for days at a time and missing school. Natalie’s mother became concerned that Natalie was connecting with unknown men online and returning home with jewelry, clothing, and cash. A referral to SEEN was made due to the concern that Natalie might be a victim of CSEC.  SEEN enacted its multidisciplinary response, coordinated the many providers working with Natalie, alerted the police, provided comprehensive support and safety planning, and established ongoing team communication. SEEN connected Natalie to supportive exploitation-specific mentoring services. Months later, Natalie disclosed that a pimp had targeted her and had been exploiting her for months. She decided to participate in a police investigation and continues to receive support from the established SEEN team.


CEO/Executive Director/Board Comments

The moment at which abuse is suspected or disclosed is a critical time. Learning of possible sexual and/or serious physical abuse of a child is often a confusing and overwhelming experience. A non-offending caregiver’s reaction to abuse, post disclosure, is among the most significant factors in responding to child abuse due to the importance of caregiver belief and support in ensuring the child’s safety and wellbeing. Research suggests that the support of a non-offending caregiver is among the best predictors of positive adjustment following abuse. (Elliot, A.N. & Carnes, C.N.(2001) Reactions of non-offending parents to the sexual abuse of their child: A review of the literature. Child Maltreatment, 6, 314‐331.)

Each family that experiences a child's disclosure of abuse faces numerous critical decisions and changes to their daily life.  Paramount to the healing process for each family, is a prompt multidisciplinary response, providing the child and family with critical services and information as they move forward.  To support the child, it is critical to provide emotional support and assistance to caregivers, at the time of disclosure and throughout intervention, enhancing their capacity to support their child and keep them safe.




CEO/Executive Director Ms. Susan Goldfarb
CEO Term Start Oct 2003
CEO Email
CEO Experience

Susan Goldfarb, M.S.W., L.I.C.S.W. has been Executive Director of the Children’s Advocacy Center of Suffolk County (CAC) since October 2003 (Acting Director since February 2002).

Ms. Goldfarb has been involved with the Children’s Advocacy Center since it’s inception in 1993. A member of the CAC’s original Task Force, Susan has been involved with every aspect of the organization from development of its mission to program development & implementation. 

 As Executive Director, Ms. Goldfarb oversees all aspects of the CAC and works with the staff, Board of Trustees, CAC Leadership Council and partner agencies to consistently improve our community’s response to child abuse. 

Prior to joining the Suffolk County District Attorney’s Office in 1993 as the Coordinator of Child Victim Services, Ms. Goldfarb was a Sexual Abuse Investigation Network (SAIN) Coordinator at the Middlesex County DA’s Office. In this capacity she coordinated multidisciplinary investigative teams of child victims, conducted forensic interviews, and conducted training in the areas of child abuse and interviewing children.

Ms. Goldfarb received a BS in psychology from Brown University in 1981, and MSW from the Boston University School of Social Work in 1986. She was a member of the Governor’s Interagency Human Trafficking Task Force and previously served on the board of the Massachusetts Children’s Alliance and the Massachusetts Children’s Justice Act Task Force, as well as the Pediatric SANE Advisory Board, the Child & Adolescent Committee of the Governor’s Commission on Sexual and Domestic Violence and the Massachusetts Chapter of the American Professional Society on the Abuse of Children (MAPSAC). 

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

Former CEOs and Terms

Name Start End
Ms. Janet Fine Jan 1995 Dec 2002

Senior Staff

Name Title Experience/Biography
Mr. Daniel Dombak Director of Operations
Daniel Dombak is a business professional with 20 years of experience in the private sector.  Prior to joining the CAC, he worked for Equity Office as a property and marketing manager at South Station for 13 years.  As the CAC's Director of Operations, Daniel oversees the business operations of the organization including financial management, human resources, marketing and communications, and provides technical support for data collection and reporting.
Ms. Sharman Nathanson MSW, LICSW Director of Mental Health and Advocacy Services

Sharman Nathanson is a clinical social worker whose career has focused on working with children and families affected by sexual abuse and other traumatic experiences. She received her Master's degree from Simmons College School of Social Work and has been a Licensed Independent Clinical Social Worker since 1983. As the CAC's Director of Mental Health and Advocacy Services, Sharman consults to Multidisciplinary Teams convened to interview children when child abuse is suspected, provides information and referral help for children with sexual behavior problems, supervises staff and conducts trainings. She is also a Clinical Supervisor at the Justice Resource Institute Trauma Center where she continues to keep pace with developments in the understanding of trauma and effective treatments. 


Award Awarding Organization Year
Full Membership National Children's Alliance 1995


Affiliation Year
Associated Grant Makers --
Member of state association of nonprofits? No
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
National Children's Alliance - Accreditation 2005


The work of the Children’s Advocacy Center is, by nature, collaborative and dedicated to implementing a “team approach”. The CAC has well-established relationships with more than 25 public and private child-serving agencies.These relationships are formalized in a Declaration of Principles which articulates the CAC’s philosophy that all child abuse victims deserve a coordinated, multidisciplinary response. CAC policies  (developed collaboratively with partners) formalize referral mechanisms and communication among team members. Members include:

  • Boston Medical Center
  • Boston Police Dept
  • Boston Public Schools
  • Chelsea Police Dept
  • Boston Children’s Hospital 
  • City of Boston
  • Family Justice Center of Boston
  • Family Service of Greater Boston
  • Judge Baker Children's Center
  • MA Bay Transit Authority Police
  • MA Dept of Children and Families
  • MA Deptof Mental Health
  • MA Dept of Probation
  • MA Dept of Public Health
  • MA Dept of Youth Services
  • MA General Hospital for Children
  • MA Society for the Prevention of Cruelty to Children
  • My Life My Choice at JRI
  • Revere Police Dept
  • Roxbury Youthworks
  • Suffolk County District Attorney’s Office
  • The Home for Little Wanderers
  • The Trauma Center at Justice Resource Institute
  • Floating Hospital Tufts Medical Center
  • Winthrop Police Dept

CEO/Executive Director/Board Comments

The established needs to increase advocacy and mental health services, implement outcome measurements, diversify and seek new funding resources, and continue to function as a robust organization in an  ever-changing economy has necessitated the CAC to increase our capacity in all areas of organizational functioning. Under the leadership of the CAC’s Executive Director, Susan Goldfarb, aided by the expertise of the Harvard Business School CAP Team (serving as the CAC’s strategic planning consultant) and guided by the input of our Board of Trustees, two significant staffing recommendations were identified to address capacity and considered organizational priorities for FY2013. These recommendations included hiring a Deputy Director or COO, and increasing the CAC’s Development capacity from part-time to full time development staffing.  In FY13, the CAC addressed both of these recommendations with the hiring of a full time Director of Operations and full time development associate.

Foundation Comments


Staff Information

Number of Full Time Staff 12
Number of Part Time Staff 3
Number of Volunteers 25
Number of Contract Staff 0
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 2
Asian American/Pacific Islander: 2
Caucasian: 9
Hispanic/Latino: 2
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 14
Male: 1
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Under Development
Years Strategic Plan Considers N/A
Management Succession Plan No
Business Continuity of Operations Plan No
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy 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 Bi-Annually
Senior Management Formal Evaluation and Frequency Yes Annually
Non Management Formal Evaluation and Frequency Yes Annually


Board Chair Mr. Jack Harrington
Board Chair Company Affiliation New Boston Strategies
Board Chair Term Nov 2015 - Sept 2018
Board Co-Chair Mr. Jay Bisognano
Board Co-Chair Company Affiliation Torrington Properties
Board Co-Chair Term Nov 2015 - Sept 2018

Board Members

Name Company Affiliations Status
Mr. Jay Bisognano Mount Vernon Company Voting
Mr. Zachary Canter JP Morgan Voting
Mr. Metin Celebi Brattle Group Voting
Mr. Daniel Cence Cence Cincotti Voting
District Attorney Daniel F. Conley Suffolk County District Attorney's Office Exofficio
Mr. Peter Flaherty No Affiliation Voting
Mr. Gary Graham GMI Architects Exofficio
Mr. Jack Harrington Atlantic Associates Voting
Ms. Kimberly Henry Quagliaroli Community Volunteer Voting
Mr. Keith McDermott Community Volunteer Voting
Mr. Matthew Morgan Torrington Properties Voting
Ms. Elisabeth Schadae Percelay Community Volunteer Voting
Ms. Suzanne Rothschild No Affiliation Voting
Ms. Marilois Snowman Mediastruction Voting
Ms. Marie St. Fleur St. Fleur Communications Voting
Ms. Meredith Weenick Harvard University 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: 1
Caucasian: 11
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 6
Male: 8
Not Specified 0

Board Information

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

Standing Committees

  • Communications / Promotion / Publicity / Public Relations
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Executive
  • Nominating
  • Strategic Planning / Strategic Direction

CEO/Executive Director/Board Comments


Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

Fiscal Year Aug 01, 2013 to July 31, 2014
Projected Income $788,906.00
Projected Expense $788,742.00
Form 990s

2013 990

2012 990

2011 990

2010 990

2009 990

Audit Documents

2013 Review

2012 Review

2011 Review

2010 Review

2009 Compilation

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2013 2012 2011
Total Revenue $732,062 $801,216 $867,740
Total Expenses $762,631 $709,471 $633,106

Prior Three Years Revenue Sources

Fiscal Year 2013 2012 2011
Foundation and
Corporation Contributions
$105,525 -- --
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $122,167 $216,166 $389,024
Indirect Public Support -- -- --
Earned Revenue -- -- --
Investment Income, Net of Losses $143 $134 $204
Membership Dues -- -- --
Special Events $56,853 $156,079 $68,432
Revenue In-Kind $447,374 $428,837 $410,080
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2013 2012 2011
Program Expense $683,829 $636,168 $574,024
Administration Expense $29,533 $27,034 $24,859
Fundraising Expense $49,269 $46,269 $34,223
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.96 1.13 1.37
Program Expense/Total Expenses 90% 90% 91%
Fundraising Expense/Contributed Revenue 17% 12% 7%

Prior Three Years Assets and Liabilities

Fiscal Year 2013 2012 2011
Total Assets $718,649 $750,065 $653,937
Current Assets $645,387 $686,582 $597,849
Long-Term Liabilities $0 $0 --
Current Liabilities $6,964 $7,811 $3,428
Total Net Assets $711,685 $742,254 $650,509

Prior Three Years Top Three Funding Sources

Fiscal Year 2013 2012 2011
1st (Source and Amount) -- --
In-kind $428,226.00
In-Kind $410,080.00
2nd (Source and Amount) -- --
Government Grants $84,534.00
Government Grants $203,083.00
3rd (Source and Amount) -- --
Contributions $173,047.00
Contributions $117,505.00

Financial Planning

Endowment Value --
Spending Policy N/A
Percentage(If selected) --
Credit Line No
Reserve Fund Yes
How many months does reserve cover? --

Capital Campaign

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

Short Term Solvency

Fiscal Year 2013 2012 2011
Current Ratio: Current Assets/Current Liabilities 92.67 87.90 174.40

Long Term Solvency

Fiscal Year 2013 2012 2011
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments


Foundation Comments

Financial summary data in charts and graphs are per the organization's Reviewed financials.  Contributions from foundations and corporations are listed under individuals when the breakout was not available.  FY2013 revenue listed for contributions from foundations & corporations and individuals include revenue from special events.


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?