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Friendship Home Inc.

 PO Box 916, 458 Main Street
 Norwell, MA 02061
[P] (781) 659-8202
[F] (781) 659-8205
www.friendshiphome.net
lmalone@friendshiphome.net
Linda Malone
Facebook
INCORPORATED: 1999
 Printable Profile (Summary / Full)
EIN 04-8295500

LAST UPDATED: 09/21/2017
Organization DBA None
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

Mission StatementMORE »

The mission of Friendship Home is to enrich the lives of individuals with developmental disabilities and their families by providing quality respite care and support services in a safe and caring environment.

Mission Statement

The mission of Friendship Home is to enrich the lives of individuals with developmental disabilities and their families by providing quality respite care and support services in a safe and caring environment.

FinancialsMORE »

Fiscal Year July 01, 2016 to June 30, 2017
Projected Income $2,155,597.00
Projected Expense $2,142,669.00

ProgramsMORE »

  • Bridges to Work Vocational Program
  • Friendship Club
  • Individual Support Services and Agency with Choice
  • Overnight Respite

Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

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


Overview

Mission Statement

The mission of Friendship Home is to enrich the lives of individuals with developmental disabilities and their families by providing quality respite care and support services in a safe and caring environment.

Background Statement

Friendship Home was founded in 1999 by Wilma Goodhue and Joan Mullare, two mothers of adult children with developmental disabilities. These women have served for many years on the Regional and South Coastal Area Citizen Advisory Boards and  the Family Support Committee of the ARC of the South Shore, working as advocates for the disabled. Their experiences and hands-on interactions with other families who manage similar challenges inspired them to create a center for individuals with developmental disabilities. They wanted a center that would specifically address the need for quality respite care and provide opportunities for these special individuals to build relationships and develop independent living skills. 

In 2010, we opened the Home with a Heart, a retreat-style center that offers day and evening educational, vocational and social programs for individuals with developmental disabilities and their families on the first floor, as well as short-term overnight retreats ranging from one night to two weeks at our Home Away from Home overnight respite center on the second floor. 

Since our inception, Friendship Home has grown to serve more than 200 individuals with developmental disabilities and their families in a variety of vocational, educational and recreational programs.

We are proud to have successfully launched our overnight respite program in April 2012 and have offered 74 adults the opportunity to experience some independence while their families enjoy brief periods of respite. This was at the core of our co-founders' mission, and we are grateful to our Board, staff and generous community partners for helping us achieve this monumental goal.


Impact Statement

Friendship Home has made significant changes in both individual lives and the community by creating a responsive and flexible system of supports and opportunities for people with disabilities and their families. 
Major accomplishments:
1.  Completed $3.5 million activity and respite center that provides space for 40 to 50 day/evening program participants and 10 overnight guests in our 2 upper-level respite units.
2.  Provided meaningful work experiences for more than 50 individuals in our Bridges to Work vocational program, which finds job opportunities for our participants in local businesses. 
3.  Provided social, recreational and travel opportunities for more than 100 individuals with disabilities throughout the South Shore.
4.  Hosted more than 74 guests for weekend respite and given them an opportunity to live independently and develop life skills. Their families meanwhile enjoyed much-needed time to nurture themselves and replenish their energy from the daily demands of caring for their loved ones with disabilities.
5.  Provided an annual 5-day/4-night adventure camp experience, in partnership with the South Shore YMCA, for 30 adults with developmental disabilities.  
 
Our goals for the upcoming year include:
1.  Expand our respite offerings as planned to meet the needs of area families.
2.  Grow our Circle of Friends to ensure the financial and human resources to deliver creative and responsive programs.
3.  Grow our work partnerships with local businesses to provide internships that are funded by grants/donations and then hire those interns who meet the job criteria. 
4.  Increase by 25% existing donor support by offering opportunities to participate in our planned giving program and directly support  program components that require funding. 
 

Needs Statement

Friendship Home has the following immediate funding needs:
 
1.  Scholarship fund for our respite and social recreational programs. State funding for respite covers 25% of total operating costs for one respite unit. We need approximately $250,000 annually to provide these scholarships.
2.  Transportation for those who need to get to work, attend community appointments and participate in activities.  We must face this challenge and continue to build relationships with the local Regional Transit Authority and Council on Aging in order to maximize existing resources.We need a minimum of $50,000 annually.
3.  Reserves for endowment, capital, program expansion and new program start-up. We need approximately $250,000 to feed this reserve fund.
4. Technology to more effectively manage website, donors and financial systems as our contracts and reporting needs become more complex. We need approximately $100,000 for technology initiatives.
5.  Business partners who will provide training and employment opportunities at their locations.  Paid internships, which cost approximately $50,000 to $75,000 annually, would help to connect new employers to make this possible.

CEO Statement

Friendship Home's emphasis on community partnership is unique.  Our focus is two-fold. We strive to create as many connections and opportunities for individuals with disabilities and their families, and we enrich our community by connecting individuals and businesses with us. This remarkable movement has resulted in tremendous success for Friendship Home and an extraordinarily rewarding experience for those in the community who engage with us. All of our volunteers report dramatic improvement in their own quality of life and perspective and businesses report that employing our workers and connecting with us has been very positive for their business.  The individuals and families who we serve have opportunities that they haven't had before, and our staff and volunteers remain enthusiastic and creative as we find new ways to improve their lives and our communities.
 
This philosophy creates an environment of  positive energy that moves our programs forward.  We have strong partnerships with the local YMCA, Council on Aging, schools, clubs, churches and civic groups that take on our mission as their own.  It truly is a community of support, and we are proud and grateful that so many have joined us.
 
As we continually grow our Circle of Friends, unique opportunities will develop in our community and enrich the lives of all who connect with our programs.

Board Chair Statement

--

Geographic Area Served

SOUTHEAST REGION, MA
GREATER BOSTON REGION, MA
STATEWIDE

The vast majority of Friendship Home participants are from Southeastern Massachusetts.  However, guests in overnight respite program travel from as far away as Central Massachusetts.   
 
We are able to provide service for residents throughout Massachusetts, but this is not currently practical for day and evening programs due to the logistics of transportation.  Our overnight respite and camp programs are more practical for those who live farther away from our Norwell location. 
 
 

Organization Categories

  1. Human Services - Developmentally Disabled Services/Centers
  2. Employment - Job Training
  3. Recreation & Sports - Recreational Clubs

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

No

Programs

Bridges to Work Vocational Program

Adults with developmental disabilities are supported by our professional and caring staff members to develop career goals, participate in training and find and maintain employment in the community.  Classes at Friendship Home focus on strengthening business math, computer, reading, team building and communication skills while offering opportunities to work with food service and grounds maintenance teams.
Budget  $750,000.00
Category  Employment, General/Other Job Training & Employment
Population Served People/Families with People of Developmental Disabilities Adults Unemployed, Underemployed, Dislocated
Program Short-Term Success 
Each individual creates vocational goals and objectives and works with vocational advocates and our job developer to identify jobs of interest in the community.  As they prepare for job placement and develop additional skills during their non-work hours, program participants choose classes  that are geared toward their training needs and interests.  We plan for each participant to attain advancement in their field of interest 85% of the time (i.e. participants who study money management will demonstrate improved money skills based on their entry-level skill demonstration).  Some classes require successful completion, while others require independent demonstration of a skill or series of skills.  Each individual has his/her own goals for completion of classes. 
 
Implementation of a "curriculum" style training program was instituted in Fall 2013.  Program overarching goals include incorporating technology and developing criteria for certification in the various training programs.
 
Program Long-Term Success 
It is our goal to help individuals meet their career, vocational and enrichment goals through a vibrant curriculum and customized job training, search, placement and ongoing support. Of the participants who seek employment (some attend for enrichment and do not want to work - less then 10%), 85% will have a job within 6 months. We currently serve 53 individuals and receive new inquiries for the program daily due to the unique nature of our services and individualized planning. All employees are paid at least minimum wage. and our job coaches and job developers advocate for annual reviews and salary adjustments for employees.
 
As the demand for our program grows, we seek business partners who will provide opportunities within their businesses for training and employment. The need for on-site training will be replaced by on-the-job opportunities for individuals to become productive employees.
Program Success Monitored By 
Progress is measured through client progress notes, Individual Service Plan reviews and ongoing data collection regarding job placements and advancement. 
 
 
Examples of Program Success 
Programatically, we measure success by the number of employers and job placements as well as curriculum opportunities offered each "semester."  This happens with a strong foundation and stable staff team. As an organization, therefore, we track turnover and advancement within our own staff team. 
 
This program has grown from 8 participants in 2010 to 53 in 2014, a testament to the satisfaction of DDS, families and participants.   Many participants are proud to hold one or more jobs that they never imagined possible.  Families consistently comment that their loved ones are thriving in our environment.  And employers express their satisfaction with our workers and our professional staff who support them.
 
 

Friendship Club

Friendship Home's signature Friendship Club began in 1999 in donated space with 10 members.  It has grown to more than 100 members, age 12 and older, who meet biweekly in consistent groups of 12 to 30 members. Members cook a meal together, participate in community service and recreational activities and build friendships that continue beyond Club meetings.  Club meetings convene at our Home in Norwell and satellite locations that provide easy local access for participants.
 
In 2014, we made changes to ensure that we were meeting the needs of a varied population.  Smaller groups of individuals with and without disabilities with common interests gather to enjoy art, sports, community service and enriching activities throughout the area.  Cooking and exercise groups at our Norwell site host guest chefs and local yoga and exercise instructors.
We continue to focus on building social skills and nurturing friendships but are committed to expanding access to resources in the community and a variety of special activities.
Budget  $123,000.00
Category  Human Services, General/Other Services for Individuals with Disabilities
Population Served People/Families with of People with Disabilities People/Families with of People with Physical Disabilities People/Families with of People with Psychological Disabilities
Program Short-Term Success 
Members report enjoyment and a sense of belonging and connectedness that increases their self-esteem and happiness. They reporting having friends often for the first time.  Families are able to use the time that their loved ones are at Club to attend to other priorities for short periods of time. 
Program Long-Term Success 
People with physical and intellectual differences build relationships with other people with and without these differences and establish a broader support network in the community, reducing or eliminating the need for their institutional care.  Long-term success is measured by program growth and satisfaction. For example, an increasing number of participants and families and individuals report satisfaction, progress toward social goals and happiness.
Program Success Monitored By 
Survey data is analyzed periodically to make adjustments to the program.  Ongoing focus groups and discussion with individuals and families provide feedback and information about progress and satisfaction.  This year we distributed 2 Club specific surveys to help us to make changes to Club offerings.  We have made many changes and are now fine tuning the offerings and working with families to help them fully understand the changes.
Examples of Program Success  Participants regularly express feelings of belonging and happiness as a result of their program membership.  One nonverbal woman initially displayed anxiety and needed her mother to remain at the meetings with her.  She was prepared but unable to participate in her group dance at our bi-annual variety show.  At our 2014 Friendship Follies show, she was one of the first on the stage and proudly performed her dance with friends. She participates independently in club meetings and has chosen to spend time with favorite staff members and friends.

Individual Support Services and Agency with Choice

Friendship Home's advocates work with individuals and their families to select support services that will help them reach their potential within the family home and community.  Families may choose from service management options, including Agency with Choice, which allows them to select their own support professional in cooperation with Friendship Home.
Budget  $150,000.00
Category  Human Services, General/Other Services for Individuals with Disabilities
Population Served People/Families with People of Developmental Disabilities Families People/Families with of People with Physical Disabilities
Program Short-Term Success 
85% of individuals served will actively engage in offered activities and demonstrate progress toward their objectives. 90% of families/individuals will report satisfaction with services.
 
 
 
Program Long-Term Success 
85% of individuals and families who participate will meet their social, recreational and independent living skills goals annually.
 
 
 
Program Success Monitored By 
Staff members track progress on monthly progress reports and complete progress reports bi-annually based on agreed upon goals and objectives outlined in the Individual Service Plan. 
 
 
 
Examples of Program Success 
An individual served by our program had shown limited progress and regression is some areas prior to his participation in our program.  He expressed unhappiness, frustration, anger and low self-esteem.  After participating in our program for less than 1 year, both he and his mother expressed full satisfaction. He had stabilized, worked at a new volunteer job site and actively engaged with his activities. 
 

Overnight Respite

Our Home Away from Home  overnight respite program opened in 2012 for overnight stays. Our two 5-bedroom units are fully booked on weekends, and the program opens for week-long stays as requested by families. Although more than 90% of our guests are from the Southeast Region, we have had guests from Central Massachusetts and the Boston area. Families report that this is a critical service, and guests report feeling more independent and look forward to their stay. The program is 25% funded by state contracts.

 
The vast majority of people served by Friendship Home live at home with family members who care for them.  We provide a vital resource for these individuals and their families.

Budget  $290,000.00
Category  Human Services, General/Other Respite Care
Population Served People/Families with People of Developmental Disabilities People/Families with of People with Physical Disabilities People/Families with of People with Disabilities
Program Short-Term Success 

74 individuals have completed the intake process and have had their first stay.  This family testimonial best expresses the benefits:

"I can't even tell you how happy it made me feel. I love that he can have his own social life and an opportunity to build independence from us at the same time....things I never thought he would have.”
 
 
Program Long-Term Success 
Friendship Home focuses on providing quality services and building natural supports.  For many of the individuals we serve, those natural supports may help families care for them and provide permanent safety nets when their families can no longer provide care. Overnight respite provides a bridge between natural and agency supports. It is truly a home away from home for our guests and an invaluable resource for their families.  For many, this tapestry of supports helps to eliminate the need for out of home residential placement except for those with the greatest physical and behavioral challenges. Overnight respite provides a model that supports individuals and families and prepares them for independent living and community inclusion.  We imagine that there will always be a need for some type of respite, and Friendship Home is an ideal model for family support and community inclusion.
 

Program Success Monitored By 
We can easily monitor success by attendance and requests for future respite services.  We expect that 90% of guests will request additional respite stays within 6 months of their last visit.  In addition, we expect that 90% of individuals and families will report satisfaction with the program on our satisfaction survey.
 
 
 
Examples of Program Success 
The program recently hosted a gentlemen whose parents have never left him overnight for more than one night and only with his elder siblings.  The family spent 9 months working with staff to feel completely comfortable with his care.  This couple was able to take a 2-week vacation to Paris while their son stayed at our respite home.  Although this gentleman is nonverbal, he was joyful and happy during his stay. The family reported their gratitude for having this opportunity for themselves and their son.
 
 
 

CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Ms. Andrea Pyke
CEO Term Start Feb 2017
CEO Email apyke@friendshiphome.net
CEO Experience
 
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
None None None None -- --

Senior Staff

Name Title Experience/Biography
-- -- --
Ms. Linda Malone Director of Development/PR
Linda Malone has 30 years of experience in varied areas of business, politics and community service.  Prior to her arrival in 2011, Linda co-chaired Friendship Home's annual gala as a volunteer.  She has helped raise more than $1.5 million and has expanded our donor and volunteer base.  Linda holds a Bachelor's degree in Finance from Boston College.
 
 
 
Ms. Eva Monahan Director of Finance/HR Eva has a Master's degree in Economics and Administration and brings more than 10 years of experience in the finance/accounting field.  She completed the Providers Council Graduate Certificate program in Community Human Service Management in 2013.

Awards

Award Awarding Organization Year
Peer Provider Award Massachusetts Council of Human Service Providers 2013

Affiliations

Affiliation Year
-- --
Member of state association of nonprofits? Yes
Name of state association Massachusetts Council of Human Service Providers

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

Friendship Home collaborates on many levels with individuals, businesses and other providers.  We belong to the local Chamber of Commerce and the Massachusetts Council of Human Service Providers.   We collaborate on events, staff training, consultation and programming. 
 
In particular, we value our strong partnership with the South Shore YMCA. Together we provide an annual overnight camp experience for 30 individuals with developmental disabilities. YMCA and Friendship Home staff collaborate to ensure that 30 campers have a traditional camp experience with opportunities to try farming, water sports, challenge courses, horseback riding and many other activities.
 
Friendship Home works with the Norwell VNA, who offer staff training and consultation. 
 
Friendship Home works with more than 20 businesses that provide work opportunities for our Bridges to Work participants.  Tedeschi Food Shops has made a significant commitment by offering jobs in 13 of their local stores.  
 
Friendship Home partners with the South Shore YMCA and Cardinal Cushing Centers to offer a free annual "Art is for Everyone" event that includes art demonstrations and activities for the community.  
 
Additional collaboration with local businesses helps us ensure that our events are successful and that we continually raise awareness about the people we serve and the needs of our programs.
 
 
 
 

CEO/Executive Director/Board Comments

Friendship Home has had remarkable growth since the completion of our Home with a Heart in 2010. Programs have grown and new programs have been established. We currently serve more than 200 individuals and families in our day, evening and overnight respite programs.
 
Friendship Home is seen as an innovator in employment services because we embraced the Employment First model years prior to the state mandate. We have an ever-growing number of businesses willing to work with us. Several have become spokespersons in the community as champions for employment of people with disabilities.
 
Our ongoing focus on building relationships and elevating those who we are privileged to serve has resulted in countless opportunities for connection, activity and volunteers.  We are committed as an organization to give back to the community, and we are always seeking ways for our program participants to get involved and volunteer their services. 
 
We are proud of our accomplishments and look forward to our future.  The way that we provide services offers challenges because our services are not fully funded by contracts and rely on fundraising efforts to meet those shortfalls.  Thankfully, the community has responded to our call to action. We anticipate the need for continued fundraising efforts to meet our goals and objectives.
 
 
 
 
 

Foundation Comments

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Staff Information

Number of Full Time Staff 19
Number of Part Time Staff 35
Number of Volunteers 200
Number of Contract Staff 0
Staff Retention Rate % 82%

Staff Demographics

Ethnicity African American/Black: 6
Asian American/Pacific Islander: 0
Caucasian: 48
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 42
Male: 12
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 1
Management Succession Plan Under Development
Business Continuity of Operations Plan Yes
Organization Policies And Procedures Under Development
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit --
State Registration Yes

Risk Management Provisions

--
--

Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency Yes Annually
Non Management Formal Evaluation and Frequency Yes Annually

Governance


Board Chair Mr. John H. Spurr
Board Chair Company Affiliation President of A. W. Perry, Inc.,
Board Chair Term June 1999 - 2015
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Mr. K. Douglas Briggs Quincy Mutual Insurance Voting
Ms. Susan Daileader Vice President and Financial Consultant with Rockland Trust’s Investment Management Group Voting
Ms. Meg Doherty Norwell VNA Voting
Mr. Robert Fraser Mountain One Bank Voting
Ms. Wilma Rae Goodhue Co-founder of Friendship Home Voting
Mr. Robert Hawk Retired Voting
Mr. Paul Jevne Head of the Jevne Team at Coldwell Banker Real Estate Voting
Ms. Karen McArdle Community Volunteer Voting
Ms. Joan M. Mullare Co-founder of Friendship Home Voting
Mr. T. (Ken) Kenwood Mullare Attorney Voting
Mr. Donald W. Spradlin Retired Voting
Mr. Paul Sullivan Sullivan Tire Voting
Mr. Peter Tedeschi Community Volunteer Voting
Ms. Kristen Williams-Haseotes Community Volunteer --

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: 12
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 3
Board Term Limits 2
Board Meeting Attendance % 74%
Written Board Selection Criteria Under Development
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation Yes

Standing Committees

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

CEO/Executive Director/Board Comments

Friendship Home has built our programs despite a challenging environment for human services and fundraising.  We require substantial fundraising efforts to sustain our operations.  Contracts and program fees account for approximately 50% of our operating budget.  We have been successful in raising the necessary funds to complete our capital campaign and fund our operational expenses.  This effort requires ongoing and creative efforts at all levels of the organization.  We are blessed to have an outstanding talented and committed Board.  We are working to build a committee structure that provides opportunities for additional leadership opportunities and meaningful resources to the organization. 
 
Because we are small, efficiently and effectively ensuring that we have the staff to manage our finances and operations is critical to our success.  We have  volunteers at all levels of the organization and these volunteers provide the additional resources necessary to effectively run our programs and office.  In addition, volunteers continually engage new people to become involved and assist with our events. 
 
Our biggest challenge is meeting the needs of those who request our services.  Our building is utilized to its fullest capacity, and we have ongoing requests for our programs.  In particular, our Bridges to Work vocational program has great demand, and we have intakes scheduled well into 2015. We plan to expand this service further into the community, but this will require careful planning and additional investment.
 
 
 
 
 
 

Foundation Comments

--

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Fiscal Year July 01, 2016 to June 30, 2017
Projected Income $2,155,597.00
Projected Expense $2,142,669.00
Form 990s

2016 Form 990

2015 Form 990

2014 Form 990

2013 Form 990

2012 Form 990

2011 Form 990

2010 Form 990

Audit Documents

2016 Audited Financials

2015 Audited Financials

2014 Audited Financials

2013 Audited Financials

2012 Audited Financials

2011 Audited Financials

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2016 2015 2014
Total Revenue $2,175,028 $2,329,507 $1,910,077
Total Expenses $2,117,418 $2,054,949 $1,813,112

Prior Three Years Revenue Sources

Fiscal Year 2016 2015 2014
Foundation and
Corporation Contributions
-- -- $190,625
Government Contributions $0 $1,265,014 $967,657
    Federal -- -- --
    State -- $1,201,873 $936,673
    Local -- -- --
    Unspecified -- $63,141 $30,984
Individual Contributions $252,918 $288,025 $164,568
Indirect Public Support -- -- --
Earned Revenue $1,353,299 $151,321 $175,598
Investment Income, Net of Losses $917 $528 $217
Membership Dues -- -- --
Special Events $559,918 $624,619 $411,061
Revenue In-Kind -- -- --
Other $7,976 -- $351

Prior Three Years Expense Allocations

Fiscal Year 2016 2015 2014
Program Expense $1,462,108 $1,513,888 $1,365,527
Administration Expense $425,140 $353,041 $284,416
Fundraising Expense $230,170 $188,020 $163,169
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.03 1.13 1.05
Program Expense/Total Expenses 69% 74% 75%
Fundraising Expense/Contributed Revenue 28% 9% 9%

Prior Three Years Assets and Liabilities

Fiscal Year 2016 2015 2014
Total Assets $4,139,736 $4,040,073 $3,759,888
Current Assets $939,453 $734,702 $485,072
Long-Term Liabilities $0 $0 $0
Current Liabilities $154,486 $112,433 $106,806
Total Net Assets $3,985,250 $3,927,640 $3,653,082

Prior Three Years Top Three Funding Sources

Fiscal Year 2016 2015 2014
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy N/A
Percentage(If selected) --
Credit Line Yes
Reserve Fund Yes
How many months does reserve cover? 4.00

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates Apr 2008 - Sept 2011
Capital Campaign Raised-to-Date Amount $3,500,000.00
Capital Campaign Anticipated in Next 5 Years? No

Short Term Solvency

Fiscal Year 2016 2015 2014
Current Ratio: Current Assets/Current Liabilities 6.08 6.53 4.54

Long Term Solvency

Fiscal Year 2016 2015 2014
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

Friendship Home has been in a start-up mode for the past several years as we have completed our capital campaign and launched our programs.  Our financial ratios show our percentage of program revenue and expenses increasing while our percentage of administrative and fundraising expenses are decreasing. Management and board members are monitoring these ratios closely and are proud that the organization continues to trend in a positive direction.
 
Friendship Home is uniquely positioned for growth in both our overnight respite and vocational programs.  The need is well-established and coincides with the Employment First initiative and families who are seeking opportunities to build independent living skills for their loved ones.  We are the only overnight respite facility in the area and demand far exceeds our current capacity. We have steadily built our contracts with the state for these programs and look forward to further expansion.
 
Our challenge is that we require more space, staffing and funding to meet the demands.  We offer the highest quality programs, and our program budgets in many cases exceed contract dollars due to lower staff:client ratios or training opportunities that are more individualized and community-based.  Our supporters have responded each time we have challenged them to help us, and we are confident that our ever growing Circle of Friends will provide the support needed to strengthen and grow our programs.
 
 

Foundation Comments

Financial summary data in the charts and graphs above are per the organization's IRS Form 990s. Contributions from foundations and corporations are listed under individuals when the breakout was not available.

Documents


Other Documents

No Other Documents currently available.

Impact

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


1. What is your organization aiming to accomplish?

It is Friendship Home's overarching goal to create communities that support and embrace people with disabilities and their families.  We strive to improve awareness of the benefits of fully integrating these very special people into our places of employment, recreation, worship and fellowship. 
 
We are grounded in the belief that all people are employable and assets to the community. By encouraging individuals and businesses that are leaders in the community to set examples, we have had great success. However, we have further to go to accomplish equality in employment and community opportunities. Our program and development goals are all geared toward furthering this mission.  We define our success by continually expanding our Circle of Friends and ensuring that those who want to work are able to find employment that fulfills their career/vocational goals.  We also want to help the people we serve make connections with friends and colleagues who enrich their lives.
 
Our programs engage businesses and individuals to raise awareness and leverage opportunities for the people served by Friendship Home to be recognized in valued social roles within the community. It is our goal to ensure that all individuals have a rich and meaningful life with opportunities to contribute to our community through work, community service and recreational opportunities. 
 
We define our success by steady and consistent growth in our Circle of Friends and Corporate Partners. The number of supporters and the quantity and quality of collaborative relationships and endeavors are measured annually with goals to increase these opportunities and deepen relationships.  Our Bridges to Work vocational program continues to grow by leaps and bounds - 25-50% annually - due to individualized planning and rich opportunities for individuals to build a vibrant vocational life. 
 
Our core mission articulates support of families caring for people with developmental disabilities.  We take pride in offering them a Home Away from Home for their loved one so they may attend to other priorities.  We want families to live healthier and richer lives, and we want them to be rested and prepared to deal with the demands of caring and advocating for their loved one with special needs.  We are successful when families report feeling supported and utilize our respite and social/recreational programs to help enrich the lives of their loved ones. We plan to expand our program offerings by a minimum of 10% annually. We have great demand for our programs and seek to continually build our programs in response to demand and innovative ideas to meet the needs identified by our consumers.  
 
 
  

2. What are your strategies for making this happen?

While we continually seek to improve and advance our programs through training, effective management and use of outcome data to make appropriate changes, we also continually reach out to the community to raise awareness and create opportunities for people who can partner with us to join our mission and make an impact.  We invite the public to our cafe, theme parties and club activities regularly so that they can see what we do and realize the strengths and skills of those who we serve.  In return, we continually build opportunities for community involvement for our program participants.  Through this ongoing interaction, we are able to secure job opportunities and make valuable connections with volunteers and community leaders. 
 
The energy and connections made through our community engagement result in successful fundraising efforts and business opportunities that will ensure financial success. We have engaged the state Department of Developmental Services and Department of Transportation as partners.  We do not expect our programs to be entirely funded through state contracts. Therefore, the value added for supporters' investment is substantially different from other providers that rely solely on contracts to operate their programs.
 
 
 
 

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

Friendship Home's budget has grown from $125,000 in 2009 to its current $2 million annual budget, which includes state contracts totaling $1.1 million and donation and event revenue filling the remaining balance. This has allowed us to begin to build a small reserve.  Friendship Home continues to grow our Circle of Friends annually through vibrant events and opportunities for involvement in our programs. 
 
All of our work is done in partnership with local businesses and individuals who provide work opportunities, financial support and creative opportunities for our program participants.  We are connected to our local Chamber of Commerce and affinity groups. We also engage in activities that help us collaborate with other providers and businesses to maximize partnership opportunities and build our foundation of financial support.
 
Our strong Board of Directors leads the organization in building a financial foundation through guidelines that have rendered us debt free and help us build reserves for investment in our future. Our vision for the future includes continued growth as an innovative leader.  The community has responded with a strong desire to become involved in our programs, which all currently have waiting lists. We have built contracts with the state Department of Developmental Services that grow each year as we expand our programs.
 
 
 
 

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

Friendship Home develops annual strategic goals and objectives that are based on demonstration of need, data compiled on program satisfaction, and utilization and impact (programmatic and financial).  All initiatives must directly relate to our mission and respond to the needs of individuals and families served or potentially served.
 
Friendship Home utilizes focus groups and satisfaction surveys to plan for programmatic expansion or changes.  We are are continually looking at our social recreational programs to more effectively and efficiently meet the needs of those who participate in our Friendship Club and Special Interest Club programs.  
 
Management tracks program progress monthly and studies financial impact through "Program Driver" reports.  Managers understand their goals and the financial and programmatic impact of their success.  These summary dashboards are reviewed at Board meetings so that the Board of Directors can effectively monitor progress. 
 
The completion of the capital campaign in 2010,  launch of our Bridges to Work program in 2010 and opening of our Overnight Respite Program in 2012 are evidence of our ability to achieve our goals and objectives. The  response to our programs is overwhelmingly positive. We believe our foundation is strong, and with careful planning, our future is bright.
  
 
Friendship Home measures individual and program progress (program growth, opportunities offered, individual attainment of goals such as jobs, engagement in social activities, etc.) to determine the success of existing services.  
 
Organizational success is measured by financial performance compared to budget, growth in Circle of Friends, quantity and quality of collaborative partnerships, and stakeholder satisfaction.  We measure revenue source breakdown (contracts and fees for service vs. donations),  fundraising efficiency, and financial stability and strength (level of reserves, cashflow, etc.).
 
 
 
 

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

Friendship Home achieved our long-term goal of completing The Home with a Heart, a 14,000-sq.-ft.  respite and activity center in 2010. The primary goal of our co-founders was to develop an overnight respite program, which utilizes the two 5-bedroom respite units on the upper level and a daily resource center and  social/recreational activity room on the lower level. Although we anticipated ongoing fundraising efforts, the Board further expected that some of the programs would be funded through state contracts and fees for service.
  
 
Friendship Home launched our Bridges to Work vocational program in 2010 with 4 program participants and a very small budget (less than $10,000).  The program has grown to serve 53 individuals with a budget of approximately $750,000.  The core program is fully supported by contracts with the Massachusetts Department of Developmental Services.
  
 
Our Home Away from Home overnight respite program was launched when the second floor build-out was completed in Spring 2012.  We have hosted more than 74 individuals with developmental disabilities for overnights, weekends and week-long retreats while their families received much needed rest. Both 5-bedroom units are fully booked on weekends, and the program opens for week-long stays as requested by families.  The program has a contract with DDS that covers 25% of program costs at this level of utilization.  We will need ongoing fundraising efforts to fund the balance.  Families report that this is a critical service, and guests report feeling more independent and can't wait to stay.
 
Our biggest current challenge is that we need additional space for our growing Bridges to Work program and seek a business partner  that would provide training opportunities for participants as well as income for our program.  Although we do not have debt, we have limited reserves to invest in such a venture. Our plan is to work with advisers and collaborators to help with this initiative.