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Father Bills & Mainspring Inc

 430 Belmont Street
 Brockton, MA 02301
[P] (508) 427-6448
[F] (617) 376-0634
Michael Ricci
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 Printable Profile (Summary / Full)
EIN 22-2538039

LAST UPDATED: 01/14/2019
Organization DBA Father Bill's Place
MainSpring House
Former Names Quincy Interfaith Sheltering Coalition (Father Bill's Place) (2007)
Organization received a competitive grant from the Boston Foundation in the past five years No


Mission StatementMORE »

Father Bill's & MainSpring is committed to ending and preventing homelessness in Southern Massachusetts with programs that provide emergency and permanent housing and help people obtain skills, jobs, housing, and services. We help people who are struggling with homelessness or are at risk of homelessness to achieve self-sufficiency.

Mission Statement

Father Bill's & MainSpring is committed to ending and preventing homelessness in Southern Massachusetts with programs that provide emergency and permanent housing and help people obtain skills, jobs, housing, and services. We help people who are struggling with homelessness or are at risk of homelessness to achieve self-sufficiency.

FinancialsMORE »

Fiscal Year July 01, 2015 to June 30, 2016
Projected Income $20,600,868.00
Projected Expense $20,470,894.00

ProgramsMORE »

  • Emergency Homelessness Prevention
  • Emergency Shelter/Triage Centers
  • Permanent Supportive Housing
  • Workforce Development

Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

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


Mission Statement

Father Bill's & MainSpring is committed to ending and preventing homelessness in Southern Massachusetts with programs that provide emergency and permanent housing and help people obtain skills, jobs, housing, and services. We help people who are struggling with homelessness or are at risk of homelessness to achieve self-sufficiency.

Background Statement

Father Bill's & MainSpring was formed when two nonprofits merged in 2007 - MainSpring Coalition for the Homeless of Brockton (f. 1982) and Father Bill's Place of Quincy (f. 1984) - combining strengths and gaining the capacity to respond regionally to the work of ending homelessness. 
Last year (FY2015), Father Bill's & MainSpring (FBMS) helped more than 4,100 households (including people with mental health and substance abuse issues, veterans, elders, chronically homeless, people with disabilities, students, families, the working poor, and women fleeing domestic violence) access safe shelter and health services, gain housing, find jobs, remain in their homes, or move beyond homelessness. Our emergency shelters focus on helping people access services and rapidly exit shelter to housing or systems of care. We own/operate 400+ units of permanent supportive housing across the region, directed to people who cannot access market rate housing on their own due to serious issues including chronic homelessness and/or a disability.

Impact Statement


Father Bill's & MainSpring was formed when two nonprofits merged in 2007 - MainSpring Coalition for the Homeless of Brockton (f. 1982) and Father Bill's Place of Quincy (f. 1984) - combining strengths and gaining the capacity to respond regionally to the work of ending homelessness.
Last year (FY2015), Father Bill's & MainSpring (FBMS) helped more than 4,100 households (including people with mental health and substance abuse issues, veterans, elders, chronically homeless, people with disabilities, students, families, the working poor, and women fleeing domestic violence) access safe shelter and health services, gain housing, find jobs, remain in their homes, or move beyond homelessness. Our emergency shelters focus on helping people access services and rapidly exit shelter to housing or systems of care. We own/operate 368 units of permanent supportive housing across the region, directed to people who cannot access market rate housing on their own due to serious issues including chronic homelessness and/or a disability.

Needs Statement

Shelter: We shelter 250 or more adults nightly. No one is turned away. We have a gap of 54% per person each night between government funding and actual costs, which must be met through private donations.
WorkExpress: Our social enterprise that employs homeless men and women in on-the-job training has expanded to Quincy, and donations would be used to provide participants with stipends and to support ongoing operations and case management.
The Table: Our community lunch program serves up to 200 meals a day to men, women and children in Brockton. Donations will help buy much needed food and supplies.
Triage: An innovative, cost-saving approach to reducing shelter overcrowding, triage engages individuals in need immediately, providing rapid assessments and referrals to housing or systems of care. Donations would support staffing needs, as most resources are dedicated to meeting basic needs of the emergency shelter. 
Volunteers: We engage 500+ volunteers annually (individuals, businesses and groups). We welcome their talents and enthusiasm through our Meal-A-Month program, serving dinner nearly every night of the week at our shelters, and at The Table, with lunches at MainSpring House. Volunteers also tutor and mentor shelter guests with resume assistance and adult education, participate in service projects to improve the shelters or homes, and through individually designed projects.

CEO Statement

Often, I am approached about what a typical day is like at Father Bill’s & MainSpring. No day is ever the same, but here is just one example:

  • An early morning call from a city official about a father and his two children living in a local hotel room ---how could we help the dad keep his job and find housing for his family.
  • A visit from a local veterans' agent to talk about a veteran client --- who needed to find shelter before nightfall.
  • A conference call with the state housing agency --- to discuss new ways to tackle family homelessness.
  • A meeting at one of our shelters with members of our Triage team --- to map out a new strategy to help our chronic users of shelter move on.
  • A site visit with foundation trustees --- to tour our new Hingham veterans' housing.

Every day, we are making a difference. From developing more homes for people not served by mainstream housing to transforming our shelter operations into Triage Centers for better engagment and faster moves to housing.  Our housing goals are on track. Our new Anderson Home for veterans in Hingham has been completed and we have renovated two foreclosure properties in Brockton for six homeless families to call home. 

We are inspired by the transformations we witness on a daily basis. A veteran, unable to find a job after returning from deployment overseas, is getting ready for his first day of work. A mother and her young children, who had been homeless for months, are eagerly awaiting the delivery of keys to their brand new apartment. A high school senior, who became homeless after turning 18, is proudly graduating with her class and looking forward to going to college in the fall. Thanks to our incredibly generous donors, dedicated staff members and caring volunteers, their typical day can now be filled with the promise of a better future.

John Yazwinski, President and CEO

Board Chair Statement

Geographic Area Served

In a specific U.S. city, cities, state(s) and/or region.
Southeast Massachusetts Region

Southeastern Massachusetts and South Shore.  Primarily services Norfolk and Plymouth Counties, with a focus on Quincy, Brockton, Plymouth and surrounding towns.  Also serves Bristol County.

Organization Categories

  1. Human Services - Homeless Services/Centers
  2. Housing, Shelter - Homeless Shelters
  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)



Emergency Homelessness Prevention

We are working to keep people in their homes, and help them avoid homelessness. We have specially trained staff in the housing courts to help tenants and landlords avoid costly evictions. We mediate disputes and negotiate with housing court judges; arrange for supportive services for disabled tenants; and assist people to secure emergency help with rent, food and other resources.

We are also making sure our neighbors do not go hungry, with a new community lunch program, The Table, feeding 50,000+ people annually (serving up to 200 free lunches daily to men, women and children, six days a week). The Table operates out of our MainSpring House emergency shelter in downtown Brockton, with support from local volunteers and groups and in partnership with Stonehill College's The Farm, for fresh locally grown produce.

Budget  $0.00
Category  Human Services, General/Other Emergency Assistance
Population Served Poor,Economically Disadvantaged,Indigent General/Unspecified Homeless
Program Short-Term Success 

In FY15: 84% of households served by our Tenancy Preservation Program were able to maintain their tenancy.  The Table served more than 50,000 free lunches to men, women and children in the Brockton community. 

Program Long-Term Success  People will be able to stay in their homes, and not become homeless. Shelter costs will be reduced. People who need resources will be able to access them.  People will not have to worry how to put food on their tables, but will access a free nutritious meal, served with dignity and respect.
Program Success Monitored By 
Staff conduct home visits and assess reasons for the eviction, identify needed services, develop a service plan, make appropriate referrals and monitor  progress. Success is measured through tenancies preserved. The Table numbers are monitored daily. Senior management regularly reviews progress, to focus key resources and staff on achieving goals.
Examples of Program Success 

Beth’s* small apartment was filled top to bottom with trash. She slept curled up in a ball in the one open space on the floor. Beth had always struggled with depression and substance abuse, but after her mother’s death she was unable to function. Her relationship with her grown children and family became strained. The Board of Health was called in by a concerned neighbor, and charges were brought for her unsafe and unsanitary living conditions. After meeting Beth at the Housing Court, our prevention specialist assisted Beth in the process of applying for a new primary care doctor and getting her the services she needed. All criminal charges were dropped and Beth is now able to get the mental health services and attention that she did not previously have. Beth was able to stay in her home,  and has reconnected with her youngest son, who brings joy to her life.  (*Name changed)

Emergency Shelter/Triage Centers

Just managing homelessness cannot end it. We have changed the way we do business by converting our emergency shelters to Triage Centers. Like at a hospital, guests meet with a Triage team member to complete an assessment in 1-3 days, with the goal of ending their homelessness with housing or care as soon as possible. Our focus is on identifying the specific needs of each guest, matching them to services, and moving them on. Services include access to counseling, health care, recovery, education, employment and housing search assistance. People can move out of shelter and into a home of their own. Those who need intensive services can move to treatment programs better designed to meet their needs. Our two adult Triage Centers, Father Bill's Place, Quincy and MainSpring House, Brockton serve 2,000+ annually, 250+ nightly. We also have two family shelters, serving 84 families nightly, Conway House, Middleboro and Evelyn House, Stoughton and in shelter apartments throughout the region.

Budget  $3,200,000.00
Category  Human Services, General/Other Services for the Homeless
Population Served Homeless Poor,Economically Disadvantaged,Indigent Homeless
Program Short-Term Success 

In FY15: 4,156 households (1,925 adult individuals and 261 families) were sheltered at our Triage Centers. We continued to advance our Triage model, enabling 23% of those exiting shelter to move on to housing or care.


Program Long-Term Success 

By immediately assessing our guests' needs, and linking them to services, homelessness will be a short-term experience. Shelter stays will be reduced. More people will be able to move back into housing. Costs will be lowered, as housing costs far less than shelter. Our guests with complex challenges will be more engaged. A long-term stay will be months not years. People will get the care and services they need quickly. With in-depth guest assessments, we will have a better handle on just who is in our shelters at any given time, so that we can direct our services accordingly.

Program Success Monitored By 

Senior staff reviews progress on a monthly basis to focus efforts and resources across on accomplishing goals. We have created a formal Triage Working Group who meets monthly to review outcomes and refine our approach. The Director of Program Development monitors Triage design, delivery, measurement and reporting. The President and CEO presents a report on progress toward goals twice a year to the Board of Directors, which then discusses recommendations for strategy corrections. In addition to internal record keeping, we report results to state and national funding sources on a quarterly and annual basis.

Examples of Program Success 

Jim* came to MainSpring House with cerebral palsy. The Triage team met with Jim about services and housing. He was adamant that he didn’t need help. Very soon, he’d be moving to Florida with his girlfriend. Meanwhile, he stayed at the shelter and functioned well. In the past a guest like Jim might have gotten lost under the radar. With Triage, the team now focuses on engaging longtime stayers. During a review of guests, they noted Jim was still in shelter long after his intended move date. Jim’s story hadn’t changed; he was still on the verge of moving out. Over the next few months, they reached out to Jim. Eventually he agreed to consider a supportive housing program, as his resting place until the details of his Florida move were completed. One year, one month after entering shelter, Jim moved into a new studio apartment. (*Name changed)


Permanent Supportive Housing

We believe that housing is the key to ending homelessness. When people are provided with a supportive home of their own, they can achieve self-sufficiency faster and more effectively. We operate 400 or more units of supportive housing for individuals and families who had once been homeless. We target our housing to those who cannot find and retain a home without our help, including persons who have been homeless a long time, have disabilities, or face serious challenges. People in our housing work with a case manager to access community services and sustain their housing. For those who don’t need supports, we provide services to move people back into homes in their communities. We are also committed to creating more housing, as our strategic plan outlines the addition of 125 new units by 2019.


Budget  $0.00
Category  Housing, General/Other Housing Support
Population Served Homeless Poor,Economically Disadvantaged,Indigent People/Families with of People with Disabilities
Program Short-Term Success 

In FY15:  92% of our tenants remained housed at least one year. We increased our housing inventory to 400 units.  

Program Long-Term Success 
Increasing permanent housing will increase housing opportunities for those who cannot access housing without our help. People will be able to stabilize and access services from the privacy of their own homes, helping them to remain housed and not return to shelter. Individuals and families will be able to end their homelessness with a home that is both affordable and sustainable for them long term.
Program Success Monitored By 

Our housing program is evaluated through quarterly progress reports and clinical supervision. Participant progress is measured through weekly meetings, case notes, therapist or employer communications and meetings with management and community providers. Progress is measured in terms of mental health counseling, substance abuse recovery, increased skill or income, and residential stability. Senior management reviews progress monthly. The Board provides quarterly review. An anonymous satisfaction survey is conducted to assess service excellence. Father Bill’s & MainSpring reports results to state and national funding sources on a quarterly and annual basis.The Homeless Management Information Systems Coordinator assists with reporting to ensure goals are met. Measurement of our housing creation goal is through our strategic plan, with interim goals annually to 2019. 

Examples of Program Success 

Mary Jane* once proudly served her country as an electrician and systems analyst for the United States Air Force. Today, she is visually impaired and struggling to survive cancer. She never imagined at 54, she would be homeless. Her visual impairment put her out of work and affected her ability to care for her granddaughter, and she eventually lost her home. She spent time with different family members, but the burden of her health became too much.With nowhere to turn, she came to MainSpring House. Facing a mastectomy, she was in need of a place where she could recover. Our newly built Residences at SpringStreet, supportive housing for 32 veterans and disabled men and women, offered her the housing and support services she needed. Mary Jane is concentrating on getting healthy in the privacy of her own efficiency apartment. She hopes to become an advocate for women veterans and encourage those with disabilities to keep moving forward and to stay strong. (*Name changed.)

Workforce Development

We are preparing men and women who are experiencing homelessness to find and keep jobs, through three main workforce programs. Through our newly revamped social enterprise, WorkExpress, we employ homeless men and women in commercial cleaning, landscaping, and apartment rehab for business customers. They gain job skills and stability, and graduate with a job and housing in one year or less. Through WorkReady, adults in shelter or housing are offered job readiness, employment services, and connected to education opportunities. Our employment specialists staff the Quincy and Brockton Career Centers, where people can access computers, training, job search assistance, and education support. Our USWorkforce program is directed to veterans, providing job prep, training and housing services through the U.S. Department of Labor Homeless Veterans Reintegration Program. 

Budget  $400,000.00
Category  Employment, General/Other Job Training & Employment
Population Served Homeless Unemployed, Underemployed, Dislocated Poor,Economically Disadvantaged,Indigent
Program Short-Term Success 
In FY15: Of the people enrolled in our workforce programs, 67% became employed (200 individuals).  700 people have obtained jobs in the last five years.
*WorkExpress was named a 2012 Root Cause Social Innovation Forum award winner, one of only six out of hundreds of competitors.  
Program Long-Term Success  Individuals who were once homeless and unemployed will have a job and hope for a better future. They will receive the support and services they need to effectively address their issues. They will have gained the skills to advance and succeed. They will be able to pay for their housing, and will not return to shelter or the streets.
Program Success Monitored By 
Staff meets at least monthly to discuss progress towards pre-determined goals, tracking entrance, participant progress, and exit to employment and housing. Participant progress is reviewed monthly. Senior staff meets regularly to assess effectiveness and make necessary adjustments to increase performance.  Indicators may include improved life, work and occupational skills, increased income, and employment and housing.
Examples of Program Success 

Alan* was a veteran who was homeless and had struggled with substance abuse for many years. He had spent time in and out of shelters and lacked direction. Alan was enrolled into the USWorkforce program and immediately began working with our specialist on an employment plan. He joined the WorkExpress team working on the job in landscaping, cleaning and painting. After a few months, he was entrusted as a WorkExpress crew driver. He attended resume writing, money management and job interviewing classes. Soon, Alan was ready to look for work. He interviewed for and was offered a job as a supervisor at a store making $13.00 per hour. Alan was now ready to move into one of Father Bill’s & MainSpring’s supportive homes. Today, Alan is doing well in his new apartment, is maintaining his sobriety and enjoying his new job.  (*Name changed)

CEO/Executive Director/Board Comments

We are forwarding a new initiative to prevent and end veterans’ homelessness on the South Shore.

In response to the rising number of homeless veterans turning to us for help, we launched a new initiative – a Veterans Track to expand partnerships and enhance our capacity to prevent and end veterans’ homelessness across southeastern Massachusetts. 

We have expanded relationships with regional US Dept. of Veterans Affairs (VA), the Commonwealth of MA Dept. of Veterans’ Services (DVS), and the local Veterans Service Officers. We are the VA’s designated provider of emergency shelter and transitional housing for veterans in the region, serving male and female veterans and families. We are also one of only three providers in the state funded by the VA through Supportive Services for Veteran Families (for individuals & families) to provide assessment, case management, rapid re-housing and homelessness prevention.

The result has been significant new resources to move South Shore veterans out of homelessness:

  • Transition from Shelter to Housing - Each veteran entering shelter is immediately assessed and engaged by our Veterans Specialist and assisted to access resources from the VA and DVS and other public benefits, healthcare, mental health care, substance treatment, etc. They are sheltered at Father Bill’s Place in Quincy, MainSpring House in Brockton, and Evelyn House for families in Stoughton. We also operate a transitional program for veterans, of 16 studio apartments and supportive services leading to permanent housing.
  • Housing & Prevention - Veterans comprise 13% of our permanent supportive housing tenants. People live in units throughout our housing, including two homes designated for veterans including Sheila McIntyre House in Quincy and The Anderson House in Hingham. We also assist imminently homeless veterans to remain housed by providing tenancy counseling, landlord/tenant mediation, budgeting, help obtaining benefits and services, emergency financial assistance, and housing relocation.
  • Employment - We help veterans prepare for and find employment through our US Workforce program funded by the US Dept. of Labor Homeless Veterans’ Reintegration Program (as one of five grantees in the state). Many veterans also take part in our WorkExpress social enterprise.



CEO/Executive Director Mr. John Yazwinski
CEO Term Start Sept 1999
CEO Email
CEO Experience

John Yazwinski, President and CEO, was named Executive Director of Father Bill’s Place in 1999, and after the merger of the two former organizations in 2007, he became the President and CEO of Father Bill’s & MainSpring. Through collaborations with community, regional, and national partners, Yazwinski has leveraged more than $10 million and has created more than 300 units of long-term housing for homeless individuals and families in Greater Boston and Southeastern Massachusetts.  Yazwinski serves as the Chair of the Norfolk County Emergency Food and Shelter Program, and as Co-Chair of the Quincy/Weymouth and Brockton/Plymouth regional planning Homeless Boards. He is on the advisory board for Housing First through United Way of Massachusetts Bay, and is a member of the Massachusetts Housing and Shelter Alliance board and the Lt. Governor’s Veterans Committee.  Yazwinski has presented Housing First both nationally and regionally.


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
Lucille Cassis Chief Development Officer
Lucille Cassis oversees fundraising, marketing and communications. She holds a Bachelor’s Degree in English from Boston University, and a Master of Arts in Communications from Emerson College. She has acquired certificates in public relations and web development from Boston University and Emerson College respectively.
Prior to her current role, she was director of strategic communications at Jordan Hospital, Plymouth. Her background includes strategic marketing and communications, crisis communications and public relations. She is also an associate lecturer in communications at Curry College and a member of the Association for Fundraising Professionals.
April Connolly Chief Operating Officer

April Connolly oversees the day-to-day operations of all FBMS programs, including emergency shelter, housing, work force development and prevention. April first joined FBMS in 2008 as an Individual Programs Manager, and in 2011 she became the Director of Housing.

April is a Licensed Independent Clinical Social Worker in Massachusetts. She holds both a Bachelor’s and Master’s degree in Social Work from Bridgewater State University, where she currently works as a part-time faculty member at the School of Social Work. She is a member of the National Association of Social Workers (NASW), the Co-Chair of NASW Committee of Housing and Homelessness, a member of the IMPACT Quincy Advisory Board, and the Board of Directors of NeighborWorks Southern Mass.

Nicole Fitzgerald Vice President, Asset Management

Nicole Fitzgerald, graduated from the University of Massachusetts Cum Laude with a double major in Psychology and Women’s Studies. She first came to Father Bill’s Place emergency shelter in 1994 before working with Boston based shelters and treatment programs.

She returned to Father Bill’s Place as the Housing Director in 2000 and has since held several positions since including Programs Director, Director of Operations, Chief Operating Officer and most recently Vice President of Asset Management in 2013. Nicole has worked closely with President and CEO, John Yazwinski since 2000 to leverage over thirty million dollars for housing solutions and, through various collaborations, has assisted in the creation, program development and implementation, of over 360 units of housing for homeless individuals and families in the South Shore and Southeastern Massachusetts.
Nicole is the former Chair for the reporting and enhancement and is currently on the steering committee for the statewide Housing Management Information System (HMIS). She is a member of the former Department of Transitional Assistance (DTA) HMIS, has been appointed to the DTA Regional Board and is a member of the United Way Planning Board.
Kristyn Lahiff Chief Finance Officer

Kristyn Lahiff joined FBMS in 2009 as the Chief Financial Officer. She is a certified public accountant, holds a Bachelors Degree in Accounting from Merrimack College and is a member of the Massachusetts Society of Certified Public Accountants. Her background includes working as an audit manager in the real estate division of McGladrey & Pullen and as a controller for Rogerson Communities, a Boston-based non-profit organization that provides housing and health care for elders.

Terri MacNayr Director of Human Resources

Terri MacNayr graduated from Eastern Nazarene College with a Bachelor’s degree in Business Management. She joined the FBMS team in 2011 as the Human Resources Manager.

Prior to working at FBMS, she worked as the Director of HR Operations at New England Sinai Hospital in Stoughton. She holds a Human Resource Management Certificate from Bentley College and is a member of several professional associations, including the Northeast Human Resources Association, Society for HR Management, and the Human Resource Management Council.

Liz Rogers Director of Program Planning and Evaluation

As former Executive Director of the ICHH, Liz led a 5-year strategic plan to end homelessness in the Commonwealth. This included managing an initiative to develop regional approaches to ending homelessness, and prioritizing homeless families, unaccompanied youth, veterans, older adults, survivors of domestic violence, and those experiencing chronic homelessness. The ICHH, comprised of the heads of 14 state agencies, is chaired by the undersecretary of the Department of Housing and Community Development.

Prior to the ICHH, Rogers was Senior Director of Community Impact at United Way of Massachusetts Bay and Merrimack Valley. In that role she guided strategies and their execution in the areas of housing and asset building. She developed and managed United Way’s Housing First Initiative that built capacity of homeless service providers to implement housing-based solutions for families.

Liz is a graduate of University of Delaware, and has a M.S.W. from Boston College.


Award Awarding Organization Year
Social Innovator Impact Investing: Scaling Social Enterprise/WorkExpress Root Cause Social Innovation Forum 2012
Excellence in Service, Volunteer of the Year Award Blue Cross Blue Shield of Massachusetts Foundation 2010
Champion In Action Citizens Bank Foundation 2005


Affiliation Year
-- --
Member of state association of nonprofits? Yes
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 105
Number of Part Time Staff 75
Number of Volunteers 400
Number of Contract Staff 2
Staff Retention Rate % 81%

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 0
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 180
Other (if specified): n/a
Gender Female: 0
Male: 0
Not Specified 180

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 5
Management Succession Plan No
Business Continuity of Operations Plan --
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 --
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. Michael Kryzanek
Board Chair Company Affiliation Bridgewater State University
Board Chair Term Jan 2016 -
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Bill Adams Coldwell Banker Voting
Barry Boudreau Veteran, Sergeant E5 Voting
Fr. John Denning Stonehill College Voting
Athina DiIorio The Gourmet Cafe Voting
Mary Catherine Finn Village Pediatrics Voting
William Fitzgerald Faneuil Financial Advisors Voting
Joyce Hogan No Affiliation Voting
Elizabeth Kim Arbella Mutual Insurance Co. Voting
Dr. Michael Kryzanek Bridgewater State University Voting
Chuck Lemke No Affiliation Voting
Jay Lynch Lynch & Lynch Law Office Voting
Sr. Miriam Patrice McKeon Kingdom of God Prayer Community Voting
James Oslin Gosule, Butkus & Jesson, LLP Voting
Deacon Gerald P. Ryan St. Joseph the Worker Voting
Alfred Saluti A.J. Saluti & Sons Voting
James Wells Coldwell Banker Voting
Jane Wing South Shore Savings Bank Voting
Rev. Adolph H. Wismar Jr. Wallaston Lutheran Church Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 1
Caucasian: 18
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 6
Male: 13
Not Specified 0

Board Information

Board Term Lengths --
Board Term Limits --
Board Meeting Attendance % --
Written Board Selection Criteria Under Development
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 84%
Percentage of In-Kind Contributions 95%
Constituency Includes Client Representation Yes

Standing Committees

  • Board Governance
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Executive
  • Finance
  • Human Resources / Personnel
  • Strategic Planning / Strategic Direction

CEO/Executive Director/Board Comments

In 2005, our Housing First model was the focus of a nationally recognized independent study funded by The Boston Foundation and completed by UMASS Boston's Center for Social Policy. The study, "The First Two Years of Housing First", found that 86% of chronically homeless individuals who moved into one of our Housing First units during the first year of the program remained stable and housed a year or more after their move. This  research validated our housing focus.

Through Housing First, we helped close an emergency shelter and reduced chronic homelessness in the City of Quincy by 56% in five years. And this year, our  successful Housing First model was highlighted on CBS Evening News, bringing increased national attention to our work.

Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Fiscal Year July 01, 2015 to June 30, 2016
Projected Income $20,600,868.00
Projected Expense $20,470,894.00
Form 990s

2015 990

2014 990

2013 990

2012 990

2011 990

2010 990

2009 990

2008 990

Audit Documents

2015 Audited Financials

2014 Audited Financials

2013 Audited Financials

2012 Audited Financials

2011 Audited Financials

2010 Audited Financials

2009 Audited Financials

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2015 2014 2013
Total Revenue $19,257,210 $17,674,300 $16,454,889
Total Expenses $18,865,941 $17,566,048 $16,320,385

Prior Three Years Revenue Sources

Fiscal Year 2015 2014 2013
Foundation and
Corporation Contributions
$83,775 -- --
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $1,841,860 $1,644,201 $1,704,098
Indirect Public Support -- -- --
Earned Revenue $16,158,005 $14,770,761 $13,554,174
Investment Income, Net of Losses $4,581 $1,789 $2,212
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind $1,065,448 $1,173,035 $1,099,702
Other $103,541 $84,514 $94,703

Prior Three Years Expense Allocations

Fiscal Year 2015 2014 2013
Program Expense $16,647,412 $15,580,482 $14,187,148
Administration Expense $1,648,870 $1,474,592 $1,543,029
Fundraising Expense $569,659 $510,974 $590,208
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.02 1.01 1.01
Program Expense/Total Expenses 88% 89% 87%
Fundraising Expense/Contributed Revenue 30% 31% 35%

Prior Three Years Assets and Liabilities

Fiscal Year 2015 2014 2013
Total Assets $14,334,307 $12,829,113 $11,608,414
Current Assets $4,160,487 $3,645,146 $3,339,187
Long-Term Liabilities $7,232,020 $6,366,048 $5,600,336
Current Liabilities $1,619,353 $1,371,400 $1,024,665
Total Net Assets $5,482,934 $5,091,665 $4,983,413

Prior Three Years Top Three Funding Sources

Fiscal Year 2015 2014 2013
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

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

Capital Campaign

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

Short Term Solvency

Fiscal Year 2015 2014 2013
Current Ratio: Current Assets/Current Liabilities 2.57 2.66 3.26

Long Term Solvency

Fiscal Year 2015 2014 2013
Long-term Liabilities/Total Assets 50% 50% 48%

CEO/Executive Director/Board Comments


Foundation Comments

Financial summary data in the charts and graphs above are per the organization's audited financials. Contributions from foundations and corporations are listed under individuals as the breakout was not available.


Other Documents

Annual Report (2015)


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?

The board of directors recently approved a five-year strategic plan. Performance goals include the creation of a community relations strategy that will support a new housing resource center model in one of the major communities we serve; a revamped family homelessness track that fully integrates workforce development, housing search and stabilization; and the creation of an additional 100 units of housing.

2. What are your strategies for making this happen?

We have set forth an ambitious strategic plan that will guide our organization through the second half of this decade. The aforementioned priorities were well thought out, and can only be accomplished via the following strategies:
Housing Resource Center Model: FBMS will develop a housing resource center to reduce the need for emergency shelter with three major components. First, we will offer comprehensive day services designed to divert people from shelter and move them into housing or treatment more rapidly; we will then reduce emergency housing and make it available for short-term needs; and finally, we will build additional permanent supportive housing for the most vulnerable individuals in our community.
Family Program Model: FBMS will develop and implement a new model for family programs that achieves better outcomes for those we serve. The model will align with our resources and programs for effectively and efficiently, helping families avoid shelter or have shorter stays in shelter, and move to housing, employment, and greater stability.
Housing: FBMS will undertake an ambitious housing program that will aid in the success of the housing resource center. Our goal is to create 100 new units of housing to support the new model, and add an additional 25 units to address other high need populations.
Community Relations: FBMS will work to develop and implement a new community relations plan to "tell our story" more effectively. Aimed at enhancing the community's understanding of our mission and scope of services, the plan will make clear our value as a community partner in ending homelessness.

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

Over time the response to homelessness has evolved to include preventing homelessness, providing permanent housing, and helping people obtain skills, jobs and services. We help over 4,000 households each year -individuals, families with children, veterans, people with disabilities, and the working poor.

Permanent Housing: We are a nationally recognized leader in implementing the “housing first" model which provides people who are experiencing homelessness with the safety and security of permanent housing and then works with them to address the issues that caused them to lose their housing in the first place. FBMS operates over 400 units of housing throughout Southern Massachusetts, either FBMS-owned or leased, for individuals and families. We focus on housing for the most vulnerable population whose needs are not well met by other affordable housing providers. FBMS provides an array of supportive services to participants to ensure that they retain housing and to help them achieve greater self-sufficiency.

Homeless Prevention: We help more than 300 households each year to remain in their housing through counseling, landlord/tenant mediation, intervention in the housing courts, and stabilization services. FBMS operates the Tenancy Preservation Program in the Southeast Region to help households with disabilities avoid eviction. It also operates the
6 Supportive Services for Veteran Families to help veterans remain housed. We have staff in the Brockton welfare office to assess the needs of families seeking emergency housing and, whenever possible, help them to remain in their housing.

Workforce Development: We operate work readiness and job placement services as well as a social enterprise, WorkExpress, which provides up to one year of on-the-job training in commercial cleaning, landscaping, and apartment rehabilitation. Our staff provides these services at our emergency housing and other programs. We also have staff in the One-Stop Career Centers in Quincy and Brockton to help people who are homeless find jobs.

Emergency Housing: We provide emergency housing for more than 2,100 individuals each year at Father Bill's Place in Quincy and MainSpring House in Brockton, the only emergency housing facilities in the region. For families who are experiencing homelessness we operate two emergency housing facilities, Conway House in Middleboro and Evelyn House Stoughton, plus scattered-site leased apartments that together provide temporary housing for nearly 200 families each year. FBMS has been working to convert the emergency housing facilities into triage centers where each individual and family is assessed immediately on entering the center and receives help in obtaining needed services such as substance abuse and mental health services, education, job readiness, healthcare, and housing search to help them return to housing as rapidly as possible.

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

Housing Resource Center Model:

- Conduct an initial feasibility study to determine the location of the community center and prepare a program plan for emergency housing and a day center to include the proposed services, staffing, operating costs, and sources of funding.
- Create a housing development plan to determine the number of housing units, priority populations, and associated supportive service costs to allow for a smaller emergency housing component.
- Establish a pro forma plan to finance and develop a community center facility (including design, costs, and timeline) as well as to fund the operations on an ongoing basis.
- Determine the amount of public and private money to be raised and the fundraising capacity required, and launch a capital campaign plan.
- Begin construction on community center.

Family Program Model:

- Complete an assessment of the current program and the structural and staffing changes necessary to implement a family track.
- Prepare and adopt a written plan for a family program track including a specific implementation plan and evaluation plan.
- Develop and implement the full family program track.
- Complete an evaluation of the outcomes for family program participants.
- Prepare a public policy paper on the family program track and disseminate the paper to policy makers.

- Develop 100 units of permanent supportive housing to advance the community center model.
- Develop 25 units of permanent supportive housing to advance the family model and to provide housing for other high need, vulnerable populations served by FBMS.

Community Relations:

- Preparing a comprehensive public relations strategy including an implementation plan and description of the organizational capacity needed to implement the plan.
- Learning how the public and key stakeholders perceive FBMS in order to develop approaches for funding, political support, advocacy, and housing development.
- Developing the organizational capacity either internally or externally to implement the plan without diminishing the level of resource development department effort.
- Identifying different constituencies and key stakeholders, defining the appropriate messages, and determining the most effective vehicles to convey the message.

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

Housing Resource Center Model:

- The purpose of the Community Center Model is to help individuals at risk of or experiencing homelessness return to housing as rapidly as possible. FBMS intends to do this by engaging with individuals as soon as they make contact with our program; create a plan for self-sufficiency and stability; and connect them to appropriate resources in the community. To advance this performance challenge, FBMS conducted an analysis of the current triage model to identify strengths and weaknesses.
- FBMS is also creating a feasibility analysis of what community we should 1st develop a Community Center model.

Family Program Model:

- The new Family Track will restructure internal family programs to answer the question, how can FBMS be strategic with its family program assets to achieve better outcomes? We intend the new family track to increase the number of families that 1) divert from shelter; 2) move into housing from shelter; 3) find employment; and 4) retain housing and employment. To advance this performance challenge, FBMS conducted an analysis of the current family program model and identified key elements of the new Family Track Model.


- FBMS purchased two lodging houses in Brockton (14 rooms) and Weymouth (11 rooms) this fall. Neither property was purchased with federal or state dollars, which allows for more flexibility with tenant placement. The houses will allow both communities to utilize the rooms for permanent housing thereby reducing the number of people in emergency housing programs regardless of where the community center is sited. This model calls for agency money (25% each purchase plus additional soft and predevelopment costs) that will not be reimbursed as with other state projects.

Community Relations:

- FBMS collaborated with Market Street Research to develop and implement an online public survey to test public perceptions of FBMS. Over the course of a two-week period, 438 respondents completed the survey, including 300 residents of the FBMS service area and 138 donors.
- FBMS established a speaker's bureau in early 2015 to respond to an increasing need for qualified speakers to educate the public about FBMS. Following a training in April 2015, the speaker bureau responded to dozens of speaking requests within the FBMS service area.