Share |

Transformation Center Inc.

 98 Magazine Street
 Roxbury, MA 02119
[P] (617) 442-4111
[F] (617) 442-4005
Deborah Delman
Facebook Twitter
 Printable Profile (Summary / Full)
EIN 22-2851742

LAST UPDATED: 12/22/2016
Organization DBA --
Former Names M*POWER (2007)
Empowerment Sponsoring Committee (1988)
Organization received a competitive grant from the Boston Foundation in the past five years No


Mission StatementMORE »

As peers in all stages of recovering our mental health wellness and freedom from addictions:
- We promote the growth and voices of people with lived experience, individually, in communities and in organizations.
- We facilitate these diverse voices to impact and transform policy and practice.
- We are committed to transform the systems of care that impact persons in recovery.
- We create new services, supports and education that transform the lives of those with lived experience.
- We uphold the "nothing about us without us" motto - encouraging full participation of our peers in all activities and services in the community.

Mission Statement

As peers in all stages of recovering our mental health wellness and freedom from addictions:
- We promote the growth and voices of people with lived experience, individually, in communities and in organizations.
- We facilitate these diverse voices to impact and transform policy and practice.
- We are committed to transform the systems of care that impact persons in recovery.
- We create new services, supports and education that transform the lives of those with lived experience.
- We uphold the "nothing about us without us" motto - encouraging full participation of our peers in all activities and services in the community.

FinancialsMORE »

Fiscal Year July 01, 2016 to June 30, 2017
Projected Income $2,346,000.00
Projected Expense $2,261,000.00

ProgramsMORE »

  • Best Practices and Advocacy
  • Peer Support
  • Training and Education

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

As peers in all stages of recovering our mental health wellness and freedom from addictions:
- We promote the growth and voices of people with lived experience, individually, in communities and in organizations.
- We facilitate these diverse voices to impact and transform policy and practice.
- We are committed to transform the systems of care that impact persons in recovery.
- We create new services, supports and education that transform the lives of those with lived experience.
- We uphold the "nothing about us without us" motto - encouraging full participation of our peers in all activities and services in the community.

Background Statement

The Transformation Center is a MA. peer-operated training, technical assistance and peer support networking organization that seeks to effect transformed policy and practice in communities and systems by facilitating  the growth, well being and voice, in its full diversity, of people in all stages of recovery mental health wellness and freedom from addictions.  People who experience mental health challenges and mental illnesses are of potent value in our communities, yet discrimination and misconceptions remain a current barrier.  The center was formed in MA. on May 19, 2008 via its parent agency M-POWER  which was founded in 1991.  M-POWER adopted the slogan "Nothing About Us Without Us", a universally shared peer perspective about total inclusion and participation in decisions that effect their lives.  The Transformation Center has three core functions of Peer Support, Training and Advocacy/ Best Practices.
Between 2009 and 2012 the agency entered a growth period, adding many new contracts and types of supports including 2 Recovery Learning Communities which TC directly operates two as well as those 4 which TC supports through consultation and supervision. We are the sole provider of Certified Peer Specialist training and certification in the state and are moving towards getting a Medicaid reimbursement for the Peer Specialists in MA.  We are a non-profit, 501, (c) 3 tax exempt organization.

Impact Statement

Accomplishments over past year: 
1) Educated over 5400 community members about peer support and mental wellness through peer support groups dispersed throughout community locations, trainings offered to community and human service providers, facebook, twitter, youtube, radio and cable tv;

2) Over 1630 people received peer support and inspiration for mental health recovery in 2013 from Certified Peer Specialists who were trained and certified by The Transformation Center. The Transformation Center posted 6 training videos this year for CPS supervisors who are not Peer Specialists themselves to help forward the integration of this new role in healthcare services and provided train the trainer sessions for Wellness Recovery Action Plan facilitation reaching another 650 people who seek down-to-earth strategies to build a strong sense of personal emotional wellness;

3) Held the second annual 5K Race through our committee "Peers for Mental Wellness."  This event serves to bring the message of mental health recovery to the general community.  People who are living with mental health conditions share their experience while also celebrating the role of movement and exercise as part of the recipe for mental wellness

4. Made trauma -informed care video, recognized by the federal Mental Health agency, SAMHSA. 
5. Trained Latino peers in leadership; interpreted 5 conferences English to Spanish; presented keynote panel on interpretation for mental health recovery at the National Council on Interpreting in Health Care.
Goals for this year:
1. Conduct listening sessions with Dept. of Mental Health to determine how TC  can meet training needs of the peer workforce.
2. Become WRAP Center of Excellence for New England
3. Develop further the communication between Board's finance committee and Director of Operations and achieve Generally Accepted Accounting Principles. (GAAP)
4. Identify new peer support approaches.
5. Design a Transformation Center Press Kit 



Needs Statement

 Most Pressing Needs and Estimated Costs for One Year
1. Volunteer development and coordination. $45,000.  Training and supporting volunteers who are the mainstay of activities throughout the center.
2. Community training and coordination.  $45,000. Expand and make fully accessible the training and education offered to the community at large and within the healthcare community; this refers to programmatic, physical, race, ethnicity, age, gender, and disability- related accessibility ( see also # 5).
3. Webmaster  $25,000. part time to make and expanded website, more comprehensive, more user friendly and more up to date.
4. $  25,000. to hire a half time person (with benefits) who can spearhead the workforce development in the healthcare system, with focus on training persons in recovery to be part of the teams that service persons with serious physical and mental conditions under the OneCare program.
 (It is required by the state in some circumstances that trained peer workers be part of the service team for Medicaid/Medicare recipients; in other cases it is recommended by the state.)
5. Repairs and upgrades to multi-language interpreter equipment. $2000.  Helps us to make our training, conferences and events accessible to a number of ethnic groups.

CEO Statement

The Transformation Center is the only peer owned and operated  organization in MA. devoted entirely to recovery and wellness of persons with mental health conditions.  It is uniquely qualified to provide the training and education of peers that enables them to participate in the mental health workforce using their special skills and experiences to help others.  TC has been at the forefront of addressing policy issues in mental health and other areas such as healthcare, housing  and employment. There are so many examples of creative and innovative multicultural approaches such as the MA. Leadership Academy, Cross Cultural Unity project; Black Voices in Recovery; Deaf Journey in Recovery; Multi Language interpreting at training and events and others.  Our work has reached the attention of the international community even though we are a local organization. 
I am most proud of the wide array of activities that the Transformation Center and the Recovery Learning Communities offer to peers and of the quality of relationships we maintain with one another and the communities we serve.  From reaching persons in need of support on an individual or group basis to helping to shape critical policies and procedures at the state and local level, the Transformation Center, has been enormously successful, with a limited budget, and a host of committed volunteers.  We have a warm, welcoming environment in all the settings and activities that we host and are known for our hospitality and non judgmental approach to all.
Our work has reached the attention of the international community even though we are a local organization. We have had visitors from Asia, Africa, Canada, Europe, the Pacific Rim, Central and South America and we hear from many about how TC has inspired change in their countries.

Board Chair Statement

Successes: The Transformation Center has demonstrated that persons in recovery can develop and manage a highly successful agency that helps persons in recovery to grow and succeed through education, advocacy, peer support and leadership development.  Through all of its activities, the TC helps to diminish discrimination, remove stigma and repair lives. The organization leads the way in finding different paths to recovery and engaging everyone - persons with different racial or ethnic backgrounds, different age groups, social economic situations, genders, disabilities and mental health conditions. We pride ourselves on making sure that our services and training are accessible to all who need them, so we have multi language interpreting equipment, provide ASL interpreters for the deaf and work hard to be as inclusive as possible for all people. We also have special outreach to those in Boston who represent underserved racial and ethnic minorities and the GLBTQ community.
An example of how Transformation Center engages persons in recovery in a way that helps the individual and the peer community is Margaret.  TC provided  training in the Certified Peer Specialist Program for Veterans in recovery at the Veterans Administration.  Margaret was a trainee in that course and through that experience, decided that our work was really important.  In the past year as a volunteer she has taken over the entire management of the Certified Peer Specialist program in terms of communications with candidates, tracking applications, and all relevant documents;  she has also helped to plan and implement this year's Leadership Academy for peers who want to take on various leadership roles or who are already in those roles and wish to improve their value to the organizations where they work.  She has become a member of the board here at TC and also the MA. Psychiatric Rehabilitation Assn.  She serves as liaison between TC and the veterans community.  All of these things she does as a volunteer and she sees the value of her work and is a gift to us at the same time.  This is an example of how our relationships work.
Challenges:  As a small non profit, we do not have the advantages of a larger company as far as seeking multiple sources of funding, developing reports, managing data collection, and personnel.  We are stretched very thin in dealing with these kinds of demands.  
Challenges remain in misunderstanding of persons with mental health conditions and stigma.  This kind of discrimination leads to people refusing to use the supports that are available for fear of being labeled.  My work with the Transformation Center is so rewarding because I see the light reappearing in the eyes of the peers in recovery and their loved ones, when hope and meaning is found through the center's activities.

Geographic Area Served

The organization in terms of education and advocacy is statewide but the direct services we provide are in three geographic areas:  Boston (Suffolk county); Metro Suburban (parts of Middlesex County) and also Worcester County.

Organization Categories

  1. Education - Educational Services
  2. Health Care -
  3. Civil Rights, Social Action, Advocacy - Disabled Persons' Rights

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



Best Practices and Advocacy

  • This program identifies best practices from research, practice outcomes and lived experience.  
  • Disseminate best practice information and resources to the community, providers – including peer-operated providers- and policy makers.

  • Facilitate the diverse voices of people in all stages of recovering their mental health wellness and freedom from addictions to impact and transform policy and practice at the individual, organizational and community levels.


Healthcare/ mental health care reform activities and promotion


Latinos En Accion

Deaf Journey in Recovery

Black Voices in Recovery

Cross Cultural Unity Project

Budget  $70,403.00
Category  Mental Health, Substance Abuse Programs, General/other
Population Served Other Health/Disability Minorities
Program Short-Term Success  Shorter term achievements or improvements:
Program Long-Term Success 

Long term success of this program:  In the future...

  • We will be able to substantiate our successes with not only our own data, but additional peer enriched research data that confirms the value of the various types of peer involvement and peer support towards increasing recovery.
  • There will be a greater appreciation of peer-run services and how to help these services to maintain high standards without unnecessary bureaucratic demands.We will have multiple reliable sources of best practices as they relate to our community and multiple methods of dissemination of those practices. 
  • We will avoid the fate of many best practices that never reach wide implementation because the right people do not know about them (frequently a 20 year gap).   
Program Success Monitored By 

We know that our Best Practices and Advocacy are working by:


Examples of Program Success 

Reform Activities and Promotion     XXX 

Deaf Journey in Recovery  XXX


Peer Support

  Peer Support
  • Promotes the growth, voices, well-being, and compassionate mutual support of people with lived experience, individually, in communities and in organizations by hosting individual and group peer support interactions, communications and events.


Recovery Learning Communities (two provided directly by TC and four indirectly provided through consultation and direction).

Peers for Mental Wellness Peer Support Whole Health and Resilience Training

Addictions and Trauma Recovery Integration Model (ATRIUM)

Networking Communications


Budget  $1,834,876.00
Category  Mental Health, Substance Abuse Programs, General/other
Population Served Other Health/Disability Victims Minorities
Program Short-Term Success 

In the short term peers can learn how to manage their own mental and physical health and find a sense of hopefulness.  Examples are the Recovery Learning Communities such as the Metro Suburban RLC, which offer peer support individually or in groups at their location, at places in the community such as coffee shops and libraries and at mental health offices. They may also support someone on the phone.  We find that about 80% of those who participate in peer support activities remain involved with TC in a variety of ways. These short term accomplishments help the individuals to launch their journey into recovery and to help themselves by helping others.

Program Long-Term Success  The value of peer support may be seen (in the future) as having achieved  strong sense of hope, an understanding of recovery and new skills that enable persons with mental health conditions, those who have suffered extreme trauma to have meaningful lives, to be in charge of their health and wellness both mental and physical.  Peer support accomplishes this in unique ways that are at a very deep level. It may be compared to veterans of a certain war helping other veterans of the same war or alcoholics helping others with similar problems.  This kind of support is qualitatively different from typical treatments or even support provided by persons not in mental health recovery.  Peer support initially was only provided in a self help, voluntary manner and this still exists but the demand for  practices that promote recovery is so great and there are specific skills that enhance someone's ability to help others that are learned.  Therefore, peer support has more than one track.
Program Success Monitored By 

We know what is and is not working through multiple mechanisms :

-Interviews with individuals who are participants both one to one and in groups
-Periodic Surveys 
-TC conducts periodic Community Voices Task Force teams around the state in 6 places to ask in an open forum what people in recovery want, what they find is working and what the needs are; this information is then brought back to TC planning to make program changes.
-Individual self reports may identify concrete changes such as extent of their involvement in TC activities; weight change or progress toward goals. 
Quarterly reports/reviews with the Dept. of Mental Health
Examples of Program Success 

The TC Recovery Learning Communities serve over 3000 people with a recent surge of members. One RLC serves much of Middlesex County with sites in Quincy and Framingham.Impacts of the Metro Suburban  RLC: 

  • Built an authentic community of support
  • Developed a series of steps to help people: Engage, Connect, Relate, Grow.
  • Members became EXCEPTIONAL people, not just someone with fewer symptoms. RLC is about personal and social TRANSFORMATION
  • Reports from members that RLC has prevented their re-hospitalization & enriched their lives.
Example: Framingham RLC has a computer class and it has helped students with simple internet transactions such as buying T tickets to much more complex skills. The class runs 6-8 weeks and provides ongoing support after "graduation".
One story: David reactivated his effort to write the biography of his father; within 8 weeks he had finished the book, then published it, receiving acclaim & invitations to speak about it.  He is now very active member of the RLC.

Training and Education


1. Training and Education:

  • Provide training for people with mental health and addictions recovery needs to promote their own growth and that of peers, and to engage as paid providers in the human services workforce.

  • Provide training for human service providers and policy makers to increase skills needed to promote mental health and addictions recovery, to support people in recovery as human service providers themselves and to carry out person-driven services.

  • Provide training for diverse community groups to learn about mental health wellness and recovery from addictions.


Peer Specialist Training and Certification

MA. Leadership Academy*

Wellness Recovery and Action Plan

Peer Advocacy Training

Young Adult Leadership Council

Peer Facilitator Training
Budget  $194,071.00
Category  Mental Health, Substance Abuse Programs, General/other
Population Served Other Health/Disability Elderly and/or Disabled
Program Short-Term Success 

417 Trained & Certified Peers Specialists since inception.

Short term success: In the past year 48 Trained and Certified Peer Specialists plus current 67=  115                                                                
 Goal to graduate and certify 85 % of those who enter the CPS classes.
Persons are trained to facilitate the Wellness Recovery Action Plan as authored by the Copeland Center =  171
Persons trained as Advanced WRAP Facilitators  = 10.
Persons who have been trained  & implemented their own WRAP = 2050.
Short term goal: get quarterly data from WRAP trainers throughout the state about # of persons in recovery who are completing the WRAP training
Program Long-Term Success 
  • Changes for peers being trained: Many more peers will find meaning in their lives as a result of their ability to help others &  to do so in a unique way and with the requisite skills.
  • Increase number of CPS's practicing in the state by 15%.
  • Changes for persons in recovery who are helped by the trained peers; They experience a sense of hope & begin to regain a sense of purpose.
  • Changes for persons who work in mental health: They reconnect with the reason they came into the field as they learn how to inspire hope & how to engage the trained peers in propelling recovery of others.
  • Changes is the health care field: As persons in recovery are trained to work in this expanding area, opportunities will increase for peers to help individuals with both their physical & mental health in paid positions.
  • Changes in the wider community: they begin to see persons with mental health conditions or trauma histories as people first, rather than labels,someone to be feared, or someone who is unreliable. They open the doors for jobs and housing without bias.
Program Success Monitored By 
  • Analysis of written evaluations at the end of each session or event by participants.
  • Community Voices Task Force visits 6 parts of the state to get feedback on this and other programs with large groups of peers.
  • Continuous reassessment of training needs throughout TC communities.
  • Quarterly reviews with the Dept. of Mental Health.


Examples of Program Success 

Wellness Recovery Action Plan   - training provided by peers with peers who wish to improve their own recovery.

TC has  XXX trained facilitators for WRAP and has trained XXXX persons in recovery.  XXXXX outcomes???

CEO/Executive Director/Board Comments

Challenges related to programs: From Deborah Delman

We have to individualize our services & programs to the geographic areas served and to the population of people who request services.  This is difficult as a statewide organization.  Also 4 of the 6 Recovery Learning Communities are operated by other agencies with TC as consultants and coaches. This makes the level of coordination more complicated. 

Ensuring that the peers we train have the right opportunities and the right supports is a major challenge.  If they are in mental health programs as employees, their agencies need to provide the appropriate role and the right kind of support so that the peer employees are not isolated, excluded, marginalized or abused.

The community at large is not always ready for our message so there is much to be done to prepare the community for the highly optimistic, hopeful message we bring. 

There are stereotypes to be dismantled and portraits of our TRANSFORMED peers to be shared.

 Opportunities related to programs:

Peer Support: we view that not only will our peer training for people who work within the mental health system be expanded as our primary funding agency, the Department of Mental Health, continues to value our work, but new workforce opportunities are emerging. The healthcare field is expanding due in part to the aging population and in part to changes in health care funding structure.  There are funding resources we can explore for this type of curriculum development and we have many partners in the state who would potentially help us.

Training and Education:  We view the Certified Peer Specialist program positioned for an expansion and improvement with the possibility of Medicaid reimbursement, which exists in a number of other states.  The TC is interested is becoming the New England Training Center of Excellence for Wellness Recovery and Action Plan (WRAP) through the Copeland Center and we will position ourselves for this.

Best Practices and Advocacy:  Our participation in Transcom is vitally important in order be part of state decision-making bodies & assess needs and progress in the field. A critical tool for advocacy is education at every level so that individuals, groups and organizations can effectively  advocate for the supports that are needed for meaningful lives. This includes administrative and legislative advocacy.


CEO/Executive Director Ms. Deborah Delman
CEO Term Start Jan 1995
CEO Email
CEO Experience

Deborah Delman, BS, CPS has been Executive Director of MPOWER since 1995 and The Transformation Center since 2008. She developed The Transformation Center as a training, technical assistance, and policy center in collaboration with local recovery community leadership, and state, federal and private partners.  The agency develops the workforce and impacts systems toward recovery and wellness outcomes in integrated healthcare. A central focus is to promote access in a multicultural & multi-language approach so that disparities - so evident among people with mental health and trauma histories - are eliminated. The Transformation Center training teams provide Peer Specialist Certification training & testing, Leadership Academy training, Wellness Recovery Action Plan training with fidelity to the model, Addictions and Trauma Integration Model (ATRIUM) training, Financial Wellness and other core curricula necessary in today’s health integration landscape. 

Deborah led the community-based advocacy and design process for the Massachusetts state funded Recovery Learning Communities and is currently connecting community capacity with new models and opportunities emerging through healthcare reform. She serves on policy committees in Massachusetts, on the 2012 Women and Trauma Federal Partners Roundtable, and the 2013 SAMHSA Wellness Initiative.  Deborah was recognized for her leadership  with the 2012 US Psychiatric Rehabilitation Association Irvin Rutman Award, and for her leadership locally with the MA.Psychiatric Rehabilitation Association Uliss Advocacy Award in 2006. She was honored in MA.with the National Alliance on Mental Illness Consumer of the Year Award in 2001 and also by Massachusetts providers with the 2001 Association for Behavioral Health Excellence Award. As a person with lived experience of mental health and trauma recovery herself, she seeks empowerment approaches that engage the most resourceful and healing potential in community and system leadership.

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

Former CEOs and Terms

Name Start End
-- -- --

Senior Staff

Name Title Experience/Biography
Ms. Beatriz Stratter Director of Finance Brenda has served as Executive Director of the Central MA Recovery Learning Community for the past seven years. Her work in creating a system for the peer movement has seen the RLC community grow and thrive under her guidance. Her strengths include focus on relationships that help heal the effects of trauma and extreme experiences that change the course of a person’s well being. Brenda offers keen insight with a focus on a person’s abilities and strengths. She is well versed and experienced on multiple topics such as peer and staff development opportunities, strategic planning, program coordination, leadership, and a passionate overall oversight and support to the community. Under her leadership, the CMRLC offers a variety of professional trainings that are well respected and sought after in Central MA, including trauma informed care, health and wellness, and professionalism in the peer workforce. She specializes in mediation, training opportunities, recommendations, grievances and complaints regarding our system, housing issues, HIV/AIDS issues and other personal and Legislative Advocacy Activities. A licensed social worker with 25 plus years in the field, she is also Executive Producer of the “Voice Award” honorable mention winning film documentary “What Happened to You’ which speaks to the cause and effect of childhood traumas.
Ms. Brenda Vezina Jodaitis Director of Organizational Development Ann was born and raised in Massachusetts.After high school graduation she entered a training program for Surgical Technicians and worked in Boston area hospital operating rooms and the office of the Lahey Clinic.She attended Boston University and the following year moved to Mainz, Germany. She studied German and worked in a student residence and conference center.In 1971 the family moved to Nebraska whereAnn completed her Bachelor’s Degree at Nebraska Wesleyan University, with a degree in Social Work.Ann worked from 1980 to 1992 in Child Protective Services, as an incest specialist and Supervisor of the State Department of Children and Adult Protective Services.In 1992 Ann returned to Boston, MA for her to complete a Master’s Degree in Macro Social Work – Community Organizing at Boston University.In 1999 Ann was hired by M-POWER, Massachusetts People/Patients for Wellness, Empowerment and Rights, as an organizer and administrative support.M-POWER began in 1987 as three small chapters in Lowell, Worcester and Boston, engaged in advocacy for systems change in the services used by people with mental health recovery needs.When M-POWER launched The Transformation Center in 2008, to train peers in recovery, Ann continued to work as an Administrative Coordinator.In June, at 73 years of age, she reduced her hours to three days a week. Ann believes passionately in supporting project coordinators to create events, training programs, and support systems, which enable their peers to help others to begin a recovery journey that reduces hospitalizations and supports the achievement of their dreams.


Award Awarding Organization Year
-- -- --


Affiliation Year
Affiliate/Chapter of National Organization (i.e. Girl Scouts of the USA, American Red Cross, etc.) - Affiliate/chapter 2014
Member of state association of nonprofits? Yes
Name of state association MA. Psychiatric Rehabilitation Assn. & MA. Human Service Providers Assn.

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --


The Transformation Center has collaborations with many state and local agencies.  Here are examples of the collaborators but this is by no means an exhaustive list since Central MA. and Metro Suburban Recovery Learning Communities have extensive collaborators in those areas:

Department of Mental Health
MA. Behavioral Health Partnership
Executive Office of Health and Human Services

CEO/Executive Director/Board Comments

Executive Director:  "The key challenge is being a small non profit trying to survive in an era where grants and contracts tend to favor larger corporations that are multi faceted.  In behavioral health, funders are often looking for or requiring agencies that can provide everything.  This has led to many corporations merging and remerging in order to survive.

It is of the utmost importance that as a peer run agency, we maintain our integrity and not become something outside of our mission just to survive financially. Our staffing and our board are made up entirely of people in recovery  and some of them have also other disabilities.   Recruiting persons in recovery with the requisite skills has been our first commitment.  We now have to evaluate how to diversify our staff and our other individuals who work as very part time consultants, working for example, a couple hours a week on a warm line.  So in this challenge we need qualified individuals who have mental health conditions and also reflect the other diversity factors in the communities we serve. 

The Transformation Center also has to compete for its state contracts and typically those contracts last 5 years but can be terminated at any point in time if the state funding is reduced or other factors.  We also have to develop other streams of funding and are therefore a small agency juggling many applications at once.
The Executive Director has one staff person in charge of the Recovery Learning Communities, 1.3 part time people in charge of operations and no other middle management staff to help with all the collateral work of the agency.  This is a huge barrier to overcome and means that the Executive Director is spread very thin trying to keep "all the balls in the air".   
Board Member:
Challenges include stigma - often members of the community do not really know what it means to have a mental health condition.  Also stigma prevents some of the support that is really necessary to foster recovery. There are so many people with mental health conditions, the needs are enormous and there are just not resources."  ZK

Foundation Comments


Staff Information

Number of Full Time Staff 18
Number of Part Time Staff 8
Number of Volunteers 65
Number of Contract Staff 75
Staff Retention Rate % 100%

Staff Demographics

Ethnicity African American/Black: 2
Asian American/Pacific Islander: 0
Caucasian: 10
Hispanic/Latino: 6
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 12
Male: 5
Not Specified 1

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 No
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit Yes
State Registration No

Risk Management Provisions


Reporting and Evaluations

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


Board Chair Ms. Jacqueline Martinez
Board Chair Company Affiliation National Alliance on Mental Illness
Board Chair Term Jan 2016 - Dec 2016
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Mr. Thomas Brown Harvard University Voting
Mr. David Dillon VA Boston Huntington Ave Employment Services --
Ms. Joy Eisenberg ServiceNet Inc --
Ms. Paula Fisher Massachusetts Clubhouse Coalition Voting
Ms. Helina Fontes Northeast Independent Living Program --
Ms. Lee Goldberg Edinburgh Center Voting
Ms. Ingrid Grenon Department of Developmental Disabilities Voting
Mr. Ron Grillo Fellowship Health Resources, Inc Voting
Mr. Michael Manley Community Volunteer --
Ms. Jacqueline Martinez National Alliance on Mental Illness Voting
Ms. Vivian Nunez Lahey Clinic Voting
Mr. Tim Peace Metro Boston Recovery Learning Community Voting
Mr. James L. Rollins Community Volunteer Voting
Mr. Robert Rousseau Department of Mental Heallth Voting
Mr. Harold Sletzinger VA Causeway St Boston Outpatient Clinic Voting
Ms. Frances Sokoll Gosnold Addiction Recovery Services --

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: 4
Asian American/Pacific Islander: 0
Caucasian: 10
Hispanic/Latino: 2
Native American/American Indian: 0
Other: --
Other (if specified): All have mental health conditions
Gender Female: 8
Male: 8
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 0
Board Meeting Attendance % 78%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 0%
Percentage of In-Kind Contributions 0%
Constituency Includes Client Representation Yes

Standing Committees

  • Diversity & Inclusion
  • Education
  • Executive
  • Finance
  • Personnel
  • Project Oversight
  • Strategic Planning / Strategic Direction

CEO/Executive Director/Board Comments

From the Executive Director:

"The Transformation Center  has a proud history and is now in the position to make an even greater impact on the lives of people in recovery who typically have been marginalized and limited by the world view around them.  We are inspired and energized by the outstanding people who give or receive supports from the Transformation Center.

I want to emphasize the efforts that the Transformation Center makes to include people with mental health conditions or who have suffered serious trauma and who are also members of different racial/ethnic groups or cultures or are deaf and hard of hearing.  We make certain that all of the training that we provide and all of the supports we provide are truly accessible to people regardless of their particular needs.  For example, we have specific outreach to minorities and staff dedicated to that. Our headquarters is in Roxbury so we are involved in the communities and neighborhoods of Boston where outreach to people of various cultures/ races is especially important. We have hired deaf individuals and provide interpreters for any of the events that we have.  We are the only agency in the mental health world that has Spanish interpreting equipment which provides simultaneous interpretation at meetings and conferences.  All people are not only welcome to our services but we have high expectations for every person related to the Transformation Center that they will have cultural competence in every way, that they will know the resources in the community  that can help to support people. We also have an outstanding Peer Specialist in working with youth age 18-25 who often get lost when their child systems end.  
We look forward to more public events like the 5K race we had this past year.  Also, the Transformation Center is working on strategies for fund raising so that we might expand and upgrade services we offer. 
We greatly appreciate our many supporters but we also are aware that our mission in not universally understood.  We have no 'poster child' and mental health conditions are often 'the family secret'.  This makes our staff, volunteers, board members and of course, persons that we serve great heroes. They are willing to share their experiences, their stories, successes or challenges frequently in public forums.  There is not a specific day when someone says -  'I'm cured'. Recovery is a process and for many people they continue to struggle while they are working, attending events, carrying out their particular roles. They are the greatest hope for social change in this world."

Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Fiscal Year July 01, 2016 to June 30, 2017
Projected Income $2,346,000.00
Projected Expense $2,261,000.00
Form 990s

2015 Form 990

2014 Form 990

2013 Form 990

Audit Documents

2015 Audit

2014 Audit

2013 Audit

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2015 2014 2013
Total Revenue $2,037,003 $2,085,429 $2,245,283
Total Expenses $1,971,012 $2,035,601 $2,087,997

Prior Three Years Revenue Sources

Fiscal Year 2015 2014 2013
Foundation and
Corporation Contributions
-- -- --
Government Contributions $2,005,629 $2,070,498 $2,220,601
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $2,005,629 $2,070,498 $2,220,601
Individual Contributions $30,912 $11,828 $4,297
Indirect Public Support -- -- --
Earned Revenue $2,023 $3,013 $20,385
Investment Income, Net of Losses $-1,561 $90 --
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind -- -- --
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2015 2014 2013
Program Expense $1,734,278 $1,848,842 $1,836,559
Administration Expense $214,177 $178,649 $237,753
Fundraising Expense $22,557 $8,110 $13,685
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.03 1.02 1.08
Program Expense/Total Expenses 88% 91% 88%
Fundraising Expense/Contributed Revenue 1% 0% 1%

Prior Three Years Assets and Liabilities

Fiscal Year 2015 2014 2013
Total Assets $710,811 $692,329 $560,478
Current Assets $688,328 $654,818 $524,609
Long-Term Liabilities $0 $0 $0
Current Liabilities $128,908 $176,417 $94,394
Total Net Assets $581,903 $515,912 $466,084

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 $0.00
Spending Policy Income Only
Percentage(If selected) 0.0%
Credit Line Yes
Reserve Fund Yes
How many months does reserve cover? 2.00

Capital Campaign

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

Short Term Solvency

Fiscal Year 2015 2014 2013
Current Ratio: Current Assets/Current Liabilities 5.34 3.71 5.56

Long Term Solvency

Fiscal Year 2015 2014 2013
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

Executive Director: As mentioned, our agency is the largest peer run mental health  organization in  MA. and the only agency to provide certain peer initiatives. It will take some time for the larger community to understand our mission and to recognize the powerful role we play in mental health recovery and betterment of the community.It is very challenging to attract funding to an agency that is not obvious to funders outside the MH world. Medical treatments are more commonly understood. Yet, there are many funding opportunities which we can pursue especially to develop meaningful ways to include peer supports in the Commonwealth health reform initiatives. This involves partnering with other state and private agencies and other peer organizations such as MA.Organization for Addiction Recovery, managed care organizations and behavioral health care agencies.  We also look forward to collaborating with agencies that pursue reform and transformation at the national level e.g. the Substance Abuse and Mental Health Administration, the National Institute on Disability Rehabilitation Research and the Center for Social Innovation (in MA.) which are concerned with "scaling up" the best practices so that they are available throughout the U.S.  We feel we have the leadership and the enthusiasm of our constituents to help with national initiatives.
Board Comments #1. 
Challenges-  It is really difficult to communicate the needs of people with mental health conditions to the community and there are not the kind of high level people with connections to resources that many other charities have.  There are some philanthropists interested in behavioral health but not enough to make a big difference.  There is an enormous number of people with mental health problems and not sufficient resources. Opportunities: we as a community, have many strengths such as our creativity, intelligence and commitment.  There is much more we can do on our own to promote our work and garner resources, which I believe will happen with time and a greater understanding of the needs and potentials of people with mental health problems and the role of peers.  ZK.
Board #2.  There are challenges to funding because typical funders do not understand the people we represent and there is so much stigma and discrimination.  Funding sources do not see us as a priority.   Also the competitiveness for funding is great, especially for smaller agencies like ours. I would like to see us continue to open up to the community at large, have events that include the wider community including businesses. S.S.

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.


Other Documents

Wild Geese (2008)


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 Transformation Center's goal is to help to accomplish recovery for a wide range of individuals through peer support, education and advocacy.  The target population includes those who are living with significant mental health conditions and severe trauma.  The social change includes reduction in discrimination, greater community acceptance through inclusion of persons in recovery in all aspects of the wider community and the supportive community.  We teach that persons in recovery are unique individuals with interests, values, skills, traditions, cultural backgrounds, needs and are whole people, much more than just a diagnosis.  We bring together many amazing stories of success and experiences of overcoming, trauma, side effects of treatments, discrimination, poverty and many other barriers. This kind of testimony is not only inspiring to other peers but to families and health care providers, many of whom have lost hope and experienced similar misunderstanding or misinformation.
During the next 3-5 years we expect to:
 1. Increase peer support both the amount and the types of peer support for those in recovery.
 2. Develop more and new opportunities for peers in recovery to train for and obtain employment as peer workers in mental health and health care fields.
 3. Provide training for diverse community groups to learn about  mental health wellness and recovery form addictions.
 4.  Disseminate best practices information and resources to the community, to providers and policy makers.
 5. Facilitate the diverse voices of people  of all backgrounds, in all stages of recovering their mental health wellness and freedom from addictions to impact and transform policy and practice at the individual, organizational and community levels.
We know from the work that has been done since our inception, the changes in policy and practice as a result of our work and our collaborators, that much has changed and there is "no turning back". The tide is turning and we will keep it moving forward with our three main functions. We will know that our work is successful, when we have attracted many more persons in recovery to the Recovery Learning Communities and that they achieve a sense of hope and purpose as a result; when a variety of peer roles both paid and unpaid continue to expand for persons in recovery; when those who work in and fund mental health agencies demonstrate respect for those they serve, have more open and creative ideas for recovery and a senses of partnership rather than prescriptive approach to helping others; when more persons in recovery are moving out of poverty as a result of skills, work opportunities, increased hope and better understanding of public benefits; when people no longer refer to themselves or others as their diagnosis.

2. What are your strategies for making this happen?

 Strategies as follows:

1. Increase peer support -  both the amount and the types of support for persons with lived experience. 
 a)Expand the Certified Peer Specialist program; provide follow up supports for the graduates both job finding and post employment supports for improved job retention. New Director of CPS being currently recruited.
b)Expand the training for other paid and unpaid peer roles which provide support to persons with lived experience e.g Mentor; Advocate etc.
c)Work to become the New Center of Excellence for Wellness Recovery Action Plan (by the Copeland Center) 
2. Develop more and new opportunities for peers in recovery to train for and obtain employment as peer workers in mental health and health care fields. 

a) Identify & apply for funding to establish curriculum & training programs/s for peers to learn skills that enable them to obtain employment in the broader health care field, which is quickly expanding.  Some sources have been identified and consultant hired to work on these opportunities.

b) Work with partners in the workforce development field to help to structure health care training and placement i.e. America's One-Stop Career Centers, MA. Rehab Commission, Community Health Centers, the Commonwealth Corps, Community Colleges & other local agencies.
 3. Provide training for diverse community groups to learn about wellness and recovery form addictions.
a) Develop special public events that promote wellness awareness (have completed in the past and will expand; applying for funding for additional events)
b) Develop and disseminate media productions on wellness
c) Publish wellness information on the website.
 4.  Disseminate best practices information and resources to the community, to providers  and policy makers.
a) Publish best practices on the TC website.
b) Present best practices in workshops and conferences that reach providers & decision makers in the mental health community e.g. Ma Behavioral Health Partnership conference; MA. Psychiatric Rehabilitation Assn. conference, the Alternatives Conference etc.
c) Share information on best practices in conjunction with Consumer Quality Initiatives, a sister agency
5. Facilitate the diverse voices of people in all stages of recovery to impact and transform policy and practice at the individual, organizational and community levels.

a) Continue to develop awareness & support for our initiatives that promote the needs of those in recovery who also have special needs related to their racial, ethnic, disability and addictions.  Share media production/s that feature these needs.

b) Reflect these special needs in all our policies and procedures (currently updating all of these)
c)Continue to identify other unmet needs related to special populations such as cultural and linguistic minorities, transitioning youth, deaf and hard of hearing etc. Advocate for related changes in policy & practice.

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

The capabilities, tools, processes and connections that support our strategies on a long term basis include the following:

Our volunteer base, made up primarily of peers in recovery and community leaders, is the backbone of our work. People often commit 10-25 hours per week of their time. There are also  many individuals who are paid a stipend for specific tasks but also volunteer considerable number of hours to the Transformation Center and the Recovery Learning Communities. We honor and celebrate these volunteers through many acknowledgments and activities throughout the year. These volunteers help us to reach those we serve. We also join and network with many other local community organizations such agencies dealing with: homelessness, housing, employment, health care, education, self help, city and town government and many others.

We offer some unique training and education opportunities that no other organization in the state can offer such as the Certified Peer Specialist training and certification (designated by the state as the only agency that can provide this) or the Leadership Academy for peers. Through these opportunities, we attract many peers who want to serve others and learn new skills.

While significant work happens locally e.g Metro Suburban Area, Central MA. or Boston area, our supports include local organizations but also statewide organizations and systems such as the Department of Mental Health, Massachusetts Behavioral Health Partnership, Massachusetts Psychiatric Rehabilitation Assn., Massachusetts Rehabilitation Commission, the Veterans Administration, Consumer Quality Initiatives, and the Department of Labor. Having these important organizations and many others behind us helps us with our goals.

We have a budget of  about $2.1 million in order to implement our mission. We also have our website, Facebook, Twitter, newsletters and many workshop/training materials that we have developed since 2008 to help with our training and education of persons in recovery, of staff and of the community at large.

Because we are owned and operated by persons in recovery with a proven track record of successful services and programs, we are uniquely positioned to be the voice of those with significant mental health conditions, severe trauma and extreme emotional states.  We help peers to participate in other decision making bodies or committees and  to educate people throughout the mental health and supportive community.

There is an active, effective Board of Directors and we have been responsible custodians of the contracts and funds that we have received since 2008. 
We have many partners in our work for which we are very grateful.  Also, we have statewide recognition and even international supporters.  Representatives from mental health agencies and peers have come to the Transformation Center every year to learn about what it means to transform individuals and systems. 

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

Qualitative indicators of progress: Relationships developed that enable policy changes e.g. supporting peers in the workforce i.e.Executive Office of Human Services now understands value of Certified Peer Specialists; Addition of new sectors in healthcare that begin to hire CPS's as a result of TC training ; OneCare initiative of the Affordable Health Care Act; TC coordinates Transcom- a subcommittee of the Dept. of Mental Health  & was able to define peer roles (state had tried for 8 years with no success.)

Quantitative indicators of progress: 
# Peer support workers & Peer Specialists employed in mental health and health care fields
# Peer Specialists Certified (though limited by the state)
# Wellness Recovery Action Plans classes facilitated by TC - a result of training facilitators and mentoring advanced facilitators
# WRAP facilitators trained
# WRAP Advanced Facilitators trained and active
# Providers that sign a Memoranda of Understanding agreeing to WRAP  using the WRAP fidelity standards
# Activity Indicators from monthly reports of Recovery Learning Communities 
# Multi language activities provided
# Multi language training staff
Key milestones:
-Join emerging integrated health care teams or medical homes that include peer workers, under Medicaid in the next 5 years.
-Approval for reimbursement by Medicaid for CPS's
-Policies set up to implement Medicaid reimbursement
-Increase trauma informed services
-Increase multicultural supports at 3 new initiatives.
Interim Targets and Timeframes:
2 New workforce development initiatives in next 2 years.
3 New multicultural activities in the next 2 years
2 new activities for trauma informed care in the next year
Short term:  Identify extent to to which peer workers are delivering mental health peer supports for recovery, trauma-informed and trauma specific services & multicultural workforce in 2 years.
Assessment/Improvement Process - methods used to monitor key indicators.
Many Focus groups; Periodic surveys; Work groups of Community Voices Task Force established in the TC by-laws (these groups identify what participants think are working or need changes)
Specific special projects developed with University of MA.
Contract monitoring by the Dept. of Mental Health to review activities & outcomes of TC as expected by the Dept.
Executive Director and Board review the information from above sources and an Independent Oversight Committee reviews the data for the CPS program.
How the information is used to refine our efforts.
Feedback from the above sources is brought back to the Executives, Board of Directors and TC membership for review & comment so that recommendations can be incorporated.
Regular meetings with staff of the Dept. of Mental Health to review performance measures
Measures and benchmarks for refining our processes. 
# Quality improvement activities occur i.e. Community Voices Task Force; Focus groups, Surveys and Special Projects
# Participants in each of above
# Opportunities for stakeholders to review the data.


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

Established strong networks of persons in recovery & circles of support for their mental wellness including Recovery Learning Communities; Impacted state policy & procedure related to a recovery-oriented & peer-driven system of support; Taught persons in recovery about their rights, responsibilities & resources; Taught persons in recovery how to care for themselves  (e.g. Wellness Recovery Action Plan etc.);Trained peers to be part of the mental health workforce.

These support the long term goal of helping peers toward their own wellness; the more there are trained & skilled persons in recovery in the workforce, the greater the chance of transforming the system.

In process Develop a more efficient organization through a new Director of Operations; expand efforts to access other funding; Get Medicaid reimbursement for Certified Peer Specialists; Reach a wider set of staff with message of hope & involvement of persons in recovery in decisions; Train peers to part of the wider health care workforce & enhance the role of persons in recovery as trainers of provider staff and the larger community.


Training for about 3500 people/year in the community.
Wellness Recovery & Action Plan - 131 classes & 948 participants;
350+  Certified Peer Specialists, all trained by TC
Established 3 Cultural Affinity Groups & 1 emerging
Established 2 Recovery Learning Communities & supervise 4 others

Production & dissemination of 5 documentaries.

Production of materials & manuals for training & education
Active Website, Facebook and Twitter

Outcomes contributing to long term goals

Completed a survey of 29 agencies to see how peers are being used in the workforce; received valuable feedback to be used for planning

What we learned  Providers need technical assistance to be able to utilize peer workers effectively & offer the correct support; Our activities and training need to be accessible to all regardless of racial, gender, ethnicity or disabilities; Never underestimate the ability of a person in recovery to accomplish their goals or underestimate the support they need to achieve them. Selective placement & support are needed for CPS's - also the right role; Not everyone who wants to work as a peer is suited to this work - controls and standards have to be in place.

Risks /obstacles There are always obstacles to our work because of the labels &  perceptions in the community; there are many discriminatory practices in spite of all the protections that exist; When peers speak out openly about their stories & their recovery, there can be negative consequences as people who are not “enlightened” use it against them; There is risk that peers in the workforce will not be used correctly or will not have the right support; Changes in administration of funding agencies can decide not to continue funding; There is always a need to fund raise.

Adjustments There have been no notable changes to our goals or objectives over the past 2 years other than growth.