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Still Harbor Inc.

 6 Whittemore Street
 Arlington, MA 02474
[P] (617) 6820259
[F] --
www.stillharbor.org
[email protected]
C. Perry Dougherty
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INCORPORATED: 2008
 Printable Profile (Summary / Full)
EIN 26-2086313

LAST UPDATED: 09/20/2017
Organization DBA Still Harbor, Inc.
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

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Mission StatementMORE »

Still Harbor believes that spirituality cultivates the depth of imagination, courage, and resilience we need to create a more kind, just, and sustainable world. We advance this vision by using spiritual approaches to train and support people as they work to achieve their own missions for justice and peace.

Mission Statement

Still Harbor believes that spirituality cultivates the depth of imagination, courage, and resilience we need to create a more kind, just, and sustainable world. We advance this vision by using spiritual approaches to train and support people as they work to achieve their own missions for justice and peace.

FinancialsMORE »

Fiscal Year July 01, 2017 to June 30, 2018
Projected Income $240,000.00
Projected Expense $239,000.00

ProgramsMORE »

  • Community-Based Retreats & Workshops
  • Non-Profit Chaplaincy Programs
  • Spiritual Direction Practicum

Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

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


Overview

Mission Statement

Still Harbor believes that spirituality cultivates the depth of imagination, courage, and resilience we need to create a more kind, just, and sustainable world. We advance this vision by using spiritual approaches to train and support people as they work to achieve their own missions for justice and peace.

Background Statement

Still Harbor was formed in 2008 as an organization dedicated to closing the widening spiritual formation gap in our society. As individuals engaged in the movement for equity and justice, we became acutely aware of a growing disconnect between professional development in the field, and space to explore meaning, purpose, and authentic connection. We witnessed ourselves, our friends, and our colleagues asking the big questions of purpose, beliefs, values, and growth—to us these were not merely questions of professional development, they were the spiritual questions of life.
 
With the well documented exodus from organized religion and the narrowing focus of higher education degree programs, fewer and fewer people are being taught how to ask spiritual questions in a neutral environment and how to practice spiritually-informed ways of engaging with the world. Many individuals throw themselves into work in order to feel a sense of connectedness and community without doing the important spiritual development that nourishes and sustains such experiences. Still Harbor is our response to this current social and cultural dilemma.
 
We have always positioned Still Harbor as part of the burgeoning 21st century movement that draws on the world's long history and multiple traditions of contemplative practice to pursue justice and peace. Having touched thousands of lives and dozens of organizations over the past eight years, we have come to understand that an ability to cultivate awareness and understanding of the spiritual life is essential to any pursuit of transformative leadership for social change. We design comprehensive chaplaincy programs and resources to train and support people in the development of the following main areas of leadership: discerning purpose, turning values into action, and sustaining leadership in the face of suffering and pain.
 
Still Harbor is committed to meeting people wherever they might be on their spiritual journey. This means defining spirituality broadly and offering programs and services in ways that support multiple faith or non-faith traditions and perspectives. Our work is supported philanthropically, as well as by earned revenue through our partnerships.
 
 

Impact Statement

Still Harbor successfully served more than 1200 individuals through comprehensive chaplaincy programs, retreats, and trainings delivered in partnership with leading social justice service, learning, leadership, and community groups. Through these partnerships, chaplains have conducted nearly 375 hours of one-on-one spiritual accompaniment and facilitators have led more than 100 hours of workshops and trainings.
 
In addition to the robust training and support delivered through partnerships, Still Harbor trained 13 people in the art of spiritual companionship for social justice as part of the Spiritual Direction Practicum. These 13 individuals participated in 72 hours our training and practice over the course of the year and graduated with the ability to deploy their spiritual accompaniment skills with individuals and groups.
 
Finally, Still Harbor successfully published Anchor magazine, a twice annual publication of articles, reflections, poetry, and art that explore the intersection of spirituality and social justice. The magazine is read in print by 275 subscribers and online by thousands of unique visitors. 
 
In the coming year, Still Harbor is primarily focused on growing the number of chaplaincy programs and training partnerships with social justice organizations and communities as well as launching a series of community-based programs dedicated to serving people unaffiliated with our partners with spiritual training and support.
 
Still Harbor has a goal of doubling enrollment in the Spiritual Direction Practicum and doubling the reach of Anchor magazine through auto-renew and subscription campaigns.
 
Finally, Still Harbor hopes to open a Bay Area office to complement the work being done in the Boston area.

Needs Statement

Our most pressing needs are as follows:
 
1. Cultivate new sustainable, multi-year supporters for the philanthropic-funded portion of our core operations, which includes funding:
- scholarships for our Spiritual Direction Practicum (95% percent of students receive one of two scholarship options);
- free community-based spiritual accompaniment and training programs;
- pro-bono or discounted chaplaincy programs for early stage organizations or community groups;
- core team for publishing Anchor and other free online resources.
(Three $20-25K grants annually.)
 
2.  Office and event space for our Boston-area team. We are currently a virtual team, and are looking for opportunities to have office space and/or ongoing gathering space for programs. ($15-25K)
 
3. Hiring a part-time (8 hours/week) operations manager. ($9K annually)
 
4. Documenting and publishing our Spiritual Direction Practicum curriculum to be shared and used by other social justice initiatives. With an intern, there is the opportunity to do this free of additional cost.
 
5. Open a San Francisco Bay Area hub of operations in order to sustain and grow the demand on the West Coast by funding part-time salaried time of the two team members currently operating in that area. ($55K)

CEO Statement

We believe the world urgently needs more individuals and organizations who deeply understand their roles and responsibilities in making the world a better place. And this cannot be accomplished by intellectual or professional training alone.
 
Over the years that I have been developing and leading Still Harbor, I have realized how important teaching and practicing spiritual awareness, understanding, and perspective-building is to creating a network of fierce loving, compassionate, and transformative leaders for change. We are in a time in the world and in this country that requires bold leadership with a moral compass. Our schools and institutions have moved away from thinking of themselves as moral enterprises, and therefore, we have stopped supporting the development of our society and people's moral reflection and discernment. Still Harbor exists as an antidote to this challenge. In the 21st century, it is not one set of religious, philosophical, or political beliefs that is going to guide us to healing, connectivity, and justice, but it is rather, leadership that is able to cultivate relationship across, between, and within multiple beliefs and values and leadership that is informed by something greater than any one person or institution.
 
Those who have gone through Still Harbor's programs set themselves apart in both presence and impact by developing a deep understanding of themselves, a healthy orientation to others, and a full appreciation of our shared human existence. The transformation that I have seen is possible when people live this way is not only impactful in the quest for justice but also sustainable.

Board Chair Statement

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Geographic Area Served

NATIONAL
INTERNATIONAL
GREATER BOSTON REGION, MA
Still Harbor has a global reach through its partnerships and programs from East Africa to Haiti to Texas. Our work and homebase, however, are currently rooted in the Metro Boston area. We have served South Boston, Roxbury, Dorchester, Allston, Brookline, and Cambridge through our Center for Discernment & Action and outreach programs. While we no longer have the Center, we still serve those communities with spiritual direction and chaplaincy programs. We now also serve Southern Massachusetts through a hub in Foxboro, MA and are considering expanding to the West Coast of the United States.

Organization Categories

  1. Religion- Related - Management & Technical Assistance
  2. Education - Adult Education
  3. Arts,Culture & Humanities - Media & Communications

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

No

Programs

Community-Based Retreats & Workshops

Based on our expertise in the spiritual dimensions of leadership for social justice, we can create transformative workshop and retreat experiences for the leaders of your community, organization, field, or movement. We use a combination of mindfulness and reflection with dialogue and relational practices in order to support participants in connecting with authenticity, vulnerability, and care. We do this work as both open enrollment programs and in partnership with community-based initiatives to non-profit organizations to major universities.
Budget  $40,000.00
Category  Education, General/Other Adult Education
Population Served Adults At-Risk Populations Minorities
Program Short-Term Success  Through program evaluation and self-reporting, we hope that 80% of participants report greater self-awareness, personal healing, and contentment.
Program Long-Term Success  Our goal is to bring the benefits of state of the art leadership development, spiritual and emotional healing, and contemplative practices to populations and communities that do not typically have access to such services. We see long-term success as the shifting of the elitist narrative about such services and the radical prioritization of resilience and community-care practices for adults engaged in transformative personal and communal healing.
Program Success Monitored By 
Surveys
Facilitator notes
Informal conversation 
Examples of Program Success  When a participant in our program is able to articulate the ways that their lives have opened up or improved due to their engagement, we have seen success. 

Non-Profit Chaplaincy Programs

Through a combination of group workshops and confidential, one-on-one listening and support, our chaplaincy programs help organizations who have staff living and/or serving in difficult contexts reflect upon and make meaning of the experiences and events unfolding in their lives and work. The details of chaplaincy partnerships are customized and designed to serve the specific needs of the institutions and their people.
Budget  $100,000.00
Category  Religion, General/Other Interfaith Programs
Population Served Adults
Program Short-Term Success  Our goal is to develop more self-aware, values-centered, and effective leaders of social justice efforts. We measure this through self-reporting and program evaluations in collaboration with our partners.
Program Long-Term Success  We hope that social justice efforts are led by more grounded leaders who can sustain their quest for change over the long-term. Our goal through these partnerships and programs is to see those who benefit from Still Harbor's services in positions of leadership that have made transformative change in the pursuit of justice, peace, and healing.
Program Success Monitored By  Surveys, direct feedback, partnership retention.
Examples of Program Success  We have had a 90% partnership retention on our chaplaincy programs. Survey feedback reports qualitative data like this all the time:  "The Still Harbor team plays an essential role in the development of each fellow. I firmly believe that without the instruction and guidance of Still Harbor, it would be impossible for the individuals at ______ to perform at such a high level. They provide an invaluable support system, and have taught me essential life skills which I will treasure for the rest of my life."

Spiritual Direction Practicum

Still Harbor’s nine-month practicum to train and supervise spiritual directors. The program is centered around the hands-on experience of offering spiritual direction and also includes readings, group discussion, written assignments, self-reflection and contemplative prayer. Still Harbor’s program is set apart by its practice-based training and by the organization’s orientation toward and experience in accompanying young people and those working for justice and peace.
Budget  $40,000.00
Category  Religion, General/Other Interfaith Programs
Population Served Adults
Program Short-Term Success  We would like to see 80% of our graduates directly using the skills that they learned by practicing spiritual companionship in justice and peace oriented ways. 
Program Long-Term Success  We are looking to train the next generation of spiritual leaders who seek to accompany those working for justice and peace. We would like to see those we train serving and leading with their spiritual companionship skills in a wide variety of organizations and healing roles.
Program Success Monitored By  Suveys
Examples of Program Success  We have hired our graduates to helps us run our own programs and many other graduates are pursuing their practices in unique and transformative ways in their own communities. Our program has doubled in size over the past year, and we continue to hear of people from unique backgrounds who are interested in developing the skills of spiritual companionship.

CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Rev. Cyra Perry Dougherty
CEO Term Start July 2015
CEO Email [email protected]
CEO Experience
Still Harbor
2011 – Present
Executive Director (current)
Director of the Institute for Spiritual Formation & Society
Associate Director
 
Serve as lead executive of the organization, managing business development, fundraising, and human resources, and overseeing the budget of the $250,000 organization. Serve also as trainer, facilitator, chaplain, and editor of Anchor magazine.
 
Harvard T.H. Chan School of Public Health
2016 - present
Instructor 
 
Serve as instructor for the Personal Mastery: Leadership in Public Health class in Enabling Change curriculum program for DrPH candidates and for the Public Health Leadership Lab program that offers an Interdisciplinary Public Health Leadership Concentration to students across the school.
 
Partners In Health
2006 – 2010
Principal Gifts Officer
Special Projects Manager
Assistant to the Executive Director
 
Managed a portfolio of 140 major philanthropic supporters totaling nearly $18 million in annual revenue. Worked in close collaboration with executive leadership, Board of Directors, and program teams to seek support and sustainability of the leading global health organization. Other roles during tenure at Partners In Health included responsibility for leading special events, organizational retreats, and communications initiatives.
 
DMA Health Strategies
2004 – 2006
Research Analyst & Writer
 
The Massachusetts Department of Public Health
2005
Federal Grant Writing Consultant
 
The Massachusetts Children’s Trust Fund
2003 – 2005
Public Affairs and Development Consultant
 
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
Rev. Edward M. Cardoza Feb 2008 June

Senior Staff

Name Title Experience/Biography
Rev. Edward M. Cardoza Spiritual Director Rev. Edward M. Cardoza, MA.Min. is the co-founder of Still Harbor. Ed serves as a facilitator, chaplain, and spiritual director at Still Harbor. Ed received a Master’s in Arts in Ministry from Saint John’s Seminary School of Theology in 2003. He completed a practicum in spiritual direction at the Center for Religious Development through the Weston Jesuit School of Theology in Cambridge, Massachusetts. In addition to serving with Still Harbor, Ed is also ordained in the Episcopal tradition and is priest-in-charge at St. Mark’s Episcopal Church in Foxboro, Massachusetts. Ed serves on the board of directors for the global health non-profit Partners In Health, where he was the Vice President for Development for 6 years. He also serves on the board of Episcopal City Mission.
Monique Harris Program Manager Monique Harris will join the team in September 2017 to serve as a program manager and chaplain /spiritual director for Still Harbor. A transplant from San Francisco, California, Monique moved to Boston in 2005 with her then 13 year-old daughter in tow. A special education teacher by profession, Monique has worked in public education for more than 15 years and served as an Itinerant Deacon in the African Methodist Episcopal Church for 13 years. During her tenure at Charles Street A.M.E. Church, she was charged with organizing the prayer ministry. She has recently completed the Still Harbor Spiritual Direction Practicum and has been pursuing community-based work around promoting literacy and creating healing spaces for African Americans to deal with racial trauma. She loves reading, cooking, and reading about cooking! She is an undercover Anglophile, who has an addiction to English Gothic Literature and Masterpiece Theater.

Awards

Award Awarding Organization Year
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Affiliations

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

External Assessments and Accreditations

External Assessment or Accreditation Year
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Collaborations

We are a partnership based organization and therefore the majority of our work is done in collaboration. Our contract staff are also often employed by other partners, and we choose this approach in order to benefit from a wide array of perspectives and approaches to social justice work and maintain our own nimbleness and ability to respond.

CEO/Executive Director/Board Comments

The major challenge for our organization in regards to management is striving to maintain a balance of operations systems and strength with limited bandwidth of full and part time staff. Our main goal has been to deliver excellent quality programs with a depth of professionalism, and so at times, we have stretched our core operations ability. As we continue to grow our programs, we will slowly grow the operations and administrative human resources. A major goal is to further develop the Board of Directors in order to gain additional bandwidth in supervision and management capacities.

Foundation Comments

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Staff Information

Number of Full Time Staff 1
Number of Part Time Staff 2
Number of Volunteers 7
Number of Contract Staff 10
Staff Retention Rate % 50%

Staff Demographics

Ethnicity African American/Black: 3
Asian American/Pacific Islander: 1
Caucasian: 9
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 11
Male: 2
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? No
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 5
Management Succession Plan No
Business Continuity of Operations Plan No
Organization Policies And Procedures No
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit Yes
State Registration Yes

Risk Management Provisions

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Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency No N/A
Senior Management Formal Evaluation and Frequency No N/A
Non Management Formal Evaluation and Frequency Yes Semi-Annually

Governance


Board Chair Rev. Edward M. Cardoza
Board Chair Company Affiliation Still Harbor, Inc.
Board Chair Term Jan 2016 - Jan 2017
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Frederick N. Dello Russo Jr. Dello Russo Funeral Service Voting
Melissa Gillooly Boston Medical Center Voting
John Hart John Hart Creative Voting
Carolyn MacNeil Boston Public Schools Voting
Talia Rivera Council on Foundations Voting
Joshua Summers Joshua Summers, LIC Voting

Constituent Board Members

Name Company Affiliations Status
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Youth Board Members

Name Company Affiliations Status
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Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 1
Asian American/Pacific Islander: 0
Caucasian: 6
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 3
Male: 4
Not Specified 0

Board Information

Board Term Lengths 1
Board Term Limits 0
Board Meeting Attendance % 57%
Written Board Selection Criteria Under Development
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 71%
Percentage of In-Kind Contributions 42%
Constituency Includes Client Representation Yes

Standing Committees

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CEO/Executive Director/Board Comments

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Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2016 2014 2013
Total Revenue $391,579 $448,821 $309,449
Total Expenses $349,095 $471,347 $341,288

Prior Three Years Revenue Sources

Fiscal Year 2016 2014 2013
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $0 $0 $0
Individual Contributions $171,142 $292,478 $186,789
Indirect Public Support $0 $0 $0
Earned Revenue $220,437 $156,340 $122,616
Investment Income, Net of Losses $0 $3 $44
Membership Dues $0 $0 $0
Special Events $0 $0 $0
Revenue In-Kind -- -- --
Other $0 $0 $0

Prior Three Years Expense Allocations

Fiscal Year 2016 2014 2013
Program Expense $273,497 $326,000 $243,591
Administration Expense $51,418 $100,848 $60,396
Fundraising Expense $24,180 $44,499 $37,301
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.12 0.95 0.91
Program Expense/Total Expenses 78% 69% 71%
Fundraising Expense/Contributed Revenue 14% 15% 20%

Prior Three Years Assets and Liabilities

Fiscal Year 2016 2014 2013
Total Assets $232,697 $176,755 $198,344
Current Assets $116,628 $50,296 $61,493
Long-Term Liabilities $0 $678 $0
Current Liabilities $121,557 $261 $0
Total Net Assets $111,140 $175,816 $198,344

Prior Three Years Top Three Funding Sources

Fiscal Year 2016 2014 2013
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
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Financial Planning

Endowment Value --
Spending Policy N/A
Percentage(If selected) --
Credit Line No
Reserve Fund Yes
How many months does reserve cover? 5.00

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? --

Short Term Solvency

Fiscal Year 2016 2014 2013
Current Ratio: Current Assets/Current Liabilities 0.96 192.70 inf

Long Term Solvency

Fiscal Year 2016 2014 2013
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

The downsizing of our operating budget was done as a result of a few factors, namely cutting the programming and operations of our 6,000 square foot Center for Discernment & Action in South Boston. This decision was the result of programming and interest demand growing significantly outside of the scope of what was programmed at the Center. The strategic plan outlines more of the details on this history.

Foundation Comments

Please note, this organization changed its fiscal year in 2015 from a Jan. 1 - Dec. 31 fiscal year to a July 1 - June 30 fiscal year. As such, the FY15 990 and FY15 Review posted above cover six months (Jan. 1, 2015 - June 30, 2015). As well, the 2015 short year data is not included in the charts and graphs above, which are per the organization's IRS Form 990s. Contributions from foundations and corporations are listed under individuals when the breakout was not available.

Documents


Other Documents

No Other Documents currently available.

Impact

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


1. What is your organization aiming to accomplish?

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2. What are your strategies for making this happen?

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

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

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

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