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Organization DBA --
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

Mission StatementMORE »

The Elizabeth Stone House partners with adult and child survivors of domestic violence and related trauma – mental illness, housing instability and substance misuse – to achieve safety, stability, and overall wellbeing, thereby contributing to the strength, resiliency, and health of the community we serve

Mission Statement

The Elizabeth Stone House partners with adult and child survivors of domestic violence and related trauma – mental illness, housing instability and substance misuse – to achieve safety, stability, and overall wellbeing, thereby contributing to the strength, resiliency, and health of the community we serve

FinancialsMORE »

Fiscal Year July 01, 2014 to June 30, 2015
Projected Income $2,158,000.00
Projected Expense $2,110,000.00

ProgramsMORE »

  • Domestic Violence Shelter
  • Parent Child Center (PCC)
  • Path to Self-Sufficiency
  • Strong Where You Are
  • Transitional Housing Program

Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

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


Overview

Mission Statement

The Elizabeth Stone House partners with adult and child survivors of domestic violence and related trauma – mental illness, housing instability and substance misuse – to achieve safety, stability, and overall wellbeing, thereby contributing to the strength, resiliency, and health of the community we serve

Background Statement

The Elizabeth Stone House (ESH) was founded in 1974 as a residential alternative to institutionalization for women with mental illness. In 1978, we opened a domestic violence shelter, and in 1988, we opened a transitional housing facility. Wrap-around support services, which were provided to all Elizabeth Stone House residents as part of their programs, were opened to neighborhood residents as well in 1995. A Parent-Child Center opened in 1997, financial literacy classes were first offered in 1998, and job search classes were added in 2009.
 
The Elizabeth Stone House has a long history of innovation. When we opened over forty years ago, mentally ill women were often consigned to institutions where conditions could be inhumane. The Elizabeth Stone House provided an alternative. We built the first transitional housing program in the United States for women affected by domestic violence, mental illness, and substance abuse, and we won the United Nations Award for Excellence as a result. Our domestic violence shelter was among the first in the nation to encourage survivors of domestic violence to bring their children into shelter with them, and we blazed another trail by accepting teenage boys when few other shelters would. We opened our parenting and financial literacy classes to men in 2007. Two years later, we opened the doors of our shelter to transgender women and welcomed our first transgender resident that year.  In 2011, we welcomed our first male resident into the transitional housing program.
 
In FY13, we initiated programming that extends our efforts helping clients achieve stability to include programming that promotes economic self-sufficiency more robustly than we have previously.   Most recently, we have launched Strong Where You Are, a program that focuses on survivors and their children for whom shelter is unavailable, inappropriate or unwanted.

Impact Statement

Accomplishments since January 1, 2015 

1.  Launched Strong Where You Are to help, a program specifically for domestic violence survivors and their children for whom shelter or transitional housing is unavailable, inappropriate or unwanted achieve greater safety and stability.  With 3,700 domestic violence incidents reported to the police in our community each year, the need for this program is indisputable.

2. Added bilingual crisis intervention staff position(s) to enhance services to community-based survivors and their children.  Funded by Womenade Boston and the Anna B. Stearns Charitable Foundation.

3. Expanded Spanish-language services for community-based survivors with seed funding from the Massachusetts Office of Victim Assistance and Cummings Foundation.

4. Reached $2.3 M in our $4M capital campaign with the assistance of an additional $1M grant from the City of Boston Department of Neighborhood Development. Received and responded to an invitation from the Massachusetts Department of Housing and Community Development to apply for $10M in tax credits and state grants for our building project.

Goals for 2017

1. Build a unified trauma-informed theoretical framework across all programs that promotes consistency of practices and goals as clients flow through various services. This goal will be achieved through a 15-month project facilitated by internationally recognized leaders the field of treating PTSD in both children and adults.  Funded, in part, by The Boston Foundation.

2. Complete financing for a new $20M, 55,000 square-foot facility that will quadruple the number of clients we can serve.



Needs Statement

1. Funds to support capacity building efforts that will prepare us to use our new facility most effectively.

2. Leadership gifts to complete the fundraising that will cover the costs of constructing our new facility.

3. Increased data management capacity and funds to support it.


CEO Statement

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Board Chair Statement

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Geographic Area Served

Greater Boston Region-Roxbury Neighborhood
Greater Boston Region-Dorchester Neighborhood
Greater Boston Region-Jamaica Plain Neighborhood
Greater Boston Region-Mattapan Neighborhood
City of Boston- South End/Bay Village

Our Transitional Housing Program and Domestic Violence Shelter accept residents from throughout Boston. The Domestic Violence Shelter also takes clients from other parts of Massachusetts and occasionally from other states when a client’s security is at stake.  Strong Where You Are serves residents of Roxbury, where our building is located, and the neighboring communities of Dorchester, Jamaica Plain, Mattapan and the South End.

Organization Categories

  1. Human Services - Family Violence Shelters and Services
  2. Housing, Shelter - Temporary Housing
  3. Mental Health & Crisis Intervention - Substance Abuse Prevention

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

Yes

Programs

Domestic Violence Shelter

The Domestic Violence Shelter provides emergency shelter for up to six months to parents and children in imminent danger. The shelter is a safe place for residents to regroup after a crisis and prepare for life beyond shelter and beyond abuse. Shelter residents receive comprehensive, integrated wrap-around services 
 
The shelter, which has recently been expanded, can house up to seven families at a time.  In FY14, the shelter housed 28 adults and 28 children. We help shelter residents find safe, appropriate housing, which can include permanent housing, a transitional housing program (including our own), a substance abuse rehabilitation program, a mental health facility, and some instances of moving in with family. 
Budget  $340,000.00
Category  Human Services, General/Other Human Services, General/Other
Population Served Victims Females At-Risk Populations
Program Short-Term Success  By the time adult residents leave the domestic violence shelter, they will have learned skills needed to keep themselves safer, identified resources they need to improve their quality of life, and set goals relating to mental health, sobriety, education, family relations, or finances. Shelter residents who leave will leave for appropriate safe accommodations: transitional or permanent affordable housing or residential mental health or substance abuse programs.
Program Long-Term Success  The ability to live competently, independently and safely with their children in stable, permanent housing is the long-term sign of success for shelter residents. For those who are accepted into our Transitional Housing Program, we are able to track success. For shelter residents who are referred to outside programs when they leave our shelter, we must rely on those programs to promote and track long-term success.
Program Success Monitored By 

Quality and content of participation in support groups and house meetings; work with case managers, including work on personal goal setting; type of housing placement at exit.  Scores on self-efficacy scales.

Examples of Program Success 
One former resident in the Domestic Violence Shelter tells this story:
 
“I first came to the Elizabeth Stone House beaten, battered and bruised. I didn’t believe that I deserved better. I arrived straight from the hospital. I was five months pregnant and I didn’t have anything but the clothes on my back.
 
“The Stone House helped me fight for my daughter and they helped me get a restraining order against my batterer. They allowed my son to come live with me and helped me get him through school.
 
“I’m able to use what I have learned at the Elizabeth Stone House to lead a healthy and safe life. My self-esteem has sky-rocketed and I have a new smile. I have the skills to cope and I know I don’t ever have to live like I did in the past.”
 
This woman left us for her own apartment over five years ago. She still lives there with her daughter. She is enjoying a life that was unimaginable when she first arrived.

Parent Child Center (PCC)

The Parent-Child Center provides services to traumatized children and their parents. For these children, we first work to instill a sense of physical safety by providing housing for some and a safe place to gather and play for others, separated from the individuals and circumstances that produced their trauma; we collaborate with parents as caretakers to promote a sense of emotional safety. We work with parents to help them stabilize their own lives and address their trauma, which allows them to turn their attention to caring for their children. We have a variety of activities that help the children address their own trauma and other activities that address the needs of the family unit. Our strategy, then, is to provide a safe environment, help stabilize the parent’s life, help the children address their trauma, and work with the family to create a nurturing home.

Budget  $310,016.00
Category  Human Services, General/Other Child Care
Population Served Victims Children and Youth (0 - 19 years) Homeless
Program Short-Term Success 
PCC activities work towards the following outcomes:
 
1.  Expanding children's affective range and tolerance. For children that have experienced compound trauma, the ability to recognize, identify, and express a wider affective range increases their ability to maintain a healthy equilibrium.
 
2.  Addressing areas of developmental delay. Many of our children display developmental delays, including delays in one or more areas of learning. For children at high risk, performing at or near expected levels is a protective factor.
 
3.  Supporting healthy attachments between the parent and child and with caregivers. More than any other factor, the ability to form and maintain secure attachments with caregivers serves as a significant protective factor. 
Program Long-Term Success 

Children of our adult clients will form healthy attachments to their parents and other caregivers, and will live safely with a non-abusing parent/caregiver in a stable, nurturing home.

Program Success Monitored By 
1.  Affective range and tolerance: We measure success through observation of emotive expression, ability to express complex emotion, ability to tolerate negative and positive emotion, and the capacity to experience relief through healthy affective expression.
 
2.  Addressing Developmental Delay: We measure success by monitoring children's skill sets relative to expected developmental milestones.
 
3.  Healthy Attachment: We use the Parenting Stress Index to measure healthy attachment combined with observation of parent-child interaction and developmentally-appropriate indicators of secure attachment. 
 
Most of our children are at high risk due to compound trauma, including poverty. Evidence suggests that by building protective factors as indicated by these outcomes, we can successfully help families cope effectively even when risk factors like poverty continue to be present.
Examples of Program Success 

When Angelica arrived at the Elizabeth Stone House at six months old, she had missed every developmental milestone.  Even among the children at the Elizabeth Stone House, most of whom are highly traumatized, Angelica's symptoms were extreme.  Not only had she not met any milestones, she showed no signs of attachment to her mother. She didn't smile, she didn't look at her caregivers.  But about two years later, she is exactly where she should be developmentally.  She meets her caregiver's gaze, she communicates with words, she can follow instructions, she walks and often times, she runs.


Path to Self-Sufficiency

Path to Self-Sufficiency  helps clients work toward financial stability by becoming financially literate and completing educational programs that will move them closer to qualifying for sustaining employment.  Path to Self-Sufficiency provides intensive case management, counseling on job training and other educational opportunities, and assistance with applications to appropriate programs.   It also provides support services while the client is enrolled that will significantly enhance the likelihood that the client will succeed.  Clients will receive services that support their recovery, mental health, and safety.  They will have access to free child care and transportation subsidies, which make regular participation in classes possible; and they will be eligible for food subsidies and other forms of financial assistance to help them during times of emergency that might otherwise derail their efforts to move closer to self-sufficiency.

Budget  $50,000.00
Category  Human Services, General/Other Financial Counseling
Population Served Homeless Families At-Risk Populations
Program Short-Term Success 

We have established three intermediate objectives to help clients reach the long-term goal.

  • Clients will address the risk factors of domestic violence, substance abuse, and mental illness that contribute to their financial instability
  • Clients will improve their personal financial management skills.
  • Clients will begin the education they need to achieve financial stability. 
Program Long-Term Success 

 The long-term goal of Path to Self-Sufficiency is personal and financial stability as demonstrated by at least two years of stable housing and a job with benefits and advancement opportunities.   


 

Program Success Monitored By 

For financial literacy classes, quizzes at the beginning and end of each unit demonstrate what participants have learned.  Participants also produce personal or family budgets as part of the classwork.  The instructor relies on self-reporting to determine who is using the budget to help manage personal finances.  We also monitor how many people are participating in next-step educational programs - GED, ESOL, job training, etc. - and we monitor who takes another step - from GED to job training, or from job training to an internship or employment, for example.

Examples of Program Success 

In FY15, 

  • 153 enrolled in Money Smart – a personal financial literacy class  (Target:  130)
  • 142 created personal/family budgets  (Target:  130)
  • 121 reported that they used their budgets as a personal money management tool  (Target:  110)
  • 82 enrolled in GED, adult education, or job training programs that moved them closer to qualifying for employment with benefits and opportunities for advancement.  (Target:  80)


  

Strong Where You Are

Launched in 2016, Strong Where You Are serves survivors from our community for whom shelter or transitional housing are unavailable, inappropriate or unwanted. In this program, we meet survivors where they are, both geographically and emotionally, addressing issues holistically..  We help them find resources to face abusive relationships, homelessness, reunifying families and more.  Support comes through case management, support groups, classes, financial assistance and housing stabilization.

Budget  $522,000.00
Category  Human Services, General/Other Services for Specific Populations
Population Served Victims Homeless At-Risk Populations
Program Short-Term Success 
For community-based clients, short-term success consists of having clients gain knowledge and skills that help them cope with the issues for which they seek our help. Domestic violence survivors will learn safety planning skills and develop coping mechanisms for remaining with a batterer when shelter is not an option. Individuals in recovery will gain relapse prevention skills. People whose uncontrolled anger is problematic to them will learn techniques for managing the expression of anger. Parents will gain skills for interacting with their children productively and non-violently and will learn how to develop stronger, healthier bonds with them. Community-based survivors with emergency needs such as help with heat or food costs will have those needs met.
Program Long-Term Success 
For community-based survivors – those who have never lived with us – our long-term goal is that they attain a better quality of life by addressing the domestic violence and related trauma - such as substance abuse, mental illness and housing instability - that they have suffered.  
Program Success Monitored By 
In FY2017, we are revising our monitoring system for community-based survivors as part of an agency-wide professional development focused on providing trauma informed services and monitoring their success.
Examples of Program Success 

Jenny was in an abusive relationship.  Her boyfriend had taken control of her decisions, her finances and her home.  She came to Stone House, unable to make sense of her situation.  Withdrawn and timid, Jenny met with a case manager and started attending our support groups, where she realized her abuse wasn’t “normal.”  With our help, Jenny understood that she wasn’t alone, that she had a voice.  So when her boyfriend’s abuse escalated and he injured her smallest child, Jenny was ready to take action.  Her mother took the kids.  Our staff helped Jenny create a safety plan for herself and get a restraining order against her abuser.  We then helped her enroll in a job-training program so she could gain greater financial stability.  Jenny developed confidence and strength.  She even faced her abuser in court, with our staff by her side.  Only a few months after she first appeared at Stone House, she reunited with her children, and now she is attending Roxbury Community College.


Transitional Housing Program

The Transitional Housing Program provides temporary housing for up to 18 months for individuals and families made homeless by a combination of domestic violence, mental illness, and substance abuse.  Residents reside in their own apartments; participate in weekly house meetings, and support groups; and take advantage of other support services coordinated with the assistance of their case managers. 
 
The Transitional Housing Program can house up to thirteen families and four individuals at a time. In the fiscal year that ended on June 30, 2016, the program housed a total of 34 adults and 40 children.  Our goal is that all transitional housing residents find a permanent housing placement and that they have the skills to maintain stable housing for two years after they leave transitional housing.
Budget  $400,000.00
Category  Housing, General/Other Transitional Housing
Population Served Homeless Families At-Risk Populations
Program Short-Term Success 

Ten intermediate outcomes indicate whether a client is likely to maintain safe, stable housing after they leave the Transitional Housing Program.  Not all ten outcomes apply to each client.

1.   Sobriety
2.   Sufficiently stable mental health to obtain and keep a job
3.   Capacity to create personal and family safety plan and implement it 
4.   Possession of a high school diploma or its equivalent and enrollment in a post-secondary certificate program, workforce development program or college
5.   Sufficient English fluency to find and keep a job
6.   Improved parenting skills
7.   Legal work status
8.   Absence of criminal behavior
9.   Social connections beyond the Elizabeth Stone House
10. Permanent housing placement
Program Long-Term Success  Successful participants in this program will find and keep stable housing for at least two years.
Program Success Monitored By 
Both short- and long-term outcomes are  monitored by staff contact, client self-reporting,appropriate documents, and assorted assessment tools.
 
Examples of Program Success 
One former resident says:  “Just three years ago, I was a mess. I had been battered, and I was hooked on drugs.  I was homeless and on probation. If you had known me then, you would have thought, this woman is hopeless. But I found the Elizabeth Stone House.
 
“They gave me a community where I could rebuild my life. Here I was in a building full of people like me. We had seen our share of trouble, but we all had dreams; and the people at Stone House believed they could come true.
 
“They got us into support groups. They taught us how to manage our little bit of money, and they helped us become better parents. They kept us going to our AA meetings.
 
“Like so many others that Stone House has helped, I have my own apartment now.  I work full-time, and I’m in my third semester of college.  Thanks to the Elizabeth Stone House, I’m not a mess anymore.”

CEO/Executive Director/Board Comments

Management


CEO/Executive Director Ms. Nancy Owens Hess
CEO Term Start Apr 2008
CEO Email [email protected]
CEO Experience

Nancy Owens Hess, executive director, came to the Elizabeth Stone House as a child-care volunteer in 1995.  She was added to the staff three years later as a member of the children’s team and joined the collective management team that ran the Elizabeth Stone House at the time in 1998.  When the board of directors changed the management structure in 2007, she was appointed co-executive director in charge of finance and operations.  In that position, she restructured our financial systems and administration.  She linked financial and program reporting as a way to monitor the impact of program and finance on one another.   In 2010, the board moved to a single executive director model, and Ms. Hess was appointed to the position, the first executive director in the agency’s history.   She quickly launched Achieving Aspirations, a strategic planning project, which continues to guide our work and growth.  As executive director, Ms. Hess has focused on creating an organization that is achievement oriented and outcomes driven. 

As a business woman, she founded a company that operated study abroad and cultural exchange programs for colleges, museums and high schools throughout the U. S., as well as exchanges for executives and government personnel from China and the former Soviet Union – projects that were funded by USIA, USAID and the Chinese government.  The Chinese-language program for US college students that her company founded marked its 30th anniversary in the summer of 2012 with celebrations in Beijing, Shanghai, and Washington, D.C.  In the 1980s, she bought an abandoned library from the City of Boston and oversaw its conversion into the international offices for her company, an experience that is especially significant as the Elizabeth Stone House moves forward with plans to build new facilities.

 Ms. Hess holds master's and bachelor's degrees in sociology/anthropology from Northeastern University in Boston.

 

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

Former CEOs and Terms

Name Start End
Ms. Evelyn Rivera Beaudreault Apr 2008 Sept 2010

Senior Staff

Name Title Experience/Biography
Ms. Maryann Chaisson Director of Operations
Maryann Chaisson serves as the Elizabeth Stone House’s Director of Operations. She joined ESH in January of 2004 as a member of the development office. In February of 2005, she was appointed the Program Administrator of the ESH confidential site in Jamaica Plain. Chaisson went on to serve as Program Administrator for both sites until a fire closed the confidential location in August 2007. In 2007, Chaisson was appointed as Director of Operations by the board of directors following a strategic planning process and agency reorganization. 
 
Prior to joining the Stone House, Chaisson coordinated the Silk Road Gala for the Asian Task Force Against Domestic Violence and served as Special Events Coordinator for the Dorchester Bay Economic Development Corporation. Chaisson also brings nine years of experience working for the Bank of New England to her role at the Stone House and holds an Associate Degree in Human Services from Bunker Hill Community College.
Ms. Page Clark Director of Community Programs
Page Clark served as Community Stabilization Case Manager at the Elizabeth Stone House from June 2013 until her promotion to Director of Community Programs in July of 2015.
 
Ms. Clark holds a Master's Degree in Counseling Psychology from Lesley University and a Bachelor of Arts Degree in English and Social and Political Systems from Pine Manor College.
 
Prior to her work at the Elizabeth Stone House, Ms. Clark held positions at The Second Step and Walden Street House for Girls. 
Dr. James May Director of Development
Jim May came to the Elizabeth Stone House in 2005, out of retirement, as a grant writer.  He had worked in small businesses most of his working life, and was a founding partner in the business he retired from. 
 
For fifteen years, he held a series of positions focused on marketing. He also was involved in numerous projects funded by various agencies of the U.S. government – hence his familiarity with the process of government grant making. In his private life, he served for nine years on the board of directors of the Milton Foundation for Education, in which position he chaired the grants committee for five years and co-chaired the Celebration for Education, the foundation’s primary annual fundraiser. When he’s not at work, he typically takes a busman’s holiday – co-chairing the annual budget drive for his church, raising funds for accessibility improvements to local buildings, and even putting the arm on his neighbors to support efforts to rebuild the local schools.  In short, Jim spends his time asking people for money. Often enough, they give it to him.
Ms. Tanya DeMyer McLean Director of Children's Programming
Tanya McLean joined the Elizabeth Stone House as the Director of Children’s Programming in July of 2010 where she oversees all aspects of ESH’s family and children’s programs. McLean specializes in working with children and families that have experienced violence and homelessness. Prior to joining the team at Stone House, McLean directed the therapeutic afterschool program at The Second Step, where she developed a curriculum tailored to the unique needs of children living in the transitional housing program.
 
McLean is a LCSW and holds a Masters Degree in Social Work from Boston University and a Bachelor’s Degree in Anthropology from Hamilton College in New York.

Awards

Award Awarding Organization Year
Gold Level Exchange GuideStar 2015
Top-Rated Nonprofit Great-Nonprofits 2015
Gold Level Exchange Participant GuideStar 2014
Top Rated Non-Profit Great Non-Profits 2014
Gold Level Exchange Participant GuideStar 2013
Social Innovator Finalist Root Cause 2013
Top Rated Non-Profit Great Non-profits 2013
Top Rated Non-Profit Great Non-Profits 2012
Award for Excellence United Nations 1989

Affiliations

Affiliation Year
Associated Grant Makers 2007
Member of state association of nonprofits? Yes
Name of state association Massachusetts Nonprofit Network

External Assessments and Accreditations

External Assessment or Accreditation Year
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Collaborations

In the section of this profile that contains program comments, we mention the centrality of strategic partnerships for achieving our programmatic outcomes.  While the importance and number of partnerships will increase in years to come, the use of collaborations is not new to us.
 
We joined Project Hope's Shelter Collaborative four years ago, and we have worked closely with Project Place, both independently and as a member of the Shelter Collaborative.  For housing placements, HomeStart, a partner for many years, has contributed significantly to the success of our clients in finding permanent housing.  Horizons for Homeless Children has been indispensable in addressing the needs of our children.  In 2012, we added a significant partnership with Goodwill Industries Morgan Memorial to provide job training programs for our clients.  We provide financial literacy classes and support groups on domestic violence to Goodwill's clients.  Another partnership with Whittier Street Community Health Center provides clinical mental health services to our children.  
 
In addition, we are involved with efforts to address common issues more broadly.  We participated in a Department of Children and Families workgroup focused on defining and measuring outcomes for domestic violence programs.  We are part of a similar group that is examining outcomes for a broader population, convened by the Crittenton Women's Union.  And we are active members of Jane Doe, the statewide coalition of service providers for victims of domestic and sexual violence.

CEO/Executive Director/Board Comments

The Elizabeth Stone House moved to a single executive director model of management in October of 2010, in part to create an organizational structure that would promote a unified vision and increase both efficiency and effectiveness.  The Stone House was founded over forty years ago as a volunteer collective, which served the needs of the organization and its clients well at that time.  But as the years passed, it became necessary to add staff and make changes in the management structure in order to serve clients better.  The adoption of a single executive director was a significant step in that evolution, as the agency makes strides toward further professionalization on both the programmatic and financial sides of the house.
 
At the same time, the organization has not lost its commitment to involving the people it serves in its work.  Former clients serve as volunteers, on the staff, and on the board.  There are formal opportunities for clients to discuss their concerns and needs with the staff, and a client alumna group is now being formed - both to serve as an advisory group to the agency and as a broad support group for current clients as they move toward self-sufficiency.
 
Similarly, although the collective management structure of the past has been replaced, staff input and buy-in is as important as ever.   Our strategic planning process involved the staff from the very beginning and used staff work groups to an unprecedented degree in the creation of the current strategic plan.  Many of the programmatic changes and outcomes that have been adopted originated in discussions prompted by the front-line direct service staff.  Front-line staff perceptions of weak points in our services drove much of the discussion that ultimately defined the changes that need to be made in order to implement the strategic plan.
 

Foundation Comments

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Staff Information

Number of Full Time Staff 19
Number of Part Time Staff 9
Number of Volunteers 200
Number of Contract Staff 2
Staff Retention Rate % 94%

Staff Demographics

Ethnicity African American/Black: 15
Asian American/Pacific Islander: 0
Caucasian: 11
Hispanic/Latino: 4
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 25
Male: 5
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 4
Management Succession Plan No
Business Continuity of Operations Plan No
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit Yes
State Registration Yes

Risk Management Provisions

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Reporting and Evaluations

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

Governance


Board Chair Ms. Maryann Civitello
Board Chair Company Affiliation Partner, Mintz, Levin, Cohn, Ferris, Glovsky and Popeo, P.C.
Board Chair Term Jan 2008 -
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Ms. Betty Burns Senior Vice President, Natixis Global Asset Management Voting
Mr. David S. Dlugasch Vice President, USI New England Voting
Mr. Bill Gabovitch Primark Stores Limited Voting
Ms. Jasmine Jean-Louis The Massachusetts Attorney General’s Office Voting
Ms. Rosa Lisea-Mailloux Natixis Global Asset Management Voting
Mr. Eric Peterson Symmes Maini & McKee Associates Voting
Ms. Susan Phillips Partner, Mintz, Levin, Cohn, Ferris, Glovsky and Popeo, P.C. Voting
Ms. Amanda Roe Senior Loan Officer, Massachusetts Housing Partnership Voting
Ms. Alison W. Smith Rebok International Ltd. Voting
Ms. Charleen Tyson CFO, Massachusetts Housing Partnership Voting
Mr. Randall E. Whittle Retired, Massachusetts Department of Children and Families 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: 0
Caucasian: 10
Hispanic/Latino: 0
Native American/American Indian: 1
Other: 0
Other (if specified): 0
Gender Female: 8
Male: 3
Not Specified 0

Board Information

Board Term Lengths --
Board Term Limits --
Board Meeting Attendance % 87%
Written Board Selection Criteria No
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation Yes

Standing Committees

  • Audit
  • Building
  • Program / Program Planning

CEO/Executive Director/Board Comments

As the Elizabeth Stone House moves forward with plans to construct a new building, the role of the board has become increasingly crucial.  From fundraising to legal and financial expertise, the board has made significant contributions to the process of securing site control, raising funds, and organizing financing for the project.  The board is actively recruiting new members that are repesentive of the diverse population we serve and with skills that will be needed as the project develops.

Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Fiscal Year July 01, 2014 to June 30, 2015
Projected Income $2,158,000.00
Projected Expense $2,110,000.00
Form 990s

2015 990

2014 990

2013 990

2012 990

2011 990

2010 990

2009 990

Audit Documents

2016 Audit

2015 Audit

2014 Audit

2013 Audit

2012 Audit

2011 Audit

2010 Audit

2009 Audit

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2016 2015 2014
Total Revenue $2,249,224 $2,350,770 $1,982,279
Total Expenses $2,139,306 $1,997,934 $1,791,431

Prior Three Years Revenue Sources

Fiscal Year 2016 2015 2014
Foundation and
Corporation Contributions
$310,006 $569,553 $411,976
Government Contributions $1,040,386 $946,978 $833,159
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $1,040,386 $946,978 $833,159
Individual Contributions $276,321 $392,224 $211,491
Indirect Public Support $48,000 -- --
Earned Revenue $174,248 $147,633 $137,425
Investment Income, Net of Losses $1,247 $1,219 $607
Membership Dues -- -- --
Special Events $216,441 $162,237 $199,178
Revenue In-Kind $179,314 $116,970 $138,840
Other $3,261 $13,956 $49,603

Prior Three Years Expense Allocations

Fiscal Year 2016 2015 2014
Program Expense $1,574,576 $1,378,338 $1,220,131
Administration Expense $210,368 $247,590 $228,924
Fundraising Expense $354,362 $372,006 $342,376
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.05 1.18 1.11
Program Expense/Total Expenses 74% 69% 68%
Fundraising Expense/Contributed Revenue 19% 18% 21%

Prior Three Years Assets and Liabilities

Fiscal Year 2016 2015 2014
Total Assets $3,243,072 $3,139,612 $2,789,235
Current Assets $1,037,283 $924,445 $712,313
Long-Term Liabilities $1,213,966 $1,161,199 $1,160,489
Current Liabilities $64,662 $123,887 $127,056
Total Net Assets $1,964,444 $1,854,526 $1,501,690

Prior Three Years Top Three Funding Sources

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

Financial Planning

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

Capital Campaign

Are you currently in a Capital Campaign? Yes
Capital Campaign Purpose To enable us to accomplish our mission more effectively by expanding and reconfiguring residential facilities, significantly expanding community-based program capacity, and creating children's service areas that are properly arranged and sized to meet the needs of traumatized children.
Campaign Goal $4,000,000.00
Capital Campaign Dates Jan 2013 - Apr 2018
Capital Campaign Raised-to-Date Amount $2,300,000.00
Capital Campaign Anticipated in Next 5 Years? Yes

Short Term Solvency

Fiscal Year 2016 2015 2014
Current Ratio: Current Assets/Current Liabilities 16.04 7.46 5.61

Long Term Solvency

Fiscal Year 2016 2015 2014
Long-term Liabilities/Total Assets 37% 37% 42%

CEO/Executive Director/Board Comments

We need to comment on our ratio of program expenses to total expenses.  It is common and expected that this ratio will decrease while a building is under development and construction and a capital campaign is underway because of additional administrative and fundraising costs associated with such projects. Still, our ratio is close to the parameters recommended by the Better Business Bureau - no less that 70% of expenses should be allocated to programming.
 
With regard to evaluating the financial health of the Elizabeth Stone House, we we call attention to the strength of our balance sheet, which is best summed up by the solvency ratios displayed above.  For details, please examine the balance sheets included in our audits, which are accessible by clicking through the audit link above.

Foundation Comments

Financial summary data in charts and graphs are per the organization's audited financials. Please note, for fiscal years 2016, 2015 and 2014, the In-Kind category includes In-Kind Capital Contributions.

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?

The Elizabeth Stone House helps survivors of domestic violence and related trauma achieve greater safety and stability.  Our vision for these survivors is that they will learn skills, develop confidence and gain access to resources they need to live competently, independently and safely.  Five objectives guide survivors’ work toward this vision: They will 1) overcome the crises that bring them to us, 2) stabilize their personal lives, 3) strengthen their families, 4) take control of their finances, and 5) find permanent housing and keep it.   Indicators that clients are making progress toward achieving these objectives include active engagement with their case managers; participation in services that address their safety, sobriety, and emotional wellbeing; involvement in parenting support groups and classes; enrollment and attendance in adult education programs including job training and personal financial literacy classes; and active pursuit  of a housing plan.  For clients who have open cases with the Department of Children and Families, reunification with their children or the closing of their DCF cases indicates progress.  Indicators of long-term success are:  Clients will complete two years of post-secondary education or a job training program; clients will find employment that provides benefits and the opportunity for advancement; and clients will find permanent housing and remain stably housed for two years.


2. What are your strategies for making this happen?

1.  Provide comprehensive, integrated services that address the specific issues faced by our target population.

Most of our clients are survivors of domestic violence, so we provide safety planning assistance, help clients secure restraining orders, run domestic violence support groups, and offer ongoing counselling to help survivors take control of their own lives.  For clients fleeing immediate danger we have an emergency domestic violence shelter.  Our transitional housing program gives residents a longer period to work on their particular risk factors, enroll in educational programs, and implement a housing search plan.  We also provide direct services and referrals for clients with substance abuse histories and behavioral health challenges.  

2.  Teach skills and inculcate habits that promote financial security.

All residents are required to work or attend school for at least 32 hours a week, and all participate in our financial literacy classes, where - among other skills - they learn to create a budget and use it to manage their own finances.  We have a mandatory savings program for residents, and we require transitional housing residents to pay rent on time each month.

3.  Reconstitute families so that they become a source of nurturing and growth for both parents and children.

Our approach to serving families is to address the needs of the parent and the child separately as individuals and the needs of the family as a unit.  We focus on helping children expand their range of emotional expression, meet developmental milestones, and form healthy attachments to parents and other caregivers.  For the adults we provide the range of services discussed throughout this profile, and for the family unit, we provide parenting classes and support along with family-strengthening activities like apple-picking, cookouts, and holiday parties.  


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

Our most important programmatic asset is our staff.  Among full-time staff, the average tenure is eight years.  Our executive director has been on staff for 20 years and one staff member has been with us for 38 years.  Our full-time staff retention rate for FY15 year was 100%.  These figures speak volumes about the loyalty and commitment of our staff, which has gained impressive expertise from a combination of formal education, on-the-job training, and personal experience living with the risk factors faced by our clients.  With this depth of understanding, our case managers are able to work effectively to identify and address client needs.

 
At the same time, though, no agency, especially of our size, could provide all the services in-house that are required by our target population.  We rely on key partnerships to strengthen services we provide ourselves and to provide services that are beyond our core competencies.  Among our most beneficial partnerships have been those with HomeStart, Horizons for Homeless Children, Whittier Street Community Health Center, Project Hope, and Goodwill Industries.
 
 
Our financial statements are found elsewhere in this profile, but it is worth pointing out that our balance sheet is especially strong.  The financial strength of the agency results from the high level of financial control exercised by the executive director (who came from an entrepreneurial background) and the sophisticated donor cultivation approach of the development staff.
 
Finally, we should mention our board, which includes members with financial, legal, business, and programmatic expertise that is vital to the agency’s progress.  

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

In the space allowed for this question and the one that follows, we will discuss the status of seven strategic goals we use to monitor organizational progress.

1.  Adult programming will systematically promote financial self-sufficiency in its efforts to stabilize clients’ lives. 

We began a pilot program in July of 2012 called Path to Self-Sufficiency as our initial programmatic effort to meet this goal. In FY 2013, the first year of the program, we exceeded the targets we set to measure success. In FY 2014, enrollments increased by 39% over FY 2013, and the number of individuals who attained the desired outcomes increased between 52% and 90%. These results contributed to our being added to the United Way funding portfolio for FY 2015, and once again we exceeded the targets set by United Way and the City of Boston.

2. Children’s programming will focus on developing protective factors that help children address the effects of violence they have witnessed and experienced. To this end, we have increased our capacity to provide therapeutic childcare by training current staff and replacing some part-time positions with full-time certified teachers. Through partnerships, we have secured clinical mental health services for our resident children and expanded the range of parenting curricula we offer to better meet the needs of families with different profiles (history of substance abuse, families with younger children, etc.). Inadequate space also remains a challenge. Our capital building project is designed to address this issue by increasing square footage for children’s services and configuring space appropriately. In FY15, we secured a grant from the Children’s Investment Fund that enabled us to engage an architectural firm specializing in children’s spaces to design the children’s facilities in our new building.

3. Childcare will expand to meet the needs of families as they work toward housing stability and financial self-sufficiency. The Elizabeth Stone House is not currently able to care for non-resident children when their parents are not in the building, because our Parent-Child Center (“PCC”) is not licensed. That means that parents cannot leave their children with us for an interview or a job-training program. These parents face a dilemma: they cannot get a childcare voucher unless they have a job. They cannot get a job without childcare. They need interim childcare while they look for work so they can qualify for a childcare voucher. By meeting state licensure standards, our new Family Center will be able to meet this need. The Family Center will also provide childcare for non-resident clients when they have meetings related to their service plans. In FY15, our children’s staff has focused considerable attention on licensure requirements – both physical and programmatic – and instituted programmatic changes that will align our children’s services with those requirements.

4. The agency will use data to track client progress and evaluate program effectiveness. When we adopted this goal in 2012, we were able to collect demographic data and track housing outcomes electronically, but we had very limited capacity to track program reporting data.   In FY15 we upgraded our software and added a position responsible for data management. We are now able to extract the data needed for program reports from the software, and we have the capacity to create customized data reports in-house.

(Cont. below) 


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

(Cont. from question above)

5.  The agency will increase the number of clients engaged in ongoing services to over 2000 individuals after we move to our new building.   

 
Community-based families in need form the pool of potential clients that will enable us to approach our scalability goal. We will reach this goal by expanding our in-house services, especially those that serve community-based survivors of domestic violence, and providing services to clients of partner organizations. Our new building will provide the space we currently lack for expanded in-house services. Despite our space limitations, we were able to increase the number of adult clients in both 2014 and 2015. We have a growing pool of agencies that ask the Elizabeth Stone House to run support groups and classes for their clients at their sites. We have reorganized and added staff to help us meet this demand, and we conduct vigorous outreach to other organizations whose client base includes survivors of domestic violence who can benefit from our services. Given these sources of additional clients and the outreach we do, we believe that our target of 2000 clients after we move into our new building – while ambitious – is possible.

6. The agency will construct facilities that support refocused programming and expanded scale of service.

In 2013, we purchased a 1.1 acre plot of land on the corner of Washington Street and Westminster Avenue near Egleston Square in Roxbury, where we plan to build a new facility. Our real estate development consultant, the Women’s Institute for Housing and Economic Development, is processing state and city funding applications. Our architects at The Narrow Gate Architecture, Ltd. have completed schematic drawings for the project. The Neighborhood Housing Trust approved a $1,000,000 grant for the project in FY 2014 and the Boston Redevelopment Authority approved the project. Zoning approval was granted at the end of calendar year 2013. The Federal Home Loan Bank has approved a $1,000,000 mortgage and a $500,000 grant. The U.S. Environmental Protection Agency has approved a $200,000 grant for mitigation of environmental issues. A capital campaign to fund the program space that government funders will not pay for has raised over $2.3M  of the $4M needed from the capital campaign.  In FY2015, we created a video on the project and published a case statement supporting it.  We have held multiple events to support the project and cultivate prospects, including one that featured Sen. William "Mo" Cowan (Retired) and another that featured Lt. Gov. Karen Polito.  The Massachusetts Department of Housing and Community Development invited us to submit funding applications seeking $10M in tax credits and state grants.  We now expect to break ground in 2017 and move into our new building in 2018.

7. We will develop the fundraising capacity to support the cost of the expanded programming made possible by the new building and envisioned by the strategic plan. While new facilities are necessary to achieve the expanded services we envision, additional staffing will also be required. Our ability to maintain needed staffing levels is contingent on our fundraising capacity. Strategically, we will use our capital campaign as the avenue through which we develop the skills and practices needed. We now use donor-profiling software to screen prospects, we have a robust program of mail and electronic donor solicitation, and members of the board are actively cultivating major donor prospects. We intend to end the campaign with a larger, more effective development department capable of supporting expanded services.