Share |

Elizabeth Stone House, Inc.

 PO Box 300039
 Jamaica Plain, MA 02130
[P] (617) 427-9801
[F] (617) 427-6252
http://www.elizabethstonehouse.org
[email protected]
James May
Facebook Twitter
INCORPORATED: 1974
 Printable Profile (Summary / Full)
EIN 51-0192418

LAST UPDATED: 11/14/2017
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, 2017 to June 30, 2018
Projected Income $2,259,868.00
Projected Expense $2,239,411.00

ProgramsMORE »

  • Domestic Violence Shelter
  • Parent Child Center (PCC)
  • Strong Where You Are
  • Transitional Housing Program

Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

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. Today, we provide comprehensive, integrated services to help survivors of domestic violence and related challenges heal from trauma, remain clean and sober, address their mental illness, increase self-efficacy and find safe, stable housing. The Elizabeth Stone House has a long history of innovation. When we opened over forty-three 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 had 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. A capital building campaign currently underway will allow us to expand the reach and quality of our services to up to 2,000 clients a year when we complete our new building in 2019.

Impact Statement

Accomplishments since January 1, 2016
 
1.Launched 15-month professional development project to build a unified trauma-informed theoretical framework across all programs to promote consistency of practices and goals as clients flow through various services. The project is being facilitated by recognized leaders in the field of treating PTSD in both children and adults.Funded by The Boston Foundation and the Hermann Foundation.
 
2.Restructured residential programs (shelter and transitional housing) to align with best practices from a trauma-informed perspective. Brought residential services and children’s services into a single line of authority to promote family-centered interventions for both child and adult domestic violence survivors. Implemented ARC (Attachment, Regulations, Competency) therapeutic intervention model for traumatized families.
 
3. Continued expansion of services for community-based survivors with an emphasis on strengthening Spanish-language services.
 
4. Established client-centered committee to create trauma-informed agency handbook for staff and clients.
 
5. Received a $10M allocation of Low Income Housing Tax Credits and other state funds from the Baker/Polito administration to support the construction our new building.
 
Goals for 2018
 
1. Break ground for new 55,000 sq. ft. building, possibly the largest facility in the Commonwealth exclusively devoted to promoting the wellbeing of domestic violence survivors.
 
2. Refashion the strategic plan that has guided our work since 2012 with a view to maximizing the programmatic advantages of our new facility and assuring the financial support that such programming will require.
 
3. Establish Consumer (Client) Advocacy Team to represent client needs to ESH management team, using the agency handbook committee as a foundation.
 
 

Needs Statement

Funds to support additional staffing:
 
1. Additional clinical services for child and adult DV survivors and clinical supervision for direct service staff.
 
2. Additional full-time teachers to provide therapeutic childcare for traumatized children.
 
3. Full-time position devoted to data management, interpretation and reporting.
 
4. Intake Coordinator.
 
5. IT Manager.
 

CEO Statement

--

Board Chair Statement

--

Geographic Area Served

Greater Boston Region-Roxbury Neighborhood
Greater Boston Region-Dorchester Neighborhood
Greater Boston Region-Jamaica Plain Neighborhood
Greater Boston Region-Mattapan Neighborhood

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 - Counseling

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 housing for adult and child survivors in immediate danger. In FY17, the shelter housed 14 adults and 18 children. A safe place to regroup after crisis, the Shelter provides wrap-around services for adult survivors and their children, while they work to find safe, suitable housing.
Budget  $391,000
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.  

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 promotes stronger families by addressing the trauma suffered by children from violent homes and building healthy and nurturing relationships within the family. The PCC helps parents stabilize their own lives and gain parenting skills so that they can care for their children more effectively. In FY17, 116 children received therapeutic childcare in the PCC, while 55 parents enrolled in our parenting support group, parenting classes, and nurturing classes where they learned to create a nurturing environment free of violence for their children. A total of 290 children received holiday gifts and participated in services including family strengthening events (apple picking, holiday gatherings, etc.) and school clothes shopping.
Budget  310,016
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 staff observation in multiple contexts to assess 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.


Strong Where You Are

Strong Where You Are (SWYA) welcomes survivors, wherever they are emotionally or physically, and supports their efforts to build a life free of abuse. Using a holistic approach, we help clients face abusive relationships, learn to keep themselves safer, find appropriate housing, reunify with their children, find treatment for their depression and more. In FY17, 300 community-based survivors received case management, including crisis intervention, safety planning, housing stabilization and financial counseling, and attended support groups to increase their knowledge of the impact of domestic violence and promote sobriety and mental health. SWYA is the Elizabeth Stone House’s ongoing effort to expand our services to community-based, domestic violence survivors for whom shelter or transitional housing is either unavailable, inappropriate or unwanted. For these survivors, lack of access to services is often the primary barrier between themselves and a safer, more stable, and more fulfilling life. Strong Where You Are aims to remove this barrier by providing easily accessible services, in both Spanish and English, to survivors who live in Roxbury and surrounding neighborhoods and who cannot be accommodated in either our residential facilities or the area’s limited shelter and transitional housing beds. We expect to serve 300 community-based adult survivors in FY18, with the goal of that number increasing incrementally each year once we have moved into our new building and have the space and staffing to serve more clients.
Budget  492,000
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  SWYA monitors client enrollments in both the program as a whole and in specific services, the level of client engagement, the quality of relationships with case workers, and increases in knowledge or understanding. The program uses a combination of data points (enrollments, housing placements, budget completion, etc.), client satisfaction surveys, pre- and post-tests, staff observation, and client self-reporting to assess individual progress. Because we use a trauma-informed approach, clients define program success for themselves and set their own goals with coaching from case managers. That means that much of case management time is spent examining client goals, strategizing on ways to meet them, and actively engaging with the client in the steps required to meet goals.As a result, a SYWA case manager’s week can include appearances in court, meetings with DCF workers, negotiations with landlords, and advocating at DTA – all of which are monitoring opportunities that provide case managers with a clear perspective on the individual progress that clients are making.
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 survivors and their children who are beyond the immediate crisis stage but who are still in need of assistance while looking for permanent housing. Clients live in their own apartments, participate in meetings and support groups and utilize other services coordinated with case managers. The goal is that clients obtain permanent housing and develop the skills to maintain it. In FY17, the program housed a total of 22 adults and 26 children.
Budget  460,000
Category  Housing, General/Other Transitional Housing
Population Served Homeless Families At-Risk Populations
Program Short-Term Success 

Resident has housing search plan and pending housing applications; is actively participating in financial counseling and/or job training; and has set and is actively working on achieving other life goals.

 
Program Long-Term Success  Successful participants in this program will find and keep stable housing for at least one year.
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 childcare 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
-- -- --

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. 
Mr. 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 Family 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 LICSW 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 2017
Top Rated Non-Profit Great Non-Profits 2017
Gold Level Exchange GuideStar 2016
Top Rated Non-Profit Great Non-Profits 2016
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
Massachusetts Nonprofit Network 2011
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
-- --

Collaborations

--

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

--

Staff Information

Number of Full Time Staff 20
Number of Part Time Staff 14
Number of Volunteers 250
Number of Contract Staff 0
Staff Retention Rate % 93%

Staff Demographics

Ethnicity African American/Black: 14
Asian American/Pacific Islander: 0
Caucasian: 15
Hispanic/Latino: 5
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 28
Male: 6
Not Specified 0

Plans & Policies

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

Risk Management Provisions

--

Reporting and Evaluations

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

Governance


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

Board Information

Board Term Lengths --
Board Term Limits --
Board Meeting Attendance % 64%
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

--

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Fiscal Year July 01, 2017 to June 30, 2018
Projected Income $2,259,868.00
Projected Expense $2,239,411.00
Form 990s

2017 990

2016 990

2015 990

2014 990

2013 990

2012 990

2011 990

2010 990

2009 990

Audit Documents

2017 Audit

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 2017 2016 2015
Total Revenue $2,223,628 $2,249,224 $2,350,770
Total Expenses $2,106,332 $2,139,306 $1,997,934

Prior Three Years Revenue Sources

Fiscal Year 2017 2016 2015
Foundation and
Corporation Contributions
$412,333 $310,006 $569,553
Government Contributions $910,301 $1,040,386 $946,978
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $910,301 $1,040,386 $946,978
Individual Contributions $352,213 $276,321 $392,224
Indirect Public Support $46,416 $48,000 --
Earned Revenue $177,604 $174,248 $147,633
Investment Income, Net of Losses $725 $1,247 $1,219
Membership Dues -- -- --
Special Events $242,564 $216,441 $162,237
Revenue In-Kind $76,269 $179,314 $116,970
Other $5,203 $3,261 $13,956

Prior Three Years Expense Allocations

Fiscal Year 2017 2016 2015
Program Expense $1,523,513 $1,574,576 $1,378,338
Administration Expense $253,999 $210,368 $247,590
Fundraising Expense $328,820 $354,362 $372,006
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.06 1.05 1.18
Program Expense/Total Expenses 72% 74% 69%
Fundraising Expense/Contributed Revenue 17% 19% 18%

Prior Three Years Assets and Liabilities

Fiscal Year 2017 2016 2015
Total Assets $3,548,642 $3,243,072 $3,139,612
Current Assets $1,177,780 $1,037,283 $924,445
Long-Term Liabilities $1,215,105 $1,213,966 $1,161,199
Current Liabilities $162,380 $64,662 $123,887
Total Net Assets $2,171,157 $1,964,444 $1,854,526

Prior Three Years Top Three Funding Sources

Fiscal Year 2017 2016 2015
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? 3.00

Capital Campaign

Are you currently in a Capital Campaign? Yes
Capital Campaign Purpose A new multi-use facility at $23M. We have $10M committed by the Commonwealth of Massachusetts, $12M committed or in the pipeline from other public and private sources. We have another $1M to raise beyond that in the final phase of the campaign.
Campaign Goal --
Capital Campaign Dates Jan 2013 - Apr 2018
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? Yes

Short Term Solvency

Fiscal Year 2017 2016 2015
Current Ratio: Current Assets/Current Liabilities 7.25 16.04 7.46

Long Term Solvency

Fiscal Year 2017 2016 2015
Long-term Liabilities/Total Assets 34% 37% 37%

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 call attention to the strength of our balance sheet.  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. 

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?

We have developed seven strategic goals, derived from evaluation efforts in 2012 and updated annually, that we use to monitor organizational progress. New strategic goals will be adopted in 2018.
 
1. Adult programming will systematically promote financial self-sufficiency. ESH includes financial counseling in all of its case management work, helps clients identify job training and other educational programs that will contribute to their financial stability, and offers Money Smart financial literacy classes. Based on research conducted by United Way, ESH will increase its emphasis on high quality individual financial counseling in 2018 while continuing its Money Smart financial literacy classes.
 
2. Children’s programming will focus on developing protective factors that address the effects of violence. We believe that the Elizabeth Stone House has the most extensive children's services embedded in a domestic violence program in the Commonwealth. Our services are based on the conviction that children are survivors, too, and they suffer from primary trauma as a result of violence in their homes. With grants from the Boston and Hermann foundations, ESH launched a15-month project focusing on trauma-informed services using the ARC (Attachment, Regulation, and Competency) model of therapeutic intervention for child victims of domestic violence. We have also adopted a family-centered approach to providing these services.
 
3. Childcare will expand to meet the needs of families as they work toward housing stability and financial self-sufficiency. We will provide interim childcare at no charge for families waiting for vouchers or for an open slot in a commercial childcare center – a service we cannot provide until our new building opens and the Family Center there is licensed. In preparation, our leadership is focusing on licensure requirements – both physical and programmatic – and instituting programmatic changes to align services with those requirements.
 
4. The agency will use data to track client progress and evaluate program effectiveness. Adding a .5 FTE data manager position in 2015 has increased our data collection and management capacity and simplified reporting. As a result, we are now seeking funding to support a full-time data manager position.
 
5. The agency will increase the annual number of clients to 2000 individuals after the new building opens. 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 and providing services to clients of partner organizations. Our new building, which we expect to open in 2019, will provide the space for expanded in-house services.
 
6. The agency will construct facilities that support refocused programming and expanded scale of service. In August, the Baker/Polito administration announced a $10M award in Low Income Housing Tax Credits to the Elizabeth Stone House to build a new facility. With another $12M committed or in the pipeline, we have $1M left to raise. We expect to break ground in the spring or summer of 2018 and move into the new building in 2019.
 
 

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

Continued from above. 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. We have used our capital campaign to develop skills and practices we will need in the new building. We have upgraded software and added and trained development staff. We will end the campaign with a larger, more effective development department capable of supporting expanded services. At the same time, we are seeking funding to conduct an audit of development needs that will result from the completion of our new building and create a development plan to meet those needs.