Share |

Community Day Center of Waltham

 16 Felton Street, 2nd Floor
 Waltham, MA 02453
[P] (781) 392-6311
[F] --
www.communitydaycenter.org
[email protected]
-- --
Facebook
INCORPORATED: 2003
 Printable Profile (Summary / Full)
EIN 56-2325323

LAST UPDATED: 07/09/2015
Organization DBA Community Day Center of Waltham Inc.
Community Day Center of Waltham
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

Mission StatementMORE »

The Community Day Center of Waltham supports homeless individuals and those in need to shape and meet their life goals.  We accept and respect people where they are, and seek to help them access the necessary tools and services to move toward stability.
 
Core Values of the CDCW:
   Creating a place which:
      offers safety, trust and a sense of belonging
      offers people who are struggling, another chance
      offers people hope
      offers community and acceptance
   Seeking to:
      offer acceptance and respect
      hear those who feel unheard
      create accountability to our guests
      foster inclusiveness and mutual respect
      work with the community to remove barriers
 

Mission Statement

The Community Day Center of Waltham supports homeless individuals and those in need to shape and meet their life goals.  We accept and respect people where they are, and seek to help them access the necessary tools and services to move toward stability.
 
Core Values of the CDCW:
   Creating a place which:
      offers safety, trust and a sense of belonging
      offers people who are struggling, another chance
      offers people hope
      offers community and acceptance
   Seeking to:
      offer acceptance and respect
      hear those who feel unheard
      create accountability to our guests
      foster inclusiveness and mutual respect
      work with the community to remove barriers
 

FinancialsMORE »

Fiscal Year Jan 01, 2012 to Dec 31, 2012
Projected Income $115,000.00
Projected Expense $115,000.00

ProgramsMORE »

  • Day Shelter

Revenue vs. Expense ($000s)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

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


Overview

Mission Statement

The Community Day Center of Waltham supports homeless individuals and those in need to shape and meet their life goals.  We accept and respect people where they are, and seek to help them access the necessary tools and services to move toward stability.
 
Core Values of the CDCW:
   Creating a place which:
      offers safety, trust and a sense of belonging
      offers people who are struggling, another chance
      offers people hope
      offers community and acceptance
   Seeking to:
      offer acceptance and respect
      hear those who feel unheard
      create accountability to our guests
      foster inclusiveness and mutual respect
      work with the community to remove barriers
 

Background Statement

The Community Day Center of Waltham  was created to fill a gap in services for homeless individuals and those in need in the Waltham/MetroWest region. Now in its ninth year, the Day Center has evolved in order to comprehensively address the complex needs of very poor adults and has successfully built a positive, often life-changing community among the formerly isolated. 

 The Day Center idea was conceived by a homeless Waltham community member and past board member, David Taylor, in response to the problem of a lack of daytime shelter for homeless adults in Waltham, especially during the coldest months of winter and hottest days of summer.

 David took his idea for a Day Center to his minister, social service providers and residents. This group discovered that current providers were unable to expand their services to cover these critical hours. The group also learned that in addition to shelter, there existed a strong need for a place in which Waltham’s homeless adults and others facing serious social burdens would feel welcome and respected and could get the necessary resources that would help to move them from a life of crisis to one of stability. The Day Center was created to fill these important needs.


Impact Statement


  "Homelessness is dire. It's not a comfortable situation, it's frustrating."
                                                                                 -Ron , a guest
 
At the Day Center, we provide a safe and welcoming place for our guests and an effective approach to build relationships with them and address their needs.  In the past year we served 675 different individuals at the Day Center.
 
In addition to our Day Shelter Program, we have Case Management, Job Readiness and Micro-loan Program. We have helped 375 guests access social services, advocacy, case management, and health and legal referrals.  Last year we initiated our Jobs Readiness Program to provide job skills with pre- and on-going employment support. We have helped 75 guests for job assistance and 40 guests with resume writing. In our Micro-loan Program we extend small loans for prescriptions, transportation, food, etc. to maintain stability in the guests' day to day lives.
 
The third achievement is in the area of community education. It is our goal to inform and educate the community, our partners, social and business groups, schools about the connections of homelessness, trauma, domestic violence, and mental illness. We have created two art exhibits to show the complexity of homelessness.
 
Our five goals for the current year are to:
  • increase visibility in the great Boston/MetroWest communities in order to build a wider base of donor support and diversify our funding sources'
  • creation of a five year strategic plan
  • increase hours up to full-time for current staff and hire other staff as needed,
  • partner with community organizations and/or hire part-time support teams, including healthcare coordinator, housing coordinator, and a social worker with expertise in basic healthcare, mental health services, and substance abuse treatment, and
  • move the Day Center our of its current shared space and limited hours into its own space with expanded Shelter hours during the weekdays and the inclusion of weekend hours.
 
 
 
 

 

 
 

Needs Statement

  1. Capital Campaign - To raise $50,000 by end of October for down payment, purchase and initial build-out of new center.  $479,000 by the end of 2014.
  2. Health census/needs assessment for the homeless, uninsured and under-insured in order to direct and build sustainable health programming ($12,000)

         - Creation and analyses of data from implementation of bilingual         (English/Spanish) questionnaire ($3,000)

         - Health programming intern’s partial stipend, one year ($8,000)

         - Printing and office supplies ($1,000)

    3. Part-time substance abuse intervention coordinator, 90-minute       sessions, twice weekly, @$70 per week =$3,500

    4. Due to ongoing service demand levels which we are currently unable to meet in their totality, we are in need of increasing our staffing hours for our three part- time staff up to full-time hours (Executive Director, Volunteer Coordinator, and Bilingual Program Coordinator) ($60,000 )

   5.  Part-time housing special caseworker for one afternoon a week ($3,500)
 
 
 

CEO Statement

As  the Executive Director, I have come to appreciate the many needs of our guests. While helping the guests to meet their needs, at times, has been quite demanding, I have also realized the rewards of helping them to rebuild their lives.

The Community Day Center is more than just providing shelter; it has programs that have real and lasting  impact. We do our job well when we build relationships with our guests, and create a comprehensive plan of services for each of them. Many times this plan helps them to navigate through the highly specialized and fragmented social services, health, and legal systems.  

Here is one example:
A guest was having a seizure. We called for an ambulance which took him to a local hospital. After he was stabilized with anti-seizure medication, he was released from the hospital with only two days’ worth of medication. We found a short-term shelter for him, but he was denied a bed because he didn't have enough medication prescribed by a physician. By the time we could find him a doctor, he lost his bed. A week later he had another seizure, and around we went again.

In this story, the providers did their job and were true to the mission and values of their programs. However, the Day Center believes in a “holistic” approach to services as a way to minimize the confusion and chaos resulting  from  different treatment cultures and conflicting systems.  Importantly, this will also save money from the “revolving” door practices often found in the medical system.  

Recognizing this problem, our Case Management Program, as well as new initiative the “Job Readiness Program” treat the whole person. This program will not just center on getting guests jobs but will also focus on dealing with the underlying issues that prevent guests from maintaining employment. We need to ensure that the guests are staying on a medication treatment program, accessing health care, maintaining sobriety, bringing an abuser to justice, clearing up an outstanding warrant, or reuniting with their family, just to name a few possible goals. Once there is stability in the guests’ lives, we can focus on employment and post-employment issues.

 Over the next year, we plan to thoughtfully grow our programs and focus on systemic works so that our most vulnerable neighbors do not fall through the cracks. Our services aim to promote wellness, healthy relationships, productive living, and community involvement. We invite you to join us!


Board Chair Statement

The Community Day Center of Waltham was founded as a secular non-profit organization by clergy and members, some homeless, of the First Presbyterian Church of Waltham. As a church member, I became involved with this mission in 2008 as a board member, and for the past year as Board President. I believe in the mission because I believe that the greatest calling we have is to help those in need. I am a major donor to the organization. As President, my goal for the CDCW is to foster growth in all areas. In the past year we have added five new board members, hired an experienced Executive Director, increased our volunteer staff, grown our budget by 40%, and increased service hours. Due to increased demand, and a focus on the root causes of, and remedies for homelessness, we have faced two areas of challenge:

1.      Expansion of capacity in the light of increasing demand.
Our mission is to provide a place where homeless and other people in need can go during the day, not just for shelter and community, but also for access to services that build health, emotional stability, and financial self-reliance. This mission has required us to deliver an increasing variety of services that are difficult to provide in our tight quarters and with a small staff. How wonderful it would be to be able to host a regular clinic in our space, to expand our ability to provide a nourishing midday meal, to expand our job readiness program, to increase our aid to people navigating the federal and state transitional programs, to increase legal and housing aid, and most important to increase our hours beyond what our current landlord (the Presbyterian church) can provide, especially during the winter season. As we look to expand these services the demand for services is increasing due to economic conditions and other factors. There is always more we can do and all of these goals require money, people and materials.

2.      Growth of material and volunteer support through community outreach and fundraising.
As demand for the numbers and types of services increases, we need to increase staffing and materials to meet that demand. This requires resources of two types. First, we need to increase donations to sustain our operation. This entails outreach to local business, churches, foundations and individuals to establish avenues of reliable support. We operate at nearly 100% efficiency, that is, essentially all of our income goes to the direct providing of services. Our board is unpaid (and all are donors of both time and money), and our entire staff, including our Executive Director, spend their day working directly with our guests. As a result, increasing our paid staff directly increases the services we provide. We also need financial support for the equipment, food, and other necessities for our guests (e.g. hats and coats, transportation, micro-loans). Finally, we need to increase our administrative capacity for fundraising and outreach to the surrounding community for financial and volunteer support.

These challenges have been taxing because they require labor and materials we do not have, and because the demand for services is open-ended. When one person is helped, two more walk in the door – a door which is open to everyone. 

                                                          

Geographic Area Served

In a specific U.S. city, cities, state(s) and/or region.
METROWEST REGION, MA
GREATER BOSTON REGION, MA
The Community Day Center of Waltham mostly serves the Greater Boston and Metro-West areas, but our Day Center is open to all.

Organization Categories

  1. Human Services - Homeless Services/Centers
  2. Housing, Shelter - Support NEC
  3. Public & Societal Benefit - Leadership Development

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

No

Programs

Day Shelter

The Community Day Center of Waltham achieves our mission through our programs that have a significant impact on our individual guests and our larger community.
 
Day Shelter Program: Providing a safe and welcoming place for our guests and an effective approach to build relationships with our guests and address their needs.
Case Management: Continuing to increase the guests’ access to social services, advocacy, case management, and referral to achieve sustainable results
Job Readiness Program: Providing practical job skills with pre- and ongoing employment support that achieves demonstrable results
Micro-loan Program: Extending small loans for prescriptions, transportation, food, etc. to maintain stability in the guests’ day-to-day lives.
 Community Education: Informing and educating the faith communities, community partners, social and business groups and the community about the connections of homelessness, trauma, domestic violence, and mental illness.

 


 
Budget  $115,000
Category  Human Services, General/Other Services for the Homeless
Population Served Adults Alcohol, Drug, Substance Abusers At-Risk Populations
Program Short-Term Success  --
Program Long-Term Success  --
Program Success Monitored By  --
Examples of Program Success  --

CEO/Executive Director/Board Comments

For the latest, check out our blog at: http://cdcwseasonofhope.blogspot.com/ 
 
For a small organization with a huge mission, the Community Day Center of Waltham looks to expand capacity in light of increasing demands. In the past year, the demand for our services has grown 8 percent and we now serve 675 different individuals.  Our mission is to provide a place where homeless and other people in need can go during the day, not just for shelter and community, but also for access to services that build health, emotional stability, and financial self-reliance. This mission has required us to deliver an increasing variety of services that are difficult to provide in our tight quarters and with a small staff.
 
Another challenge of working with this vulnerable population is the lack of financial support from the city, state and federal government and other funding sources.  As funding priorities have changed to relocating families out of hotels into housing and the creation of affordable housing, day shelters/centers have not been supported financially.  In addition, our Day Center is competing with larger and better known institutions in larger cities.  We believe there should be funding for those who are in the trenches, triaging people as part of the emergency shelter system. In the past the leadership also decided to be under the radar so as to not attract the attention of detractors.  While it might have been wise politically, the entire issue of homelessness was hidden.
 
During my tenure as the Executive Director, I have been focused on systemic barriers to services for our guests and designing wrap around support so they could achieve successes and move into stability.  Another priority has been to build a "community" where many have lived in isolation. The Day Center is guided by a belief in the transformative power of community and the organization’s values include acceptance and respect, compassion, caring, and safety for all participants.
It has also been important to build leadership amongst our guests.  "Homelessness From Our Eyes" was a photo exhibit created by our guests to show the complexity and hardship living on the streets, the woods and shelters.  Our new exhibit "FACES: What people don't know about me" is to show how we are all different and special. We believe it is important for our community to see homelessness threw our guests' eyes and hear from their voices.
 
As we strengthen and diversify our funding sources, we are looking to our goal of having our own space, where we can open all day and weekends. We are also looking to create or support others in creating affordable housing for our guests.  Studies have shown that 
 
 
 

Management


CEO/Executive Director Ms. Marilyn Lee-Tom JD
CEO Term Start Aug 2010
CEO Email [email protected]
CEO Experience :The CDCW is staffed by a part-time (30 hours per week) Executive Director Marilyn Lee-Tom, Esq. who reports to the Board of Directors. Ms. Lee-Tom has over thirty-years working in the non-profit sector as an attorney and in management. Her duties are comprehensive, including supervising her staff to ensure smooth operation of the Center, counseling and referral for guests, and day-to-day administrative and financial oversight


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

Former CEOs and Terms

Name Start End
Mr. Eben Forbes Jan 2008 June
Mr. Rob Mark Jan 2006 Dec

Senior Staff

Name Title Experience/Biography
Ms. Karen Coleman Rev. Dr. Volunteer Coordinator --
Ms. Marilyn Lee-Tom JD Executive Director --
Mr. Steven Ricci MA, MBA Case Manager --

Awards

Award Awarding Organization Year
-- -- --

Affiliations

Affiliation Year
-- --
Member of state association of nonprofits? Yes
Name of state association Massachusetts Nonprofit Network

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

The Community Day Center collaborates with the Salvation Army and the Bristol Lodge Soup Kitchen by dovetailing our programs.  Our staff also meets monthly with other community agencies through the Homeless Assistance Coalition.  The Executive Director is a member of the Waltham Ministerial Association.  The WMA provides morning volunteers for the program as well as provides money for the Micro-loan program.  We also meet with different umbrella advocacy agencies.

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Staff Information

Number of Full Time Staff 0
Number of Part Time Staff 3
Number of Volunteers 80
Number of Contract Staff 0
Staff Retention Rate % 66%

Staff Demographics

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

Plans & Policies

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

Risk Management Provisions

--

Reporting and Evaluations

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

Governance


Board Chair Ms. Angela Lordi chair
Board Chair Company Affiliation community volunteer
Board Chair Term May 2010 - May 2015
Board Co-Chair Mr. Miles Hutton vice-chair
Board Co-Chair Company Affiliation community volunteer
Board Co-Chair Term May 2010 - May 2015

Board Members

Name Company Affiliations Status
Ms. Annie Aisenberg community volunteer Voting
Rev. Allan Bone community volunteer Voting
Mr. Michael Colomba community volunteer Voting
Ms. Kathryn David community volunteer Voting
Mr. Miles Hutton community volunteer Voting
Ms. Angela Lordi community volunteer Voting
Mr. John McBrine Esq. community volunteer Voting
Mr. Ed Sazo community volunteer Voting
Ms. Liz Stoker community volunteer Voting
Mr. Paul Trembaly Esq. community volunteer NonVoting

Constituent Board Members

Name Company Affiliations Status
David Taylor retired Exofficio

Youth Board Members

Name Company Affiliations Status
Elizabeth Stoker student --

Advisory Board Members

Name Company Affiliations Status
Rev. Lydia Hews community volunteer NonVoting
Rev. Tom Maehl community volunteer NonVoting
Councilor Stephen Rourke community volunteer NonVoting
Rep. Thomas Stanley community volunteer NonVoting

Board Demographics

Ethnicity African American/Black: 10
Asian American/Pacific Islander: 0
Caucasian: 60
Hispanic/Latino: 30
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 5
Male: 6
Not Specified 0

Board Information

Board Term Lengths 6
Board Term Limits 2
Board Meeting Attendance % 80%
Written Board Selection Criteria Under Development
Written Conflict Of Interest Policy Under Development
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation Yes

Standing Committees

  • Capital Campaign
  • Human Resources / Personnel
  • Special Events (Golf Tournament, Walk / Run, Silent Auction, Dinner / Gala)

CEO/Executive Director/Board Comments

When the Community Day Center was created in 2003, the majority of the board members were homeless.  Since then, the board has been adding other constituents, i.e. student, faith community, Hispanic member and residents. Although the board is small, the members are very supportive and give of themselves, money and contacts.

Foundation Comments

--

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

Fiscal Year Jan 01, 2012 to Dec 31, 2012
Projected Income $115,000.00
Projected Expense $115,000.00
Form 990s

2013 990

2012 990

2011 990

2010 990

2009 990

2008 990

Audit Documents --
IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2013 2012 2011
Total Revenue $159,162 $137,143 $114,435
Total Expenses $107,188 $97,443 $97,104

Prior Three Years Revenue Sources

Fiscal Year 2013 2012 2011
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $136,604 $137,754 $114,252
Indirect Public Support -- -- --
Earned Revenue $640 -- --
Investment Income, Net of Losses -- $64 $182
Membership Dues -- -- --
Special Events $21,918 $-675 --
Revenue In-Kind -- -- --
Other -- -- $1

Prior Three Years Expense Allocations

Fiscal Year 2013 2012 2011
Program Expense $107,188 $97,443 $97,104
Administration Expense -- -- --
Fundraising Expense -- -- --
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.48 1.41 1.18
Program Expense/Total Expenses 100% 100% 100%
Fundraising Expense/Contributed Revenue 0% 0% 0%

Prior Three Years Assets and Liabilities

Fiscal Year 2013 2012 2011
Total Assets $431,751 $393,152 $47,836
Current Assets $57,282 $30,009 $47,836
Long-Term Liabilities $292,951 $306,326 $0
Current Liabilities $0 $0 $710
Total Net Assets $138,800 $86,826 $47,126

Prior Three Years Top Three Funding Sources

Fiscal Year 2013 2012 2011
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy Income Only
Percentage(If selected) --
Credit Line No
Reserve Fund Yes
How many months does reserve cover? 6.00

Capital Campaign

Are you currently in a Capital Campaign? Yes
Capital Campaign Purpose Capital campaign to purchase, land and building and initial build-out at 16 Felton Street, Waltham, MA
Campaign Goal $497,000.00
Capital Campaign Dates Aug 2012 - Dec 2014
Capital Campaign Raised-to-Date Amount $36,500.00
Capital Campaign Anticipated in Next 5 Years? Yes

Short Term Solvency

Fiscal Year 2013 2012 2011
Current Ratio: Current Assets/Current Liabilities -- -- 67.37

Long Term Solvency

Fiscal Year 2013 2012 2011
Long-term Liabilities/Total Assets 68% 78% 0%

CEO/Executive Director/Board Comments

--

Foundation Comments

Financial summary data in charts and graphs are per the organization's IRS 990s.  Contributions from foundations and corporations are listed under individuals when the breakout was not available.

Documents


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?

--

2. What are your strategies for making this happen?

--

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

--

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

--

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

--