Clifford W Beers Guidance Clinic
93 Edwards Street
New Haven CT 06511
Contact Information
Address 93 Edwards Street
New Haven, CT 06511-
Telephone (203) 772-1270 x
Fax 203-772-0051
E-mail info@cliffordbeers.org
Web and Social Media
Our 93 Edwards Street Location
Mission
Our mission is to provide accessible community-based mental health services and advocacy that promote healthy and resilient lives for children and their families.
At A Glance
Year of Incorporation 1968
Organization's type of tax exempt status Public Supported Charity
Organization received a competitive grant from the community foundation in the past five years Yes
Leadership
CEO/Executive Director Alice M. Forrester PhD
Board Chair Karen DuBois-Walton PhD
Board Chair Company Affiliation Housing Authority, City of New Haven
Financial Summary
 
Projected Revenue $1,560,000.00
Projected Expenses $1,560,000.00
Statements
Mission
Our mission is to provide accessible community-based mental health services and advocacy that promote healthy and resilient lives for children and their families.
Background
We've been here over 100 years!  Wow!
 
Yes, we are always looking to advance our work.  But we also are mindful of the work of our Clinic namesake, Clifford W. Beers.  In 1913, Beers (who was once institutionalized following a suicide attempt) introduced the world to the idea that those with mental health issues should not be locked away but instead treated kindly, near their homes, surrounded with support.
 
We believe in the power of support.  When we work with a child it would make no sense to exclude his family.  That is why throughout our history we have grown the role of the family in the treatment of children.  We make children healthy and well by making families healthy and well!  
 
We also know the power your support brings to our work.  Without it, our decades of work addressing community need would never have happened.  For instance, when the AIDS crisis struck, CBC responded with a program to help teens understand and use the concept of safe and responsible sexual activity.  When in recent years the community saw a notable growth in the Latino population, CBC responded by adding Spanish-speaking and culturally staff to deliver care. 
 
These are two of countless examples demonstrating CBC's commitment to caring for those in the community who need us most.  Thank YOU for caring with us and giving us the support we need to make it all possible.  
Impact
Your kindness is why we can deliver the compassionate and complete care families who have experienced trauma need and grow it in ways that address the needs of the community!
 
For example, because your support has helped us to develop a true expertise in trauma care, the Clinic recently designed and implemented a game-changing program called Wraparound New Haven ("WNH").  WNH is truly remarkable: looking to deliver better care for families with significant mental and physical health needs while also reducing costs for these families by keeping them out of hospitals and emergency rooms.  CBC strongly believes we can prove all the benefits of WNH in the next 3 years and thereafter serve as a state (if not nationwide!) model for care!
 
Also, last year CBC continued its work through a collaboration called the New Haven Trauma Coalition ("NHTC").  NHTC works primarily through New Haven Public Schools screening children for exposure to trauma and delivering care.  We are so thankful for you, our friends, who know like we do that screening for trauma is so very important!  When trauma happens, if it is left untreated it can cause not just emotional angst but serious physical problems: heart disease, even cancer!!  By screening and treating we will be able to stem the tide of untreated trauma which, according to many experts, is a real and present public health crisis.   Support from our friends makes possible our outpatient services -- these services are not fully covered by insurance reimbursement and, therefore, suffering as the result of trauma.  
 
Finally, you know how excited we are about our work in a partnership known as MOMS.  MOMS -- designed to address the chronic stress of New Haven mothers -- is community-based, i.e., it's where families who needs us are.  For instance, a MOMS "hub" is in Stop 'n Shop on Whalley Avenue and more are on the way.  Thank you so much for making services convenient for those who need them!!!
 
And, please know none of this is possible without you.  Thank you!
Needs
You, our friends, agree with us that delivering mental health services requires innovation.  Anticipation.  Execution.
Thank you for working with us as we do these things, and thank you for helping the Clinic’s reputation to grow statewide and nationally.  Our need remains fairly steady: financial support.  The cost to deliver care is rarely fully reimbursed by insurance, so your support often bridges the gap so that children and families can be treated.  
What's more, innovation requires start-up costs, and there you play such an important role.  We could not be nearly as innovative and forward-thinking as we are without the financial support of you, our friends.  Whether it be looking for new space in the community from which we can deliver accessible care or bringing on new staff to meet the demand for services, you are a key player in making it all happen!  
CEO Statement
Thank you VERY much for supporting our work!
 
I can't say enough what your friendship to our Clinic means: 
 
It means that a teen girl -- who started cutting her arms after she had been abused by a much older man she met online -- can get help.  It means she can start to feel good about herself again!
 
It means a little boy -- who sits in school with his hair combed neatly and his pants pressed but in anguish knowing his daily afterschool beating is waiting for him -- can get help.  Get safety.  Find healing.  
 
It means a diabetic child who doesn't go to school because she cannot leave her grandmother home alone in an unheated apartment can get help from our compassionate staff by connecting the family to services in the community. 
 
These are just three examples of children and families you are helping through your support of Clifford Beers Clinic.  We help over 1,600 children and families every year as they work through anxiety, depression, school problems, attention difficulties or loss of a loved one. 
 
If we weren't so fortunate to know kind people like you, the odds against these families would be great.  The science is pretty convincing that untreated trauma -- like the circumstances described above -- is a direct cause of emotional angst, social problems, and significant health problems.  Today, we know that heart disease -- even cancer! -- can be caused by letting stress and trauma fester untreated. 
 
But we do have you, and that changes everything for the families we see!  We are so glad to have you with us as we deliver care AND bring awareness to the problem of untreated trauma.  I am so glad you are onboard with us as we advocate in front of legislators and decision makers to have untreated trauma declared the single greatest public health crisis to come along in decades -- and force a public health response to it!!!
 
I invite you to learn more about our work at www.cliffordbeers.org.  In particular, there you can review our results.  Our outcomes are encouraging, and we believe our efforts are having an impact. 
 
All because of you.  Thank you very, very much.
Board Chair Statement
Clifford Beers Clinic is at the forefront of caring for children and families with need for mental health care, and I am thrilled to serve as its board president. 
 
I am also the executive director of the Housing Authority for the City of New Haven -- an agency tasked with providing quality, affordable housing for the city's residents.  In that position I've become familiar with the chronic stress and trauma exposure facing many families in our community, and I'm so thankful that a place like Clifford Beers Clinic exists to help.  And CBC helps in whatever way best helps those who need it.  For example, the Clinic knows it's not easy to take your teen to therapy if you have to bring him, your two other grade school children, and your baby (in her stroller!) for two bus rides to get a therapy session. 
 
The answer?  Going to the need.  Through very strong and gratifying partnerships and collaborations, CBC is in more places with more faces than ever.  We're working alongside physicians at Fair Haven Community Health Center, we're operating with Yale University School of Medicine at a "hub" in Stop 'n Shop on Whalley Avenue, we're a presence at Yale-New Haven Children's Hospital, and we're in several New Haven public schools!
 
I am fortunate to work with a very talented and dedicated collection of men and women who serve with me on the CBC board of directors, and I'm grateful for their efforts.  I am also grateful to have a visionary leader at the helm of the Clinic who can identify and seize opportunities to improve care in an ever-changing healthcare landscape. 
 
I am of course most thankful for you -- our friends, partners and supporters who believe that with compassionate care we can make meaningful contributions to healing children and families . 
 
Because of you we are making our community healthy and well!
 
Thank you so much for your kindness and your support of Clifford Beers Clinic. 
Service Categories
Primary Organization Category Mental Health & Crisis Intervention / Mental Health Treatment
Secondary Organization Category Youth Development /
Tertiary Organization Category Human Services /
Areas Served
New Haven
Ansonia
Branford
East Haven
Guilford
Hamden
Madison
Milford
North Branford
North Haven
Orange
Shoreline
West Haven
Woodbridge
Clifford Beers Clinic serves over 17 towns in the Greater New Haven Region. We have offices in New Haven, West Haven, Guilford and Woodbridge, and we are also located in four New Haven-area schools.  We serve families from New Haven, West Haven, Branford, East Haven, Guilford, Hamden, Madison, Milford, North Branford, North Haven, Ansonia, Orange, and Woodbridge, along with other towns along the shoreline.  
Programs
Description

Children and families who have experienced trauma need help.  They need social connection.  They need community-based resources to perhaps meet basic needs.  They need therapy.  They need streamlined care to address their biopsychosocial needs, and often it is not just a child but an entire family who needs care.  At CBC, we do all of this.  Today, we do it not just at our 93 Edwards Street location but also in schools, community health centers, doctors' offices, hospitals, and even a local supermarket.  In this way we are removing traditional barriers to care (like transportation and stigma) and reaching more children and families than ever to address a wide array of traumatic experiences.  Through our efforts we are strengthening families and creating a community that is both happier and healthier.    

Population Served Children and Youth (0 - 19 years) / Families /
Program is linked to organization’s mission and strategy Yes
Program is frequently assessed based on predetermined program goals Yes
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service.  At CBC, our research department works hard to assess families at intake and compare that to discharge.  Data from FY15 regarding problem severity (which examines problems with a child's behavior) and functioning level (which examines a child's difficulties interacting with people and otherwise functioning, e.g., self-care) indicate we are making good progress.  At discharge, 56% of parents/caregivers reported the child moved out of clinical (unfavorable) range into normal range for problem severity -- that's more than every other child in our care!  At discharge, 53% of parents/caregivers reported the child moved out of clinical (unfavorable) range into normal range for functioning -- also improvement for more than half the children in our care!  
Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state.

Typically, CBC measures success by comparing assessment data at intake vs. discharge.  Because the average length of stay for our children and families is six months, long-term success is difficult to measure empirically; however, many children and families in our care stay in touch with the clinicians and therapists with whom they worked, and often we hear wonderful stories.  For example, some years ago we served a teenage girl with an extensive trauma history and significant needs (i.e., her drug-addicted mother threw her out, she had no housing, she had little other family support) and we recently learned she graduated high school with honors and was awarded a science scholarship at a public university!  Another boy who was once in our care bumped into his former CBC therapist, and he reported he was married and attending fathering classes so he would not repeat the mistakes his father made.  Fortunately, these are just two of the many stories that indicate our efforts have impact! 

 

 
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. CBC uses a wide variety of screening and assessment tools at various points during treatment.  Our clinicians complete assessments at various points of care, and families complete assessments, too.  Intake and discharge assessments ("paired data") are used to track progress, and our research department is constantly releasing reports that track overall progress.  The data is used to not just track improvements and success but also to inform clinicians and other CBC direct-service providers where improvement in care can occur.  
Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.

Jasmine's story is a good one to share! 

When we met her, Jasmine was an energetic two year old.  Her mom, Bethany, brought Jasmine to CBC concerned by Jasmine's social-emotional development.  Jasmine had lots of tantrums and was aggressive (throwing, hitting and biting).  Teachers had a hard time controlling Jasmine.

Almost instantly, our CBC team saw several issues with the interaction between Jasmine and Bethany.  Bethany was very concerned with appearance and poise, and Jasmine's behavior was very contrary to that.  Jasmine sensed how her behavior impacted her mother, and she would then behavior even more poorly -- creating a negative feedback loop of behavior and punishment.  They were rarely free to enjoy each other!
 
We helped them work through that.  Schedules, routines, reward systems and regulation activities were put in place.  Also, a new school more suitable to Jasmine's strength and energy was found.  Expectations have been adjusted, and today Jasmine is positive, having far fewer tantrums, and verbally advanced.  "Many thanks to CBC!" said Bethany.  "The storm has passed, and because of you we survived!"
 
Description

Outpatient Services: Even though we have increased our presence in nontraditional ways to increase access to behavioral health care, we still have a robust outpatient practice. It suits many children and families to seek counseling in the traditional setting, whether it be individual, group, or family therapy.  Also, with your support that setting remains flexible and responsive to what the community needs.  For instance, we recently recognized the need to address the specific traumas related to military services, e.g., deployment of a family member, his/her return from active duty, or combat-related PTSD.  We responded with an "HONORS" program that helps families work through these issues.  Also, given the increase in Autism Spectrum Disorder ("ASD"), we are currently piloting a program to serve families with ASD members. 

Your support allows this to happen, and we are grateful for the ability to remain responsive to what children and families need to be healthy and well.  
Population Served Children and Youth (0 - 19 years) / Families / US
Program is linked to organization’s mission and strategy Yes
Program is frequently assessed based on predetermined program goals Yes
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service. At CBC, our research department works hard to assess children and families at intake and compare that to discharge assessment.  This "paired data" from FY15 regarding problem severity (which examines problems with a child's behavior) and functioning level (which examines a child's difficulties interacting with people and otherwise functioning, e.g., self-care) indicate we are making good progress.  At discharge, 56% of parents/caregivers reported the child moved out of clinical (unfavorable) range into normal range for problem severity -- that's more than every other child in our care! At discharge, 53% of parents/caregivers reported the child moved out of clinical (unfavorable) range into normal range for functioning -- also improvement for more than half the children in our care!
Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state. Typically, CBC measures success by comparing assessment data at intake vs. discharge.  Because the average length of stay for our children and families is six months, long-term success is difficult to measure empirically; however, many children and families in our care stay in touch with the clinicians and therapists with whom they worked, and often we hear wonderful stories.  For example, some years ago we served a teenage girl with an extensive trauma history and significant needs (i.e., her drug-addicted mother threw her out, she had no housing, she had little other family support) and we recently learned she graduated high school with honors and was awarded a science scholarship at a public university!  Another boy who was once in our care bumped into his former CBC therapist, and he reported he was married and attending fathering classes so he would not repeat the mistakes his father made.  Fortunately, these are just two of the many stories that indicate our efforts have impact!
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. CBC uses a wide variety of screening and assessment tools at various points during treatment.  These tools are completed by our clinicians, and many times they are completed by parents/caregivers and even the children themselves.  These tools track progress, and our research department is constantly releasing reports with results.  The reports are used not just to see how our children and families are faring but also to inform clinicians and other CBC direct-serve providers where improvement in care can occur.
Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.

Ciera and her family need a lot of help.

When they first came to Clifford Beers, her two oldest children had already experienced some pretty horrible things (she asks that they not be disclosed), and she was pregnant but separated from her husband.  She knew she needed help, so she brought her family to CBC and worked with our therapists and care coordinators to get the help they needed and to heal.  

According to Ciera, though, the real difference was how CBC equipped the family to handle issues going forward.  Ciera knows more bad things may occur, but today she knows she will be able to handle them.  Also, with family counseling she reconciled with her husband, and they became closer than ever.  Today, they use "intellect over emotion" (Ciera's words), and they are assertive on their children's behalf without being aggressive.  Ciera even found the courage to go back to school and pursue a degree in culinary arts!
 
"Clifford Beers gave us what we needed to heal and move forward," says Ciera.  "I will share my story with anyone it might help.  And I'd tell them that, with help from Clifford Beers -- you can make it through!" 
Description

Our increased presence in the community has us grouping together several programs/services.  These include: "bridging," which provides short-term counseling for children and families in the immediate aftermath of a report of sexual abuse; Child First, which occurs in homes of family with children 0-5 to help ensure strong parent-child bonds are formed; MOMs, which is a partnership devoted to reducing the chronic stress of mothers in the community by setting up convenient locations (like a grocery store!) where they can connect to resources to help meet basic needs (diapers, housing, food); Newtown Recovery, which helped to support Sandy Hook after the tragedy of December 2012; and EMPS, which is a mobile response to a crisis in the community.

EMPS Crisis Services:EMPS Crisis Services provides an immediate response to children, adolescents and their families when a behavior health crisis is occurring. When a family dials 2-1-1, EMPS Crisis Services staff respond to a location within 45 minutes of the call.

Again, with your support we are able to offer care in different formats to help meet the needs of the families . . . and to create a happier, healthier community! 
 
Population Served Children and Youth (0 - 19 years) / Families / US
Program is linked to organization’s mission and strategy Yes
Program is frequently assessed based on predetermined program goals Yes
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service.

EMPS Crisis Services provides a good example of short-term success.  EMPS aims to (1) serve children and families in their homes, (2) divert use of costly hospital ERs, and (3) keep children out off expensive inpatient care.  The average length of stay is 11 days, and the idea is to stabilize the issues and thoughtfully problem-solve. Treatment plans our drafted, and our data indicate that for FY15 77% of children met their treatment goals.  During treatment, 4 out of 5 children (81%) of children with a history of inpatient psychiatric care were not readmitted.  Also telling is the parent's ability to manage their child; at intake, 39% felt incapable of managing their child, but for FY15 this drops to 19% -- which means only 1 in 5 parents felt incapable of managing their child after treatment.    

Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. Clinical assessments and screens are used at intake and discharge to track progress and inform treatment.
Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.

Stephen was seen by our EMPS clinician.

It happened fast for him.  He had significant rage, wanted to hurt someone, and was hospitalized.  School suspension followed.

Once released from the hospital but during his school suspension, EMPS was contacted.  For six weeks our EMPS clinician worked with Stephen and his family to keep Stephen safe, provide support and advocacy, and work through his feelings of regret and remorse.  CBC's clinician also attended several school meetings to help Stephen get back to school while explaining the process to his parents.
 
Our clinician secured home-schooling support for Stephen and worked hard to keep Stephen and others safe.  Ultimately, it was deemed best for Stephen to attend a new school where he would receive what he needed, including school counseling and extra time on assignments.
 
Today, Stephen is in that school, stable, and EMPS connected him to therapy where he is learning to express himself appropriately.  He has a safety plan that is effective, and Stephen and his parents have told CBC that the efforts of EMPS made all the difference.
Description This category encompasses several services: Care Coordination, which is an effort to keep children in their homes (and out of costly psych hospitals) and work with the family, community resources, and providers to strengthen the family; Community Support for Families, where DCF refers families to us where the children aren't in danger but the family needs help to connect to existing resources and supports; CATCH, which targets families who have experienced sexual abuse or domestic violence; our Child Advocacy Center partnership, where children and families can go after a disclosure of sex abuse and law enforcement, medical personnel, and social workers can help the family in a one-time effort (which avoids re-traumatizing the child); the NH Trauma Coalition, a school-based effort providing care coordination and counseling as well as trainings in trauma to school staff; LAUNCH, which looks to partner with physicians to screen children for trauma and involve the community in an overall wellness effort, and; Music Therapy, now provided in one NH school as a way to help children who have experience trauma. 
Population Served Children and Youth (0 - 19 years) / Families / US
Program is linked to organization’s mission and strategy Yes
Program is frequently assessed based on predetermined program goals Yes
Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state. The average length of stay for our children and families is six month.  Because of this, it is difficult to measure long-term success; however, we often hear from clients long after they leave our care since many stay in touch with their clinicians.  For example, some years ago we served a teenage girl with an extensive trauma history and significant needs (i.e., her drug-addicted mother threw her out, she had no housing, she had little other family support) and we recently learned she graduated high school with honors and was awarded a science scholarship at a public university!  Another boy who was once in our care bumped into his former CBC therapist, and he reported he was married and attending fathering classes so he would not repeat the mistakes his father made.  Fortunately, these are just two of the many stories that indicate our efforts have impact!
Description As you know, people are complex, and the children and families we serve have many needs that need care in different ways.  That's why we are committed to advancing a new approach to care that is integrated, community-based, and addresses the behavioral health, physical health, social well-being and basic needs of children and families in the community.  Many times, we also deliver this care not just to a child but to a child AND his/her family.  Our care centers are extensive partnerships and collaborations so that systems of care are coordinate and costly duplication of services is avoided while delivering better, more effective care.  You are a big part of this effort featured somewhat in everything we do and highlighted in our Wraparound New Haven program.
Population Served Children and Youth (0 - 19 years) / Families / US
Program is linked to organization’s mission and strategy Yes
Program is frequently assessed based on predetermined program goals Yes
Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state.  Our integrated care efforts are new!  Because of this it is difficult to assess program-wide, but we can share with you the success of Trisha, 10, and her family.  They came to us through Wraparound New Haven in the middle of a divorce.  At that time Trisha's asthma had flared up and she was otherwise struggling -- school problems, tantrums, fighting at home and school.  Trisha's mom was facing housing, employment and physical health problems, too.  Our care coordinator worked with the family so that Trisha could receive therapy and medical treatment to contain the asthma, and Trisha's mom was connected to housing, workforce development and health resources in the community.  Following 8 months of care with us, Trisha and her mom are stable.  When they were formally discharged from our care, Trisha made her care coordinator a beautiful tissues paper unicorn that is proudly displayed in the lobby of one CBC location!!!
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.  Monthly reports are generated by third parties who review data.  There is a constant loop of analysis and feedback guiding the team to inform care.
Program Comments
CEO Comments
As you know, our goal is a healthy, thriving community made up of families who receive lots of love and support!
 
The single greatest challenge to achieving that is the necessary funding to see it through. 
 
We are working hard to design a way of giving care that is better and cost saving, and through our work with Wraparound New Haven we are seeing promising results on both counts.  You have been wonderful in your support of our work and our vision for a healthier New Haven community. 
 
Thank you so much, and thank you for whatever kindness you can continue to show us.  You have brought us to a place where we know we are really on to something, and because of you we're poised for success! 
 
With the constant economic challenges we face I cannot thank you enough for staying with us as we provide care to children and families who need it most.
 
Securing adequate funding for the work of Clifford Beers Clinic is always challenging, which is why Clifford Beers Clinic is forever grateful for the gifts it receives from a very caring community of supporters.   
CEO/Executive Director
Alice M. Forrester PhD
Term Start Sept 2007
Email aforrester@cliffordbeers.org
Staff
Number of Full Time Staff 154
Number of Part Time Staff 23
Number of Volunteers 21
Staff Retention Rate 97%
Staff Demographics - Ethnicity
African American/Black 41
Asian American/Pacific Islander 6
Caucasian 99
Hispanic/Latino 19
Native American/American Indian 1
Other 0 11
Staff Demographics - Gender
Male 23
Female 154
Unspecified 0
Former CEOs and Terms
NameTerm
Mr. Chester J. Brodnicki LCSWDec 1989 - Aug 2007
Senior Staff
Title Director of Crisis & Community-Based Services
Title Chief Financial Officer
Title Director of Strategic Advancement
Title Medical Director
Title Vice President of Integrated Care
Title VP of Business Development
Formal Evaluations
CEO Formal Evaluation Yes
CEO/Executive Formal Evaluation Frequency Annually
Senior Management Formal Evaluation Yes
Senior Management Formal Evaluation Frequency Annually
Non Management Formal Evaluation Yes
Non Management Formal Evaluation Frequency Annually
Affiliations
AffiliationYear
Connecticut Association of Nonprofits2010
Connecticut Council on Philanthropy2010
Greater New Haven Chamber of Commerce2010
United Way of Greater New Haven2010
Board Chair
Karen DuBois-Walton PhD
Company Affiliation Housing Authority, City of New Haven
Term Oct 2012 to Oct 2016
Board of Directors
NameAffiliation
Laura Altshul Community Volunteer
William S. Colwell Esq.Parrett, Porto, Parese & Colwell, P.C.
Ricci Cummings Community Volunteer
Jacqueline Epright Yale New Haven Hospital
Stephanie S. Farber PhDRetired
Maureen Frank Start Community Bank
Lynn Gabbard New Haven Acadmey & CT Adoption Services
William T. Kosturko Retired
Stephen H. Kovel Hull's Art Supply & Framing
Richard Leibiger Connecticut Vinyl Exterior
Christopher Levesque Forecuity LLC
Cheryl Liburd Community Volunteer
Ted Novicki United Illuminating/ Avangrid
Thomas J. Sansone EsqCarmody Torrance Sandak & Hennessy, LLP
Dominic B. Schioppo Jr.New England Financial Group, LLC
Yan Searcy PhDSouthern CT State University
Richard Sussman PhDHartford Foundation for Public Giving
Dorothy Ventriglio Hospital of Saint Raphael
Tina C. Weiner Yale University Press
Board Demographics - Ethnicity
African American/Black 3
Asian American/Pacific Islander 0
Caucasian 17
Hispanic/Latino 0
Native American/American Indian 0
Other 0 0
Board Demographics - Gender
Male 10
Female 10
Standing Committees
Finance
Nominating
Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
 
 
Financials
Fiscal Year Start July 01 2016
Fiscal Year End June 30 2017
Projected Revenue $1,560,000.00
Projected Expenses $1,560,000.00
Spending Policy Percentage
Percentage (if selected) 4.25%
Credit Line Yes
Reserve Fund Yes
Detailed Financials
Prior Three Years Total Revenue and Expense Totals ChartHelpFinancial data for prior years is entered by foundation staff based on the documents submitted by nonprofit organizations.Foundation staff members enter this information to assure consistency in the presentation of financial data across all organizations.
Fiscal Year201520142013
Total Revenue$14,171,000$9,628,047$8,670,026
Total Expenses$11,198,044$9,816,268$8,674,463
Prior Three Years Revenue Sources ChartHelpThe financial analysis involves a comparison of the IRS Form 990 and the audit report (when available) and revenue sources may not sum to total based on reconciliation differences. Revenue from foundations and corporations may include individual contributions when not itemized separately.
Fiscal Year201520142013
Foundation and
Corporation Contributions
$3,670,422$849,669$593,969
Government Contributions$7,871,743$5,876,273$5,466,735
Federal$1,275,869----
State$5,567,714$4,863,523--
Local------
Unspecified$1,028,160$1,012,750$5,466,735
Individual Contributions--$35,957$65,610
------
$2,431,146$2,607,472$2,317,903
Investment Income, Net of Losses$98,389$62,654$62,858
Membership Dues------
Special Events$67,578$127,251$163,615
Revenue In-Kind------
Other$31,722$68,771($664)
Prior Three Years Expense Allocations Chart
Fiscal Year201520142013
Program Expense$9,327,419$7,998,600$7,220,819
Administration Expense$1,560,011$1,387,261$1,081,801
Fundraising Expense$310,614$430,407$371,843
Payments to Affiliates------
Total Revenue/Total Expenses1.270.981.00
Program Expense/Total Expenses83%81%83%
Fundraising Expense/Contributed Revenue3%6%6%
Prior Three Years Assets and Liabilities Chart
Fiscal Year201520142013
Total Assets$6,636,545$3,460,858$3,043,195
Current Assets$3,359,952$713,848$697,783
Long-Term Liabilities$1,052,228$650,000$767,030
Current Liabilities$1,248,163$697,412$649,970
Total Net Assets$4,336,154$2,113,446$1,626,195
Prior Three Years Top Three Funding Sources
Fiscal Year201520142013
Top Funding Source & Dollar AmountDCF $5,567,714DCF $4,863,523Dept. of Children & Families $4,444,086
Second Highest Funding Source & Dollar AmountUS Dept. of Health & Human Services $1,275,869SAMHSA $530,350Substance Abuse & Mental Health Services $551,602
Third Highest Funding Source & Dollar AmountSeedlings Foundation $1,255,000Seedlings Foundation $260,000Seedlings Foundation $280,000
Solvency
Short Term Solvency
Fiscal Year201520142013
Current Ratio: Current Assets/Current Liabilities2.691.021.07
Long Term Solvency
Fiscal Year201520142013
Long-Term Liabilities/Total Assets16%19%25%
Comments
CEO Comments
We continue to counteract the challenges associated with rising costs in nonprofit health care work with opportunities that present themselves.  We are constantly looking for new grants, new funders, and new donors, and we make every effort to expand existing relationships.  Clifford Beers Clinic remains grateful for all past and current support and welcomes all opportunities to discuss with past, present and newly interested funders ways in which the Clinic delivers care and how funds are used to treat children and families affected by trauma.
Foundation Staff Comments

This profile, including the financial summaries prepared and submitted by the organization based on its own independent and/or internal audit processes and regulatory submissions, has been read by the Foundation. Financial information is inputted by Foundation staff directly from the organization’s IRS Form 990, audited financial statements or other financial documents approved by the nonprofit’s board. The Foundation has not audited the organization’s financial statements or tax filings, and makes no representations or warranties thereon. The Community Foundation is continuing to receive information submitted by the organization and may periodically update the organization’s profile to reflect the most current financial and other information available. The organization has completed the fields required by The Community Foundation and updated their profile in the last year. To see if the organization has received a competitive grant from The Community Foundation in the last five years, please go to the General Information Tab of the profile.

Address 93 Edwards Street
New Haven, CT 06511
Primary Phone 203 772-1270
Contact Email info@cliffordbeers.org
CEO/Executive Director Alice M. Forrester PhD
Board Chair Karen DuBois-Walton PhD
Board Chair Company Affiliation Housing Authority, City of New Haven

 

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