Fellowship Place
441 Elm St.
New Haven CT 06511-4523
Contact Information
Address 441 Elm St.
New Haven, CT 06511-4523
Telephone (203) 401-4227 x
Fax 203-789-4451
E-mail mholroyd@fellowshipplace.org
Web and Social Media
Mission

Fellowship Place’s mission is to help adults with mental illness lead more meaningful, fulfilling and healthy lives by offering resources, education, and opportunity.   The agency is a multi-purpose center where clients may receive a variety of supportive services in one location to improve quality of life and general health.   Fellowship’s programs complement traditional psychiatric services by providing opportunities for clients to structure their day, learn new skills, and form positive relationships.   On the campus, clients access help with basic needs such as healthy meals and housing, peer support, skill building groups, physical recreation, health screening, job training and career development services, expressive arts therapy, counseling and case management.

Fellowship Place serves over 650 adults annually on a New Haven campus open 365 days a year. The majority served suffers from schizophrenia, bipolar disorder, or major depression. At least one third also have a co-occurring substance abuse problem, and nearly all live below the federal poverty level. They struggle with unemployment, risk of homelessness & poor physical health. Each client is assigned a counselor who helps him/her develop an individualized service plan that establishes goals for improving functioning level and self-sufficiency. The service plan helps to create for the individual an expanding safety net that will minimize crisis situations; prevent relapses or setbacks in the recovery process, and reduce hospitalizations. By providing a safe and therapeutic environment, Fellowship helps clients learn and practice basic life-skills, gain job training & employment, find affordable housing, and improve physical and mental wellness.

At A Glance
Year of Incorporation 1978
Organization's type of tax exempt status Exempt-Other
Organization received a competitive grant from the community foundation in the past five years Yes
Leadership
CEO/Executive Director Ms. Mary A. Guerrera LCSW
Board Chair Mr. Lewis Lagervall
Board Chair Company Affiliation Retired, Community Volunteer
Financial Summary
 
Projected Revenue $2,817,901.00
Projected Expenses $2,817,901.00
Statements
Mission

Fellowship Place’s mission is to help adults with mental illness lead more meaningful, fulfilling and healthy lives by offering resources, education, and opportunity.   The agency is a multi-purpose center where clients may receive a variety of supportive services in one location to improve quality of life and general health.   Fellowship’s programs complement traditional psychiatric services by providing opportunities for clients to structure their day, learn new skills, and form positive relationships.   On the campus, clients access help with basic needs such as healthy meals and housing, peer support, skill building groups, physical recreation, health screening, job training and career development services, expressive arts therapy, counseling and case management.

Fellowship Place serves over 650 adults annually on a New Haven campus open 365 days a year. The majority served suffers from schizophrenia, bipolar disorder, or major depression. At least one third also have a co-occurring substance abuse problem, and nearly all live below the federal poverty level. They struggle with unemployment, risk of homelessness & poor physical health. Each client is assigned a counselor who helps him/her develop an individualized service plan that establishes goals for improving functioning level and self-sufficiency. The service plan helps to create for the individual an expanding safety net that will minimize crisis situations; prevent relapses or setbacks in the recovery process, and reduce hospitalizations. By providing a safe and therapeutic environment, Fellowship helps clients learn and practice basic life-skills, gain job training & employment, find affordable housing, and improve physical and mental wellness.

Background

Founded in 1960 through the collaborative efforts of the Mental Health Association of New Haven, the Jewish Community Center, local psychiatrists, & community volunteer Phyllis McDowell, in its early years, Fellowship Place functioned primarily as a drop-in social club for psychiatric patients discharged from state mental hospitals. Over the last 55 years, we have experienced significant growth & success, expanding to a full-service psychosocial rehab center located on a New Haven campus, open 365 days a year. More than 650 people annually receive support services to help them manage their illness, learn new skills, and achieve productive roles in the greater community. Our mission is carried out through 5 core programs:

-Psychosocial Rehab Center: Structured & unstructured activities, including illness management groups, peer-support groups, health & wellness groups, lifeskills & self-advocacy groups, social & recreational activities, daily meals, & monolingual Spanish-speaking support.

-Career Development: Services to help develop the skills & confidence required to find and keep a job in the competitive marketplace, including on-site paid internships, and placement in competitive employment. Supported education services are available for those interested in returning to school. GED classes and assistance enrolling in post-secondary education programs are also offered on campus.

-Fellowship Inn Homeless Drop-In Center: Outreach & engagement for those staying in local homeless shelters. Monday-Friday, staff drive to local shelters and offer shelter residents transportation to and from the Inn where they receive counseling, access to support services, laundry & shower facilities, and meals during daytime hours when shelters are normally closed.

-Supported Housing: Case management for tenants who reside in four apartment buildings (45 units of affordable housing) owned & operated by the agency.

-CREST (Community Reporting Engagement Support and Treatment): Structured day reporting program with case management & counseling for people with mental illness referred from the criminal justice system. Operated in partnership with The Connection, Inc. & the CT Mental Health Center.

Impact

During the first quarter of FY15-16, the agency experienced a 3% growth in the number of unduplicated clients served, a 14% increase in service hours and a 6% increase in service days. 

Program successes as of December 2015:

The Psychosocial Rehab Center experienced a 7 % increase in unique clients served. 70% served have increased or maintained their number of social supports. In FY15 our Healthy Meals initiative served over 29,300 free nutritional meals. The Supported Employment Program received an “Exemplary Fidelity” rating for the program’s first IPS Supported Employment Fidelity review. The program exceeded DMHAS benchmark of 35% employment placement rate; 51% of clients have been competitively employed. The Supported Education Program exceeded DMHAS benchmark of 70% of clients completing their educational term; 92% have completed their term. The Fellowship Inn Homeless Drop-in Center over the last 12 months served a total of 125 people with an average daily attendance of 20. 28 clients were housed through a variety of efforts such as the Coordinated Access Network, Section 8 and the VA. The Supportive Housing program provided safe & affordable housing for 45 people in FY15. Housing staff provided over 1800 hours of case management & counseling services to our tenants. In November 2015 the agency broke ground on renovations to the rear building, which houses the Fellowship Inn, CREST, and the Administrative offices. This project is being funded with a CT Non-profit Grant Award from the Office of Policy & Management and private funds raised by the agency’s capital campaign.

2016 priorities:

• Complete renovations of the rear building on budget and reopen by late spring.

• Secure adequate general operating funds from private sources to maintain current staff & service levels (no staff lay-offs or reduction in hours of operation)

•Explore the development of targeted services for older adults who have a mental illness and adults on the autism spectrum

Needs

•             Completion of renovations to our rear campus building, and grand re-opening of the Fellowship Inn Homeless Drop-in Center, by summer 2016.  

• Funding of Healthy Meals Initiative, so that we may continue to incorporate healthy choices into the diets of the men & women we serve, to address the serious health problems associated with their illness. Access to food & nutrition are vital to improving their health & wellness, yet nearly all served are unable to afford their daily meals.

• Securing general operating funds to maintain level of services and current staffing levels, as well as funds to continue Salary Enhancement project to retain existing quality staff and remaining competitive in attracting future hires.

• Actively seeking new Board members from the local business community.

For FY17 & FY18 the Governor has proposed rescissions to nonprofit contract providers for a possible 3% cut to their funding contracts. A 3% loss to our agency’s contract would not only impact us in meeting the above needs, but cause us to implement contingency measures, including the elimination of staff positions and cutting of service hours. Such cuts will have a direct impact on the number of people we can safely serve and the safety net of support & programs we are able to provide them.

CEO Statement

Fellowship Place plays a critical role in the greater New Haven mental health service system.  The agency provides rehabilitation and therapeutic support to almost 700 people annually and is available to our clients seven days a week, 365 days a year.  Fellowship Place’s open door format means that our clients have access to a counselor from early morning to early evening, at times when traditional clinics are closed.  As a result, our staff is frequently able to prevent a crisis or an emergency room visit.   Many of our clients attend programs at the agency on a daily basis.  This means our counselors are often the first to become aware of changes in behavior, substance abuse activity, physical health problems, or housing issues that may jeopardize our clients’ safety and overall well-being.  In such cases, our staff is trained to respond quickly, and to work with the client and his/her clinical team on a plan that will minimize or prevent a serious problem.

Over the last few years, Fellowship Place has continued to evolve as a “one stop shop”, where people may access healthy meals, physical recreation programs, expressive arts therapy, case management, clinical and skill building groups, supported housing, as well as vocational services. Our staff works closely with clinicians at the CT Mental Health Center and other outpatient clinics on coordinated service plans that promote self-sufficiency and maximize our clients’ follow-through with treatment. The agency is also an active participant in New Haven’s Coordinated Access Network for the Homeless. The agency’s homeless drop-in center is a hub where the homeless may attend to their basic needs (showering, laundry, and food) and meet with a social worker who will connect them with other important services.

Fellowship Place believes that treatment outcomes for the mentally ill improve when services are easy to navigate and give individuals a voice in charting their own path to recovery. We believe offering a wide array of services in one place at flexible hours is cost effective and the best way to make certain people who suffer from a mental illness realize their potential for a productive life.

An investment in Fellowship Place is an investment in the community. Our services help improve the lives of our individual clients and, equally important, our services reduce the burden on families, hospitals, the police, and government, that result when the mentally ill do not have a place to turn for help and support.

Board Chair Statement

Navigating the economic downturn has been a great challenge for all nonprofit organizations in our community. Fellowship is no exception. Between 2007 and 2016, our agency received flat funding from the CT Department of Mental Health & Addiction Services, our primary revenue source. Despite this, the Board of Directors made a commitment several years ago to preserve direct services and to maintain our longstanding tradition of being open to our clients seven days a week, three hundred sixty five days a year. We reorganized our administrative staff, reduced our use of consultants, and actively pursued private funding from foundations and private individuals. Our strategy has paid off. Since 2009, we have added specialty programs for young adults, developed a Drama group and a Music group, collaborated with regional agencies on services to help our clients quit smoking, and expanded supportive housing and outreach services for monolingual Hispanic clients.

Our work is made possible by a committed and engaged Board of Directors, and employees who are not only qualified but who really care about the work they do. Every member of the Board serves on at least one Committee, and more than 95% support the agency financially. Most importantly, Fellowship recognizes the needs of our clients as vast and complex, making it very important to actively pursue partnerships with other community organizations and the business community. Our staff is an active member of the Community Services Network at the CT Mental Health Center, Opening Doors New Haven, the Dwight Central Management Team, and various other community groups committed to improving the quality of life in New Haven. We partner with a number of non-profit organizations on job training and other specialty services for our clients.

There is no other program like Fellowship in New Haven, and I am certain that without Fellowship Place, there would be more homeless mentally ill people wandering the streets of New Haven, without a safe place to come to every day. At Fellowship, we offer practical help like meals, support to find a job or housing, and most importantly, positive ways to structure the day. We all know how important it is to feel useful and productive.

Service Categories
Primary Organization Category Mental Health & Crisis Intervention / Mental Health Disorders
Secondary Organization Category Human Services / Centers to Support the Independence of Specific Populations
Tertiary Organization Category Human Services / Personal Social Services
Areas Served
Hamden
New Haven
West Haven
More than 650 people a year are served, primarily from New Haven and the surrounding communities of West Haven and Hamden.
Programs
Description

Outreach & engagement for individuals with chronic mental illness who are staying in local homeless shelters. Monday-Friday, staff drive to local shelters and offer adult residents transportation to and from the Inn on our campus, where they receive counseling and access to a variety of support services during daytime hours when shelters are normally closed. Open daily from 7:30am to 2:00pm, the Inn provides a low-key, warm, caring environment. Services offered include breakfast & lunch, laundry & shower facilities, a computer learning center, social & recreational outings, educational services, case management services, referral services, information groups, recovery and skill building groups, educational & vocational counseling and transportation to/from medical appointments.

Population Served Adults / People/Families with of People with Psychological Disabilities / Homeless
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.

When a person suffering from mental illness comes to the Inn for the first time, short-term challenges include cognitive deficits, isolation, brushes with the law, substance abuse, and unemployment. The Inn gives them a safe, warm, caring and structured environment away from the streets where they are welcomed & accepted. Upon first arrival, emphasis is placed on meeting their basic needs such as food, laundry, shower, and linking them with psychiatric and health care in the community. They also receive assessments & services toward building a support system for management of their illness. Short-term goals are to maintain a daily program capacity of 90%; at least 60% served annually will have increased or maintained their number of social supports in improving their management of their own illness; and at least 80% of respondents to the annual consumer satisfaction survey will rate services positively.

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.

Long-term goals include all individuals entering the Inn, homeless and with a mental illness, determined eligible for Social Security Disability, Medicaid, and other entitlement programs; live in permanent housing; and gain full or part time employment. When a person suffering from chronic mental illness comes to the Inn for the first time, they typically do not have support systems in place to manage their illness. They are living in a shelter situation, in a tent, or on the streets and affecting their long-term success rate is the additional assistance needed accessing other community services. The Inn provides them with a springboard to those services; a computer-learning center, educational & vocational counseling, social & recreational outings, case management services, referral services, information groups, recovery and skill building groups, and transportation to/from medical appointments.

Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.

Every client has a psychosocial assessment completed at intake and every 6 months until discharge. All clients are encouraged to complete a consumer satisfaction survey. Data collected also includes utilization rates and regular assessments by staff and self-assessments by those served, to ensure that each individual’s service plan goals are met. A variety of reports help track and evaluate individuals, program capacities, and agency-wide outcomes.

Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.

In 2015 the program maintained a daily capacity of 100%, providing services for 65 homeless persons. 68% maintained or improved their social supports. 35 were housed. MH, age 35, is diagnosed with Bipolar Disorder, Anxiety & Opiate, Alcohol & Cocaine Dependency. At the time of his referral to the Inn, he was living in a tent, had only the clothing on his back, was not taking medication, and actively using K2. The Inn welcomed him, addressing first his basic needs (clothing & food), and reconnected him with mental health services. While navigating the process of gaining housing, MH enrolled at Gateway. He achieved high academic success despite not having a place to sleep at night. Due to his daily attendance at the Inn and services received, he is now living in his own apartment. The Inn provided him support when he needed it most. He still attends daily for structure & balance and is working with our Career Development & Social Rehab programs. He recently achieved a year of sobriety.

Description
Established in 2002 to respond to the needs of the growing number of mentally ill people without a permanent place to live, the program provides case management for tenants with chronic mental illness who reside in four apartment buildings (45 units of affordable housing) owned and operated by the agency. Rental subsidies provided by the U.S. Dept. of Housing and Urban Development makes it possible for tenants to pay only 30% of their monthly income for rent. All tenants are eligible for case management and support services to help them be successful in keeping their housing status. Based on an individual needs assessment, services and supports are available to individuals at the level of intensity needed and for as long as required. Services include education about how to be a successful tenant, knowledge of tenant’s rights and responsibilities; and managing payments for housing expenses, including a monthly budget.
Population Served Adults / People/Families with of People with Psychological Disabilities / Homeless
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.

Our housing is at full occupancy; tenants fulfill obligations under their lease, e.g., pay rent, maintain their apartment, etc. Tenants attend tenant meetings and participate in building activities. Short term goals include a utilization rate of 90% will be achieved; at least 85% of individuals served annually will improve or maintain their living situation and level of independence; and at least 80% will rate services positively on their consumer satisfaction surveys.

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.

Long-term goals include tenants living in supportive housing, remaining in their apartments and achieving optimal quality of life and community living. Tenants will not require higher level of care; not evicted for non-conformance with lease requirements. Tenants become involved in employment, volunteer work or other community activities. The supportive housing services they receive in this program, over time, facilitate access to clinical, medical, social, educational, rehabilitative, employment and other services that have proven to be essential to one achieving optimal quality of life and community living.

Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.

Tenants receive psychosocial assessments every 6 months. Monthly occupancy reports are reviewed. Answers to overall service questions in the form of a consumer satisfaction survey are recorded & tracked, assessing quality of services. Data collected also includes participation rates, regular assessments by staff and self-assessments to ensure each individual’s service plan goals are met and they are maintaining their housing status. The New Haven Housing Authority, HUD and the CT Dept. of Social Services conduct regular inspections of the housing units and reports on the status of cleanliness and maintenance of each unit.

Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.

In 2015, 100% served maintained or increased their level of independent living. Housing staff provided over 1,800 hours of case management services to tenants. 7 tenants became employed in the community, 2 became volunteers in the community. 100% of respondents to the annual consumer satisfaction survey rated services positively.

Description

Prevocational, vocational & education services. The program addresses the employment barriers associated with mental illness, including poor work/education history, lack of confidence, workplace discrimination & inflexibility, and social stigma. Services include:

Supportive Education: Education assessment & planning, GED classes & tutoring, assistance with the college enrollment process as well as on-going support while enrolled in classes

Pre-Vocational Training: develop the skills & confidence required to find and keep a job in the competitive marketplace. Campus internships in Food Service, Maintenance, & Clerical are available for those with little or no work history who need a supportive environment to develop & practice skills

Job Placement & Support: Help with resume writing, identifying potential employers in the community, completing job applications & preparing for interviews. Help placing people in jobs, advocacy with employers and follow-up support

Population Served Adults / People/Families with of People with Psychological Disabilities /
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.

Goals include a utilization rate of 90% will be achieved; at least 35% of the unduplicated number of unemployed individuals served annually will obtain or increase their competitive employment; at least 60% of the unduplicated number of individuals served annually will maintain their competitive employment for at least 90 calendar days. At least 80% of respondents to the DMHAS consumer satisfaction survey will rate services positively. At least 70% of individuals enrolled in school will remain in their education program until the completion of their term. We will increase the number of employment and educational partnerships in the program.


pasting
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.

Long-term goals include all individuals with a mental illness participating in the program will achieve increased self-sufficiency & economic independence by gaining full-time employment or returning to school to further their educational goals.

Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.

A consumer satisfaction survey is conducted annually where results are recorded and tracked, assessing quality of services. Data collected also includes participation rates, regular assessments by staff and self-assessments to ensure each individual’s service plan goals are met. Each individual works with a job coach for individualized, intensive supportive services. The job coach teaches, provides support, and gives evaluations and constructive feedback designed to help them reach their short-term goals and move to the next stage of their long-term career development goals.

Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.

In 2015 the program served 127 unduplicated adults. 40% of unemployed clients served obtained competitive employment. NA, age 57, is diagnosed with Bipolar Disorder. When referred to Fellowship’s Supported Ed program, she was homeless.  She visited Stone Academy with her education specialist, decided she wanted to be a Medical Assistant and applied for and received financial aid. Her grades were great until she fell sick. She worked day & night to catch up and graduate with her peers. She passed her Medical Assistant Exam. When her criminal background made her job search difficult, she worked Fellowship’s Employment Program on getting her background expunged.  5 months later NA was hired at Yale New Haven Hospital. She has been acknowledged several times for her excellent work performance and has found a permanent home after saving up her earnings.  She stills attends Fellowship, and is working on going back to school with assistance from her employer & Fellowship voc services.

 

Description

Open 365 days a year, including all holidays and weekends, offers a variety of structured & unstructured activities daily, designed to help people find meaningful ways to structure their day and connect with others who face similar challenges. Activities include but are not limited to the following:

Health & Wellness Programs: peer support, life skills & illness management, dealing with difficult emotions, building self esteem, relapse prevention

Basic Needs Services: daily meals

Social & Recreational Programs: young adult program, Hispanic peer support group, computer center open lab, Zumba, yoga & an all-star softball team, holiday celebrations and other social & recreational activities

Expressive Arts: art groups, music & performances, and drama workshops

Leadership Training: member government, peer support training and legislative advocacy

Population Served Adults / People/Families with of People with Psychological Disabilities / Homeless
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.

Into each individual’s service plan, access to a variety of activities and community services will be incorporated, expanding the reach of the individual's safety net to help minimize the occurrence or impact of severe crisis situations. At least 60% of individuals served annually will have increased or maintained the number of social supports. At least 80% of respondents the annual consumer satisfaction survey will rate services positively. 400 unduplicated individuals will participate in activities and receive services toward building a support system for management of their illness. We will achieve a daily program capacity of a minimum of 63 people.

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.

Long term goals include individuals with mental illness participating in the program will increase their number of social supports and improve the management of their own illness. In addressing their social needs through a variety of activities, they will learn critical skills and behaviors while improving their progress and overall health & wellness. Individuals will achieve or regain the confidence and skills necessary to lead vocationally productive and socially satisfying lives.

Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.

An annual consumer satisfaction survey is conducted where results are recorded and tracked, assessing quality of services. Also, as a member follows his/her service plan, other relevant data is collected; data related to daily attendance and activities; data from critical incidence reports to monitor for increases or decreases in crisis situation; data related to participation rates, assessments by staff and self-assessments. Every 6 months a member's service plan is reviewed, personal progress goals are adjusted and a revised service plan is put in place. Based on this approach, increases in positive treatment outcomes are experienced by both men and women as they continue learning critical skills & behaviors, improving their progress and overall health & wellness, greatly reducing the risk of relapse, hospitalization, or a setback in their recovery process.

 

Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.

In 2015 the Center experienced a 13% increase in clients served. 60% increased their # of social supports. JA, age 24, is diagnosed with Autism Spectrum Disorder & Psychotic Disorder. At the time of referral, he would spend most of his time alone in his bedroom. He resides in a group home for young adult males & historically has had no drive to socialize with others. Since joining Fellowship’s social rehab & young adult programs, he has blossomed. At first, he spent his time in the quiet room sleeping before leaving for the day. He then began to engage in young adult programming, attending 1 group a week. Today he attends 2-3 young adult groups per week & enjoys use of the art studio & art therapy groups. He engages with other Fellowship members & staff in the clubhouse, which he previously struggled with. Staff & his clinician work closely to monitor his behavior. Since getting his medication changed, he is less lethargic & more present, dramatically improving his quality of life.

Program Comments
CEO Comments

Sound management & planning have resulted in a long history of exploring community resources to expand services. Our significant growth over the years, led by our Strategic Planning Committee and guided by research & data on the unmet needs of our target population, has resulted in endeavors into the supportive housing arena, the criminal justice system and young adult services.

In 1996 the Fellowship Inn was established to provide outreach & engagement for people with mental illness staying in local homeless shelters.

In 2002 our Supportive Housing program was established. With local funding, we purchased & renovated 3 buildings to provide 22 units of supportive housing. Additional funding was secured to provide onsite case management services.

In 2007 we partnered with the Connection & the CT Mental Health Center to establish CREST (Community Reporting Engagement Support & Treatment) to provide a day reporting program for people with mental illness referred from the criminal justice system.

In 2009 we completed renovations to Fellowship Commons Westville, an 18-unit apartment building purchased & renovated to provide more affordable housing to adults with psychiatric disabilities.

In 2010, with help from a local foundation, we established a Young Adult Program to meet the specialized needs of a growing number of young adults suffering from mental illness.

In 2011 we secured private funding to hire a Clinical Coordinator allowing the agency to be more responsive to clients who present significant case management issues in the Clubhouse.

In 2012 we hosted the grand opening of a new state of the art Psychosocial Rehab center with expanded program & meeting spaces.

In 2013 we received funding to expand our Supported Employment services to include a peer-to-peer Graduate Program.

In 2013 we began planning for renovations to our rear campus building.

In 2014 our Healthy Meals Initiative began utilizing an evidence-based recovery curriculum designed by Boston University Nutrition & Fitness Center and Center for Psychiatric Rehabilitation.

In 2015 the Fellowship Inn became a Coordinated Access Network (CAN) assessment site, in the City of New Haven OPENING DOORS, a regional alliance to prevent & end homelessness.

In 2015 we received funding from the Melville Charitable Trust Employment & Educational Opportunity Fund, to develop an education scholarship program for homeless & formerly homeless individuals.

In 2016 we broke ground on renovations to our rear campus building; a relocation and expansion of the Fellowship Place Inn.
CEO/Executive Director
Ms. Mary A. Guerrera LCSW
Term Start June 2007
Email mguerrera@fellowshipplace.org
Experience

Executive Director Mary A. Guerrera, LCSW was appointed Executive Director in April 2007, following the retirement of the former Executive Director. She has more than 30 years experience in the human service field, having held direct service and management positions in child welfare, elder services and mental health. She earned a Master of Social Work degree from the University of Connecticut, and is a licensed Clinical Social Worker in the State of Connecticut. Her responsibilities are in managing day-to-day operations, reporting to the Board, and the consistent achievement of the agency's mission & financial objectives. In her tenure as Executive Director, she has significantly expanded the agency's programming, restructured operations for better efficiency, and increased the agency's fiscal status.

Staff
Number of Full Time Staff 32
Number of Part Time Staff 8
Number of Volunteers 50
Number of Contract Staff 0
Staff Retention Rate 77%
Staff Demographics - Ethnicity
African American/Black 10
Asian American/Pacific Islander 0
Caucasian 27
Hispanic/Latino 3
Native American/American Indian 0
Other 0 0
Staff Demographics - Gender
Male 8
Female 32
Unspecified 0
Senior Staff
Title Development Director
Experience/Biography
Melissa joined Fellowship in December 2008. She has 20 years experience in development in various roles. She earned a Bachelor of Science in Communications from Northeastern University. She is responsible for increasing the agency’s revenue from foundations, private individuals, and special events.
Title Business Director
Experience/Biography

LuAnn joined Fellowship in March 2005 as an Accounting Manager and was appointed Business Director in July 2006. Ms. Buono has a BS in Accounting and a Masters Degree with a concentration in Finance. She has more than 25 years experience in the accounting field. She is responsible for budgeting, financial reporting and policies, cash management, and accounting controls.

Title Director of Psychosocial Rehabilitation Services
Experience/Biography Director of Psychosocial Rehabilitation Services. Charlotte is a graduate of the Fordham School of Social Work, and has worked primarily with adolescents and young adults with a variety of mental health problems including, self-injury, suicide ideation, Bipolar Disorder, and Schizophrenia.
Title Director of Career Development Services
Experience/Biography

Sandi has been with the agency for over 15 years, starting as an Employment Specialist and promoted to Director in 2013. She has a MS Degree in Psychology with a concentration in Industrial Organizational Psychology. As Director, Sandi oversees a Supported Employment Program, a Supported Education Program, an Internship Training Program, and a Volunteer Program.

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
Collaborations

We are a Community Service Network of New Haven partner, a collaborative of 18 agencies that provide an array of coordinated behavioral health services to people throughout the community. Clinical partners include CT Mental Health Center, Yale Behavioral Health Services, Yale-New Haven Psychiatric Hospital and the CT VA. Hill Health Center has provided a Physician's assistant free of charge to provide health screenings, blood pressure checks & group health discussions on our campus. We are a partner in a Substance Abuse & Mental Health Services Admin Transformation Grant, to place a peer specialist in our supportive housing program, to provide a variety of on-site activities to enhance our supportive housing services. Employment & Education community collaborators have included Stop & Shop Supermarkets and Whitson’s Culinary Group for employment programs, Gateway Community College disability office for assistance making special accommodations for students who need supportive resources and New Haven Adult Ed for onsite GED classes. We are a CT Food Bank agency, a partnership that provides us with an average of 27,000 lbs of food annually at a reduced cost. We also partner with “City Seed” Farmers Market, for affordable, locally grown fresh produce for our Healthy Meals Initiative.

 

Affiliations
AffiliationYear
Connecticut Association of Nonprofits2012
Greater New Haven Chamber of Commerce2012
Awards
Award/RecognitionOrganizationYear
Founder Phyllis McDowell awarded Citizens Service Before Self Awardthe Congressional Medal of Honor Foundation2011
Greater New Haven 2010 Health Care HeroBusiness New Haven2010
Board Chair
Mr. Lewis Lagervall
Company Affiliation Retired, Community Volunteer
Term July 2015 to June 2016
Board of Directors
NameAffiliation
Ms. Edna Aklin Retired - Community Volunteer
Ms. Sue Cohen Retired-Community Volunteer
Ms. Debbie Cook Retired - Community Volunteer
Ms. Anne Demchak Manager, Stop & Shop
Mr. Eugene Frost Business Life Lines/Northwestern Mutual
Mr. Lawrence Grab Anthem - Director Of Behavioral Health Services
Mr. Mark Griffin Consumer Representative
Mr. Patrick Luddy Retired, Community Volunteer
Ms. Phyllis M. McDowell - Honorary Board Member Founder
Mr. Andrew McLaren Community Volunteer
Mr. John Mooney CPA, CFEBailey, Moore, Glazer, Schaefer & Proto LLP
Mr. Ron Netter Retired, Community Volunteer
Mr. Jim Rascati LCSWBehavioral Health Consultants, Partner
Ms. Renee Redman - Vice President Esq.Attorney, Private Practice
Ms. Ruth Sachs Community Volunteer
Mr. William Sherman MDRetired, Community Volunteer
Dr. William H. Sledge - Honorary Board Member Yale Psychiatric Hospital
Ms. Estelle Thorpe Retired, Community Volunteer
Mr. Andrew Ullman EsqUllman & Perlmutter
Ms. Susan Vaughn-Lewis West Haven Veterans Hospital
Board Demographics - Ethnicity
African American/Black 3
Asian American/Pacific Islander 0
Caucasian 18
Hispanic/Latino 0
Native American/American Indian 0
Other 0 0
Board Demographics - Gender
Male 12
Female 9
Unspecified 0
Standing Committees
Strategic Planning / Strategic Direction
Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
Executive
Finance
Nominating
Program / Program Planning
Building
By-laws
Human Resources / Personnel
CEO Comments

Navigating the economic downturn has been a great challenge for all nonprofits in our community; increases in health insurance costs, utility costs and food costs have risen significantly over the past 5 years and continue to rise. Combined with flat funding from the State for 4 out of the same 5 years, it is no surprise that non-profits in our community serving the poorest of the poor are most affected; struggling to provide quality services with less resources. An analysis of our anticipated operational cost increases for FY15 & FY16 indicate $263,000 in private funding must be raised each year to help bridge the gap between government funding and our true cost of doing business, and offset our annual operational cost increases. 

Sound management and well-established systems & practices in fiscal control have helped us address these challenges in the past and maintain the superior quality of services we have been known for, for over 50 years. Our fiscal responsibility & resiliency is best demonstrated by the 4-year period of 2009-2012 when consecutive years of significant operational cost increases & flat funding from the state were endured. During this difficult economic period, the Board of Directors held on to a commitment made years ago to reserve direct services and maintain our longstanding tradition of being open to our clients 7 days a week, 365 days a year. To absorb the years of significant operational cost increases & flat funding, without negatively impacting program services or hours of operations, the agency took a number of measures. We increased employee premiums & co-pays on our health plan, reduced the employer's contribution to the retirement plan, postponed budgeted new hires, delayed giving merit increases to employees, held off on non-essential repairs & purchases and reorganized our admin staff. The agency actively pursued and increased our diversification of private funding. Such measures helped Fellowship internally absorb 4 years of operational cost increases & flat funding from the state, maintain all programs & services, continue all hours of operation and sustain all direct service positions. Funding diversification efforts led to grant funds in support of our campus meal program, and funds to create a new Supported Employment Graduate Program to provide step down employment services to individuals with mental illness. We added specialty programs for young adults and expanded supportive housing & outreach services for monolingual Hispanic clients.

 
 
Financials
Fiscal Year Start July 01 2015
Fiscal Year End June 30 2016
Projected Revenue $2,817,901.00
Projected Expenses $2,817,901.00
Spending Policy N/A
Credit Line No
Reserve Fund Yes
Detailed Financials
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 Year201420132012
Foundation and
Corporation Contributions
$253,103$226,984$291,242
Government Contributions$1,946,227$1,826,466$2,873,408
Federal------
State$1,489,503----
Local------
Unspecified$456,724$1,826,466$2,873,408
Individual Contributions------
------
$332,296$343,839$385,906
Investment Income, Net of Losses$10,310$9,364$3,568
Membership Dues------
Special Events------
Revenue In-Kind------
Other$25,089$19,332$24,195
Prior Three Years Expense Allocations Chart
Fiscal Year201420132012
Program Expense$2,351,492$2,162,909$2,329,420
Administration Expense$299,091$323,682$307,530
Fundraising Expense$57,353$58,869$55,198
Payments to Affiliates------
Total Revenue/Total Expenses0.950.951.33
Program Expense/Total Expenses87%85%87%
Fundraising Expense/Contributed Revenue3%3%2%
Prior Three Years Assets and Liabilities Chart
Fiscal Year201420132012
Total Assets$6,009,651$6,129,300$6,425,982
Current Assets$1,875,425$1,822,078$2,041,068
Long-Term Liabilities$275,467$288,136$301,782
Current Liabilities$162,714$148,741$324,926
Total Net Assets$5,571,470$5,692,423$5,799,274
Prior Three Years Top Three Funding Sources
Fiscal Year201420132012
Top Funding Source & Dollar AmountDept. of Mental Health & Add. $1,489,503Dept. of Mental Health & Add. $1,528,970Smart Family Foundation $87,100
Second Highest Funding Source & Dollar AmountThe Connection, Inc. $272,396The Connection, Inc. $269,798The Community Foundation for Greater New Haven $56,000
Third Highest Funding Source & Dollar AmountThe Community Foundation for Greater New Haven $78,000The Community Foundation for Greater New Haven $115,000The Seedlings Foundation $20,000
Solvency
Short Term Solvency
Fiscal Year201420132012
Current Ratio: Current Assets/Current Liabilities11.5312.256.28
Long Term Solvency
Fiscal Year201420132012
Long-Term Liabilities/Total Assets5%5%5%
Capitial Campaign
Currently in a Capital Campaign? No
Comments
CEO Comments

Navigating the economic downturn has been a great challenge for all nonprofits in our community; increases in health insurance costs, utility costs and food costs have risen significantly over the past 5 years and continue to rise. Combined with flat funding from the State for 4 out of the same 5 years, it is no surprise that non-profits in our community serving the poorest of the poor are most affected; struggling to provide quality services with less resources. An analysis of our anticipated operational cost increases for FY15 & FY16 indicate $263,000 in private funding must be raised each year to help bridge the gap between government funding and our true cost of doing business, and offset our annual operational cost increases. 

 

Sound management and well-established systems & practices in fiscal control have helped us address these challenges in the past and maintain the superior quality of services we have been known for, for over 50 years. Our fiscal responsibility & resiliency is best demonstrated by the 4-year period of 2009-2012 when consecutive years of significant operational cost increases & flat funding from the state were endured. During this difficult economic period, the Board of Directors held on to a commitment made years ago to reserve direct services and maintain our longstanding tradition of being open to our clients 7 days a week, 365 days a year. To absorb the years of significant operational cost increases & flat funding, without negatively impacting program services or hours of operations, the agency took a number of measures. We increased employee premiums & co-pays on our health plan, reduced the employer's contribution to the retirement plan, postponed budgeted new hires, delayed giving merit increases to employees, held off on non-essential repairs& purchases, and reorganized our admin staff. The agency actively pursued and increased our diversification of private funding. Such measures helped Fellowship internally absorb 4 years of operational cost increases & flat funding from the state, maintain all programs & services, continue all hours of operation and sustain all direct service positions. Funding diversification efforts led to grant funds in support of our campus meal program, and funds to create a new Supported Employment Graduate Program to provide step down employment services to individuals with mental illness. We added specialty programs for young adults and expanded supportive housing & outreach services for monolingual Hispanic clients.

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 441 Elm St.
New Haven, CT 065114523
Primary Phone 203 401-4227
CEO/Executive Director Ms. Mary A. Guerrera LCSW
Board Chair Mr. Lewis Lagervall
Board Chair Company Affiliation Retired, Community Volunteer

 

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