Fellowship Place
441 Elm St.
New Haven CT 06511-4523
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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
Web Site https://www.fellowshipplace.org
Fellowship Place Photo
Mission

Fellowship Place’s mission is to serve adults living with mental illness by offering a full range of therapeutic support and rehabilitation services that promote independence, wellness, and a meaningful life. Our New Haven campus, open 365 days a year, serves over 800 adults living with a mental illness annually.   The majority served suffers from schizophrenia, bipolar disorder, or major depression. Nearly all face poverty, inadequate housing, unemployment, and poor physical health. Fellowship Place’s primary objectives are to provide our clients with counseling and case management services, to help them learn, practice and refine social skills, and other daily living skills that will help them increase their stability and independence.  Our vast array of supportive services includes:

· Crisis intervention & counseling

· Basic life-skills & coping skills training

· Help with basic needs, including food insecurity & poor nutrition

· A Homeless Daytime Drop-in Center

· Supportive Housing

· Job training & Employment Services

· Education training & literacy improvement

· Socialization & help building positive relationships

· Linkages to other community services

· Health & wellness programs to improve overall physical & mental wellness

· Expressive Arts Programs


Open 7 days a week, 365 days a year, clients have access to a counselor from early morning to early evening; counselors work with clients to establish goals for improving functioning level & self-sufficiency. Also offered are therapeutic groups, which are very important to those we serve in managing their illness and getting on a recovery track. Such groups offered include; Managing Difficult Emotions, Self Esteem, Healthy Relationships as well as Symptom Management and Understanding a Psychiatric Diagnosis.
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 Ms. Anne Demchak
Board Chair Company Affiliation Retired - Manager, Stop & Shop
Financial Summary
Revenue vs Expenses Bar Graph - All Years
Statements
Mission

Fellowship Place’s mission is to serve adults living with mental illness by offering a full range of therapeutic support and rehabilitation services that promote independence, wellness, and a meaningful life. Our New Haven campus, open 365 days a year, serves over 800 adults living with a mental illness annually.   The majority served suffers from schizophrenia, bipolar disorder, or major depression. Nearly all face poverty, inadequate housing, unemployment, and poor physical health. Fellowship Place’s primary objectives are to provide our clients with counseling and case management services, to help them learn, practice and refine social skills, and other daily living skills that will help them increase their stability and independence.  Our vast array of supportive services includes:

· Crisis intervention & counseling

· Basic life-skills & coping skills training

· Help with basic needs, including food insecurity & poor nutrition

· A Homeless Daytime Drop-in Center

· Supportive Housing

· Job training & Employment Services

· Education training & literacy improvement

· Socialization & help building positive relationships

· Linkages to other community services

· Health & wellness programs to improve overall physical & mental wellness

· Expressive Arts Programs


Open 7 days a week, 365 days a year, clients have access to a counselor from early morning to early evening; counselors work with clients to establish goals for improving functioning level & self-sufficiency. Also offered are therapeutic groups, which are very important to those we serve in managing their illness and getting on a recovery track. Such groups offered include; Managing Difficult Emotions, Self Esteem, Healthy Relationships as well as Symptom Management and Understanding a Psychiatric Diagnosis.
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 60 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 800 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 that help them learn, practice, and refine social skills, coping skills & other daily living skills. Activities include 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 Daytime 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
In FY18 the agency served over 800 adults living with a mental illness.
 
· The Fellowship Inn Daytime Homeless Drop-in center provided support services for 104 homeless adults. 49 were housed through efforts such as the CAN, Section 8 & the VA. 75% maintained or improved their social supports. Avg. daily attendance was 22, ranging from 11 to 35.
 
· The Psychosocial Rehab Center served 467 adults, offering a variety of structured & unstructured activities to help them learn and practice social skills, coping skills & other daily living skills. 64% maintained or improved their social supports. Avg. daily attendance was 72, ranging from 13 to 127. The center’s Healthy Meal program, which addresses food insecurity & nutritional needs of our clients, served over 29,000 free meals; a FY18 program survey revealed 87% of respondents are eating more fruits in their diets, 86% eating more vegetables in their diets, 81% reduced their soft drink intake, 69% eating 2-3 complete meals each day at Fellowship, 29% eating 5-9 complete meals a week at Fellowship, and 42% eating 10–15 complete meals a week at Fellowship.
 
· The Supported Employment program served 144 adults. 46% of unemployed served obtained competitive employment, of which 90% maintained their employment for at least 90 days. Maintained a monthly program capacity of 68. Provided 2,190 face-to-face service hours.
 
· The Supported Education program helped 53 adults enroll in a post-secondary academic program, 94% remained in school until the end of their term.
 
· Supported Housing staff provided 2,395 hours of counseling & case management for 45 tenants who live in agency operated apartments, a majority of which were homeless prior to moving to Fellowship.
 
2019 priorities:
 
· Secure adequate general operating funds from private sources to maintain current staff & service levels (no staff lay-offs or reduction in hours of operation).
· Improve on the agency's technology systems
· Secure funding of our Healthy Meal program.
Needs ·Bridging the budget gap between our state contract and fundraising, and the actual cost of serving our mission, including securing general operating funds to maintain level of services & staffing levels required to adequately serve our population's needs, and preserve valuable programs & services vital to fulfilling our mission, and remain open to our clients 7 days a week, 365 days a year.
· Secure funding to improve the agency's technology systems, to help increase our impact measurement capacity & data-analysis capacity.Such a project would include evaluation of our current data collection needs, identifying data collection issues, evaluating for areas of functional & technological improvements, and streamlining of data collection.
·Funding of our Healthy Meals program. Poverty and unemployment are common among the people we serve, so are hunger & poor nutrition. Access to food & nutrition are vital to improving their health & wellness. Our Healthy Meals program addresses our clients’ food insecurity & nutritional needs by providing meals free of charge and giving them access to vital nutrition, which has positive effects on their mental health.
· Actively seeking new Board members from the local business community.
CEO Statement

Traditional psychiatric care and medication alone cannot help individuals living with a serious mental illness overcome the many challenges they face—poverty, social isolation, unemployment, and homelessness. Fellowship Place fills the gaps in between clinical appointments by focusing on employment, education, housing, and social integration. The agency serves over 800 people annually and is open every day of the year. Clients choose how often they will attend and which groups and activities they would like to participate in. The majority of clients attend the campus several days a week. Fellowship Place believes treatment outcomes for the mentally ill improve when services are easy to navigate, available at flexible hours, and give individuals a voice in charting their own path to recovery. Fellowship Place’s open door format 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 stability. 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 and rehabilitation. The agency is also an active participant in New Haven’s Coordinated Access Network for the Homeless. The agency’s homeless daytime 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.

Over the last two years, new clients seeking services from Fellowship Place have presented more complicated profiles. The agency has noted an increase in clients with criminal histories, an aging homeless population, and young adults who identify as members of the LGBT community. Fellowship Place has responded with several program initiatives: a supported employment program for people with criminal histories, a weekly Older Adults group, and a SafeSpace program that offers peer support for members of the LGBT community.

An investment in Fellowship Place is an investment in the community. Our cost effective 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

One in four Americans suffers from a mental illness.  Yet stigma and misinformation continue to exist in our society, often preventing people who need help from seeking and getting help.  Since joining the Board of Fellowship Place, I have come to understand how complicated and multi-faceted mental illness really is.  Mental illness strikes people of all socioeconomic backgrounds, often in the prime of their lives. There is no cure.  Medication and good psychiatric care help and are essential, but the most ill, who are at high risk for homelessness and repeated hospitalizations, need a comprehensive array of  holistic services. This is why Fellowship Place is so important to our community.  Fellowship Place is a hidden gem in the Dwight neighborhood of New Haven.  We serve over 800 mentally ill adults a year.  Most of our clients have no family, few social supports, and struggle with poverty, inadequate housing and unemployment.  Self-medication with alcohol and illegal drugs is also a major problem.

First and foremost, Fellowship Place provides a safety net for these men and women by offering healthy meals and daily activities that promote recovery, peer support, self-sufficiency, and positive use of leisure time.  When clients are ready, Fellowship helps them move on to the next step, such as returning to school, getting a job, or finding an apartment.  These services keep people off the streets, out of the Emergency Room, homeless shelters, and jail.  The agency is fortunate to have an extremely dedicated Board of Directors and a talented and committed staff.  Together we strive to give our clients self-confidence, hope, and the skills they need to face their lives’ daily challenges.   Together we make certain that aging parents caring for adult children who are ill have options.  Together we work to help the mentally ill lead better lives and to reduce the burden on our community when the mentally ill have nowhere to turn for support.

Unfortunately, over the last several years, government funding for community based mental health agencies has become stagnant and has threatened the continuation of services. The Board of Fellowship Place has recognized the need for diversified funding, and the agency has assertively sought private support. In the long run, an investment in Fellowship Place is an investment in the community. Fellowship Place provides an alternative to caring for the mentally in long term hospitals or the criminal justice system, options which are not only more expensive but less humane as well. Fellowship Place promotes a healthy, safe, and inclusive community.
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 800 adults living with a mental illness a year are served, primarily from New Haven and the surrounding communities of West Haven and Hamden.
Programs
Fellowship Inn Homeless Daytime Drop-in Center:
Description

Outreach & engagement services for people with chronic mental illness who are staying in local homeless shelters or living on the streets. 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, when available, transportation to/from medical appointments.
BudgetHelpSome organizations have unified budgeting and do not budget by program. Because of this, some budget fields may be blank or represent an approximation. $254,028.00
CategoryHelpAs defined by the National Center for Charitable Statistics (NCCS), Program Classification codes are linked to the Nonprofit Program Classification (N.P.C.) coding system (http://nccsdataweb.urban.org). Mental Health, Substance Abuse Programs, General/other / Schizophrenia & Other Psychotic Disorders
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 FY19 the Inn provided services for 163 unduplicated homeless adults, an increase of 57% over the previous year. 77% served maintained or improved their social supports. 21 were housed through efforts such as the Coordinated Access Network (CAN), Section 8 and the VA. Daily attendance ranged from a low of 12 to a high of 56.
The Supported Housing Program:
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.
BudgetHelpSome organizations have unified budgeting and do not budget by program. Because of this, some budget fields may be blank or represent an approximation. $371,643.00
CategoryHelpAs defined by the National Center for Charitable Statistics (NCCS), Program Classification codes are linked to the Nonprofit Program Classification (N.P.C.) coding system (http://nccsdataweb.urban.org). Mental Health, Substance Abuse Programs, General/other / Schizophrenia & Other Psychotic Disorders
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 FY19, the program provided permanent, affordable housing for 45 people, of which 100% served have remained in stable housing, and have improved their level of independence. Housing staff provided over 2,220 hours of case management & counseling services to tenants. 100% of respondents to the DMHAS consumer satisfaction survey rated services positively. 

 
Career Development Services:
Description

Prevocational, vocational & education services. The program addresses employment barriers associated with mental illness, including poor work/education history, lack of confidence, workplace discrimination 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 and Maintenance 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 competitive employment, advocacy with employers and follow-up support
BudgetHelpSome organizations have unified budgeting and do not budget by program. Because of this, some budget fields may be blank or represent an approximation. $553,534.00
CategoryHelpAs defined by the National Center for Charitable Statistics (NCCS), Program Classification codes are linked to the Nonprofit Program Classification (N.P.C.) coding system (http://nccsdataweb.urban.org). Mental Health, Substance Abuse Programs, General/other / Schizophrenia & Other Psychotic Disorders
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.
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 FY19 the Employment program served 219 unduplicated adults, including 67 in a pilot project to provide employment services for adults with mental illness & criminal justice involvement. 56% of adults served obtained competitive employment, of which 68% maintained their employment for at least 90 days. Employment staff provided 3,363 face-to-face client service hours. The Supportive Ed program helped 55 adults enroll in a post-secondary academic program, 97% of which remained in school until the end of their educational term. Education staff provided 1,053 face-to-face client service hours.

Psycho Social Rehab Center:
Description

Open 365 days a year, including all holidays and weekends, offers a variety of structured & unstructured activities daily, designed to help people living with a serious mental illness learn, practice, and refine social skills, coping skills & other daily living skills, that will help them be fully integrated in the community and enjoy a natural support system.

Services include life skills & therapeutic support groups, daily meals, health & wellness groups, a state of the art computer learning center, social and recreational activities, peer support groups, an expressive arts program, and self-advocacy groups. Specialty groups target the needs of young adults, ages 18-25, older adults over 55, and mono-lingual Spanish speaking individuals, The Center helps them find meaningful ways to structure their day and connect with others facing similar challenges.
BudgetHelpSome organizations have unified budgeting and do not budget by program. Because of this, some budget fields may be blank or represent an approximation. $902,628.00
CategoryHelpAs defined by the National Center for Charitable Statistics (NCCS), Program Classification codes are linked to the Nonprofit Program Classification (N.P.C.) coding system (http://nccsdataweb.urban.org). Mental Health, Substance Abuse Programs, General/other / Schizophrenia & Other Psychotic Disorders
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 FY19 the Center served 440 unduplicated individuals, 63% maintained or improved their social supports. The Center’s avg. daily attendance was 72, ranging from 13 to 120 daily. The Center’s Healthy Meal program, which addresses the food insecurity & nutritional needs of our clients, served over 29,000 free nutritional meals. A FY19 program survey revealed: 88% are eating more fruits in their diets, 82% are eating more vegetables, 81% have reduced their intake of soft drinks, 67% are eating 2-3 complete meals each day at Fellowship, 35% are eating 5-9 complete meals a week at Fellowship, and 39% are eating 10–15 complete meals a week at Fellowship.
Program Comments
CEO Comments

Fellowship Place has historically adapted to the changing needs of the people seeking services from the agency.  Volunteers established Fellowship Place in 1960 as an evening social/dance party for adults experiencing mental health problems.  By the mid-1980’s the agency had expanded to include computer training, social skills training, and other activities aimed at helping individuals leaving state operated psychiatric hospitals become independent and successful  in the community.  In 1996, the agency recognized that many homeless individuals served suffered from a serious mental illness and needed daily structure and help with basic needs.  As a result, the Fellowship Inn was established to provide a daytime drop in program for homeless men and women staying in local shelters, living on the streets, or in other places not meant for human habitation.  The agency’s work with the homeless underscored the need for permanent supported housing.  Without a decent place to live, it is nearly impossible for any individual to work on recovery from a mental illness or a substance abuse problem.  Subsequently, Fellowship Place made the strategic decision in 2002 to enter the housing arena with the purchase of three multi-family homes located next door to the campus.  Contracts were secured with the Housing Authority of Greater New Haven for project based rental subsidies and with the CT Dept. of Mental Health & Addictions Services for funds to provide support services.  The Housing program quickly filled to capacity with a lengthy waiting list, leading to the agency’s decision to purchase a fourth apartment building on Whalley Avenue.  Today the agency provides permanent supported housing for 45 individuals.  Other program innovations have included the development of Supported Education and Supported Employment programs, specialty groups for young adults, older adults, individuals whose primary language is Spanish, and members of the LGBT community.  The agency’s Expressive Arts program has grown in recent years to include groups on visual arts, music, and writing.  Most recently, the agency has expanded employment services for people with criminal histories and a mental health problem.

The agency’s growth has been fueled by public/private partnerships. Although the State of Connecticut continues to be the agency’s primary funding source, private foundations and corporate sponsors have underwritten many of the program initiatives in recent years, including Healthy Meals, Young Adult programming, Food Service Job Training, and Expressive Arts. Corporate support has paid for furniture for the Fellowship Inn and in the agency’s apartment buildings.

As the number of clients seen by the agency increased and the presenting problems of new clients became more complicated, the agency recognized the need for a more diverse staff with more specialized training. Over the last five years, the agency has sought to improve the qualifications of staff and have hired several people with graduate degrees in Social Work or Counseling. In addition, the agency has hired Peer Specialist to conduct outreach in Housing, Social Rehab, and Career Development Services. Peer Specialists have a lived experience with mental illness and have been trained to use their experiences to engage difficult clients in services.
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 88%
Staff Demographics - Ethnicity
African American/Black 10
Asian American/Pacific Islander 0
Caucasian 26
Hispanic/Latino 4
Native American/American Indian 0
Other 0 0
Staff Demographics - Gender
Male 10
Female 30
Unspecified 0
Plans & Policies
Organization has a Fundraising Plan? Yes
Organization has a Strategic Plan? Yes
Years Strategic Plan Considers 3
Date Strategic Plan Adopted June 2019
Management Succession Plan? Under Development
Organization Policy and Procedures Yes
Nondiscrimination Policy Yes
Whistleblower PolicyHelpThe 2002 Sarbanes-Oxley Act provides certain protections for whistle-blowers and criminal penalties for actions taken in retaliation against whistle-blowers. The Act protects persons who risk their careers by reporting suspected illegal activities in the organization. It is illegal for a corporate entity, for-profit or nonprofit, to punish the whistle-blower in any manner. For more information, visit Independent Sector (http://www.independentsector.org). Yes
Document Destruction PolicyHelpThe 2002 Sarbanes-Oxley Act addresses the destruction of business records and documents and turns intentional document destruction into a process that must be carefully monitored.For more information, visit Independent Sector (http://www.independentsector.org). Yes
Senior Staff
Melissa Holroyd
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.
LuAnn Buono
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.
Charlotte Sabovic
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.
Sandi Sibilio
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 Community Nonprofit Alliance0
Greater New Haven Chamber of Commerce0
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
Commissioner’s Recognition Award for Excellence in Supported Employment ServicesDept. of Mental Health & Addiction Services0
Commissioner’s Recognition Award for Exemplary Employment PlacementDept. of Mental Health & Addiction Services2017
Commissioner’s Recognition Award for Achieving an Excellent Fidelity Rating: Time in the CommunityDept. of Mental Health & Addiction Services2017
Commissioner’s Recognition Award for Top Ten Employment Placement RateDept. of Mental Health & Addiction Services2017
Comments
CEO Comments

Fellowship Place Value Statements

Fellowship Place is committed to providing a safe environment for the people it serves so that they can challenge themselves and exceed their own expectations.

Fellowship Place welcomes, accepts and values the contributions of the people it serves, treating them with dignity and respect.

Fellowship Place recognizes that the quality of the services it provides is dependent on the quality and character of its staff. It therefore seeks to recruit and retain committed, expert staff members, whose contributions it values and respects, and to provide them with continuing opportunities for professional development.

Fellowship Place seeks to foster a collaborative culture both within its campus and in partnership with other organizations that can help advance its mission.

Fellowship Place Members, in their Own Words

“I went from homeless to being housed and a full-time student. With the help of Fellowship Place, I have found myself in a better place.” –Rebecca F.

“Coming to Fellowship Place has rewarded me with many things such as friends, activities, and a home.” -Edward D.

“Fellowship Place’s Employment, Education, Social Club, and Housing programs all saved my life.” –Lesley P.

“Fellowship Place supports growth.” –Marion F.

“Living where I am at Fellowship Place Commons has made me feel safe again.” –Edward S.

“Fellowship Place has over the years been like family. The more people like my music, the more I give it to them.” –Noel L

“Fellowship Place housing has been helpful to me. I can express myself through art and decorating.” Wendy L.

“I’ve been a member of Fellowship Place for fifty-two years, and I like planting trees in the community.” –Zane O.

“At Fellowship Place I feel a sense of belonging.” –Joanna S.

“Everyone who comes to Fellowship Place gets a break and is given a better shot at life.” –Wycliffe B.

“Thanks to Safe Space at Fellowship Place, I am happy and I can be honest about being gay.” –Joey F.

“The support I received from the Vocational program at Fellowship Place was crucial in my ability to endure human interaction while in college.” –Morgan H.
Board Chair
Ms. Anne Demchak
Company Affiliation Retired - Manager, Stop & Shop
Term July 2018 to June 2020
Board of Directors
NameAffiliation
Ms. Edna Aklin MSWRetired, Director of Social Work, CT Mental Health Center, Community Volunteer
Ms. Sue Cohen - SecretaryAmity Regional Board of Education
Ms. Debbie CookRetired Teacher, Hamden Hall Country Day School, Community Volunteer
Ms. Alexandra DaumSenior Development Manager-NHR Group
Mr. Mark Griffin - Consumer Representative
Ms. Rebecca Iannantuoni Esq.Attorney, Day Pitney, LLP
Ms. Shira IrizarryDir. of Behavioral Health Services -Anthem Blue Cross Blue Shield
Mr. George Jones -TreasurerRetired - Real Estate & Investment Management
Mr. Kevin LuddyExecutive Vice President & CFO, Kolmar Americas Inc.
Ms. Phyllis M. McDowell - Founder & Honorary Board MemberFounder & Honorary Board Member
Mr. Andrew McLaren - Vice PresidentRetired Educator, Community Volunteer
Ms. Ruth SachsCommunity Volunteer
Ms. Debbie SchafferRetired Bank of America Executive
Mr. William Sherman MDProfessor of Psychology, Southern CT State University
Mr. Michael SiedlarzStop & Shop, Manager
Dr. William H. Sledge - Honorary Board MemberProfessor of Psychiatry, Yale University
Ms. Susan J. SmithRetired, Community Volunteer
Dr. Susan Vaughn-LewisPsychiatrist in Private Practice
Mr. Nicholas ZaunerYale New Haven Hospital, Director of Facilities Engineering
Board Demographics - Ethnicity
African American/Black 2
Asian American/Pacific Islander 0
Caucasian 18
Hispanic/Latino 0
Native American/American Indian 0
Other 0 0
Board Demographics - Gender
Male 8
Female 12
Unspecified 0
Governance
Board Term Lengths 3
Board Term Limits 3
Board Meeting Attendance %HelpThe Better Business Bureau's Standards for Charity Accountability recommends at least 65% board attendance (http://us.bbb.org). 95%
Number of Full Board Meetings AnnuallyHelpThe Better Business Bureau's Standards for Charity Accountability recommends a minimum of three evenly spaced meetings per year of the full governing body, with a majority in attendance and face-to-face participation (http://us.bbb.org). The Standards for Excellence Institute recommends a minimum of four board meetings per year (www.standardsforexcellenceinstitute.org). 10
Written Board Selection Criteria Yes
Written Conflict of Interest Policy Yes
Percentage Making Monetary Contributions 98%
Percentage Making In-Kind Contributions 75%
Constituency Includes Client Representation Yes
Risk Management Provisions
Automobile Insurance
Commercial General Liability
Blanket Personal Property
Umbrella or Excess Insurance
Workers Compensation and Employers' Liability
Professional Liability
Directors and Officers Policy
Employment Practices Liability
Fiduciary Liability
Business Income
Standing Committees
Board Governance
Executive
Finance
Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
CEO Comments

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 98% 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.
 
Financials
Fiscal Year Start July 01 2019
Fiscal Year End June 30 2020
Projected Revenue $2,532,666.00
Projected Expenses $2,862,527.00
Endowment ValueHelpA legal definition of endowment is used in this system (i.e. restricted assets or a supporting foundation). Rainy day funds are not included in endowments figures. $251,318.00
Spending Policy Percentage
Percentage (if selected) 5%
Credit Line Yes
Reserve Fund Yes
Documents
Form 990s
Fellowship Place 9902019
Fellowship Place 9902018
Fellowship Place 9902017
Fellowship Place 9902016
Fellowship Place 9902015
Fellowship Place 9902014
Fellowship Place 9902013
Fellowship Place 9902012
Fellowship Place 9902011
Fellowship Place 9902010
Fellowship Place 9902009
Fellowship Place 9902008
Fellowship Place 9902007
Audit Documents
Fellowship Place Audit 2018-20192019
Fellowship Place Audit 2017-20182018
Fellowship Place Audit 2016-20172017
Fellowship Place Audit 2015-20162016
Fellowship Place Audit 2014-20152015
Fellowship Place Audit 2013-20142014
Fellowship Place Audit 2012-20132013
Fellowship Place Audit 2011-20122012
Fellowship Place Audit 2010-20112011
Fellowship Place Audit 2009-20102010
Fellowship Place Audit 2008-20092009
Fellowship Place Audit 2007-20082008
Fellowship Place Audit 2006-20072007
IRS Letter of Exemption
Fellowship Place 501(c)3
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 Year201920182017
Total Revenue$2,737,346$2,475,575$2,382,350
Total Expenses$2,838,278$2,795,197$2,637,016
Prior Three Years Assets and Liabilities Chart
Fiscal Year201920182017
Total Assets--$5,225,460$5,500,354
Current Assets--$1,354,782$1,431,233
Long-Term Liabilities--$179,669$189,429
Current Liabilities--$230,410$198,206
Total Net Assets--$4,815,381$5,112,719
Prior Three Years Top Three Funding Sources
Fiscal Year201920182017
Top Funding Source & Dollar Amount --Dept. of Mental Health & Add. $1,643,859Dept. of Mental Health & Add. $1,557,947
Second Highest Funding Source & Dollar Amount --The Connection $252,849The Connection $262,533
Third Highest Funding Source & Dollar Amount -- -- --
Capitial Campaign
Currently in a Capital Campaign? No
Comments
CEO Comments

The CT Department of Mental Health & Addiction Services provides approximately 60% of Fellowship Place’s revenue.  Other funding sources include revenue generated from fee for service contracts, rental income, and private support from foundations and individuals.  This past fiscal year the Board of Directors engaged in a series of facilitated workshops on the Board’s role in fundraising.  This process proved to be very energizing for the Board, resulting in a new Board Job Description, which clearly defines fundraising and fund development as each member’s responsibility. 

The agency has identified a need to diversify funding and unrestricted revenue for general operating support as a priority. This is necessary to provide annual salary increases for staff, meet the rising costs for insurance, and to provide ongoing staff development. With state funding remaining flat or reduced, as it has for nearly ten years, Fellowship Place must rely on private support if the agency is to continue providing our clients and the community at large with the wide array of supports currently in place. 

 
 
 
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. Some financial information from the organization’s IRS Form 990, audited financial statements or other financial documents approved has been inputted by Foundation staff. The Foundation has not audited the organization’s financial statements or tax filings, and makes no representations or warranties thereon. A more complete picture of the organization’s finances can be obtained by viewing the attached 990s and audited financials. 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
Contact Email mholroyd@fellowshipplace.org
Website https://www.fellowshipplace.org
CEO/Executive Director Ms. Mary A. Guerrera LCSW
Board Chair Ms. Anne Demchak
Board Chair Company Affiliation Retired - Manager, Stop & Shop

 

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