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 http://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.

At Fellowship Place, we know that with proper treatment and a wide range of support services, many living with a mental illness can lessen the impact it has on their lives, maintain their independence and lead a productive life. The agency serves over 700 adults annually. The majority suffers from schizophrenia, major depression, or bipolar disorder. Nearly all face poverty, inadequate housing, unemployment, and poor physical health. Half have been homeless at least once in their lives. Fellowship Place provides our clients a one-stop shop of services & support, where programs provide opportunities for them to structure their day, learn and practice social skills and other daily living skills, that will help them function at the highest level possible, and increase their stability and self-sufficiency, including:

· Crisis intervention & counseling
· Basic life-skills & coping skills
· 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 & building positive relationships
· Linkages to other community services
· Health & wellness programs to improve overall physical & mental wellness

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 Mr. Patrick Luddy
Board Chair Company Affiliation Retired, VP Facilities Planning & Management, Yale New Haven Hospital, Community Volunteer
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.

At Fellowship Place, we know that with proper treatment and a wide range of support services, many living with a mental illness can lessen the impact it has on their lives, maintain their independence and lead a productive life. The agency serves over 700 adults annually. The majority suffers from schizophrenia, major depression, or bipolar disorder. Nearly all face poverty, inadequate housing, unemployment, and poor physical health. Half have been homeless at least once in their lives. Fellowship Place provides our clients a one-stop shop of services & support, where programs provide opportunities for them to structure their day, learn and practice social skills and other daily living skills, that will help them function at the highest level possible, and increase their stability and self-sufficiency, including:

· Crisis intervention & counseling
· Basic life-skills & coping skills
· 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 & building positive relationships
· Linkages to other community services
· Health & wellness programs to improve overall physical & mental wellness

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 57 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 700 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

Fellowship Place is serving more clients than ever in our 57 yr history; in FY17 the agency served over 700 adults living with a mental illness in our community.

· The Fellowship Inn Daytime Homeless Drop-in center provided support services for 131 unduplicated homeless adults, a 32% increase over FY16. 41 homeless adults were placed in housing.
· The Psychosocial Rehab Center served 513 unduplicated adults in our community who are living with a mental illness, offering them a variety of structured & unstructured activities to help them learn and practice social skills, coping skills & other daily living skills.
· The Supported Employment program served 134 unduplicated adults. 60% of unemployed adults served obtained competitive employment, of which 82% maintained their employment for at least 90 days. The Employment program has been selected by DMHAS to co-lead a 2 year, federally funded demonstration project that will provide supported employment services for adults with mental illness and criminal justice. involvement
· The Supported Education program helped 58 adults enroll in a post secondary academic program, 89% of this group remained in school until the end of their term.
· Supported Housing staff provided 2178 hours of counseling & case management for 47 tenants who live in agency operated apartment buildings. A majority of tenants were homeless prior to moving to Fellowship Place.
· The agency’s Healthy Meals program, which addresses the food insecurity & nutritional needs of our clients, served over 26,040 free nutritional meals. 

2017-18 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).
· Secure funding of our Healthy Meals program, which 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.
Needs

• Funding of our Healthy Meals program. Poverty and unemployment are common among the people we serve, so are hunger & poor nutrition, yet 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. Nearly all are unable to afford their daily meals; 98% live below the federal poverty level with incomes under $11,500 per year, and over half have incomes of less than $500 per month. Funding for this program will help the agency continue to offer our clients three free healthy meals daily.
• Securing general operating funds to maintain level of services and staffing levels required to adequately serve our growing population's needs. In FY16 Fellowship’s state funding contract was cut $50,000. Further cuts are expected from our state contract in FY17-18, which threaten our ability to maintain staffing levels, preserve valuable client programs & services vital to fulfilling our mission, and remain open to our clients seven days a week, 365 days a year.
• Actively seeking new Board members from the local business community.

 
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 over 750 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 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.

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

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 750 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 700 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 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.
BudgetHelpSome organizations have unified budgeting and do not budget by program. Because of this, some budget fields may be blank or represent an approximation. $254,995.00
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 2016 the Inn provided services for 99 homeless persons. 61% maintained or improved their social supports. 33 were housed. The Inn became a participant in the Greater New Haven OPENING DOORS, a regional alliance to prevent & end homelessness. As part of this initiative, the agency donates the Inn’s Manager of Homeless Services time, to operate the Inn as a Coordinated Access Network (CAN) assessment site. As a CAN site, homeless individuals can come to the Inn and take the VI-SPDAT survey, a nationally recognized tool that helps to determine the chronicity of homeless individuals and the most appropriate type of housing based on current needs and severity. The Inn’s Manager also functions as a CAN Housing Liaison to assist homeless individuals recently matched to housing programs obtain the documentation they need to get approved to move into their matched housing.  

 

 
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. $209,854.00
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 2016, 100% served maintained or increased their level of independent living. Housing staff provided over 1,665 hours of case management services to tenants. 100% of respondents to the annual consumer satisfaction survey rated services positively.  With the help of staff, all eligible tenants completed renter rebate applications with the City of New Haven Department of Elderly Services agency. Housing staff also offered renter rebate application assistance to local senior citizens in the neighborhood who were unable to get downtown due to transportation issues.

 
Career Development Services:
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
BudgetHelpSome organizations have unified budgeting and do not budget by program. Because of this, some budget fields may be blank or represent an approximation. $454,933.00
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 2016 the program served 147 unduplicated adults.The Supported Employment program helped 78 individuals find competitive employment, and 78% of them maintained employment for at least 90 days. The Supported Education program helped 38 individuals enroll in a post secondary academic program, 84% of this group remained in school until the end of their term. This year saw the development of a volunteer program to help people who had gaps in their work history gain work experience. Led by a peer specialist, the program placed individuals in volunteer positions in the community, including a local animal shelter, Yale New Haven Hospital, and Yale Sustainable Agriculture.
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 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
BudgetHelpSome organizations have unified budgeting and do not budget by program. Because of this, some budget fields may be blank or represent an approximation. $592,357.00
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 2016 the Center experienced a 8% increase in clients served. The program achieved an average daily program capacity of 85. 66% of individuals served were successful at increasing or maintaining their social supports. 86% of respondents to the DMHAS consumer satisfaction survey rated services positively. Our Healthy Meals initiative, which addresses our clients food insecurity & basic nutritional needs, served over 31,250 free nutritional meals (7% increase over FY15). Our Expressive Arts program has grown, including the formation of an agency seven-piece band and the development of an Expressive Arts Festival hosted in collaboration with community partners, which we hope to make an annual event. Development of a newcomers group has helped our clients acclimate into our programs & services. 
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 a 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, criminal justice system & young adult services.

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

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

2007: Partnered with the Connection & the CT Mental Health Center to establish CREST, to provide a day reporting program for people with mental illness referred from the criminal justice system.

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

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

2012: Hosted the grand opening of a new state of the art Psychosocial Rehab center with expanded program & meeting spaces.

2013: Received funding to expand Supported Employment services to include a peer-to-peer Graduate Began planning for renovations to our rear campus building.

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

2015:Fellowship Inn became a Coordinated Access Network assessment site in the City of New Haven OPENING DOORS, a regional alliance to prevent & end homelessness. Received funding from the Melville Charitable Trust Employment & Educational Opportunity Fund, to develop an education scholarship program for homeless & formerly homeless individuals.

2016: Grand re-opening of the Birgitta Johnson Memorial building, which houses the Fellowship Inn, CREST, & Admin offices. Renovation funded with a CT Non-profit Grant from the Office of Policy & Management & private funds raised by the agency's capital campaign.

2017: Selected by The CT Dept. of Mental Health & Addiction Services to co-lead a 2 yr, federally funded demonstration project that will provide supported employment services for adults with a mental illness and criminal justice involvement.
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 35
Number of Part Time Staff 4
Number of Volunteers 50
Number of Contract Staff 0
Staff Retention Rate 80%
Staff Demographics - Ethnicity
African American/Black 9
Asian American/Pacific Islander 0
Caucasian 27
Hispanic/Latino 3
Native American/American Indian 0
Other 0 0
Staff Demographics - Gender
Male 9
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 May 2014
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 Services2016
Board Chair
Mr. Patrick Luddy
Company Affiliation Retired, VP Facilities Planning & Management, Yale New Haven Hospital, Community Volunteer
Term July 2016 to June 2019
Board of Directors
NameAffiliation
Ms. Edna Aklin MSWRetired, Director of Social Work, CT Mental Health Center, Community Volunteer
Mr. Clarence Ashe Assistant Vice President, Customer Service Manager, People’s United Bank
Mr. Jack Catalano Consumer Representative
Ms. Sue Cohen - Secretary Amity Regional Board of Education
Ms. Debbie Cook Retired Teacher, Hamden Hall Country Day School, Community Volunteer
Ms. Anne Demchak - Vice President Retired Stop & Shop Manager, Community Volunteer
Mr. Lawrence Grab Anthem Blue Cross Blue Shield - Vice President, Behavioral Health
Ms. Carol Horsford Owner/Broker Farnam Realty Group
Ms. Rebecca Iannantuoni Esq.Attorney, Day Pitney, LLP
Mr. Lewis Lagervall - Treasurer Retired CPA, Community Volunteer
Ms. Phyllis M. McDowell - Honorary Board Member Founder
Mr. Andrew McLaren Retired Educator, Community Volunteer
Ms. Ruth Sachs Community Volunteer
Mr. William Sherman MDProfessor of Psychology, Southern CT State University
Dr. William H. Sledge - Honorary Board Member Professor of Psychiatry, Yale University
Ms. Susan Smith Retired, Community Volunteer
Ms. Estelle Thorpe Retired, Community Volunteer
Dr. Susan Vaughn-Lewis Psychiatrist in Private Practice
Ms. Kimberly Wagner Vice President, Real Estate & Specialty Assets, Wells Fargo
Board Demographics - Ethnicity
African American/Black 4
Asian American/Pacific Islander 0
Caucasian 16
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). 90%
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 95%
Percentage Making In-Kind Contributions 65%
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
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 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.
 
 
Financials
Fiscal Year Start July 01 2017
Fiscal Year End June 30 2018
Projected Revenue $2,533,636.00
Projected Expenses $2,533,636.00
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. $217,000.00
Spending Policy Percentage
Percentage (if selected) 5%
Credit Line Yes
Reserve Fund Yes
Documents
Form 990s
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 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 Year201620152014
Total Revenue$2,777,465$2,536,312$2,567,025
Total Expenses$2,808,804$2,743,084$2,707,936
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 Year201620152014
Foundation and
Corporation Contributions		$231,978$286,255$253,103
Government Contributions$2,459,340$1,906,125$1,946,227
Federal------
State$2,148,062--$1,489,503
Local------
Unspecified$311,278$1,906,125$456,724
Individual Contributions------

Indirect Public Support HelpIndirect public support represents revenue received through solicitation campaigns. This includes funding United Way and other federated fundraising organizations, but does not include donor designated contributions.

------

Earned Revenue HelpEarned revenue represents income generated in direct exchange for a product or service.Earned income includes income from government contracts.

$334,739$333,918$332,296
Investment Income, Net of Losses($250,150)$8,651$10,310
Membership Dues------
Special Events------
Revenue In-Kind------
Other$1,558$1,363$25,089
Prior Three Years Expense Allocations Chart
Fiscal Year201620152014
Program Expense$2,439,156$2,379,531$2,351,492
Administration Expense$303,304$310,874$299,091
Fundraising Expense$66,344$52,679$57,353
Payments to Affiliates------
Total Revenue/Total Expenses0.990.920.95
Program Expense/Total Expenses87%87%87%
Fundraising Expense/Contributed Revenue2%2%3%
Prior Three Years Assets and Liabilities Chart
Fiscal Year201620152014
Total Assets$5,753,609$5,849,295$6,009,651
Current Assets$1,489,837$1,847,100$1,875,425
Long-Term Liabilities$199,696$274,749$275,467
Current Liabilities$216,952$195,421$162,714
Total Net Assets$5,336,961$5,379,125$5,571,470
Prior Three Years Top Three Funding Sources
Fiscal Year201620152014
Top Funding Source & Dollar AmountDept. of Mental Health & Add. $1,590,390The Community Foundation for Greater New Haven $100,000Dept. of Mental Health & Add. $1,489,503
Second Highest Funding Source & Dollar AmountCT Office of Policy & Management $557,672CT Health & Educational Facilities Authority $61,000The Connection, Inc. $272,396
Third Highest Funding Source & Dollar AmountThe Connection, Inc. $262,396Smart Family Foundation $38,000The Community Foundation for Greater New Haven $78,000
Solvency
Short Term Solvency
Fiscal Year201620152014
Current Ratio: Current Assets/Current Liabilities6.879.4511.53
Long Term Solvency
Fiscal Year201620152014
Long-Term Liabilities/Total Assets3%5%5%
Capitial Campaign
Currently in a Capital Campaign? No
Comments
CEO Comments

Demand for Fellowship Place services is growing; in FY16, the agency experienced a 14% growth in the number of unduplicated clients served, yet for FY17 & FY18 the Governor had proposed recessions to nonprofit contract providers, for cuts to their funding contracts. It is unknown what the direct impact of such cuts will be to our agency, as modifications impacting our contract will be released later in the fiscal year. In 2016 the agency experienced a loss of two major previously funded grants that funded our Young Adult services and Healthy Meals Initiative, which were not renewed during each annual competitive RFP process.

The above funding deficits and so much uncertainty at the State create challenges for our agency; pending cuts threaten staff layoffs and reduction of services to clients both of which affect our ability to fulfill our mission. Cuts to our state contract will mean the agency faces reducing hours of operation, eliminating vital client transportation, and eliminating critical programs such as our Young Adult services, Expressive Arts Program, and Healthy Meals Initiative. Over the past few years the state made available to nonprofits a number of opportunities for funds specifically targeting infrastructure improvements. Much of the agency’s development activity during that time was spent taking advantage of these opportunities because our main program buildings were in desperate need of upgrades to bring them up to modern day standards and keep up with a growing demand for services. It is also important to note, however, that at the same time the state did not offer adequate funding in support of providing client services. With a solid infrastructure now in place after years of upgrades to our main program buildings through state funded opportunities targeting capital improvements (while not offered adequate funding from the state in support of providing client services), the agency this year initiated a Strategic Development Committee to focus on the need for direct service funding. Emphasis is placed on diversifying our unrestricted general operating support, so we may continue to improve our ability to serve our existing population, keep up with the needs of a growing population, retain existing qualified employees and remain competitive in attracting future hires.
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
Contact Email mholroyd@fellowshipplace.org
Website http://www.fellowshipplace.org
CEO/Executive Director Ms. Mary A. Guerrera LCSW
Board Chair Mr. Patrick Luddy
Board Chair Company Affiliation Retired, VP Facilities Planning & Management, Yale New Haven Hospital, Community Volunteer

 

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