CWU Annual Report 2015

DISRUPTING POVERTY2015 Annual Report

The Bridge to Self-Sufficiency® and Mobility Mentoring®CWU is a proven poverty disruptorPoverty is a complex problem, and it takes a carefully designed holistic approach to solve it. CWU has applied emerging brainscience to its tools and frameworks, and developed just such an approach.CWU has built an internationally recognized, metric-based, mentor-led, incentivized roadmap that is consistently enabling familiesto cross the economic divide while changing the view of what is possible across the entire social service sector. Crittenton Women’s UnionCWU's Bridge to Self-SufBficriiedncgy e to Self-Sufficiency™ STARTING POINT MOBILITY MENTORING®™ SELF-SUFFICIENCYFAMILY STABILITY WELL-BEING EDUCATION AND FINANCIAL EMPLOYMENT AND TRAINING MANAGEMENT CAREER MANAGEMENTShe is spending less than 30% She is fully engaged in her She has achieved a level of She has savings equal to three Her earnings from her job areof her after-tax income on work and her family, and no post-secondary education months’ worth of living greater than the real costs ofhTouhseingB.ridge to Self-Sufficiehnecaylth or behavioral issues apnredp/aorretdrahienrinfgorthaMajtobhoabpsaiyliintgy Menteoxrpiennsges-. Crossing the econofbmaamsiiciclydl,ivaiivsnidgdeetexeprmeninseesdfbory her CWU’s prevent her from pursuingHCerWchUild’sretnh’senoeredysoarfecbheainngge, thscehoBorliindggoer etmopSloeylmf-eSnut.fficiency,enoofufgehrsto supportWhehr afatmhilye.lps theShfeahmasilgieoosdwcreedwit aonrdkiswith to sMuacsscaechsussfeuttlslyEccornoosmsicmfraoemtsaopnludurdstuoioinnngotstcpohreoevonelinndtghpoeror verty. ISthiesias abpraaritnofsacsietrnoncgesoincifaol rmed the Bridge to Smbealaflan-nSacgueinfwgfiihtcheirehdnerecbiyntscioisnmoe.ur highlyInadcecpleanidmenecedI,nrdeesx.ults- oriented, personalized coaching system called Mobilitywcoorka.ching framework that hneetlwposrkfa, smerviliyngmaseamn bers to better advocate, organizer, and Mentoring. Throughout Mobility Mentoring, professionally-analyze their choices, set gsouaplpso,rtatcocoethsesrsc.ommunity resources,and persist to achieve success. In this way, participants are trained staff members create strong partnerships with low-better able to overcome the obstacles that bind them to income women and work with them as needed until theypoverty. acquire the resources, knowledge, and skills to successfullyThe Bridge guides low-income families toward economic achieve goals in the five pillars of the Bridge and cross overindependence by developing skill sets based on the following into a life of economic independence.five areas:• Family stability – Creating a stable, supportive environment Mission: for their children and themselves; We transform people’s lives by helping them move out of poverty and providing other institutions with• Well-being – Developing and sustaining good health in the the tools to systematically do the same. entire family;• Education and training – Focusing on learning that will lead to careers that can sustain a family;• Financial management – Saving money, staying out of debt, and planning for the future;• Employment and career management – Building careers that will help them move their families permanently out of poverty and into the middle-class, for generations to come.Copyright © Critenton Women’s Union. All rights reserved.

Dear Friends,It is with great pleasure that we present the FY 2015 Annual Report of Crittenton Women’s Union(CWU). In the pages ahead, you will read about the measurable achievements of our families, how theirsuccesses are transforming lives far beyond Massachusetts, and the ways CWU is shaping the broaderconversation around poverty disruption.CWU is transforming the anti-poverty spaceFor almost a decade, CWU’s theory of change, Bridge to Self-Sufficiency®, and the Mobility Mentoring®service platform, have been guiding hundreds of low-income families toward economic independence.Our metric-based, mentor-led, incentivized program model offers a viable roadmap that is recalibratingthe way government systems, nonprofit organizations, and policy makers approach their work withlow-income families. CWU is transforming itself“Our metric-based, mentor-led, incentivized The triumphs and setbacks of the women who have passed throughprogram model offers a viable roadmap that CWU’s programs since 2006 have driven the organization’s work. Theiris recalibrating the way government systems, insights, coupled with the experiences of a diverse group of socialnonprofit organizations, and policy makers service providers who have embraced Mobility Mentoring throughapproach their work with low-income families.” our Economic Independence Exchange, now has us poised for a much higher leap. To best serve our families, and meet the growing demands from others working to disrupt the cycle of poverty, we are constantly refining our tools and adding resources to our repertoire. Our goal is todeeply engage more people, no matter where they live, in Mobility Mentoring, and use that learning tobuild the next iteration of poverty-disrupting tools.CWU is transforming low-income familiesThe results and recognition began with the low-income women enrolled in our direct service programs.Thousands of determined women stood at the forefront of CWU’s innovative work, and together wedeveloped the Bridge to Self-Sufficiency and the Mobility Mentoring service model. The focus hasbeen on getting women to a position where they can lead a thriving life on their own, without anydependence on public assistance. Brandeis University recently conducted a Return on Investment(ROI) study of CWU’s most rigorous program, Career Family Opportunity. The results far exceededexpectations; please refer to “Transforming Lives/Families” for the detailed information.Such successes would not have been possible without the resolute support of partners like you. You toostand at the forefront, purposefully disrupting poverty. You have led CWU to this unique point in time,one that holds the potential to change hundreds of thousands of lives.Next year at this time, we will have transformed again. Exciting opportunities sit within our grasp, andwe look forward to sharing them with you. Thank you for creating our past, standing by our side today,and shaping our future direction.May you continue to live, work and thrive,Elisabeth D. Babcock, MCRP, PhD Heidi Brooks, MA, MBA Chairwoman, Board of DirectorsPresident and Chief Executive Officer

Transforming the spaceCrittenton Women’s Union (CWU) is a proven poverty disruptor, Economic Independence Exchangeguiding low-income families across the economic divide. As the successes of our participants became more evident andThe agency’s innovative theory of change, the Bridge to Self- consistent, CWU prepared itself to share our methodologiesSufficiency®, and its accompanying Mobility Mentoring® tools and with the field and launched the Economic Independenceframeworks are built upon emerging brain science and executive Exchange (the Exchange) in February 2014. This robust learningfunctioning skills. They also offer proven, scalable solutions that network is modeled after the computer industry by usingtackle the root causes of generational poverty. Mobility Mentoring as an “open-source” platform. CurrentlyMobility Mentoring is a metric-based, mentor-led, incentivized 40+ organizations and systems from around the world areroadmap that transforms lives and guides individuals toward full exploring ways to incorporate Mobility Mentoring-inspiredeconomic independence. In recent years, our participants have approaches into their direct service activities. Exchangereduced their dependence on subsidies, earned higher wages, members interact regularly with each other and have accesscompleted degree programs, purchased homes, and stabilized their to monthly webinars, on-site trainings, technical support, andfamilies. The success of CWU’s participants is recalibrating how training manuals, and share their findings back with the group.government and nonprofit organizations approach one of the mostsignificant issues of our times. The collective results and feedback from our Exchange members who serve diverse service populations offer crucialWho we are: Exchange Membership 2014-2015 insights, inform new tool development, build stronger frameworks, and expand CWU’s reach far beyond greater 29Direct Service Provider/Network of Providers Boston. In FY15, Exchange members served over 3,500 individuals with Mobility Mentoring approaches. In the years 4Charitable Foundation ahead, CWU believes Exchange member organizations hold the potential to transform anti-poverty approaches across the 4Government Agency entire social service sector. Other 3

FY15 field-building activities: Charell’s Story:Department of Health & Human Services’ Office for FamilyAssistance (OFA) – In February 2015, CWU’s President and Coming to CWU and overcoming challengesCEO, Elisabeth Babcock, participated in a nationwide webinarhighlighting the benefits that executive functioning-informed Charell Hendricks thought she was reaching out to a home-coaching and case management models offer clinicians who work buyer assistance program when she first came to Crittentonwith TANF (Temporary Assistance for Needy Families) recipients Women’s Union (CWU) two years ago. However, it did notand low-income families to improve their economic outcomes. take this exceptionally driven woman long to recognize that CWU’s Career Family Opportunity (CFO) program was theU.S. House of Representatives Committee on Agriculture – bridge that could help her move her family out of poverty.CWU Vice President of Public Policy, Ruthie Liberman, and The groundbreaking program sets low-income women onElisabeth Babcock traveled to Washington D.C. to present a five-year personalized pathway to permanent housing,testimony at a U.S. House of Representatives Committee on a family sustaining wage, and $10,000 in banked savings.Agriculture hearing on the “Past, Present, and Future of SNAP,” The successes Charell has achieved in the past two yearsfocusing on how food stamps programs can better support those underscore the transformative power of CWU’s Bridge to Self-trying to climb the economic ladder. Sufficiency® and the agency’s position as a proven poverty disruptor.Leap of Reason Ambassador – CWU was invited to join thiscommunity of thought leaders who appreciate the integration of As a single mother juggling the demands of school, her work-mission and metrics to create stronger nonprofits and public sector study program and the developmental needs of her twoprograms. Collaboratively, Ambassadors inspire others working in sons, Charell felt constantly overwhelmed and ill-equippedthe nonprofit arena and public sector to become high-performing to support her children. She was enrolled at UMass Bostonorganizations capable of greater societal impact. when her younger son faced significant personal issues. “My focus shifted from getting my degree to helping my son. MyHearst Foundations and Kresge Foundation – These prominent family life was falling apart… I couldn’t give myself or mynational funders joined the CWU family during FY15. Their other son the attention we needed,” says Charell.investment allows this organization to innovate in bold, rigorousways, and expand Mobility Mentoring in an intentional, profound Follow Charell’s transformation throughoutmanner. Both foundations are “angel investors” who believe in this report as we highlight her benchmarksCWU’s ability to interrupt the cycle of poverty. and tell her story Nova Scotia Australia

May 2013 Receives Associate’s Degree from Roxbury Community College; graduates with honorsTransforming our organizationSince the 2006 merger that launched the Crittenton Women’s low-income individuals with professionally-trained MobilityUnion (CWU), the organization has had its sights set on disrupting Mentors to begin to plot short- and long-term goals.the cycle of poverty. And standing right by our side are thethousands of low-income women who are deeply motivated CWU introduced its first Mobility Mentoring program, Careerto create better lives for their children and themselves. Their Family Opportunity (CFO), in South Boston’s public housing unitstriumphs, accomplishments, setbacks, and continuous feedback in 2009. It is the organization’s most comprehensive program,have spurred momentous growth throughout the organization. with bold goals: upon completion, the participant will have at least $10,000 in savings and hold a job that leads to a family-sustainingThe learnings from CWU’s early post-merger days began to shape wage. Within CFO’s first year, CWU’s participants, through theirwhat the organization would become. CWU staff from every own persistent hard work, began achieving remarkable outcomes.program set out to fully understand the obstacles low-income By the end of their fifth year, the group collectively increased theirfamilies faced and the circumstances and conditions that bound income by 72% (reaching an average of $22.30/hour), reducedthem to poverty. The data collected from CWU participants their dependence on subsidies by 20% and increased their taxrevealed that well-intended, but short-term, single-focused contributions by 120%.programs were not making a significant impact on an individual’sability to achieve financial independence. At the same time, it The early results attained by CFO participants inspired CWU tobecame increasingly clear that families seeking to break out expand Mobility Mentoring within the organization’s serviceof poverty needed a service delivery model that did not exist population, and explore ways to scale the model. Mobiltynine years ago. To fill this void, CWU decided to create a more Mentoring tools and frameworks were adapted to accommodateholistic approach and offer families a metric-based, mentor-led, the diverse needs of families seeking exit strategies from poverty.incentivized pathway toward a sustainable future. Low-income women across greater Boston enrolled in an array of services offered through CWU’s Mobility Mentoring Center, andRooted in emerging brain science, and influenced by research CWU’s housing staff introduced Mobility Mentoring tools to helpconducted by CWU and others, an innovative theory of change homeless guests secure permanent housing, find employment andemerged. The Bridge to Self-Sufficiency® (the Bridge) clearly seed their savings accounts. Once again, the outcomes achieved bydelineates the five key pillars that an individual needs to CWU participants far exceeded all expectations.simultaneously ascend in order to gain financial independence.Mobility Mentoring® transforms this theory into action by pairing

December 2013 February 2014 March 2014Begins CFO Older son receives Grant recipient 2nd Place inProgram Anti-violence for Massachusetts video from City of Boston; featured Bar Association in Boston Herald Tier Mentoring Program Mobility Mentoring is the professional Co-sheltering programs provide a new type of venue for CWU to practice of partnering with clients so that implement Mobility Mentoring, and build stronger tools for this they acquire the resources, skills, and population. In FY15, CWU secured 12 new co-sheltering units to sustained behavior changes necessary serve 24 formerly homeless families, and, as in all our housing to attain and preserve their economic programs, each new guest works with her own Mobility Mentor to independence. create their individuated pathway toward permanent housing.As senior staff began disseminating CWU’s learnings through MassLEAP – In FY14, the Department of Housing and Communitykeynote addresses, a TEDxBeaconStreet talk (2013), Rethinking Development (DHCD) funded $8.1 million to create a five-yearPoverty (2014) and a variety of other avenues, others outside pilot called, Mass Learning, Employment, and Assets Programthe organization began taking note of CWU’s outcomes. (MassLEAP), to provide holistic services that lead low-incomeSubsequently, requests came in for our tools and frameworks individuals to economic independence. Thanks to this new fundingfrom nonprofits, policy makers, and all levels of government. source, families living in state-funded public housing and MAThis flurry of requests prompted CWU to introduce the Economic Rental Voucher Program recipients now have access to five yearsIndependence Exchange, an open-source learning platform that of Mobility Mentoring services, including self-sufficiency coachingallows CWU to share its successful methods and tools across the for financial, educational, and career services. As one of the largestglobe, and thereby serve more low-income families in a cost- providers, CWU is currently partnering with housing authorities ineffective manner (for more information on the Exchange, see the cities of Braintree, Quincy, Watertown, and the Metropolitan“Transforming the Space”). In addition to adding the Exchange to Boston Housing Partnership. In FY15, its first year of operation,its business model, CWU recalibrated the organization in several CWU served 53 participants. Of these, 47 had active goals, and 38other ways in FY15 to best serve our participants and respond to the achieved a goal during this time period.ever-growing inquiries to scale our work. Charell’s Story:Co-sheltering – This innovative emergency shelter strategyrecently emerged in response to a dramatic increase within the Starting on the pathway out of povertyCommonwealth’s homeless population. The idea to place twofamilies in a single apartment proved to be a bit controversial “When I came into the CFO program, I was a total mess,”at first. CWU came together with the Department of Housing says Charell. But slowly, she began turning her life around.and Community Development (DHCD) to explore approaches Her mentor’s constant coaching provided the scaffoldingthat would make co-sheltering a viable option for families. Co- that helped Charell set and achieve goals that allowed hersheltering, when paired with Mobility Mentoring, offers the to chart her individuated course to economic independence.perfect solution. Mobility Mentoring is the professional practice of Every goal was aligned with a pillar on the Bridge topartnering with clients so that they acquire the resources, skills, and Self-Sufficiency (the Bridge), and had a definite deadlinesustained behavior changes necessary to attain and preserve their associated with it. “Some of the goals focused on meeconomic independence. seeking therapy to help with the stress, advocating for my kids, joining a gym, while others were about me completing school, getting my son the help he needed to finish his own school, and negotiating a living wage at my job so I could support my family,” she says.

Who We Serve 795 adults Gender: 9% - Male 91% - Female 573 children 479 families 88%1,332Total number Single parentof participants: householdEmployment 80% 35% is average employment 70%CWU participants who completed programming in FY15 made 60% when a participant enters CWUsignificant employment gains. Only a third of participants were 50% programmingworking when they came to CWU, and nearly 50% of them were 40%working when they left. 52 participants who were unemployed at 30% 50% is average employmentprogram entry were working when they left CWU. 20% 10% when a participant exits CWUOur participants had lower employment rates at program entry programmingthan the statewide average for low-income households, but leftCWU with employment rates significantly higher than the state How we compare:average. The statewide employment rate for new participantsis 35%, and the work participation rate for low-income residents 40% is average state-wideis 40%1. Upon program completion, 50% of CWU participantswere employed. employment rate for low-income households1 1 Office of Family Assistance, Work Participation Rates FY12 (published May 29, 2015)Financial 51%A significant number of CWU participants who completed of participants held bank accounts upon entry intoprogramming in FY15 became banked. About half of participants CWU programswere banked when they came to CWU, and 65% had a bankaccount when they left. 55%Fewer of our new participants were banked than the statewide is average statewide banked rate for families withaverage for low-income households, but left CWU with banked household incomes under $15,0002rates higher than the state average. The banked rate for new CWUparticipants was 51%, and the banked rate for low-income residents 65%in Massachusetts is 55%2. Upon program completion, 65% of CWUparticipants had bank accounts. of participants held bank accounts upon exit from CWU programs 2 FDIC 2013 FDIC National Survey of Unbanked and Underbanked Households

Age distribution Age distribution for children for adults 41% - 0-1 29% - 18-24 67% of 15% are 20% - 2-4 23% - 25-30 22% - 5-10 41% - 31-49 participants enrolled in 7% - 11-13 7% - 50-69 are enrolled school AND 10% - 14-17 in school OR employed employedAveragehourly wage ofemployed CWUparticipants$13.48 40% 51% Percentage of of all CWU participants participants who increased are employed their earnedMA minimum wage = income$9.00 per hour$5,496 $20,090 $51,561.43 Family StabilityInitial average Annual Federal Average annual 55%annual income poverty level for income of CFOfor CWU a family with one participant already of families exitingparticipants parent and two working in a “Hot shelter moved into children Job” (21%) affordable housing5 10 15 20 25 30 35 40 45 50 55K 98% of families remained in permanent housing 1 year post-placement

May 2014 November 2014 +50 PTS January 2015Receives Becomes Kraft Achieves MassParalegal Fellow and joins Index job andCertificate from Intergenerational increases creditRCC Pilot Program score by more than 50 points Transforming familiesCWU families have lessened their reliance on safety net services, manager led to a more comprehensive view of what is essential forand have transformed social costs into social contributions. The families working toward economic mobility, including those livingevidence is nestled within the hundreds of low-income families in emergency housing. In FY15, CWU introduced Mobility Mentoringwho have defied the overwhelming odds stacked against them. to all families residing in CWU housing units. CWU’s families and case managers have the unique opportunity to integrate theCWU’s theory of change, the Bridge to Self-Sufficiency®, offers Department of Housing and Community Development’s goals – tofamilies a proven roadmap for transformation, built upon five secure permanent housing, a job, and to seed a savings account –essential life pillars: family stability, well-being, education and into the five pillars of the Bridge to Self-Sufficiency.training, financial management, and employment and careermanagement. Mobility Mentoring® converts this theory into action Return on Investmentby offering a set of tools and frameworks built upon emergingbrain science, and guides specific activities for this future-oriented The CFO program saw its first graduating cohortwork. Each participant defines her unique path based upon her own in June 2015. Their results delineate the program’sneeds and strengths, and with a professional Mobility Mentor, she impact over a 60-month timeframe:sets short- and long-term goals within each of the five pillars. As anindividual achieves goals and ascends the pillars, personal agency Average earnings =increases. This developing sense of self-worth leads to better,conceptualized decision-making, and cultivates an increased ability $22.30 hourly wageto navigate and overcome the complexities that previously tied herto poverty. (over $46,000 a year)Emergency Housing 72%Increased earned income byFamilies living in CWU’s emergency housing facilities are highly 20%Reduced subsidies bymotivated to find a permanent home. For years, CWU case 120%Increased tax payments bymanagers have been coaching shelter families toward thisgoal, with a 99% success rate. Various components of Mobility These changes demonstrate that the costs ofMentoring materialized as shelter families found and remained in the program were offset by participant subsidypermanent housing. The partnership between a parent and case reductions and tax and earnings gains in less than one year after program completion.

June 2015 Summer 2015 November 2015Speaks at son’s Older son Speaks at Parent graduates from University Conferencegraduation as high school and and celebrates younger begins attending son’s acceptance intoParent Council college in the Job Corps Culinary California Arts programRepresentativeCFO Graduation Charell’s Story:In June, CWU marked the graduation of its first class of CareerFamily Opportunity participants. These women, all living at or Her Transformationbelow the poverty level five years ago, now each have at least$10,000 in savings, and manage households that are tracking Working closely with her mentor, Charell learned howtoward a family-sustaining income. Yet, the true evidence of their to manage the stress and focus on her school and career.success is reflected in the Brandeis University Return on Investment Since enrolling in CFO, Charell has earned her associate’s(ROI) report, set for publication in FY16. degree and paralegal certificate from Roxbury Community College, graduating with honors on both occasions. SoonThe Intergenerational Mobility Project: after her graduation, she found employment in the country’sTwo new Mobility Mentoring tools largest minority-owned law firm. “When I started CFO, ICWU is expanding our theory of change to better meet the needs was struggling in school, my relationships with my sonsof children and families, and to create home environments aligned were strained; I was uncertain of my future,” says Charell.toward economic mobility. The Intergenerational Mobility Project She repeatedly questioned whether she could handle theis built upon CWU’s successful Mobility Mentoring services, and workload and if her sons appreciated the sacrifices she wasbroadens the scope of services to include children and other family making. On many occasions, she considered leaving school.members. But her mentor helped her stay focused on her goals, and gradually, Charell noticed that her personal achievementsSpecifically, two new tools – the Child Bridge to a Brighter Future were also enriching her family relationships. “Now, my sonsand the Family Diamond Lane Tool – extend CWU’s Bridge are doing well, and I am doing much better emotionally,scaffolding and provide Mobility Mentors with detailed coaching spiritually, physically, and financially.” Today, Charell istools that support the goal-setting process for entire families. The entering her third year as a CFO participant. She is part ofChild Bridge, like the Bridge to Self-Sufficiency, has five pillars: the new CFO Fellowship initiative which connects individualwell-being, executive functioning, financial literacy, preparing for donors with CFO participants to create a supportive andindependence, and educational progress. Each pillar comprises mentoring relationship. Charell’s sponsor is New Englandage-appropriate, specific benchmarks that orient the parent toward Patriots owner and philanthropist Robert K. Kraft.her child’s future. The Family Diamond Lane Tool is designed tohelp families move ahead with greater alignment and organization. Charell’s entire family became more directly impacted byThis tool guides families to identify strengths, organize time and CWU’s bold, rigorous and engaging methods when theyresources, and minimize crises and distractions in order to more enrolled in the Intergenerational Mobility pilot project, anefficiently achieve family goals. innovative Mobility Mentoring® program for the whole family. The Family Diamond Lane Tool (FDLT) allowed CharellThis intervention intentionally capitalizes on the innate and her sons to come together as a family to chart a sharedinterdependency of parents and children. Research has shown pathway out of poverty. It helped them identify strengths,that a child’s home environment is the single most important organize time and resources, and minimize distractions sofactor in shaping who they will become. Through our work, we that they could more efficiently achieve family goals. Thealso know that children are the single biggest motivator for their FDLT also initiated honest and effective communication,parents. Working with the whole family triggers a virtuous cycle: and laid the foundation for greater understanding andwhen they work together, families can better align their time and cooperation in the family. When her older son graduatedresources toward shared goals, motivate and inspire each other, high school, Charell used the financial management skillsand minimize the crises, stress, and disorganization that keep them learned at CFO to help him create a realistic budget andfrom achieving their goals. figure out financial aid for college. “The pilot project has changed the dynamics of my family,” says Charell. She is now proud of how far her family has come. Her older son is in college in California, her younger son is pursuing a career in culinary arts, and Charell herself is on her way to achieving her next big goals – acquiring a job that pays a family- sustaining wage and purchasing her own home.

Crittenton Women’s Union is donorsgrateful for the extraordinarygenerosity and ongoing supportof our donors for the fiscal yearbeginning July 1, 2014 and endingon June 30, 2015. Donations of$100 or more are listed inside thisannual report. CORPORATIONS AND FOUNDATIONS $100,000 and up $10,000 - $19,999 $1,000 - $4,999 Vincent Mulford Foundation Anna B. Stearns Charitable Foundation Anonymous Blue Cross Blue Shield of Massachusetts Adelard A. & Valeda Lea Roy Foundation $50,000 - $99,000 The Boston Foundation Choate, Hall & Stewart LLP Capital One David & Maragaret Engel Family Charlesbank Homes The Charles Sanders Trust Foundation The Klarman Family Foundation The Chickering Foundation Deloitte Consulting, LLP Kresge Foundation The Janey Fund Fiduciary Trust Company Mabel Louise Riley Foundation LPL Financial Pearlco of Boston, Inc. State Street Foundation, Inc. Mabel A. Horne Trust People’s United Community Foundation Skillworks Rockefeller & Co. $20,000 - $49,999 State Street Corporation Shields Health Care Group LP St. Paul’s Church in Brookline Anonymous $5,000 - $9,999 Verizon Wireless Bank of New York Mellon Brandon Roberts & Associates Employees of the Bridgespan Group $100 - $999 Cabot Family Charitable Trust Bushrod H. Campbell and Adah F. Hall Citizens Bank Foundation Charity Fund Alchemy Foundation G. Gorham Peters Trust Dorothy and Jonathan Rintels Charitable Bay State Federal Savings Charitable Harold Whitworth Pierce Charitable Trust Foundation Foundation Liberty Mutual Group Harvard University The Cameron Family Giving Fund Lincoln & Therese Filene Foundation Humboldt Storage and Moving Company City of Boston Employee Campaign Martin Fund Langrock, Sperry & Wool, LLP The Boston Psychoanalytic Society and The Ludcke Foundation Paul and Edith Babson Foundation Institute, Inc. Yawkey Foundation PricewaterhouseCoopers LLP Commonwealth of MA Employees Roy A. Hunt Foundation Charitable CampaignEvery effort has been made to Schoenstadt Family Foundation Crestwood Advisors LLCensure accuracy. We sincerely TJX Foundation, Inc. Harvard Pilgrim Health Care Foundationregret any errors or omissions. Hewlett PackardIf an error has been made, Lavin-Goldklang Family Fundplease contact the Institutional Longfellow Investment Management Co.Advancement office at The Strategy Group, Inc.617.259.2921. Tory Burch LLC United Way of Massachusetts Bay and Merrimack Valley

INDIVIDUALS Jill C. Preotle Charles & Robyn Carter $100 - $249 Walter Pressey Deborah Choate & David Urion$100,000 and up Lora Sabin & Jonathan Hecht Brenda Clement Anonymous (3) Leah R. Sciabarrasi Amanda Cobb Gerald L. AdlerRobert K. Kraft Peggy S. Scott Breana & Ben Cole Melissa Albano-Davis Gary Shub Linda S. Dacey Josh Albert$20,000 - $99,999 Lauren Smith Deborah Daviau Nancy Allen Carol & Howard Stoner Robyn Davis William & Barbara AllisonAnonymous Lindsey Swett Aisha Francis-Samuels Michael AmesDonna A. Jeffers Anne G. Symchych Cindy Gura Walling Margaret E. AtkinsPamela A. Murray & Jay MacLaughlin Claire H. Wadlington Elaine C. Haney Diane Austin & Aaron NurickBarbara & Gordon Russell Edward & Margo Wallack Edward Heller Martha H. Bagby Wendy A. Watson Erica & Richard Hiersteiner Cristy R. Ballou$ 10,0 00 - $19, 999 Robert & Loretta Keane Emily M. Barclay & John B. Hawes, Jr. $500 - $999 Beth Kemler Meghan BeaulieuElisabeth D. Babcock Cynthia F. Lepofsky Robert I. & Jaqueline B. BechekCarson Biederman Anonymous Persis & David Levy Sonya BehnkeSuzanne Bruhn Louise T. Ambler Mim Minichiello Matthew BenferAnne F. St. Goar & Shippen L. Page Holly & David Ambler Elizabeth C. Morgan Katherine BennettBarbara & Amos Hostetter Sarah Babcock Manfred K. Muehter Videen & Christopher BennettJill & Jana Karp Kathleen Barton Hollis P. Nichols Mark BerenbergGeorgia Murray & Mark Maloney Christine & John Battaglia Barbara S. O’Connell Shirley I. BlanckePeter & Ellen Zane Stephanie L. Brown Emlen Page Carol L. Boggs Jeanne Demers Judith Parks Mary E. Bouchard$5,000 - $9,999 Dan Esrick Ellen & Thomas Payzant Elizabeth S. Boveroux Toya Farrar Matthew Perkins Lincoln & Edith BoydenAnonymous (2) Jean F. Farrington Elizabeth P. Powell Bernice E. BradinWilliam H. Champlin Thomas & Joan Feeley Adele Pressman & Robert Gardner Kenneth S. BrownFay M. Chandler Alyssa Fenoglio Priscilla A. Randall Elizabeth J. Buechler & Thomas O. SaguiBernadette Crehan & Paul O’Callahan Alexis Gescheider Berenice Rosenwald Susan Farist ButlerEileen Foley & Joshua Gundersheimer Tamara Joseph James Sabin Edmond & Maria T. CharretteChristine Kendall Jaime Kim Betty Salzberg Jean W. ChildsMichael J. Poirier Katherine F. Kopp Richard & Diane Schmalensee Sharon CohenRobert K. Reilly Jeanette E. Kruger & Betty Morningstar Cecilia Segal Joanne B. CohnEllin Smalley Jenna Lamontagne Metznik Mora Segal Fay DabneyJill D. Smith Christopher & Sally Lutz Cindy Shulak-Rome & Dan Rome Roslyn G. DaumBrian & Stephanie Spector Catherine MacAulay Leli Sudler John DauriaJean C. Tempel Karen McAlmon Mia Tavan Charles & Marjorie Delbaum Henrietta N. Meyer Elisabeth S. Weitzel Jack Dennis$1,000 - $4,999 Tara Murphy Julie Wrobel Michael D’Hemecourt Karen Nelson Mary Ellen DobruckAnonymous (2) Matt Ottmer Jeff DoriganMargaret D. Ackerman Sandra & Donald Perrin Armond M. EnosNathalie Apchin Richard Platt Nancy FallawChristine Baldwin Frances G. PrattHeidi Brooks Deborah RaizesSusan O. Bush Risa & Neil ShamesEileen Casey Benson & Norma ShapiroVaidyanathan Chandrashekhar Wendy ShattuckMichael Costa Laurie & Robert SwettSue Curran Elise TosunRuth L. Darling Beth TrehuJoe D’Arrigo Konstantina TsouroufliElizabeth & Philippe De Montigny Emily V. WadeGrace K. FeyMartha & Mark Fishman $250 - $499Martha GolubLaura Groark AnonymousMolly G. Hanson Marc ArsenaultA. Preble Jaques & Jessica Shattuck Linda AyersNancy L. Keating Marylou Batt & Thomas GlynnChristian Kreilkamp Deborah BensonCorinne Larson Michael Bentinck-SmithCarol Lazarus JudyAnn BigbyJane Lundquist Lindsey BurghardtEllen & Matthew Marshall Holly BurnesMargaret & Brian McMenimen Eleanor & John ButlerAlbert Najimy Catherine & Paul ButtenwieserClaire Newton & Ted MaloneyMark OsborneKatherine I. ParkerEdward H. PendergastLisa Pezzoni

Judith D. Feins Jennifer & Richard Morrison BEQUESTS MATCHING GIFT COMPANIES Linda J. Felter Regina M. Mullen We are grateful to the individuals below BNY MellonJudith Felton Muriel I. Nichols who created bequests to benefit CWU.  Citizens Financial Group, Inc.Grant & Beth Freeland George W. Noyes Their thoughtful planning continues Crestwood Advisors LLCPaul Friedmann Deborah & Charles Oriola the charitable works they cared about Fiduciary Trust CompanyRichard Gair Constance C. Otradovec during their lifetimes. The GE FoundationStephanie Garrett Michael Pahre Goldman Sachs & Co.Kathleen Gaydos Ronnie Parikh James F. Casey Fund Rockefeller & Co.Chloeanne Georgia Anne T. Pfaff & Karl Kelsey Hastings-Plummer FundSamuel N. Goldman David Pilbeam & Mary Ellen Ruvolo Albert E. Pillsbury Trust GIFTS IN-KIND Daniel Gottlieb Helen S. Raizen & Kathy MacDonald Charles H. Pearson Trust Christine BaldwinEdward & Cynthia Gray Priscilla Randall Elizabeth Grant Fund Ethlynne BrickmanCarol Gray Susan & Dean Ridlon Elizabeth Grant Trust Crestwood Advisors LLCSandra Hackman Alice Rothchild Henry Hornblower Fund Teda De RosaSusan Hall Amy & Mitchell Schectman Laura Sibbel Fiske Trust Goldman Sachs & Co.Rebecca Hallowell Carole Schlessinger Jessica KaplanH. P. Hanna Renata Selig TRIBUTE GIFTS LPL FinancialDaphne Hatsopoulos Jan Soolman Friends and family remembered and Adam NussenbaumElizabeth P. Heald Lee T. & George R. Sprague honored others with gifts to help disrupt Nicole Reid-ManuEleanor Herzog Ilene Sussman the cycle of poverty. PricewaterhouseCooperAnn & Phillip Heymann Michael Sutphin Emily SequieraLewis & Leslie Holmes Sarah Tenney GIFTS IN MEMORY OF Lauren SmithCsilla Ilkei Christine Tosun Virginia Delaney Marie StapletonEleanor E. Iselin James Tuite Peggy Feinstein Abby SteinbergStuart Jacobson & Suzanne Cooper Sven & Rosamond B. Vaule Edward Lappen Citizens Energy CorporationDeborah James Linda & Douglas VonIderstein Dr. Nan St. Goar First Unitarian Society of NewtonCynthia M. Jones Hutchinson Waldorf Family Dr. Walter St. Goar Toys for JoysDiane Juliar & Joseph Quinn Ann F. Wallace Marion Wall Toys for TotsSacha Kenton Barbara L. WallaceSabrina Kurtz-Rossi & Mark Rossi Gary Walling GIFTS IN HONOR OFSally Lesser Diana C. Walsh Deborah ChoateBarbara Levings Jean Walsh Anne St. GoarCraig Lewis Laura Warwick Konstantina TsouroufliSarah Libbey Stephen Weiner & Donald Cornuet Wendy WatsonRuthie J. Liberman & Daniel Watt David Wellinger Peter ZaneDavid & Janet Loring Constance V. WhiteSusan G. Loring Paul I. WinigMargaret J. Mehm & Phillip Arsenault Katherine B. WinterLily Mendez-Morgan Vivian WooMatilda D. Mitsakos Jingjing XuTanya Morrisett Brian Zanghi

Crittenton Women’s Union Statement of Financial Position As of As of 6/30/2015 6/30/2014 Assets Current Assets $2,360,127 $1,669,386 Sources of Operating Funds: $10,854,613Investments $5,804,879 $6,519,209Property, Plant and Equipment, Net $3,513,642 $3,735,141 FEE FOR SERVICE 6%Total Assets $11,678,648 $11,923,736 GIFTS AND GRANTS 16% INVESTMENT INCOME AND OTHER 4%Liabilities and Net Assets GOVERNMENT SUPPORT 74% Liabilities: Current Liabilities $991,957 $868,992Total Liabilities $991,957 $868,992 Net Assets: Unrestricted - Undesignated $2,582,333 $2,372,341 Unrestricted - Board Designated $2,735,974 $3,195,381 Temporarily Restricted $3,245,435 $3,364,073 Permanently Restricted $2,122,949 $2,122,949Total Net Assets $10,686,691 $11,054,744 T otal Liabilities and Net Assets $11,678,648 $11,923,736 Crittenton Women’s Union Statement of Activities FY15 FY14Operating Revenue Program Service Fees $8,663,543 $7,638,733 Gifts and Grants $1,617,087 $1,574,490 In-kind Gifts $143,758 $160,895 Use of Operating Funds: $10,962,592 Investment Income Appropriated $275,000 $579,700 Other Income $155,225 $170,012 RESEARCH AND ADVOCACY 6% Total Operating Revenue $10,854,613 $10,123,838 MANAGEMENT AND GENERAL 12%Operating Expenses FUNDRAISING 6% PROGRAMS 76% Program Services $8,985,258 $8,401,424 Management and General $1,365,248 $1,512,565 Fundraising $612,086 $525,206T otal Operating Expenses $10,962,592 $10,439,195Change in Net Assets from Operating Activities $(107,979) $(315,357) Change in Net Assets from Non-Operating Activities $(141,436) $74,140 Change in Temporarily Restricted Net Assets $(118,638) $364,672Change in Permanently Restricted Net Assets $0 $40,000Total Change in Net Assets $(368,053) $163,455

Board of Directors Management StaffHeidi Brooks, MA, MBA Elisabeth D. Babcock, MCRP, PhDChair President and Chief Executive OfficerLauren A. Smith, MD, MPH Mary D. Coleman, PhDVice Chair Senior Vice President and Chief Operating OfficerBernadette Crehan Richard Gair, CPATreasurer Chief Financial OfficerLeah Sciabarrasi Dipanwita Bhattacharyya, MSW, MA Katherine ParkerClerk Senior Grant Writer Vice President of Institutional AdvancementElisabeth D. Babcock, MCRP, PhD Nicki Ruiz de Luzuriaga, MPAPresident and Chief Executive Officer Director of Intergenerational Mobility Judy Parks Project Vice President of Mobility Mentoring®Carson Biederman Programs and ServicesSuzanne Bruhn, PhD Milena Gostanian, MBA, MeDElizabeth De Montigny Assistant Vice President of Housing and Brianna Roche, MAEileen Foley Family Mobility Associate Director of ResearchPreble Jaques and OutcomesMary R. Jeka, Esq. Ruth Liberman, MPACorinne Larson Vice President of Public Policy Chelsea Sedani, MSWPamela A. Murray Director of AdvocacyMichael Poirier Jennifer Lowe, PhDMary L. Reed Assistant Vice President of Research and Connie SeidlBarbara Russell Knowledge Sharing ControllerAnne F. St. Goar, MDJill D. Smith Catherine MacAulay, MPH, RN Deborah Stolbach, LICSWCarol Stoner, PhD Vice President of Programs and Operations Director of Case Management and SocialPeter Zane Work Services Deborah Mason Director of Community Services Mark Wissmar Director of Food Services William McGauley Director of Finance Nora O’Farrell, LCSW Director of Residential ServicesCrittenton Women’s UnionOne Washington Mall, 3rd FloorBoston, MA 02108Tel: 617.259.2900www.liveworkthrive.org@LiveWorkThriveContent: Terence Burke, Katherine Parker, Dipanwita Bhattacharyya, Nicki Ruiz De LuzuriagaDesign: Guarino DesignPhotography: Richard Howard