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Abby Kelley Foster House, Inc.

 Abby's House, 52 High Street
 Worcester, MA 01609
[P] (508) 7565486
[F] (508) 7983299
www.abbyshouse.org
justina@abbyshouse.org
Justina Lachapelle
Facebook
INCORPORATED: 1976
 Printable Profile (Summary / Full)
EIN 04-2648411

LAST UPDATED: 01/30/2015
Organization DBA Abby's House
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

Mission StatementMORE »

Opened in 1976 as one of the first homeless shelters for women in the US, Abby's House has provided more than 12,000 women and children from across Central Massachusetts with shelter, housing and advocacy. With 78 units, Abby's House is Worcester's largest provider of affordable housing specifically designed to meet the needs of women and children. Each woman is assigned her own Advocate, who helps her develop an Individualized Service Plan, designed to help her regain her footing on the path to independence. 

Mission Statement

Opened in 1976 as one of the first homeless shelters for women in the US, Abby's House has provided more than 12,000 women and children from across Central Massachusetts with shelter, housing and advocacy. With 78 units, Abby's House is Worcester's largest provider of affordable housing specifically designed to meet the needs of women and children. Each woman is assigned her own Advocate, who helps her develop an Individualized Service Plan, designed to help her regain her footing on the path to independence. 

FinancialsMORE »

Fiscal Year Jan 01, 2014 to Dec 31, 2014
Projected Income $1,202,300.00
Projected Expense $1,224,350.00

ProgramsMORE »

  • Abby's House

Revenue vs. Expense ($000s)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

For more details regarding the organization's financial information, select the financial tab and review available comments.


Overview

Mission Statement

Opened in 1976 as one of the first homeless shelters for women in the US, Abby's House has provided more than 12,000 women and children from across Central Massachusetts with shelter, housing and advocacy. With 78 units, Abby's House is Worcester's largest provider of affordable housing specifically designed to meet the needs of women and children. Each woman is assigned her own Advocate, who helps her develop an Individualized Service Plan, designed to help her regain her footing on the path to independence. 

Background Statement

Imagine having nowhere to sleep. To eat. To bathe.


Founded in 1976, Abby’s House was one of the first shelters specifically for homeless women in the US. Our mission is “to provide shelter and affordable housing, as well as advocacy and support services, to homeless, battered and low-income women, with or without children.” Through emergency shelter, low-income housing and advocacy, we strive to put an end to this cycle of poverty and despondence.

At Abby’s, we empower the women we serve to lead self-directed lives filled with dignity and hope. By working with a woman to develop an Individualized Service Plan, we help her move into a place of confidence and empowerment. This model has helped more than 12,000 women to succeed over the last 38 years.

Women turn to Abby’s House when they no longer have a safe, affordable place to live. In today’s economy, the demand for our services has increased. The women who arrive at our door have exhausted their resources, having already lived with family, friends, or in their car.

Abby’s House provides a warm, welcoming and safe place for women who are homeless due to lack of safe, affordable housing, domestic violence, eviction, natural disaster, emotional crisis, economic crisis, or unemployment. The intent of our broad-based advocacy efforts is to enable women needing housing to develop a network of appropriate services and support to prevent future homelessness. Abby’s House staff and volunteers provide a safe, trauma-sensitive, welcoming and supportive environment for guests throughout all aspects of the program.

With a nine-bed shelter and 78 units of safe and affordable housing, Abby’s House is Worcester’s largest provider specifically designed to meet the needs of low-income women and their children. Our housing and advocacy programs operate year-round; seven days per week/24 hours per day. We have an on-site emergency response team to address any issues that may arise during non-traditional office hours.

Unlike most other low-income housing and shelter programs, we do not have restrictive residency requirements (most require two-year residency in the city) nor do we require our women served to be on state assistance (welfare). As a result, we can meet the needs of working women who cannot afford market-rate rent, or enable those who are on SSI or SSDI to live safely and comfortably.


Impact Statement

Last year, we were able to provide shelter, housing, and Women’s Center activities to 165 clients and referral services an additional 417 women and their families. We provided:

•8,000 meals for residents and guests

•450 evaluation and screening service delivery units

•Temporary housing (shelter) services to 52 women and their families

•Affordable housing units to 80 women and their children

•Advocacy for 582 battered and homeless women, including numerous individual and group programs

This year, we expect to provide:

•8,000 meals for residents and guests

•500 evaluation and screening service delivery units

•Temporary housing (shelter) services to 50 women and their families

•Affordable housing units to 85 women and their children

•Advocacy for over 600 battered and homeless women, including numerous individual and group programs


Needs Statement

There are numerous ways you can support Abby's House:
*Make a financial contribution -- more than 50% of our $1.2m budget comes from individual donors.
*Volunteer -- in the reception office, shelter, kitchen, Thrift Shop or for special projects.
* Make a donation of food, clothing, or items from our Needs List (on our website)
*Hold a fundraising event to support Abby's House
*Other ways you can help: sign up to get our e-mails and/or newsletter, "Like" us on Facebook, tell your friends about us! 

CEO Statement

--

Board Chair Statement

--

Geographic Area Served

CENTRAL REGION, MA
Although situated in Worcester, Massachusetts, Abby's House serves women and children from all across the state of Massachusetts with the highest concentration from Central Massachusetts. 

Organization Categories

  1. Housing, Shelter - Housing & Shelter NEC
  2. Human Services - Alliances & Advocacy
  3. Human Services - Victims' Services

Independent research has been conducted on this organization's theory of change or on the effectiveness of this organization's program(s)

No

Programs

Abby's House

Emergency Shelter - Open every night of the year, serves more than 350 homeless and battered women and children annually. Affordable housing with wrap-around services - 71 single rooms & 7 two-bedroom apartments serve over 100 women and children per year. Women's Center - programming designed to increase the health and well-being of more than 200 women annually. Abby's Kitchen - we prepare more than 10,000 meals/year. Thrift Shop - Provides free clothing and household items for the women and children of Abby's House, and low-cost items for the public. Proceeds from the Thrift Shop support the shelter. Speaker's Bureau - presentations on homelessness, women & poverty, PTSD, domestic violence, etc. Website (www.abbyshouse.org), newsletter & Facebook page (abbyshouse1) help people stay in touch with our activities, needs & successes.
Budget  $1,200,000.00
Category  Housing, General/Other Affordable Housing
Population Served Females Children and Youth (0 - 19 years) Families
Program Short-Term Success 
*Providing emergency shelter to women and children in crisis.
*Providing affordable housing to low-income women and children.
*Serve more than 10,000 meals.
*Engage more than 200 volunteers.
Program Long-Term Success  Abby's House helps homeless women regain their footing on the path to independence. Opened in 1976, we have provided shelter, housing and advocacy to more than 11,500 women and children from across Central MA. 98% of the women who reside with us are able to move out into independent housing.
Program Success Monitored By 
The board of directors oversees all aspects of operations at Abby's House. On a staff level, we meet twice/month as a whole and weekly in various teams to discuss what is going on, what needs to be done, etc. We track and evaluate a tremendous amount of data, including:
 
*Demographics of shelter guests and residents -- race, ethnicity, age, income and education level, history of trauma/abuse, substance use/abuse.
*Length of stay in shelter
*Length of stay in housing
*Where women go when they leave our shelter
*Where women go when they leave our housing program
*What % of each woman's goals were achieved
*Total # of women sheltered/year
*Total # of women housed/year
 
As part of our upcoming strategic plan, we will be surveying the residents about the meal program, Women's Center programming & other aspects of our operations.
Examples of Program Success 
  • 100% of women who come to the shelter are interviewed by our Shelter Advocate.
  • 96% of guests leave our shelter for long-term housing or a treatment program.
  • 98% of families with children are connected to appropriate educational institutions.
  • 100% of shelter guests receive 2-3 free, nutritious meals per day.
  • 100% of shelter guests are offered free clothing through the Thrift Shop.
  • 100% of shelter guests are introduced to our Women’s Center, a homelessness prevention program, which provides education, health care services, social activities and professional advocacy for former guests and current and former residents.
  • 98% of the residents in our housing program move into independent housing.
  • 96% of our residents achieve 100% of the goals outlined in their Individualized Service Plans.

CEO/Executive Director/Board Comments

We are continually collecting and analyzing data and interfacing with the women we help to ensure that our programming meets their needs. In the past 3 years, we have seen an increase in 3 populations:
1. Women 55+ who have become displaced from their housing through job loss, reduction in work hours, divorce or foreclosure.
2. Women in their 20s who have aged out of the foster care system and have no where to go. These women tend to be under-educated, under- or unemployed and most are trauma survivors.
3. Women whose children are in foster care as a result of homelessness, who are working to reunify with them.
We have adapted our programming to meet the needs of these 3 populations and will continue to do so as the need arises.

Management


CEO/Executive Director Ms Stephanie Page
CEO Term Start Sept 2014
CEO Email stephanie@abbyshouse.org
CEO Experience


Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
Tess Sneesby Jan 1990 Sept

Senior Staff

Name Title Experience/Biography
-- -- --

Awards

Award Awarding Organization Year
Champions in Action Citizen's Bank 2009

Affiliations

Affiliation Year
Massachusetts Nonprofit Network 2013
Mass Coalition for the Homeless 2012
Massachusetts Housing and Shelter Alliance (MHSA) 2012
Member of state association of nonprofits? Yes
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

Abby's House works with a network of 50 Central MA agencies, making and receiving referrals for placement and service.

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Staff Information

Number of Full Time Staff 11
Number of Part Time Staff 12
Number of Volunteers 250
Number of Contract Staff 0
Staff Retention Rate % 100%

Staff Demographics

Ethnicity African American/Black: 1
Asian American/Pacific Islander: 0
Caucasian: 21
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 21
Male: 1
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Under Development
Years Strategic Plan Considers 2
Management Succession Plan Under Development
Business Continuity of Operations Plan No
Organization Policies And Procedures Under Development
Nondiscrimination Policy Under Development
Whistle Blower Policy No
Document Destruction Policy Yes
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit Yes
State Registration Yes

Risk Management Provisions

--

Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency Yes Annually
Non Management Formal Evaluation and Frequency Yes Annually

Governance


Board Chair Ms Susan Manero
Board Chair Company Affiliation Susan Manero Insurance
Board Chair Term Jan 2014 - Dec 2015
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Ms Kelly Brissette Senator McGovern's Office Voting
Ms. Mary Chenaille Community Volunteer Voting
Ms Ginger Conti Worcester Polytechnic Institute Voting
Ms Marie Davis UMass Memorial Healthcare System Voting
Ms. Melanie Demarais Assumption College Voting
Ms. Margaret Dix O'Brien and Gibbons Insurance Voting
Ms. Patty Doherty Clark University Voting
Ms Michelle Hansen Attorney Voting
Ms. Christine Judycki-Crepeault AdCare Voting
Ms Eileen Karr UMass Memorial Healthcare System Voting
Ms. Alice Livdahl Self-employed Attorney Voting
Ms Lynne Lydick Performer Voting
Ms Susan Manero Owner, Susan Manero & Associate Insurance Voting
Ms. Patti McKone American Cancer Society Voting
Ms Ann Pingitore-Spring Center for Health & Development, Inc. Voting
Ms. Kelly Thayer community --

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 16
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 16
Male: 0
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 2
Board Meeting Attendance % --
Written Board Selection Criteria Under Development
Written Conflict Of Interest Policy Under Development
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 75%
Constituency Includes Client Representation Yes

Standing Committees

  • --
  • Audit
  • Finance
  • Human Resources / Personnel
  • Strategic Planning / Strategic Direction

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

Fiscal Year Jan 01, 2014 to Dec 31, 2014
Projected Income $1,202,300.00
Projected Expense $1,224,350.00
Form 990s

2013 Form 990

2012 Form 990

2011 Form 990

2010 Form 990

2009 Form 990

2008 Form 990

Audit Documents

2013 Audited Financials

2012 Audited Financials

2011 Audited Financials

2010 Audited Financials

2009 Audited Financials

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2013 2012 2011
Total Revenue $1,211,523 $1,413,151 $1,233,183
Total Expenses $1,313,845 $1,304,211 $1,286,633

Prior Three Years Revenue Sources

Fiscal Year 2013 2012 2011
Foundation and
Corporation Contributions
$250,846 $373,166 $253,702
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $652,694 $722,309 $651,043
Indirect Public Support -- -- --
Earned Revenue $292,082 $300,966 $311,293
Investment Income, Net of Losses $26 $-330 $750
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind -- -- --
Other $15,875 $17,040 $16,395

Prior Three Years Expense Allocations

Fiscal Year 2013 2012 2011
Program Expense $1,053,344 $1,166,601 $1,142,804
Administration Expense $177,509 $53,769 $54,811
Fundraising Expense $82,992 $83,841 $89,018
Payments to Affiliates -- -- $0
Total Revenue/Total Expenses 0.92 1.08 0.96
Program Expense/Total Expenses 80% 89% 89%
Fundraising Expense/Contributed Revenue 9% 8% 10%

Prior Three Years Assets and Liabilities

Fiscal Year 2013 2012 2011
Total Assets $3,260,850 $3,378,354 $3,582,349
Current Assets $286,719 $314,647 $667,347
Long-Term Liabilities $327,463 $336,826 $345,979
Current Liabilities $44,143 $49,962 $353,744
Total Net Assets $2,889,244 $2,991,566 $2,882,626

Prior Three Years Top Three Funding Sources

Fiscal Year 2013 2012 2011
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value $0.00
Spending Policy Income Only
Percentage(If selected) --
Credit Line Yes
Reserve Fund No
How many months does reserve cover? --

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? Yes

Short Term Solvency

Fiscal Year 2013 2012 2011
Current Ratio: Current Assets/Current Liabilities 6.50 6.30 1.89

Long Term Solvency

Fiscal Year 2013 2012 2011
Long-term Liabilities/Total Assets 10% 10% 10%

CEO/Executive Director/Board Comments

--

Foundation Comments

Financial summary data in the charts and graphs above is per the organization's audited financials.
 

Documents


Other Documents

Annual Report (2013)

Impact

The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.


1. What is your organization aiming to accomplish?

Annually, Abby's House serves hundreds of women each year, providing them with shelter, housing & advocacy. Our short-term objectives are “to answer the door, one knock at a time” by serving the women who turn to us in need, helping them address the issues that lead to their housing displacement & providing shelter, housing and/or advocacy as needed.

According to the U.S. Department of Housing and Urban Development, individual homelessness in Worcester County rose by 44% from 2011 to 2012. This count does not include those who moved between temporary locations or those living doubled-up.

In 2013, the Low Income Housing Coalition noted that in order to afford a 2-bedroom apartment rent of $966 in the Worcester area (not paying > 30% of income on housing), one would need an hourly wage of $18.58 for full-time employment, while the mean renter wage is a mere $11.69. Many low-wage jobs are part-time or temporary and the people in them are the first to be laid off when the job market tightens. Given that women still earn only 74% of what men are paid, even women in higher-paying jobs are at higher risk for homelessness than are men.

Last year, our agency served a total of 582 women and children. The vast majority of the women we serve are low-income and are either under- or unemployed. Sixty-five percent of the women have experienced domestic violence. Some of them have physical disabilities, while others are struggling with mental health issues -- such as PTSD from the abuse or are struggling to recover from addiction to alcohol and/or other drugs.

As in recent years, we continue to see an increase in the following three groups of residents:

1) women age 55 and older who are losing their homes due to reduction in hours or wages, job loss, divorce, and/or foreclosure;

2) young women who have aged out of the foster care system who have no real knowledge of how to live independently, no financial resources and nowhere to go; and

3) working women who can simply no longer afford market-rate rent.

Our long-term goals are to end the cycle of poverty and violence and to provide an environment in which these women can rebuild and reclaim their lives. Every past resident and guest is invited to stay involved in Abby’s House Women’s Center - attending group meals, participating in activities and using our internet-ready computers - and many do!

The success of the individualized programming is based upon meeting its objectives:

• 100% of women who come to the shelter or low-income housing units participate in an intake interview with our Advocate and develop an Individualized Services Plan.

• 98% of families with children will be connected with appropriate day care and/or educational institutions.

  • 85% of guests and residents will make consistent progress on the ISP goals

• 85% of guests leave the shelter or transitional housing for permanent housing.

• 100% of guests and residents have membership to our Women's Center, a homelessness prevention program. This drop-in program provides education, health care services, social activities and professional advocacy for current and former guests and residents.


2. What are your strategies for making this happen?

We continue to help women regain their footing on the path to independence -- the vast majority of our women move out into independent housing within three to five years of arriving on our doorstep. Given their traumatic histories and the nature of the problems that lead to their homelessness, this is truly remarkable.

At Abby's House, our focus is to provide homeless, battered and low-income women -- and their children -- with SOMEPLACE. Someplace to sleep, to eat, to bathe; someplace in which to feel safe; to feel heard and supported; someplace to regain their footing on the path to independence. Our unique combination of empowerment, hospitality and advocacy has helped countless women take the next step in their journey.

Abby’s House was founded in 1976 by a large collaborative of women, committed to supporting other women, who grew a grass-roots response to address the critical issue of homelessness that was emerging as a community need in Worcester. It was this dedicated group of volunteers, led by Annette Rafferty, who did the outreach, the planning and the fund-raising to open our shelter. Today, we are fortunate that this spirit of volunteerism continues - involving more than 200 women each year.

Our mission “is to provide shelter and affordable housing, as well as advocacy and support services, to homeless, battered and low-income women with our without children.” In fact, we were one of the first shelters in the United States designed specifically to address the needs of women.

We provide a warm, welcoming and safe place for women who are homeless. Within our walls and with our support, a woman can recognize her own inner strengths and abilities. We listen with respect and without judgment, and encourage her to be as self-sufficient as possible given her individual needs and circumstances.

Each woman living with us is assigned her own Advocate, who helps identify realistic goals and tools she needs to achieve them. We empower women to access the resources they need to succeed, such as higher education, job training, affordable housing and child care. We also provide linkages to critical services for every guest and resident.

We continue to help women regain their footing on the path to independence answering the door - one knock at a time.


3. What are your organization’s capabilities for doing this?

Over the past 38 years, we have developed a multi-pronged approach to address homelessness:

1. We adopt a holistic approach to sheltering and housing women. By providing each woman with an Advocate to help her identify realistic goals and the steps needed to achieve them, each woman is met where she is. Using an individualized approach allows the Advocate to encourage, mentor and empower each woman to implement these steps on her own so that she builds her self-confidence and develops a new set of skills in the process. This makes for long-lasting change.

2. Through our Speaker's Bureau and rigorous communications and outreach program -- which includes our newsletter, e-news blasts, and Facebook posts -- we educate the community about homelessness, poverty, domestic violence and other issues that impacting the women we serve. In doing so, we help create a larger base of support for the work we are doing.

3. Staff and board members at Abby’s House are active in the community, participating in coalitions, public and legislative forums, sitting on panels, etc., informing and affecting social policy.

We have found that treating each woman as an individual allows her to see her situation more clearly, recognize her strengths and challenges as she moves forward, and create a realistic plan for her to regain her independence and self-esteem. We have purposefully avoided government funding, as the money generally comes with ‘strings attached’ - meaning we would not be able to treat each woman individually, but develop one strategy to use with everyone, regardless of her circumstances.

We receive our support from a variety of sources including 35% from individuals, 24% from fees, 17% events and earned income (Thrift Shop), and 21% from foundations and corporations. This diversification of sources allows us to be more sustainable as we are not heavily reliant on any one stream of revenue.

Our lean budget is due, in part, to the involvement off over 200 volunteers per year, who essentially save the organization over $400,000 in expenses. While this is beneficial to Abby’s House it is also beneficial to the individuals who support the organization through the donation of their time and talents. Their involvement promotes civic responsibility by providing volunteer opportunities for a diverse assemblage of college students and community members who work together to help women regain their footing on the path to independence. Volunteers gain valuable insight into the roots of social problems that cause homelessness, and the role of homeless shelters in creating a safe and healthy urban environment.

We receive a minimum of 15-20 calls per week from women or other providers seeking help. In order to effectively respond to these inquiries, we work with more than 50 other social services and government agencies and departments. We effectively create a system of seamless service provision by matching needs with existing resources - and helping with access to those needed services.

Developing and maintaining positive working relationships with local professionals and organizations is vital for effective service and advocacy, and to maximize donations through non-duplication of services. Our Advocates are well-versed about the resources in the area and provide referrals and linkages to the services each woman needs to get her life back on track. Primary collaborators include: the Homeless Outreach and Advocacy Program of Community Healthlink (providing housing and health services), Head Start (providing services for children as well as parenting classes), the MA Department of Transitional Assistance, the MA Department of Social Services, the MA Department of Mental Health and other mental health services providers, the Rape Crisis Center, AdCare Hospital (providing drug treatment services), Legal Assistance of Central MA, Daybreak and other emergency shelters.


4. How will your organization know if you are making progress?

effectiveness of the program through direct observation and evaluation of the data. The Housing staff meeting with each resident regularly to discuss their status in relation to the goals set out in their service plan. Effective, individualized advocacy strategies are developed in these meetings.


The key indicators we will use to develop a baseline for our success are:

· The # of women who are provided with shelter or low-income housing

· The # of women who move out successfully into independent housing situations

· The # of external referrals we make

· The # of women who meet the goals as outlined on their Individualized Service Plan

We are developing a baseline of agency data in relation to our referral goals and tracking this year and we are in the process of reviewing available client software to formalize and record our Service Plan tracking and evaluation activities to improve workflow. This will be in addition to the demographics and case notes that are currently kept through a combination of technology and hard copy records.


We are also working to develop a self-evaluation tool and a client satisfaction tool to help inform our decisions and activities focus going forward.


5. What have and haven’t you accomplished so far?

While we have been very successful in our advocacy work, it has made group programming challenging due to the wide variation in our resident’s and guests’ time availability. We are in the process of assessing the continued viability of group programming through an evaluation of layered schedules.

Our work has been individualized through our commitment to regular ISP review meetings as well as to secure the following services and benefits for the residents and guests of Abby’s House so they can take advantage of these offerings at a time they are available.

•Membership in the Tower Hill Garden Club

Accessible computer and internet access with supporting technical guidance
Individualized Financial Literacy Coaching
YWCA membership accessing fitness plans