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Battered Women's Shelter Organization Name provided in the GuideStar Exchange* as of 08/06/2012: Battered Women's Shelter

Organization Name as listed in the IRS Business Master File as of 07/14/2014: BATTERED WOMENS SHELTER

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AKA  Battered Women's Shelter of Summit & Medina Counties
Akron, OH
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GuideStar Summary

&1002;                GuideStar Exchange Committed to transparency ?
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&1002; Registered with IRS Legitimacy information is available
&1002; Financial Data Annual Revenue and Expense data reported
&1002; Forms 990 2012, 2011, and 2010 Forms 990 filed with the IRS
&1002; Mission Objectives Mission Statement is available
&1002; Impact Summary Impact Summary from the nonprofit is not available
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Basic Organization Information

Battered Women's Shelter Organization Name provided in the GuideStar Exchange* as of 08/06/2012: Battered Women's Shelter

Organization Name as listed in the IRS Business Master File as of 07/14/2014: BATTERED WOMENS SHELTER

* The GuideStar Exchange allows nonprofits to regularly update key information directly to GuideStar. It provides richer and broader information about their programs, impact, finances, people and more.
Also Known As: Battered Women's Shelter of Summit & Medina Counties
Physical Address: Akron, OH 44303 1015
EIN: 34-1249342
Web URL: www.scmcbws.org 
NTEE Category: I Crime, Legal Related
I71 Spouse Abuse, Prevention of
L Housing, Shelter
L41 Temporary Shelter For the Homeless
F Mental Health, Crisis Intervention
F40 Hot Line, Crisis Intervention
Ruling Year: 1978 
How This Organization Is Funded: HUD (Housing and Urban Development) - $253,078
United Way of Summit and Medina Counties - $234,714
Summit County Department of Job's and Family Services - $200,000


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Mission Statement

The mission of the Battered Women's Shelter is to lead the community in the prevention of domestic abuse by providing emergency shelter, advocacy and education throughout Summit and Medina County, all in an effort to break the cycle of abuse and help promote peace in every family.

Legitimacy Information

This organization is registered with the IRS.

This organization is required to file an IRS Form 990 or 990-EZ.

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Annual Revenue & Expenses (GuideStar Exchange,
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August 2012)

Fiscal Year Starting: January 1, 2009
Fiscal Year Ending: December 31, 2009

Total Revenue $2,031,345
Total Expenses $2,031,345

Revenue & Expenses (GuideStar Exchange,
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August 2012)

Fiscal Year Starting: January 1, 2009
Fiscal Year Ending: December 31, 2009

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Balance Sheet (IRS Form 990)

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Forms 990 Received from the IRS Additional Information
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Forms 990 Provided by the Nonprofit

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Financial Statements

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Annual Reports

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Leadership (GuideStar Exchange,
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August 2012)

Ms. Terri A. Heckman

Term:

Since Mar 1995

Leadership Statement:

Terri Heckman has an extensive backgroung in victim services, including both domestic violence and sexual assault.

Board Chair (GuideStar Exchange,
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August 2012)

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Board Co-Chair (GuideStar Exchange,
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August 2012)

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Board of Directors (GuideStar Exchange,
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August 2012)

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Board Leadership Practices (GuideStar Exchange,
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August 2012)
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GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

Board Orientation & Education ?
Why does this matter? Without clarity around their responsibilities and expectations, board members are not positioned to succeed. They may find themselves challenged to fulfill their governance responsibilities or frustrated by the expectations that the organization has set for them. BoardSource recommends that every new board member participate in a formal orientation process, and that all board members sign a pledge or agreement committing to their board service and to all of the responsibilities and expectations that come with service. Ideally, board members also should participate in a formal governance training program prior to serving on a board.

Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?
Response Not Provided
CEO Oversight ?
Why does this matter? Oversight and management of the chief executive is one of the board’s most important legal responsibilities. The CEO or executive director is the board's single employee, and - just like any other employer/employee relationship - regular and written assessment is critical to ensuring that the chief executive and board are communicating openly about goals and performance. BoardSource recommends that boards conduct formal, written reviews of their chief executives on an annual basis, which should include an in-person discussion with the chief executive and distribution of the written evaluation to the full board.

Has the board conducted a formal, written assessment of the chief executive within the past year?
Response Not Provided
Ethics & Transparency ?
Why does this matter? A commitment to handling conflicts of interests is essential to creating an organizational culture of transparency. Boards should create and follow a policy for identifying and handling conflicts of interest, whether real or perceived. BoardSource recommends that organizations review the conflict-of-interest statement and require signed disclosures from all board members and senior staff on an annual basis.

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements within the past year?
Response Not Provided
Board Composition ?
Why does this matter? The best boards are composed of individuals who bring a variety of skills, perspectives, backgrounds, and resources to tackle the complex and strategic challenges confronting their organizations. BoardSource recommends that boards commit to diversity and inclusion by establishing written policies and practices, which include strategic and intentional recruitment of diverse board members, continual commitment to inclusivity, and equal access to board leadership opportunities.

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?
Response Not Provided
Board Performance ?
Why does this matter? Boards need to regularly assess their own performance. Doing so ensures that they are being intentional about how they govern their organization, which is a critical component of effective board leadership. BoardSource recommends that a board conduct a self-assessment of its performance a minimum of once every three years to ensure that it is staying on track with its roles and responsibilities.

Has the board conducted a formal, written self-assessment of its performance within the past three years?
Response Not Provided

Officers for Fiscal Year (IRS Form 990)

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Highest Paid Employees & Their Compensation (IRS Form 990)

Highest Paid Employee data is not available for this organization.

People information was last updated by the nonprofit in August 2012

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Programs

Program: Domestic Violence Services (GuideStar Exchange,
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August 2012)

Budget:
$2,049,105
Category:
Crime & Legal
Population Served:
Crime/Abuse Victims
Adults
Homeless

Program Description:

The Battered Women's Shelter takes a two-pronged approach to domestic violence services-shelter services and intervention/education. The Battered Women's Shelter operates a crisis shelter and a transitional shelter in Summit County and opened a shelter in Medina County in the fall of 2000. Shelter services include counseling and child advocacy. Prevention/intervention includes court advocacy, case management, support groups, early intervention programs, parent education, and community education.

Program Long-Term Success:

The Battered Women's Shelter strives to empower victims to achieve self suffeciency in a life free from violence.

Program Short-Term Success:

Provide safe, emergency shelter to victims, and their children, of domestic violence.

Program Success Monitored by:

The Battered Women's Shelter provides confidential, anonymous, program outcome survey's to all clients receiving services in one of the agencies 12 programs. These results are tabulated by the Program Director, on a monthly basis, to evaluate the effectiveness of each program.

Program Success Examples:

Many people enter the shelter with no money, no job, and the clothes on their back. While in the shelter, they are provided skills, empowerment, and resources to help achieve their goals. Upon exiting the shelter, families enter a new apartment, are enrolled in school, and are holding a steady job. Victims enter the shelters and Survivors exit the shelters.
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Impact Summary from the Nonprofit

This organization has not provided an impact summary.
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Reviews

Organization Data Available

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