Council for Relationships, Inc.

aka Council for Relationships, Inc.   |   Philadelphia, PA   |


CFR’s mission is to strengthen interpersonal connections and communities through accessible, specialized, and unparalleled individual, relationship, and family therapy, clinical training, and research.

Ruling year info


Co-Chief Executive Officer

Howard Cohen

Co-Chief Executive Officer

Emma Steiner

Main address

4025 Chestnut Street 1st Floor

Philadelphia, PA 19104 USA

Show more contact info

Formerly known as

The Marriage Council of Philadelphia

Penn Council for Relationships



NTEE code info

Community Mental Health Center (F32)

Higher Education Institutions (B40)

Counseling Support Groups (F60)

IRS filing requirement

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

Sign in or create an account to view Form(s) 990 for 2023, 2022 and 2021.
Register now



Programs and results

What we aim to solve

SOURCE: Self-reported by organization

Council for Relationships (CFR) is a nonprofit organization with a 90+-year reputation for excellence in providing mental health services and training the next generation of therapists. CFR’s mission is to strengthen interpersonal connections and communities through accessible, specialized, and unparalleled individual, relationship, and family therapy, clinical training, and research. CFR provides individual, couples, and family therapy to more than 5,000 people each year. CFR clinicians are widely known as thought-leaders, catalysts, conveners, change agents, and trusted and inclusive providers. More than 85 therapists and psychiatrists, as well as over 65 masters/post-graduate level interns work across 9 offices and additional community partner sites in the Greater Philadelphia area to provide high quality therapy, workshops, and training. CFR clinicians work with children, teens, adults, couples, and families, and represent more than 40 specialties.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Transcending Trauma Project

Since 1991, the Transcending Trauma Project has conducted 305 in-depth life histories with 98 Holocaust survivors, their children, and their grandchildren to examine how Holocaust survivors have coped, adapted and rebuilt their lives and how their trauma and recovery has affected their families. TTP is the only research project to interview three generations of survivors and their families to look at pre-war and post-war factors, family dynamics, coping and adaptation strategies after the war, and the impact of severe trauma.

The project has produced 1,200 hours of interviews which are permanently preserved as digital files. The Phil Wachs and Juliet Spitzer Archive of the Transcending Trauma Project is housed at both Yad Vashem and the US Holocaust Memorial Museum and is available onsite to the public.

TTP’s findings have been published in articles appearing in mental health professional literature and in two books: Transcending Trauma: Survival, Resilience, and Clinical Implications in Survivor Families (Routledge 2012), and Narrative Reflections: How Witnessing Their Stories Changes our Lives (Hamilton Books 2013). Additionally, the research findings of TTP have inspired Master’s level college courses, as well as presentations at academic conferences, mental health conferences and community events.

Population(s) Served

The Community Partnerships Initiative (CPI) of Council for Relationships was established in 2007 to extend the reach of therapeutic services to help vulnerable individuals and families heal from trauma, improve mental and emotional wellbeing and re-establish healthy relationships through collaborative partnerships. CPI eliminates common barriers to receiving mental health care by offering on-site, no-cost therapeutic services that are responsive to client and agency needs throughout the greater Philadelphia area.

CPI partners include Acts Christian Transitional Services, Eliza Shirley House, Families Forward Philadelphia, HELP Philadelphia, Jane Addams Place, Mother’s Home, Philadelphia Interfaith Hospitality Network, Project HOME, Red Cross House, Freire Charter School, and Southwark School.

Individual, couple, and family therapy is available, as well as group interventions for adults, children, teens and families. The therapeutic focus of our work includes grief and loss, trauma, parenting, relationship challenges and recovery from mental illness and substance abuse. As part of the CPI mission, Council staff support the training and capacity-building goals of our community partners by offering workshops, consultation, and guidance for the partner agency staff.

Population(s) Served
Ethnic and racial groups

Operation Home and Healing (OHH) provides counseling and programs for active service members, Veterans and their families. Specially-trained therapists work with Veterans and their loved ones to help heal the invisible wounds on their individual, couple, and family relationships. Council’s therapists aim to help Veterans and their families heal and become better partners, parents, and family members. OHH is led by an esteemed advisory board of military psychology experts.

Council offers the following special counseling services for Veterans and military families:
• Therapists with specialized training in military culture and competency
• Therapeutic interactive group programs for active service members, military families and Veterans
• Counseling to military families, spouses, and non-married partners with or without the Veteran present
• Appointments within 48 hours after intake contact
• Affordable sliding fee scale based on income
• Subsidized services available on a limited basis
• Training for mental health professionals or clergy working with military families or Veterans

OHH services are provided in private counseling settings as well as in group programs which offer education and skill building. OHH is at the forefront of military culturally competent counseling services, as one of the 13% of service providers nationally who meet the Department of Defense/Veterans Administration standards for providing mental health services to Veterans (RAND, 2014).

Our staff is specially trained to meet Department of Defense and the Department of Veterans Affairs criteria as being culturally competent with military personnel and their families. This criterion includes:
• Therapists who are knowledgeable about military culture and structure
• Evidence-based treatment approaches
• Intake screening procedures to identify Veterans and post deployment mental health issues

Population(s) Served

Low or No Fee therapy is provided on a sliding-fee scale to individuals with low income, which allows access to services regardless of the client’s ability to pay. Last year, CFR saw 1,608 clients at low or no fee who otherwise would not have had access to high quality counseling.

Population(s) Served
Ethnic and racial groups

CFR’s Education and Training programs expand high quality services for our community by training therapists and others in the mental health field. Started in the 1950s, CFR’s Post-Graduate Certificate in Couple and Family Therapy is the first of its kind to educate clinicians and clergy in marital, family and sex therapy. CFR educates the next generation of relationship therapists through the Commission on Accreditation for Marriage and Family Therapy Education (COAMFTE) accredited Post-Graduate Certificate program. Today, CFR’s Post-Graduate Certificate program remains the only COAMFTE accredited training program with a clergy track.

Population(s) Served

The Master’s Degree in Family Therapy program is a unique collaboration between Council for Relationships and Thomas Jefferson University’s College of Health Professions, bringing together the talents and resources of two respected organizations. Experienced CFR clinicians teach in the program and supervise students as they complete their clinical hour requirements. The program focuses on areas including marital intervention, family therapy with children, divorce and remarriage, family violence and medical family therapy. There are two specialty tracks: family therapy and sex therapy.

Population(s) Served

WPHS helps women navigate mental health concerns through all the stages of their lives.

Women often face a unique set of psychological difficulties. WPHS brings together clinicians who specialize in women’s issues so we can provide the best care to fit your needs. Our services include individual counseling, couple and family therapy, sex therapy, and psychiatric medication treatment and referrals.

Our therapists and psychiatrists help women with:
- Premenstrual Syndromes: Premenstrual syndrome (PMS) and Premenstrual Dysphoric Disorder (PMDD)
- Menopause: Adjusting to the transition
- Pregnancy: Planning and managing a pregnancy with psychological or psychiatric concerns
- Postpartum: Managing the postpartum transition, including postpartum depression
- Fertility: Issues Handling infertility, trouble conceiving
-Pregnancy Loss: Grieving the loss of a pregnancy or the loss of an infant
- Cancer: Breast and gynecological cancers
- Other mental health concerns that affect women

Population(s) Served
Women and girls
Social and economic status
Family relationships
Ethnic and racial groups

Where we work

Affiliations & memberships

American Psychological Association 2013

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of people who received clinical mental health care

This metric is no longer tracked.
Totals By Year
Related Program

Low or No Fee Therapy

Type of Metric

Output - describing our activities and reach

Direction of Success


Context Notes

Includes in-person and online clients during pandemic years.

Number of students enrolled

This metric is no longer tracked.
Totals By Year
Related Program

Post-Graduate Certificate Program

Type of Metric

Other - describing something else

Direction of Success


Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

1. Identify financial / business model options that generate revenue to support sufficient investment in organizational infrastructure and sustainability.
2. Diversify revenue to mitigate the loss of some portion of TJU Master’s Program revenue.
3. Create a pay structure that enables equal client access to highly trained therapists, regardless of ability to pay, and that provides competitive compensation to staff therapists and compensation for student therapists.
4. Develop leadership for DEIB at the board level.
5. Build the organizational structure to support DEIB work
6. Cultivate psychological safety within CFR to support DEIB work, specifically around race, for the organization to be able to discuss, process, and learn from difficult or problematic encounters/issues both within treatment and in interpersonal relationships in the organization.
7. Ensure appropriate DEIB training for staff and equip clinicians to provide culturally relevant and appropriate care.
8. Increase accessibility of high-quality, specialized, and culturally appropriate services for BIPOC, disabled clients, those with limited English, and LGBTQIA individuals.
9. Develop a theory of change and outcome measures across CFR’s programs and services.
10. Establish IT systems that automate internal workflows/ processes and support data collection and analysis needs across the organization.
11. Create a robust HR function.
12. Invest in marketing and outreach to increase awareness of CFR’s services in various communities.

Strategic Priority 1: Re-envision the business model with an eye toward increasing access to services and ensuring equitable, efficient, and effective use of resources.

Over the past few years, changes in the external landscape have increased demand for services and strained the workforce, in terms of both available providers and provider wellness. As an organization, CFR is committed to ensuring accessible and equitable services to historically marginalized and underserved communities. To do that, CFR must better understand potential sustainable revenue models that provide an economy of scale, examine, prepare for and mitigate the possible loss of revenue (ie. TJU), and build alignment between its business practices, workforce needs, and DEIB (diversity, equity, inclusion, and belonging) strategies.

Strategy Priority 2: Transform CFR into an organization that is diverse, equitable, inclusive, and where all can belong and thrive.

Council for Relationships (CFR) is a not-for-profit organization dedicated to the mission of serving individuals and families in and around Philadelphia to improve their relationships. We believe that every person is sacred and uniquely contributes to the constellation of relationships that form a flourishing community and therefore, aim to create a culture where everyone feels that they belong and can equitably participate in the work of CFR.  CFR is striving to become the type of organization that is financially accessible to and culturally relevant in the communities we serve.  Scholarly evidence demonstrates that we achieve better therapeutic outcomes when we are able to provide culturally appropriate and informed mental health care including having a diversity of therapists that align with clients on key aspects of their identity and experience (e.g. race, disability, sexual orientation, gender).  We aim to re-create the CFR culture and internal processes to better reflect our commitment to this core mission.

Strategic Priority 3: Build infrastructure to understand and meet organizational and community needs.

Nonprofit organizations that invest in their infrastructure and people are more resilient, stronger, and impactful, yet CFR’s current investment in this area is low. As the demand for services continues to increase and the organization evolves, CFR must ensure its internal management systems, strategies, and processes are sufficient to support effective programs and people. The development of transparent and equitable policies, work processes, payment models, and leadership is vital to the organization’s ability to recruit and retain a diverse and talented workforce. The organization needs to right-size the financial, clinical, technological, data collection, and evaluation systems to ensure that CFR grows in ways that align with the needs of various communities and constituents and is accountable to them.

CFR's mix of clinical services, educational programs and research on complex trauma provides a wide range of opportunities for professionals to engage deeply in the work of relationship therapy on multiple levels, including direct service, clinical supervision, and as educator and researcher. In addition, CFR serves a diverse client population, allowing its therapists to work with a range of clients and issues. This dynamic environment attracts top experts, including PhD psychologists, licensed master's level clinicians, and MD psychiatrists. The diversity of professionals attracted to CFR creates a robust professional community of excellence, with an impressive retention rate of approximately 90%.

CFR’s business model is predicated on market rate services that help to support sliding scale fee, low fee and no fee therapeutic services to clients who would otherwise be unable to afford mental health services. CFR generates 90% of its operating budget through earned revenue, received from clients paying market and sliding scale fees for counseling services and from clinical education tuition. The organization must raise the remaining 10% of its operating budget from individual and corporate donations and foundation grants. Contributed revenue supports mental health services for those who cannot afford market rate fees, as well as supporting the organization’s CPI and educational work.

CFR continues to invest in its graduate and professional educational programs; recruiting, training, and retaining a diverse workforce that best represents the organization’s growing client base. In this way, CFR will develop a pipeline of highly prepared therapists who can support clients presenting complex mental health issues. Equipped with enough therapists and psychiatrists, CFR can then scale-up its operations, effectively meeting the acute need for more practitioners in the field.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals

  • Which of the following feedback practices does your organization routinely carry out?

    We don’t use any of these practices

  • What challenges does the organization face when collecting feedback?

    We don't have any major challenges to collecting feedback


Council for Relationships, Inc.

Unlock financial insights by subscribing to our monthly plan.


Unlock nonprofit financial insights that will help you make more informed decisions. Try our monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights?
Learn more about GuideStar Pro.


The people, governance practices, and partners that make the organization tick.


Connect with nonprofit leaders


Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.


Connect with nonprofit leaders


Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

Council for Relationships, Inc.

Board of directors
as of 05/16/2024
SOURCE: Self-reported by organization
Board chair

Mr. Michael Veloric

Veloric Holdings

Term: 2022 - 2024

Michael Veloric

Veloric Asset Management

Stanley Muravchick

University of Pennsylvania

Edward Blumstein

Edward Blumstein, P.C.

Lana Watkins

Consortium, Inc

Dave Bricker

Mortgage Capital Trading

Jackie Zavitz

Heidrick & Struggles

Tonya Zweier


James Ask

Pennsylvania Trust

Jeff Gibbard

The Superhero Institute

Lisa Koblin

Saul Ewing

Robert Perkel

Jefferson University Hospital

Krystal Dillard

Natural Creativity

Lisa Formica

Jennifer Kelly

Bob Dever

Gary D Williams

City of Philadelphia

Claudia Curry

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    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? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes

Organizational demographics

SOURCE: Self-reported; last updated 5/16/2024

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.


The organization's leader identifies as:

Race & ethnicity
Gender identity
Sexual orientation
Heterosexual or Straight
Disability status
Decline to state

The organization's co-leader identifies as:

Race & ethnicity
Gender identity
Sexual orientation
Heterosexual or Straight
Disability status
Decline to state

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation


Equity strategies

Last updated: 10/19/2023

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We disaggregate data by demographics, including race, in every policy and program measured.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We use a vetting process to identify vendors and partners that share our commitment to race equity.
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.