GOLD2023

Lake County Crisis Center for the Prevention & Treatment of Domestic Violence, Inc.

aka A Safe Place   |   Zion, IL   |  www.asafeplaceforhelp.org

Mission

A Safe Place is the sole provider of services exclusively addressing domestic violence in Lake County, Illinois. Through multi-faceted programs we assist victims in transforming their lives after domestic violence, prevent future abuse by addressing its root cause through abuser intervention programs, and educate the community about domestic violence and how we can all be involved in its end. It is our goal that by learning more about domestic violence, its causes, and appropriate responses, we can encourage a whole-community response to the domestic violence in our midst, breaking the cycle of domestic violence, thus creating safe and healthy communities

Ruling year info

1979

CEO/Executive Director

Pat Davenport

Main address

2710 17th Street Suite 100

Zion, IL 60099 USA

Show more contact info

EIN

36-3032700

NTEE code info

Family Violence Shelters and Services (P43)

Other Housing, Shelter N.E.C. (L99)

IRS filing requirement

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

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Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

In 2016 and early 2017, external factors, including the lack of an Illinois state budget, raised immediate concerns that included maintaining the current service level and prioritizing infrastructure issues given an uncertain funding picture. Building greater stability and sustainability is needed for the next two to three years. Given success in this and when the resource picture becomes more positive, A Safe Place will be ready for expansion into all areas of Lake County, IL.

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?

Domestic Violence Services

A Safe Place provides a continuum of services designed to increase the safety of victims of domestic violence and human trafficking. Victim services include: emergency shelter, transitional housing, victim advocacy, individual and group counseling, children's counseling, courtroom advocacy. In addition, A Safe Place promotes safety through its abuser treatment program and community education programs that are designed to increase awareness among students, professional service providers, and the community at large.

Population(s) Served
Victims and oppressed people
Adults
Children and youth
Victims of crime and abuse

Where we work

Affiliations & memberships

CARF 2019

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 community members and students who received presentations on healthy relationships

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adults, Adolescents

Related Program

Domestic Violence Services

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of safe family visits and safe custody exchanges by families with a history of domestic violence.

This metric is no longer tracked.
Totals By Year
Population(s) Served

Infants and toddlers, Children and youth, Families

Related Program

Domestic Violence Services

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of nights of safe housing provided to families of domestic violence.

This metric is no longer tracked.
Totals By Year
Population(s) Served

Families

Related Program

Domestic Violence Services

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of orders of protection filed in the court system on behalf of victims of domestic violence.

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adults

Related Program

Domestic Violence Services

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of adults and children receiving life-changing counseling and therapeutic healing programs.

This metric is no longer tracked.
Totals By Year
Population(s) Served

Women and girls, Men and boys, Children and youth

Related Program

Domestic Violence Services

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of crisis hotline calls answered

This metric is no longer tracked.
Totals By Year
Population(s) Served

Women and girls, Men and boys

Related Program

Domestic Violence Services

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of bed nights (nights spent in shelter)

This metric is no longer tracked.
Totals By Year
Population(s) Served

Women and girls, Men and boys, Children and youth

Related Program

Domestic Violence Services

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

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.

A Safe Place is continuing to focus on maintaining and improving the levels of service now provided to women and families in domestic abuse situations due to the following factors:
a. Political Environment:
The uncertain state budget and possible dramatic cuts to state and federal funds for Domestic Violence and Section 8 Housing places additional pressure on A Safe Place and makes expansion of services to a broader geographic area difficult for the near future.
b. Funding Environment:
The situation described above impacts many in the Lake County nonprofit community and makes the funding environment more competitive and shrinks the options for funding sources.
c. Building a Stable, Sustainable Organization:
Develop strategies to further engage staff and board in order to gain a more sustainable organization with the goal of building on the high-quality services delivered by highly qualified staff and developing a stronger board that can be the strong support and governing body that will propel A Safe Place forward is the right focus.

Maintain current levels of domestic violence services:
a. Budgetary Considerations: Continue to bring in resources to meet the costs of maintaining services and the incremental costs to fully stabilize and sustain A Safe Place at the current service levels. Costs will be incurred in addressing staffing and personnel issues; in building the infrastructure and maintaining the physical plant of ASP; and in taking on new development strategies which are laid out in the strategic plan components that follow.
b. Data Collection Considerations: Most of staff time on task is in direct service to clients. Data is kept on numbers of clients served and what types of services are provided, but little follow up data exists once a client moves on from ASP services. This poses a dilemma of documentation and getting to outcomes. The lack of ability to “follow" a client is caught up in issues of confidentiality as well as the staff time and effort to be able to document outcome measure
s. ASP will explore options for data documentation, consulting, and collaborating with other domestic violence providers.

c. Sanctuary Model and Trauma-Informed Services: A Safe Place's implementation of the Sanctuary Model and Trauma-Informed Services is a positive focus for all of the work of the organization. Building a means for collecting outcome data for this model is a challenge to be looked at from both a training and technology perspective.

Ensure that we have the Board we need to meet current challenges and to insure future success:
a. Building the board of the future: implementing strategies for gaining more diversity on the board as well as engaging members who have status and reach in order to open doors and raise funds for ASP.
b. Clearly defining the “work of the board" including fiduciary/fundraising responsibilities, setting direction and policy and succession planning.
c. Developing a plan for board commitment to both giving and “getting" for ASP.

Address Personnel Issues and Build a Strong, Committed, Highly Qualified Staff by addressing personnel problems:
a. It is difficult to afford and maintain the level of staff needed. Beds in the Shelter are empty due to lack of staff to service clients. When there are staff vacancies, remaining staff fill in but are concerned about their positions and keeping up with responsibilities. The ideal staffing plan paired with a focused funding strategy could remedy this.
b. ASP has high staff turnover resulting in a loss of experience, relationships and institutional memory. The average tenure of currently filled permanent full and part time staff is slightly more than 2 years; 9 are filled with employees hired in the last year. Six (6) positions are currently unfilled. There is a steep learning curve for new staff with limited people to orient and mentor them.
c. Non-existent support staff means that all staff, including senior staff, are taking on support roles that consume time

Strategic Plans set the roadmap to fulfill an organization's goals and point its direction forward. Today, we often chart our courses using a GPS allowing us to choose between alternative routes. The board and staff of A Safe Place have put time and effort into exploring several possible routes for the next few years. This plan is their informed choice of the right direction for ASP in the current environment and is the result of hard work and thoughtful, open participation.
• Phase I: Assessment and Discovery:
Gather data via small group and individual interviews with Board, staff, service providers and other key informants (government, funders, businesses, etc.). More than 66 interviews were conducted. In addition, demographic and ethnographic information was gathered about Lake County, IL as well as articles and reports that would add to the base for planning.
• Phase II: Assessing Possible Futures
Use the information gathered to develop four different strategies/options for future directions for A Safe Place.
• Phase III: Agreement on the Strategic Direction for A Safe Place
A board/staff retreat was held in November 2016 to assess options and determine directions for final consideration. Emerging from that retreat was a working consensus that two paths forward warranted further development:
1. Expand to Serve All of Lake County
2. Find a Strategic Partner

In 2017, we held a Board Recruitment event in partnership with the Chicago Bears to raise awareness of our services to some of our longstanding and top donors and to recruit new board members. The event resulted in major media publicity for A Safe Place as well as 3-4 new interested, engaged board members.

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 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 collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, The people we serve tell us they find data collection burdensome, It is difficult to find the ongoing funding to support feedback collection

Financials

Lake County Crisis Center for the Prevention & Treatment of Domestic Violence, Inc.
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Operations

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

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Connect with nonprofit leaders

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  • Analyze a variety of pre-calculated financial metrics
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  • Compare nonprofit financials to similar organizations

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Lake County Crisis Center for the Prevention & Treatment of Domestic Violence, Inc.

Board of directors
as of 11/27/2023
SOURCE: Self-reported by organization
Board chair

Kathryn Johnson

DePaul University

Term: 2016 - 2023

Melinda Bush

Illinois State Senator

Marlene Domash

Weltman Bernfield, LLC

Jonathan Hughes

Vantage Partners

Michael Rosengarden

Autohaus Automotive, Inc.

Ildiko Todorovic

Baxalta

Greta Berna

Berna Family Law and Human Rights LLc

Daniel Blaine

College Student

Wygenia Brisco

Abbvie (Retired)

Frances Exume-Bitoy

Core Realty

Jeremy Faust

AFCO Credit Corporation

Regina Hirn

First Bank Chicago

Scott Joffert

Lake County State's Attorney's Office

Tabitha Kilpatrick

Abbivie

Joyce Mason

Illinois State Representative

Toni Wright-Glinsey

Virology

Brooke E Wanzenberg

Lake County State's Attorney's Office

Jessica Trotter

Zurich Insurance

Kevin Stevens

Real Capital

Gowri selka

Volantsys Inc

Judith Rosowicz

Abbvie (retired)

Mohan Ramalingam

Cognizant

Shyama Parikh

Shyama S. Parikh, PC

Christina Noland

Enterprice

Eugene Minsky

Minsky Insurance Agency Inc

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 11/2/2023

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

Leadership

The organization's leader identifies as:

Race & ethnicity
Hispanic/Latino/Latina/Latinx
Gender identity
Female, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

Disability