TURNING POINT OF LEHIGH VALLEY INC
You are not alone.
TURNING POINT OF LEHIGH VALLEY INC
EIN: 23-2100651
Mission
Our Mission is to eliminate domestic and intimate partner abuse in the Lehigh Valley through survivor empowerment, and community education and engagement. We offer confidential resources to individuals and families. Turning Point is a safe place where survivors of domestic and intimate partner abuse and their children can find refuge. We provide services in Lehigh and Northampton counties and reach nearly 3,500 people a year through our programs and services. Those include: a 24-hour Helpline, Emergency Safe House, Empowerment Counseling and Groups, Legal Advocacy, Outreach Education, and Medical Advocacy.
Ruling year
1979
Executive Director
Ms. Lori Sywensky
Assistant Director
Ms. Linda Thomas
Main address
444 E. Susquehanna Street
Allentown, PA 18103 USA
EIN
23-2100651
Domestic violence
Women's rights
Domestic violence shelters
Transitional living
Temporary accomodations
Population served
Children and youth
Adults
LGBTQ people
Women and girls
Men and boys
NTEE code
Women's Rights (R24)
Temporary Shelter For the Homeless (L41)
Counseling Support Groups (F60)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Tax forms
Communication
Programs and results
Reports and documents
Download annual reports Download other documentsWhat we aim to solve
Turning Point of Lehigh Valley has experienced a significant increase in demand for our emergency services, espeically for safe shelter. With our current physical space frequently at capacity, the demand for additional space is critical. For example, our Safe House shelter nights more than doubled from 2020 to 2021 and we operated at a 96-100% occupancy rate for the entire 2021-2022 fiscal year. We expect to embark on a capital campaign to raise $5 million to secure a modern Safe House building that is trauma-informed in design, and which will better meet our program, staff, and community needs for decades to come. There are other important goals in our plan that focus on creating a standardized process for assessing new programming and identifying financially sustainable opportunities. Other priorities include: promoting a trauma-informed client experience and workplace, diversity, equity, and inclusion, and employee wellness and professional growth.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Turning Point of Lehigh Valley
Turning Point offers confidential resources to individuals and families. Turning Point is a safe place where survivors of domestic and intimate partner abuse and their children can find refuge. We provide services in Lehigh and Northampton counties and reach nearly 3,500 people a year through our programs and services. Those include: a 24-hour Helpline, Emergency Safe House, Empowerment Counseling and Groups, Legal Advocacy, Outreach Education, and Medical Advocacy.
Where we work
Affiliations & memberships
PCADV (Pennsylvania Coalition of Domestic Violence) Member 1978
External reviews
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of phone calls/inquiries
This metric is no longer tracked.Totals By Year
Related Program
Turning Point of Lehigh Valley
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Fiscal year 2021-2022 Our 24/7 helpline received 2,583 calls, which was a 25% increase in calls.
Number of people trained
This metric is no longer tracked.Totals By Year
Related Program
Turning Point of Lehigh Valley
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
Fiscal year 2021-2022 We educated 3,334 youth and adults about abuse to improve community awareness.
Number of clients served
This metric is no longer tracked.Totals By Year
Related Program
Turning Point of Lehigh Valley
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Fiscal Year 2021-2022 We served 3,548 people who experienced or witnessed domestic and intimate partner abuse.
Number of clients assisted with legal needs
This metric is no longer tracked.Totals By Year
Related Program
Turning Point of Lehigh Valley
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
Fiscal year 2021-2022 We provided 1,621 individuals with 1,280 hours of PFA assistance and court accompaniment.
Number of bed nights (nights spent in shelter)
This metric is no longer tracked.Totals By Year
Related Program
Turning Point of Lehigh Valley
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Fiscal Year 2021-2022 Safe House was a place of refuge for 322 adults and children for 16,239 nights of safety provided fleeing domestic and intimate partner abuse.
Total dollars received in contributions
This metric is no longer tracked.Totals By Year
Related Program
Turning Point of Lehigh Valley
Type of Metric
Input - describing resources we use
Direction of Success
Increasing
Context Notes
Fiscal year 2021-2022 Contributions received totaled $832,043
Total number of counseling sessions performed
This metric is no longer tracked.Totals By Year
Related Program
Turning Point of Lehigh Valley
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Fiscal year 2021-2022 We provided 13,732 hours of individual and group empowerment counseling to adults, children, and teens.
Average length of stay (in days)
This metric is no longer tracked.Totals By Year
Related Program
Turning Point of Lehigh Valley
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
Fiscal Year 2021-2022 The average length of stay in our Safe House Emergency Shelter was 90 nights.
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Reports and documents
Download strategic planLearn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
Strategic Plan 2023-2026
Housing: Strengthen housing program to offer shelter options tailored for short and longer term stays, and enhance New Beginnings transitional housing services and capacity.
Programs: Redesign delivery of services, access points, and use of technology to ensure that all domestic and intimate partner survivors have equitable access to our services.
Building Expansion: Identify space needs and acquire new physical space to support growing staff and trauma informed programs.
Resource Development: Expand and diversify funding sources, including launch of capital campaign, to fund new building and rising operating costs.
What are the organization's key strategies for making this happen?
Strategic Plan 2023-2026
Housing: 1) Improve trauma informed and client centered services within our housing programs. 2) Better accommodate the needs of survivors by offering a wider range of housing options. 3) Reduce reliance on hotel space to lower shelter costs to a sustainable level and improve services to residents.
Programs: 1) Expand use of technology to improve services and accessibility for all DIPA victims. 2) Create an Intake Coordination team to oversee and streamline hotline response, intake services, and walk-in visits. 3) Establish a Walk-in Center to connect people with multiple supportive services such as crisis counseling, safety assessment, case management, and referrals to other agency services. 4) Create and launch Training Institute to provide fee-based, educational courses with accreditation for professionals working with DIPA survivors.
Building Expansion: 1) Determine feasibility of co-locating Safe House and other programs and staff into one facility. 2) Develop an estimate of our future space needs for staff and programs. 3) Identify desired space configuration and enhancements to support delivery of trauma informed programs and services. 4) Conduct analysis to determine if agency should buy, build or lease new space. 5) Review market options and secure new building space.
Resource Development: 1) Conduct exploratory activities in preparation for capital campaign. 2) Launch and execute capital campaign to fund acquisition of new space. 3) Grow and strengthen funds from diverse sources to support general operating costs. 4) Develop a project assessment tool to evaluate new program viability and sustainability.
What are the organization's capabilities for doing this?
We engaged in a robust and inclusive strategic planning process to ensure that we can continue to best meet the needs of survivors of domestic and intimate partner abuse and their families in the Lehigh Valley. Work began in January 2022, with our Board of Director’s Strategic Planning Subcommittee selection of Anne Turner Consulting to lead our process. With Anne’s help, we hit the ground running in March 2022 with the formation of a Steering Committee made up of 13 Board, staff, and community members. During the strategy formation process, working group teams were formed for the four goal areas, which included 11 additional members. Ultimately, the planning process touched all staff and Board members, 45 clients, and a broad sampling of state and local funders and community partners.
What have they accomplished so far and what's next?
Hiring a capital campaign consultant to conduct a feasibility study.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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Who are the people you serve with your mission?
All survivors or domestic and intimate partner abuse that we serve receive an ESQ (Empowerment and Satisfaction Questionaire) follow up survey to collect feedback. These surveys are part of the requirement as we are a Victim Service Program that receives funding through PCADV and VOCA funding. We send email surveys out to clients with safe email addresses to get their feedback on ideas about what topics are important to them when planning our upcoming Counseling programs and services. Our Outreach Team provides a pre and post test durin trainings. In addition, we tailor our presentations and trainings for our community in order in order for our allies and the community to learn how to recognize, respond, and refer survivors to our services.
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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
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What significant change resulted from feedback?
Currently are updating our services, training, policies & procedures to look through a trauma informed through a diversity, equity, and inclusion lens. Created and filled a Mobile Advocate position within Turning Point. This position allows our staff to work with our residents and community clients to better assess medical and wellness needs exacerbated by the pandemic. Our Advocate then coordinates available resources and personally accompanies them to help meet their needs to overcome barriers, such as lack of transportation, language-access difficulties or social anxiety. Purchased items that focus on health and wellness that are affirmatively marketed for the Lehigh Valley’s LGBTQ+ community. Streamlined a process for referrals to HIAS PA and PIRC for immigration legal service.
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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 demographics (e.g., race, age, gender, etc.), 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
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What challenges does the organization face when collecting feedback?
It is difficult to get the people we serve to respond to requests for feedback, It is difficult to collect via email due to confidentiality and security concerns with their abuser.
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
9.03
Months of cash in 2022 info
3
Fringe rate in 2022 info
22%
Funding sources info
Assets & liabilities info
TURNING POINT OF LEHIGH VALLEY INC
Revenue & expensesFiscal Year: Jul 01 - Jun 30
SOURCE: IRS Form 990
TURNING POINT OF LEHIGH VALLEY INC
Balance sheetFiscal Year: Jul 01 - Jun 30
SOURCE: IRS Form 990
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Fiscal Year: Jul 01 - Jun 30
SOURCE: IRS Form 990
This snapshot of TURNING POINT OF LEHIGH VALLEY INC’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
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Business model indicators
| Profitability info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | -$138,682 | -$33,213 | -$21,235 | $457,155 | -$167,774 |
| As % of expenses | -7.0% | -1.5% | -0.9% | 16.9% | -5.4% |
| Unrestricted surplus (deficit) after depreciation | -$200,947 | -$97,061 | -$79,985 | $393,442 | -$229,716 |
| As % of expenses | -9.9% | -4.2% | -3.4% | 14.2% | -7.3% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $1,993,523 | $2,211,789 | $2,268,527 | $3,103,294 | $3,085,405 |
| Total revenue, % change over prior year | -2.9% | 10.9% | 2.6% | 36.8% | -0.6% |
| Program services revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 1.4% | 1.5% | 1.6% | 1.1% | 1.7% |
| Government grants | 68.4% | 74.0% | 73.2% | 77.1% | 72.7% |
| All other grants and contributions | 25.4% | 23.8% | 25.1% | 18.7% | 27.6% |
| Other revenue | 4.8% | 0.7% | 0.0% | 3.1% | -1.9% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $1,967,957 | $2,263,282 | $2,308,270 | $2,699,873 | $3,098,573 |
| Total expenses, % change over prior year | 5.1% | 15.0% | 2.0% | 17.0% | 14.8% |
| Personnel | 69.4% | 66.5% | 66.3% | 56.2% | 58.6% |
| Professional fees | 9.5% | 5.8% | 5.0% | 7.5% | 8.0% |
| Occupancy | 4.2% | 4.0% | 3.1% | 2.9% | 2.8% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other expenses | 16.8% | 23.7% | 25.6% | 33.4% | 30.6% |
| Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $2,030,222 | $2,327,130 | $2,367,020 | $2,763,586 | $3,160,515 |
| One month of savings | $163,996 | $188,607 | $192,356 | $224,989 | $258,214 |
| Debt principal payment | $0 | $0 | $0 | $274,885 | $0 |
| Fixed asset additions | $84,322 | $0 | $0 | $0 | $0 |
| Total full costs (estimated) | $2,278,540 | $2,515,737 | $2,559,376 | $3,263,460 | $3,418,729 |
Capital structure indicators
| Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Months of cash | 6.0 | 5.3 | 6.6 | 4.1 | 3.0 |
| Months of cash and investments | 10.5 | 9.4 | 11.0 | 9.2 | 6.7 |
| Months of estimated liquid unrestricted net assets | 11.3 | 9.5 | 9.2 | 9.6 | 7.7 |
| Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Cash | $983,530 | $991,193 | $1,260,817 | $912,987 | $772,837 |
| Investments | $746,603 | $784,832 | $852,415 | $1,160,965 | $946,567 |
| Receivables | $414,771 | $326,808 | $331,129 | $507,943 | $731,363 |
| Gross land, buildings, equipment (LBE) | $1,708,249 | $1,739,377 | $1,739,378 | $1,794,087 | $1,794,087 |
| Accumulated depreciation (as a % of LBE) | 53.4% | 56.1% | 59.5% | 61.3% | 64.7% |
| Liabilities (as a % of assets) | 3.1% | 3.7% | 13.4% | 4.0% | 5.8% |
| Unrestricted net assets | $2,643,645 | $2,546,584 | $2,466,599 | $2,860,041 | $2,630,325 |
| Temporarily restricted net assets | $0 | $0 | N/A | N/A | N/A |
| Permanently restricted net assets | $363,230 | $380,082 | N/A | N/A | N/A |
| Total restricted net assets | $363,230 | $380,082 | $416,794 | $510,459 | $445,618 |
| Total net assets | $3,006,875 | $2,926,666 | $2,883,393 | $3,370,500 | $3,075,943 |
Key data checks
| Key data checks info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Ms. Lori Sywensky
Assistant Director
Linda Thomas
Number of employees
Source: IRS Form 990
TURNING POINT OF LEHIGH VALLEY INC
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
TURNING POINT OF LEHIGH VALLEY INC
Board of directorsas of 04/25/2023
Board of directors data
Sheila Ketterer
Three Bees Quilting, LLC/Owner and Burnley Enterprises
Danielle Adams
QueenSuite Coaching
Paul Mazzucco
TierPoint, LLC
Jenn Moore
Avesis Incorporated
Lauren Weiser
Concannon Miller & Company
Cameilia Baker
Lehigh Valley Health Network
Carolyn Harper
Self-employed
Danielle N. Adams
QueenSuite Coaching
Meghan Baker
Lehigh University
Joan Holtman
St. Luke's Hospital and Health Network
Michelle Laureano
Mujer Lehigh Valley Magazine
Marissa LaWall
Pennsylvania Health Law Project/Attorney
Rebecca Mutchler
Magellan Healthcare
Kayla Schubert-Wirth
Grit & Grace Psychotherapy
Heather Walbridge
iSolved Payroll & HR Solutions
Sean Wacker
Gallagher
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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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
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:
The organization's co-leader identifies as:
Race & ethnicity
No data
Gender identity
No data
No data
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 09/22/2022GuideStar 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.
- 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.
Contractors
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- Contractor and/or Paid Preparer data for 2022, 2021, 2020
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