Maryland Coalition of Families
Connect. Support. Empower.
Maryland Coalition of Families
EIN: 52-2214361
as of September 2023
as of September 18, 2023
Programs and results
What we aim to solve
MCF seeks to connect more families with support as they care for someone with a mental health, substance use or problem gambling challenge and advocate to improve systems and services that support individuals with behavioral health challenges. We want to strengthen families because support and connection from close friends and family leads to better outcomes for individuals with behavioral health challenges. We want to address the inequities in systems designed to help people with mental health, substance use or problems gambling disorders and their families and ensure fair access to resources and treatment.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Family Peer Support
Using our lived experience caring for our own loved ones with behavioral health conditions, MCF staff offer emotional support, resource connection and systems navigation to parents, caregivers and other loved ones. Staff listen without judgment to a family's concerns and help them to improve a child or loved one’s situation at school or work, in the home and in the community. Services are provided at no cost.
Family Leadership Institute
MCF's Family Leadership Institute is a annual 6-week course that trains parents and caregivers of children with behavioral health conditions to be advocates for themselves, their loved ones and their communities. Institute participants benefit from workshops led by State leaders from the Department of Education, Human Services and the Behavioral Health Administration as well as behavioral health experts. They use what they learn in the Institute to provide family voice in the rooms and at the tables where decisions about them are being made. They apply skills they have learned to advocate in Annapolis on legislative priorities to benefit the behavioral health community.
Taking Flight
MCF's Taking Flight program is support by young adults for young adults. Taking Flight staff offer peer support through social media and meet up events. They also serve on State committees and workgroups to provide young adult voice in the rooms and at the tables where decisions about them are being made. The program supports young adults aged 18 - 26 as they transition from adolescents to adulthood, a time when challenges and stressors can be exacerbated by behavioral health challenges.
Where we work
External reviews

Photos
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of families served
This metric is no longer tracked.Totals By Year
Related Program
Family Peer Support
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Learn 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?
1. Elevate MCF to be a leader in the field of family peer support. We want to be seen as the State's go-to expert on issues that impact families.
2. Increase MCF's visibility among key stakeholders to educate them about what family peer support is and why its critical to the health and wellbeing of the entire family and leads to better outcomes for those with behavioral health challenges.
3. Bolster Education and Advocacy efforts to ensure family voice is represented when policy and legislative decisions are under consideration.
What are the organization's key strategies for making this happen?
MCF will build a Family Peer Support Academy which will standardize a model for training new Family Peer Support Specialists, increase those with national certification and build a Maryland-specific certification program. We will implement policies and programs to promote wellness and professional development opportunities for our staff. We will develop and strengthen relationships with community partners and other key stakeholders
MCF will create consistent messaging and identify where we can be most impactful in our community. We will design an outreach plan to reach the most underserved parts of our State to ensure they have support and access to resources We will develop a marketing plan that promotes wellness and reduces stigma associated with behavioral health challenges.
MCF will build strong relationships with our elected leaders, thought leaders, policymakers and community organizations. We will ensure family voice is represented statewide committees work groups . We will enhance our family leadership program which trains families to be advocates for their loved ones, themselves and their community.
What are the organization's capabilities for doing this?
Since 1999, MCF has been Maryland's primary provider of family peer support services. We are governed by a strong board of directors and led by a senior leadership team with more than 75 years of nonprofit experience combined. We are financially stable and in FY24, the board committed resources to building a development department to help the organization diversify its funding portfolio. We have staff in all 24 Maryland jurisdictions who live and work in the communities they serve. We have strong relationships with Maryland's key agencies serving children, youth and families.
What have they accomplished so far and what's next?
MCF has seen exponential growth in the number of families seeking our services since 2020. We continue to apply for and obtain additional funding to expand our services to ensure we can meet the needs of the families we serve. We have built the foundation for the Family Peer Support Academy and will soon hire a Professional Development Training Manager to oversee its implementation and expansion. We have hired a Chief Development Officer to stand up our new development department and have begun applying for funding that will diversify our portfolio. We have engaged a consulting firm that specializes in nonprofit communications to help develop a message and marketing plan. We have strengthened internal infrastructure as well as policies and procedures in anticipation of growth that will result from our newly implemented Strategic Plan.
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
2.43
Months of cash in 2022 info
2.6
Fringe rate in 2022 info
24%
Funding sources info
Assets & liabilities info
Financial data
Maryland Coalition of Families
Balance sheetFiscal Year: Jul 01 - Jun 30
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
This snapshot of Maryland Coalition of Families’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 | $238,883 | $290,888 | $228,559 | $106,321 | -$96,935 |
As % of expenses | 6.2% | 6.6% | 4.8% | 2.0% | -1.7% |
Unrestricted surplus (deficit) after depreciation | $201,421 | $247,089 | $201,018 | $104,592 | -$97,432 |
As % of expenses | 5.2% | 5.6% | 4.2% | 2.0% | -1.7% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $4,106,090 | $4,678,047 | $4,979,148 | $5,364,503 | $5,772,217 |
Total revenue, % change over prior year | 15.5% | 13.9% | 6.4% | 7.7% | 7.6% |
Program services revenue | 0.4% | 0.1% | 0.0% | 0.0% | 0.0% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Government grants | 99.4% | 99.7% | 99.4% | 99.7% | 99.7% |
All other grants and contributions | 0.2% | 0.2% | 0.4% | 0.2% | 0.2% |
Other revenue | 0.0% | 0.0% | 0.1% | 0.0% | 0.0% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $3,867,207 | $4,387,159 | $4,750,589 | $5,258,182 | $5,869,152 |
Total expenses, % change over prior year | 17.8% | 13.4% | 8.3% | 10.7% | 11.6% |
Personnel | 75.3% | 78.3% | 78.3% | 79.9% | 78.1% |
Professional fees | 6.0% | 4.1% | 2.6% | 3.5% | 4.4% |
Occupancy | 2.4% | 2.6% | 2.6% | 2.4% | 2.3% |
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 | 16.3% | 15.0% | 16.6% | 14.2% | 15.2% |
Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $3,904,669 | $4,430,958 | $4,778,130 | $5,259,911 | $5,869,649 |
One month of savings | $322,267 | $365,597 | $395,882 | $438,182 | $489,096 |
Debt principal payment | $0 | $0 | $0 | $0 | $0 |
Fixed asset additions | $0 | $0 | $0 | $0 | $0 |
Total full costs (estimated) | $4,226,936 | $4,796,555 | $5,174,012 | $5,698,093 | $6,358,745 |
Capital structure indicators
Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Months of cash | 2.3 | 0.8 | 3.9 | 3.2 | 2.6 |
Months of cash and investments | 2.3 | 0.8 | 3.9 | 3.2 | 2.6 |
Months of estimated liquid unrestricted net assets | 4.0 | 4.3 | 4.6 | 4.4 | 3.7 |
Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Cash | $753,322 | $300,048 | $1,528,738 | $1,417,093 | $1,258,785 |
Investments | $0 | $0 | $0 | $0 | $0 |
Receivables | $1,007,109 | $1,776,560 | $859,028 | $893,992 | $983,674 |
Gross land, buildings, equipment (LBE) | $260,697 | $260,697 | $254,757 | $254,757 | $148,497 |
Accumulated depreciation (as a % of LBE) | 71.7% | 88.5% | 99.0% | 99.7% | 99.8% |
Liabilities (as a % of assets) | 28.3% | 27.6% | 25.3% | 19.9% | 22.1% |
Unrestricted net assets | $1,367,866 | $1,614,955 | $1,815,973 | $1,920,565 | $1,823,133 |
Temporarily restricted net assets | $0 | $0 | N/A | N/A | N/A |
Permanently restricted net assets | $0 | $0 | N/A | N/A | N/A |
Total restricted net assets | $0 | $0 | $0 | $0 | $0 |
Total net assets | $1,367,866 | $1,614,955 | $1,815,973 | $1,920,565 | $1,823,133 |
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
Christina Green
Number of employees
Source: IRS Form 990
Maryland Coalition of Families
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Maryland Coalition of Families
Board of directorsas of 08/31/2023
Board of directors data
Laura Kimmel
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:
Race & ethnicity
Gender identity
Sexual orientation
No data
Disability
No data