Claris Health

Polarizing views surrounding sexual and reproductive health permeate society. The topics of abortion and unintended pregnancy drive political and social discussion, and the focus has shifted toward debating and attacking sides instead of caring for people. Claris Health focuses on genuinely meeting the physical and emotional needs of those at-risk for or facing an unintended pregnancy. This model, which we call The Claris Way, demonstrates patient-led care and respects personal decision-making. Patients or clients guide the discussion or counseling process. Care is tailored to assist the individual through the decision-making process and beyond. Patients who come to Claris are provided with information about all pregnancy options. While Claris does not perform terminations, facilitate adoptions, or provide prenatal care for high-risk patients, we continue to serve as a vital support system for women and men facing unintended pregnancies as we support them during the decision-making process and in the critical months and years that follow. Our messaging and model of care have created unity around difficult topics and between polarized communities. We believe that this is critical to remove the stigma around sexual and relational-health concerns.

Claris continues to expand and refine its unique approach to equipping and caring for individuals and families in unintended pregnancies and facing sexual and reproductive health choices. The 2020 Covid-19 pandemic forced various lockdowns, closures, and creative programming. While many agencies closed their doors, we have used this difficult season as an opportunity to embrace and test out new ideas, expand our reach, and stand in the gap. As a result, we have identified three strategic initiatives to guide us over the next three years.

The strategies involve developing training to equip partner organizations in frontline options counseling, offering virtual counseling services and casework, and the development of a large campus that can house Claris services as well as many critical social services needed for families served at Claris. These strategies not only expand the reach of the agency as a whole, we believe they will also continue to directly increase our reach to those facing unintended or challenging pregnancies. This target population is increasingly more difficult to reach as access to at-home testing and Virtual Care (Telehealth) services are readily available. Innovative and creative strategies are required to specifically reach women and men in their moment of pregnancy decision-making and beyond.

Claris Health has 3 priorities to accomplish the overall goal by June 30, 2024. These priorities have been developed to move Claris into the next level of impact and influence, while staying-true and cultivating the unique values that drive Claris’ mission. These priorities are meant to be memorable and repeatable so the organization’s leaders can cascade this vision to the staff, board, donors, grants, and clients.

1. CLARIS VIRTUAL CARE |Monthly average of 55 people in LA and 400 people nationally
2. CLARIS PARTNERS | 40 organizations in 4 cities will be trained and become formalized partners, owning the Claris Way
3. CLARIS CAMPUS | Open a “one stop care” campus in LA County

Claris employs a variety of methods and safeguards to ensure the sustainability of programs and services.

Financial Accountability: Claris is almost entirely funded by individual donors and private foundations. This has created financial sustainability in that the agency is not affected by changes in State or Federal funding. Additionally, over the past ten years, Claris has built a wide and deep resource base that does not rely on a specific individual or foundation. To ensure consistent accountability, the agency has formed a finance committee of local CPA and financial advisors. This group monitors revenue and expenses as well as other areas of financial performance on a quarterly basis. Annually, a financial review is conducted by an outside accounting firm. In 2020-21, 43% of support and revenue was from individual donations, 33% from fundraising events, 9% from grants, 3% from program income, 5% from gifts-in-kind, and 7% other.

Community Partnerships: Claris has built a solid network of partnerships with schools, social service agencies, medical professionals, and hospitals. By 2021, the number of committed partners grew to 250 community and social service agencies. We have staff dedicated to building and maintaining these relationships.

Leadership: A governing Board of Directors and board committees are comprised of individuals from diverse backgrounds and skills, including non-profit management, medical, accounting, legal, fundraising, media and marketing. The staff executive leadership team has guided the agency for a combined total of forty-eight years. Their experience, along with several other highly dedicated individuals, provides a stable and safe environment for employees as well as clients.

Client and Program Evaluation: client exit survey results indicate a 99% overall satisfaction rate. Additionally, a high priority is placed on obtaining consistent, detailed feedback from program participants, partnering agencies and volunteers to assist in highlighting strengths as well as areas for improvement. The V.P. of Operations consistently reviews these components and makes recommendations and implements changes as a result.

Claris is currently on track to accomplish its strategic plan goals.

VIRTUAL CARE: In 2021, we launched a virtual care model and are now offering support services to patients around the nation.

PARTNER/REFERRAL NETWORK: The partner referral network began in Los Angeles 2021. Twelve local agencies, and more than 150 of their employees, were trained in the Claris Way model of care. In April 2022, we plan to launch the first out of state referral network in Austin, Texas and expect to train at least ten agencies in the Austin area before the end of 2022.

CLARIS CAMPUS: In January 2022, a feasibility study was concluded for the Claris campus project resulting in a large lead gift for the campaign. Next steps include smaller Taskforce and subcommittee groups to refine the campaign and further test the feasibility of the project and funding.