Domus Kids Inc.
Love Lives Here
Domus Kids Inc.
EIN: 06-0891998
as of September 2024
as of September 09, 2024
Mission
Our vision: No child shall be denied hope, love, or a fair chance in life. At Domus we find and love young people who are shut out, unwanted, unloved, and afraid; the young people society has failed and discarded; the young people who, without our intervention, would drop out of their schools and their communities and be incarcerated, homeless, or dead. We create the conditions necessary for them to get on a path toward health and opportunity so they can engage and succeed in school and ultimately have satisfying and productive lives.
Notes from the nonprofit
> A sense of feeling seen, heard, and affirmed When we show youth they are cared about, they feel seen and heard, creating a positive emotional experience for youth and triggers the biological chain reaction that supports resilience and health. > Challenging systems on behalf of the youth we serve We recognize and address the inequity and racist practices and policies that impact our young people, both within and outside our organization. > Understanding the psychobiology of trauma As the first organization in Connecticut to become Sanctuary-certified, 100% of our staff are trained to appreciate how the brain itself is physically changed by a traumatic event, and what we can do to help it heal. > Belonging, mastery, independence, & generosity Youth are full partners in our programming, not merely recipients of services. Using a strengths-based approach, we meet the four universal growth needs of all youth: belonging, mastery, independence, and generosity.
Ruling year
1973
Principal Officer
Mr. Michael Duggan
Main address
83 Lockwood Ave
Stamford, CT 06902 USA
EIN
06-0891998
Youth organizing
Elementary and secondary education
Youth services
Population served
At-risk youth
Ethnic and racial groups
Economically disadvantaged people
Incarcerated people
Children and youth
NTEE code
Elementary, Secondary Ed (B20)
Youth Development Programs (O50)
Children's and Youth Services (P30)
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
Affiliations
Programs and results
Reports and documents
Download annual reports Download other documentsWhat we aim to solve
We serve youth aged 12 to 26 in Stamford and some surrounding areas who show signs of being disengaged or disconnected such as struggling with school attendance or behavior, being two or more years behind in their grade level, have been recently incarcerated, or are out of school with no stable work history. Most Domus participants and their families are from low-income backgrounds and have experienced multiple traumas that impact their ability to thrive. From a 2023 CT/Dalio Education report, about 1 in 5 young adults in Connecticut are disconnected or disengaged.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
SCHOOL ENGAGEMENT
We engage about 400 disengaged high school youth over four years in intensive, interpersonal relationships to help them acquire the social and emotional skills, attitudes, and habits needed to graduate high school and enroll and engage in their post-secondary environment.
WORKFORCE DEVELOPMENT
Participants go through the program for approximately one year, including three to six months of skills development and employment in our social enterprise, followed by six months of unsubsidized employment while continuing to meet weekly with DomusWorks staff for support and coaching.
COMMUNITY RE-ENTRY
Through our Invictus program, we serve about 50 young men annually, working with them one-on-one before their release from incarceration – and for more than a year afterward – to support their transition back to the community and help them find stable employment.
Where we work
Awards
Sanctae Crucis Award given to Mike Duggan for professional achievements 2010
College of the Holy Cross
Lewis Hine Award 2012
National Child Labor Committee
Frances Hesselbein Community Innovation Fellow 2002
Peter F. Drucker Foundation for Nonprofit Management
Graymoor Community Service Award 2015
Franciscan Friars of the Atonement
Photos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of participating high school students promoted on time to the next grade level (or graduated)
This metric is no longer tracked.Totals By Year
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
76% rolling average for FY22-24 of participating high school students promoted on time to the next grade level (or graduated); NOTE: FY21: Not tracked in Salesforce
Number of participating high school graduates employed or enrolled in post-secondary education 12 months later
This metric is no longer tracked.Totals By Year
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
90% rolling average FY21-23 of participating high school graduates employed or enrolled in post-secondary education 12 months later
Number of participants who successfully completed our community re-entry program.
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
35% rolling average for FY21-23 of participants (Invictus) who successfully completed our community re-entry program; NOTE: program participation may span fiscal years
Number of program participants who were not re-incarcerated 6 months later
This metric is no longer tracked.Totals By Year
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
93% rolling average for FY21-23 of participants (Invictus) who were not re-incarcerated 6 months later
Number of participants who completed our work readiness training program
This metric is no longer tracked.Totals By Year
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
82% rolling average for FY21-23 of participants (DomusWorks) who successfully completed the program; NOTE: program participation may span fiscal years
Number of program participants who remain employed 12 months after program completion
This metric is no longer tracked.Totals By Year
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Holding steady
Context Notes
92% rolling average for FY21-23 of participants (DomusWorks) who completed our program remained employed a 12 months later.
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?
Through love-infused programming, Domus helps young people in Stamford and beyond overcome obstacles that jeopardize a bright and stable future. From earning a diploma and securing a living-wage job to transitioning back to the community after incarceration, our work empowers young people to transform their own lives and thrive.
What are the organization's key strategies for making this happen?
Our trauma-responsive approach combines our Relational Model (how we work) with our Program Models (what we do) to support youth in making positive changes. The Domus Relational Model uses evidence-based approaches to help disengaged and disconnected youth regulate, relate, and reason. We support youth in the practice of shifting from a “fight, flight, or flee” chronic stress response to engage their “calm and connect” systems. As they master this practice, youth learn to interrupt unproductive, automatic reactions and begin to respond more skillfully when they face life’s inevitable challenges.
What are the organization's capabilities for doing this?
Through a constellation of individualized support programs, Domus works closely with community partners to help disconnected and disengaged youth forge their own paths to self-sufficiency – including graduating from high school, acquiring real-world job skills, and securing full-time employment. This support builds a strong foundation that empowers youth to rise above adversity and thrive as productive members of our shared communities.
Domus' strengths include our long-serving staff who have been involved with our programs and our families for many years - our senior leadership average tenure is 14+ years. We also boast a strong recruitment and retention practices with volunteers who perform important cost-saving functions along with a deep understanding of what it takes to support traumatized youth. What's more, Domus has many solid relationships with key decisionmakers, including leaders in the juvenile justice field, financial services sector, and government, including a long-standing relationship with CT Governor Dan Malloy along with other state officers and representatives.
What have they accomplished so far and what's next?
School Engagement: Featuring Domus Vikings at Westhill High School and Domus Knights at Stamford High School, this program engages about 400 disengaged high school youth over four years in intensive, interpersonal relationships to help them acquire the social and emotional skills, attitudes, and habits needed to graduate high school and enroll and engage in their post-secondary environment.
2022-23 school year results:
+ 75% of students were promoted on time.
+ One year later, 92% of graduates are employed or enrolled in post-secondary education.
Workforce Development: Participants go through the program for approximately one year, including three to six months of skills development and employment in our social enterprise, followed by six months of unsubsidized employment while continuing to meet weekly with DomusWorks staff for support and coaching. For FY22-23, about 50 youth received ongoing, individualized support.
2022-23 Results:
+ 85% of participants successfully completed the program.
+ Of these, 100% remained employed a year later.
Community Re-entry: Through our Invictus program, we serve about 50 young men annually, working with them one-on-one before their release from incarceration – and for more than a year afterward – to support their transition back to the community and help them find stable employment.
2022-23 Results:
+ 57% of participants successfully completed the program.
+ Of these, 100% were not re-incarcerated a year later.
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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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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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 share the feedback we received with the people we serve, 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 find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2023 info
26.20
Months of cash in 2023 info
4.4
Fringe rate in 2023 info
25%
Funding sources info
Assets & liabilities info
Financial data
Domus Kids Inc.
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 Domus Kids 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 | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $496,528 | $534,416 | $2,492,696 | $180,469 | $195,197 |
| As % of expenses | 6.0% | 6.7% | 33.0% | 2.3% | 2.3% |
| Unrestricted surplus (deficit) after depreciation | $431,100 | $450,290 | $2,345,924 | $31,544 | $44,713 |
| As % of expenses | 5.2% | 5.6% | 30.5% | 0.4% | 0.5% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $7,936,482 | $8,712,505 | $7,924,452 | $8,523,400 | $8,031,987 |
| Total revenue, % change over prior year | -7.0% | 9.8% | -9.0% | 7.6% | -5.8% |
| Program services revenue | 0.0% | 0.0% | 0.0% | 0.1% | 0.4% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 1.5% | 1.7% | 1.7% | 1.6% | 3.7% |
| Government grants | 37.7% | 29.9% | 44.3% | 35.5% | 23.5% |
| All other grants and contributions | 57.8% | 66.2% | 53.9% | 57.4% | 72.4% |
| Other revenue | 3.0% | 2.2% | 0.1% | 5.4% | 0.1% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $8,278,685 | $7,923,088 | $7,552,017 | $7,722,223 | $8,486,668 |
| Total expenses, % change over prior year | -9.3% | -4.3% | -4.7% | 2.3% | 9.9% |
| Personnel | 76.6% | 71.5% | 77.4% | 79.7% | 77.6% |
| Professional fees | 2.8% | 3.7% | 5.4% | 4.2% | 5.0% |
| Occupancy | 3.4% | 2.6% | 1.3% | 0.8% | 0.7% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 1.9% | 11.7% | 6.3% | 5.8% | 6.5% |
| All other expenses | 15.3% | 10.6% | 9.7% | 9.5% | 10.2% |
| Full cost components (estimated) info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $8,344,113 | $8,007,214 | $7,698,789 | $7,871,148 | $8,637,152 |
| One month of savings | $689,890 | $660,257 | $629,335 | $643,519 | $707,222 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $0 | $128,959 | $0 | $0 | $0 |
| Total full costs (estimated) | $9,034,003 | $8,796,430 | $8,328,124 | $8,514,667 | $9,344,374 |
Capital structure indicators
| Liquidity info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Months of cash | 6.2 | 8.4 | 8.3 | 6.6 | 4.4 |
| Months of cash and investments | 12.8 | 15.5 | 17.5 | 16.2 | 15.8 |
| Months of estimated liquid unrestricted net assets | 14.1 | 15.4 | 20.0 | 20.1 | 18.4 |
| Balance sheet composition info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Cash | $4,304,310 | $5,554,441 | $5,237,420 | $4,244,486 | $3,131,516 |
| Investments | $4,530,839 | $4,695,275 | $5,778,189 | $6,196,717 | $8,072,861 |
| Receivables | $568,600 | $405,723 | $443,825 | $1,674,665 | $933,033 |
| Gross land, buildings, equipment (LBE) | $1,806,728 | $1,935,687 | $1,866,513 | $1,206,412 | $1,171,921 |
| Accumulated depreciation (as a % of LBE) | 69.2% | 69.0% | 72.5% | 82.3% | 82.3% |
| Liabilities (as a % of assets) | 5.4% | 9.0% | 2.6% | 3.3% | 3.1% |
| Unrestricted net assets | $10,313,486 | $10,763,776 | $13,109,700 | $13,141,244 | $13,185,957 |
| Temporarily restricted net assets | $709,914 | N/A | N/A | N/A | N/A |
| Permanently restricted net assets | $0 | N/A | N/A | N/A | N/A |
| Total restricted net assets | $709,914 | $1,123,071 | $633,662 | $135,494 | $215,333 |
| Total net assets | $11,023,400 | $11,886,847 | $13,743,362 | $13,276,738 | $13,401,290 |
Key data checks
| Key data checks info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Principal Officer
Mr. Michael Duggan
Michael joined Domus in 1991 and is responsible, along with a dynamic, dedicated board, for our tremendous expansion since then. In 1991 Domus served 7 homeless boys in a single group home with a budget of $200,000. We now serve nearly 1,000 youth and their families and have a budget of around $13.6 million. From 1982 to 1991 Michael worked in Brooklyn for Good Shepherd Services, beginning his official human services career as a Jesuit Volunteer Corps member with JVC East. Mike is a graduate of the College of the Holy Cross and Hunter College School of Social Work; he is a CSW. Mike was one of five recipients of the 2010 Sanctae Crucis award given by the College of the Holy Cross; the award is the college's highest non-degree honor and recognizes outstanding service by its graduates. He was also a 2002 Hesselbein Fellow of the Peter Drucker Foundation for Nonprofit Management. He was the subject of a Turning Point documentary on BYU TV. He was honored to receive in January 2012 one of five Lewis Hine Awards given by the National Child Labor Committee to distinguished professionals in the world of youth service; he was nominated by CT Governor Dan Malloy. Along with his wife Karen, Mike received the The Graymoor Community Service Award in 2015 from the Franciscan Friars of the Atonement for working “to heal, to unite, and to bring home those who have lost their way." He serves on the St. George Church (Guilford CT) Haiti Outreach Committee. Duggan mentors several young men, one for almost two decades.
Number of employees
Source: IRS Form 990
Domus Kids Inc.
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
Domus Kids Inc.
Highest paid employeesSOURCE: IRS Form 990
Compensation data
Domus Kids Inc.
Board of directorsas of 08/20/2024
Board of directors data
Mr. Beto Casellas
Syncrony Financial
Term: 2023 - 2026
Tom Kreitler
Eaton Partners
Andrew LeSueur
Heidrick & Struggles
Jon Rather
Welsh Carson Anderson & Stowe
Robert Green
Cambrex
Beto Casellas
Synchrony Financial
Rob Thomas
IBM Analytics
Christopher Hentemann
400 Capital Management
Paula McInerney
Bluff Point Associates
John Almeida
AEA Investors
Jamie Boris
ABC House of New Canaan
Anthony Campbell
Yale University Chief of Police
Reverend Dr. Michael Christie
Union Baptist Church
Oni Chukwu
Frontiers Acquisitions
Mimi MacLean
Fernando Merce
Melissa & Doug
Christopher Moore
Angelo Gordon
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
Transgender Identity
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 07/10/2024GuideStar 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 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 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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