Second Step, Inc.
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Second Step, Inc.
EIN: 22-2868513
as of October 2024
as of October 15, 2024
Programs and results
Reports and documents
Download other documentsWhat we aim to solve
Domestic violence survivors face multiple challenges including homelessness, housing instability, financial insecurity, legal issues, physical injury, and emotional trauma. The Second Step works with survivors not only to achieve safety and stability, but to truly heal from trauma, strengthen their internal resources, and rebuild their lives. Domestic Violence is a leading cause of homelessness and housing instability for women and families. Up to 99% of victims experience economic abuse, leading to ruined credit and decreased economic opportunities. Domestic Violence causes physical injury and psychological trauma. Attaining affordable housing, economic independence, and legal protection are the foundation upon which survivors heal and gain stability and well-being.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Transitional Living Program
We operate a transitional living program to house families rendered homeless because of Domestic Violence. Families are eligible to remain for up to two years (average stay is 6-9 months) during which they engage in services designed to give them the tools they need to live independently. Families – adults and children alike – have access to comprehensive services such as extensive case management, legal advocacy, personal and professional development, supportive and psycho-educational groups, family nurturing and stabilization services, assistance with the housing search process, and referrals to other agencies, services and systems as appropriate. We help families find and maintain permanent housing and provide supportive services to ensure successful transitions.
Legal Services Program
Domestic violence survivors have complex legal needs, often with multiple issues stemming from the abuse. We distinguish ourselves in the community with our legal services program that pairs each client with a highly trained team of attorneys and social workers who provide zealous legal advocacy along with safety planning and emotional support. Staff attorneys provide trauma-informed legal representation for restraining orders, custody/child support, divorce, immigration, and housing. We help survivors navigate legal issues vital to their safety and the safety of their families. This comprehensive program results in an improved process and better, safer outcomes and forms the bedrock on which a client rebuilds a life of safety and well-being. We serve well over 200 clients through our Legal Services Program annually. While we primarily serve clients in Middlesex County, Suffolk County, and Norfolk County, MA, we occasionally serve clients in other areas of Eastern MA.
Prevention, Intervention & Education
We provide services to survivors in the community to build skills, develop resilience, heal from trauma, achieve long-term stability, and thrive. Services include safety planning, psycho-emotional education and emotional support; English language skills; mentoring; financial wellness; access to resources such as mental/physical health, benefits, childcare; wellness, stress management, and coping strategies. We integrate outreach, education, and direct service activities within a larger context of violence prevention, including workshops and presentations for the broader community, focusing on topics as healthy/unhealthy relationships, warning signs of abuse, bystander intervention, and how to help peers, friends, and family members who are in violent and abusive relationships.
Where we work
Affiliations & memberships
Mass Coalition for the Homeless
Massachusetts Nonprofit Network
National Coalition Against Domestic Violence
National Coalition for the Homeless
Jane Doe, Inc 2023
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of clients assisted with legal needs
This metric is no longer tracked.Totals By Year
Related Program
Legal Services Program
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Legal Services included: Family Law – 127 clients, Abuse Prevention Order – 84 clients, Immigration – 32 clients, Housing – 15 clients. Many clients access more than one legal service.
Number of clients served
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
We served over 400 individuals who have experienced domestic violence in 2023. As most of our clients have children, our services help break they cycle of abuse for over 600 children each year.
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?
The Second Step provides comprehensive services for those experiencing domestic violence. Our goal is to ensure survivors of domestic violence have the resources and support they need to escape abuse, remain safe from violence, gain independence, and improve their well-being.
Our programs and services are designed with the 5 domains of well-being in mind: 1) decrease social isolation and exclusion; 2) increase and maintain safety; 3) increase and maintain housing, financial, and emotional stability; 4) increase empowerment and autonomy; 5) connect to meaningful mainstream resources. We partner with survivors to address the trauma of abuse and build brighter futures for themselves and their children.
Last year, we served over 400 adults, helping break the cycle of abuse for over 600 children. While domestic violence impacts all communities, approximately 90% of our clients are women, 72% are considered low income, and 58% are people of color. Several staff and board members are domestic violence survivors, and a wide range of cultural and linguistic backgrounds are represented.
Our wraparound services ensure holistic support so survivors can remove obstacles to independence. All our services are provided for free.
What are the organization's key strategies for making this happen?
Our wraparound services ensure holistic support so survivors can remove obstacles to independence and improve their well-being. For example, our advocates and lawyers collaborate to support clients in court –attorneys provide zealous representation, while advocates offer emotional support. We provide safety planning to decrease the real threat of increased violence when ending an abusive relationship. We provide transitional living, work on budgeting, fixing credit, housing search, accessing resources and more. On average clients stay in shelter for 8-9 months, then transition to permanent housing, with 100% of clients remaining permanently housed one year later. Community advocates continue providing support through the transition to independence and may work with our staff attorneys for family law, restraining orders, or other legal needs.
Recently, we have had more clients with limited English proficiency which can create a barrier to victims seeking and receiving help. To meet this need, we invested in translation and interpretation services, have increased our multilingual materials, and are adding accessibility software to our website. We offer language proficiency pay to attract and retain bilingual/multilingual staff. When survivors communicate with service providers in their native language, it is easier to express their needs and goals, understand their rights, and access the life-saving options and resources available to them.
The Second Step is committed as an organization to ensuring that services are effective and lead to the outcomes that are most important to our client’s long-term well-being. Through client feedback surveys, service tracking, and measuring key performance indicators, we approach our continued efforts from a perspective of ongoing growth. Our measurement tools allow us to gain a better understanding of several key factors in long-term stability, including increased feelings of safety; increased feelings of empowerment and autonomy; and increased housing, financial, and emotional stability.
What are the organization's capabilities for doing this?
The Second Step is powered by a team of highly skilled professionals who imbue challenging work with humanity, kindness, and compassion. At our core, we are people serving people and our people are especially qualified to meet survivors’ unique safety and trauma-related needs. Among our staff are a number of survivors and those who have lived experiences of domestic violence, housing and economic instability, and trauma. We have staff who are immigrants, those for whom English is a second language, and many fluent in a language other than English. Many have advanced degrees in law, social work, criminal justice, psychology, and program development; all staff participate in continuing education and professional development opportunities to remain current on best practices and hone skills.
Our Executive Director has worked in the DV field for 15 years with extensive experience as an attorney providing direct services to clients, and a background in nonprofit administration. The Assistant Executive Director has broad experience working in the field with adult and youth survivors, especially in the housing field. She is also a seasoned contract manager with deep data analytic and program development and assessment skills.
We benefit from and contribute to: Jane Doe Inc., MA Coalition Against Domestic Violence, city and town domestic violence roundtables, the Newton Wellesley Hospital Domestic Violence and Sexual Assault council, the Family Law Domestic Violence Policy Group, that collaborates on issues of policy and best practices in family court. Annually, our attorneys teach classes at local law schools and universities.
We are undergirded by a diversified and robust range of funding sources, including state, federal, and local grants and contracts, as well as a healthy portfolio of corporate and foundation partners. As has been the case from the beginning, some of our biggest supporters are individuals within the community, providing everything from unrestricted funds to countless volunteer hours in support of the families we serve. Approximately 50% of our budget comes from contract funding, while the other 50% comes from private revenue (individuals, corporations and foundations).
Taken as a whole, it is this hardworking and dynamic community that allows us to do what we do.
What have they accomplished so far and what's next?
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 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 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 act on the feedback we receive
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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
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2023 info
1.29
Months of cash in 2023 info
12.8
Fringe rate in 2023 info
14%
Funding sources info
Assets & liabilities info
Financial data
Second Step, 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 Second Step, 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 | $179,597 | $58,898 | $436,262 | $570,734 | $213,896 |
As % of expenses | 9.5% | 3.0% | 21.7% | 25.4% | 9.4% |
Unrestricted surplus (deficit) after depreciation | $113,388 | -$6,752 | $369,949 | $500,671 | $143,927 |
As % of expenses | 5.8% | -0.3% | 17.8% | 21.6% | 6.1% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $1,876,219 | $1,891,942 | $2,291,707 | $2,823,358 | $2,460,325 |
Total revenue, % change over prior year | -11.6% | 0.8% | 21.1% | 23.2% | -12.9% |
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 | 0.7% | 0.5% | 0.1% | 0.1% | 1.5% |
Government grants | 56.0% | 57.6% | 55.6% | 57.6% | 57.0% |
All other grants and contributions | 43.4% | 41.9% | 44.2% | 42.3% | 41.4% |
Other revenue | -0.2% | 0.0% | 0.1% | 0.0% | 0.0% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $1,896,007 | $1,980,252 | $2,007,960 | $2,246,060 | $2,281,481 |
Total expenses, % change over prior year | 7.6% | 4.4% | 1.4% | 11.9% | 1.6% |
Personnel | 62.9% | 71.7% | 65.6% | 65.3% | 64.7% |
Professional fees | 5.5% | 4.0% | 4.8% | 5.0% | 4.4% |
Occupancy | 16.0% | 11.4% | 12.3% | 11.1% | 12.6% |
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 | 15.7% | 12.8% | 17.3% | 18.7% | 18.3% |
Full cost components (estimated) info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $1,962,216 | $2,045,902 | $2,074,273 | $2,316,123 | $2,351,450 |
One month of savings | $158,001 | $165,021 | $167,330 | $187,172 | $190,123 |
Debt principal payment | $0 | $0 | $0 | $240,900 | $0 |
Fixed asset additions | $0 | $0 | $110,615 | $0 | $0 |
Total full costs (estimated) | $2,120,217 | $2,210,923 | $2,352,218 | $2,744,195 | $2,541,573 |
Capital structure indicators
Liquidity info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Months of cash | 8.8 | 10.4 | 11.5 | 11.1 | 12.8 |
Months of cash and investments | 8.8 | 10.4 | 11.5 | 11.1 | 12.8 |
Months of estimated liquid unrestricted net assets | 0.7 | 1.1 | 3.0 | 5.7 | 6.8 |
Balance sheet composition info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Cash | $1,386,772 | $1,715,574 | $1,923,534 | $2,075,738 | $2,427,777 |
Investments | $0 | $0 | $0 | $0 | $0 |
Receivables | $443,192 | $327,945 | $288,669 | $446,558 | $309,536 |
Gross land, buildings, equipment (LBE) | $3,223,168 | $3,223,168 | $3,324,168 | $3,319,628 | $3,303,504 |
Accumulated depreciation (as a % of LBE) | 53.5% | 55.6% | 55.6% | 57.5% | 59.7% |
Liabilities (as a % of assets) | 40.6% | 48.3% | 44.0% | 35.0% | 40.3% |
Unrestricted net assets | $1,612,302 | $1,605,550 | $1,975,499 | $2,476,170 | $2,620,097 |
Temporarily restricted net assets | $486,735 | 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 | $486,735 | $339,527 | $187,012 | $193,576 | $158,524 |
Total net assets | $2,099,037 | $1,945,077 | $2,162,511 | $2,669,746 | $2,778,621 |
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
Executive Director
Susan Ross Esq.
With 25 years of experience as a lawyer, counselor, and advocate, Susan Ross, Esq. brings a wealth of leadership experience to our dynamic team. After a clerkship with the US District Court, Sue served in the Middlesex District Attorney’s domestic violence unit, seeing first-hand the limits of the legal system alone to solve the complex problems interfering with victims’ long-term safety and stability. As a staff attorney and Director of Steps to Justice, Sue developed a legal services program integrated with wrap-around supportive services to improve outcomes. In 2021 Sue was appointed Interim Executive Director and then ED in 2022.
Number of employees
Source: IRS Form 990
Second Step, Inc.
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Second Step, Inc.
Board of directorsas of 08/13/2024
Board of directors data
Joe Ristuccia
Lesley University
Term: 2014 - 2023
Joel Ristuccia
Lesley University
Krista McCabe Cruz
Massachusetts General Hospital
Glenn Rosen
Boomhower Software
Katia Canenguez
Mass General Hospital / Harvard Medical School
Lesley Colognesi
Beaver Country Day School
Jennifer Gandel
Heather Mack
April Stein
Susan McMurry
Wellington Management
Kimberly Tosi
Gather Home, Interior Design
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 -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? 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
No data
Gender identity
Transgender Identity
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 09/20/2023GuideStar 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 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.