PLATINUM2024

Crisis Center for South Suburbia

Tinley Park, IL   |  https://crisisctr.org/

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GuideStar Charity Check

Crisis Center for South Suburbia

EIN: 36-3039964


Mission

The Crisis Center is a non-profit community organization that provides emergency shelter and other essential services to victims of domestic violence, and addresses the societal issues that contribute to domestic violence. The Crisis Center serves the Greater Chicago Southland, the main focus areas being the ten townships in its original service area: Bloom, Bremen, Calumet, Lemont, Orland, Palos, Rich, Stickney, Thornton, and Worth. This encompasses the Circuit Court of Cook County Fifth and Sixth Municipal Districts in Bridgeview and Markham. However, clients come from all over the state of Illinois, from other states, and occasionally from other countries.

Ruling year info

1980

Executive Director

Ms Pamela A Kostecki

Main address

PO Box 39

Tinley Park, IL 60477 USA

Show more contact info

EIN

36-3039964

Subject area info

Mental health counseling

Abuse prevention

Victim aid

Domestic violence shelters

Transitional living

Population served info

Children and youth

Adults

LGBTQ people

Women and girls

Men

Show more populations served

NTEE code info

Family Violence Shelters and Services (P43)

Protection Against and Prevention of Neglect, Abuse, Exploitation (I70)

Counseling Support Groups (F60)

What we aim to solve

SOURCE: Self-reported by organization

The Illinois Criminal Justice Information Authority issued a study, 2016 Victim Needs Assessment, in April 2017 which concludes, “Victims of domestic violence . . . often describe a ‘cycle of victimization’ that is difficult to escape. Without additional or extended assistance, DV victims return to perpetrators or end up in new relationships with similar patterns of emotional and physical abuse. The cycle may also have started at a much earlier age through violence witnessed as a child within the home.” 49% of victims of domestic violence stated they needed counseling services; 43% said they needed civil legal assistance. Victims of DV reported being afraid after the crime, being financially vulnerable, feeling they were not believed by police officers, and did not receive information they needed.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Crisis Center for South Suburbia

Mission: The Crisis Center for South Suburbia is a non-profit community organization that provides emergency shelter and other essential services for individuals and families victimized by domestic violence and addresses the societal issues that contribute to domestic violence.
Vision: Crisis Center for South Suburbia is committed to ending domestic violence through the provision of prevention and intervention services primarily in South Suburban Cook County.
The Crisis Center has been providing services in the suburban communities of Chicago for over 44 years, and has grown during that time from a kitchen hotline to an agency responding to the growing and evolving community needs.

Population(s) Served
Adults
Victims and oppressed people
Victims of crime and abuse

Our Emergency Residential Shelter provides emergency housing, food, and support services to individuals and families who are experiencing domestic violence and are in need of a safe haven, 24 hours a day/365 days a year. In FY23, we provided 10,255 nights of safety and shelter to 162 adults and 154 children.

Built specifically as a shelter for survivors of domestic violence and their vulnerable family members, the Crisis Centers Emergency Residential Shelter offers a safe temporary residence and related emergency services. The shelter expanded in 2023 and now has 54 beds and can provide safety and shelter for up to 20 families at a time.

During the survivors stay, counseling, therapeutic intervention, domestic violence education, legal information, and linkage to other resources are offered. Professional staff assist clients in identifying individual and family needs, and coordinate crucial options and services to meet those needs.

Population(s) Served
Homeless people
Victims of crime and abuse

The Clinical Counseling Program offers individual and group counseling to individuals affected by domestic violence. Masters-level counselors provide clinical counseling services to clients living at the shelter and victims of family abuse living in the community. Clients learn about domestic violence, receive support to heal from abuse, and explore options for safety and independence. Children receive age-appropriate counseling and therapeutic intervention.

Population(s) Served
Victims and oppressed people

Court advocacy services are offered to victims of domestic violence in the Fifth and Sixth Municipal Court Districts of Cook County, Illinois. Court advocates meet with victims to explain the court procedure, the Illinois Domestic Violence Act, help them complete forms for filing for an order of protection, provide education about domestic violence, and offer referrals for other needed services.

Population(s) Served
Victims and oppressed people

Participants in our Transitional Housing Program are provided with rental assistance and supportive services for up to 24 months. Staff provides support, connects clients to community resources, teaches financial literacy and budgeting, and helps clients overcome other barriers to self-sufficiency. In FY23, 108 individuals received 25,450 nights of housing through our Transitional Housing Program (including Rapid Re-Housing).

Lack of affordable housing and lack of income are the two greatest barriers to independence in our community. The average rent in our area is now over $1,700 per month - unsustainable for victims fleeing abuse.

Population(s) Served
Victims of crime and abuse
Homeless people
Children and youth
Adults

The Crisis Center provides education and training about domestic violence throughout the south suburbs of Chicago. This education takes the form of training for legal, criminal justice, healthcare, social services, and other professionals. It also includes awareness events for the general public. In FY23, staff provided 9,054 hours of training and education throughout the community. Over 9,000 people participated in professional trainings, domestic violence certificate trainings, and domestic violence education.

The Safe Start Dating Violence Prevention Program works with schools, churches, youth groups, colleges, and other agencies to provide education on dating violence, how to avoid violence, what to do if your friends are in a dating violence situation, and what a healthy relationship looks like. The program can also provide short term intervention and counseling for young people. In FY23, our Safe Start educators provided 460 presentations to 15,375 students in the community.

Population(s) Served
Adults
Adolescents

The Crisis Center for South Suburbia's Live Safe Patient Advocacy program provides identification, assessment, and referral of victims of domestic violence at three local hospitals. This program increases access to health care, enhance care coordination, and reduce health disparities for victims of domestic violence.

Our Medical Advocates screen patients for domestic violence at OSF Little Company of Mary Hospital in Evergreen Park, Advocate Christ Medical Center in Oak Lawn and Silver Cross Hospital in New Lenox. In FY23, Medical Advocates provided 13,352 domestic violence safety screenings and provided 16 trainings to medical personnel.

Population(s) Served
Victims of crime and abuse
Adults
Emergency responders
Emergency responders

In our Law Enforcement and Victim Outreach (LEAV) program, our Advocates outreach to 35 police departments, attend roll calls, review more than 5,200 police reports and contact more than 4,000 victims of domestic violence annually.

LEAV Advocates reach out to law enforcement officers and the community to raise awareness about domestic violence, prevention, identification, intervention and services available to victims of domestic violence.

Population(s) Served
Adults
Victims of crime and abuse

Where we work

Awards

Golden Trumpet Award 2010

Publicity Club of Chicago

Park Forest, Illinois, Commission on Human Relations 2010

Humanitarian Award

Community Volunteer Award 2002

Points of Light Foundation

2014 Global Leadership Through Timeless Service 2014

Alpha Kappa Alpha

Affiliations & memberships

American Association of Grant Professionals 2010

National Coalition Against Domestic Violence 2005

Illinois Coalition Against Domestic Violence 2020

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of homeless participants engaged in housing services

This metric is no longer tracked.
Totals By Year
Population(s) Served

Homeless people, Victims and oppressed people

Related Program

Emergency Residential Shelter

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

The Crisis Center for South Suburbia offers Emergency Residential Shelter for victims of domestic violence. Reflects calendar year.

Number of nights of safe housing provided to families of domestic violence

This metric is no longer tracked.
Totals By Year
Population(s) Served

Homeless people, Victims and oppressed people

Related Program

Emergency Residential Shelter

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Context Notes

The Crisis Center provides Emergency Residential Shelter for victims of domestic violence. Year reflects calendar-year.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

The goal of Crisis Center services is to bring about changes such as:
1. Knowledge may include the dynamics of abuse, typical behaviors of batterers, or how various systems in the community work.
2. Services help to change such attitudes as blaming oneself for the abuse or believing the lies repeatedly told by the abuser (they are crazy, unlovable, bad mothers, etc.).
3. Services may help clients increase their skills such as budgeting and planning, how to behave during court proceedings, or how to write a resume.
4. Services may help clients change behaviors to promote their own safety and independence.
5. Services may help change expectations about help that is or is not available.
6. Services help improve the emotional status by offering support, protection, and information.
7. Services may improve life circumstances of clients and their children by assisting them to obtain safe and affordable housing, become employed, go to school, or other experiences they may need.

The Crisis Center provides services for victims of domestic violence and our community through four pillars. Housing Services includes Emergency Shelter, Interim Housing, and Transitional Housing services. Victim Services includes Counseling. Court Advocacy, Emergency Assistance, and Aftercare Services. Outreach Services includes the Domestic Violence Hotline, Live Safe Patient Advocacy, Law Enforcement And Victim Outreach (LEAV), and Community Education. The fourth pillar is Prevention Services which includes Safe Start Dating Violence Prevention services and Partner Abuse Intervention Program (PAIP).

A three-year Strategic Plan guides the Crisis Center for South Suburbia. The current plan is operational through July of 2024. The Strategic Plan has five core objectives, which have not changed since the development of the 2019-2021 plan. The core objectives include drive revenue growth; wise oversight of resources; serve our clients; engage our community stakeholders and engage our Crisis Center team. Within each core objective are key strategies and action items, which are monitored by eight committees comprised of board members and staff.

Each quarter of the fiscal year, designated staff liaisons and committee chairs provide updates on progress, challenges and proposed solutions. Annually, the Board of Directors and Program Directors meet to review annual progress and discuss action items for each strategy.

Implementing the agency’s Strategic Plan, especially in the past ten years, has resulted in increased revenue, increased numbers of donors (including major donors), creative responses to economic conditions (especially during COVID-19), improved marketing strategies, implementation of cost-saving measures during the pandemic, implementation of additional technologies including a new HR and payroll system, a more responsive approach to client needs, increased collaborations with other local service providers and increased employee engagement.

The agency has several sources of revenue. In addition, the agency has a Development Department that brings in funding from a variety of sources. The staff in this department continue to reach out to current, past, and potential donors to increase giving each year. The board and staff carry out fund raising events that raise money and awareness about the Crisis Center, the needs of our clients, and the issue of domestic violence. This year the department is focusing on its annual giving program as well as online giving to increase the average annual giving among donors and inspire giving from new donors.

Neat Repeats Resale stores have provided consistent and increasing revenue each year since beginning in 1986. The stores are predominantly staffed by volunteers. Volunteers provide services throughout the agency that would otherwise increase personnel costs. The Crisis Center has an on-going 40-hour Domestic Violence Training so that direct-service volunteers can receive the required classes needed to commit to the agency.

Services to victims of domestic violence are free, so program income is limited. However, some rental income is generated from a building the agency owns, our program for domestic abuse perpetrators has fees, and our 40-hour domestic violence training brings in revenue.

The Crisis Center invests in its human resources to enhance sustainability with its highly trained staff. It is the policy of the agency to pay wages and salaries that are internally equitable and comparable to pay rates for like positions in appropriate job markets. In addition, the Crisis Center is



Impact of Services last year: In FY19, CCSS provided over 18,000 service hours for 1,857 clients. In addition, the Crisis Center accomplished the following:
- 12,050 nights of shelter for 308 homeless victims of domestic violence
- 20 adults and 14 children received 9,284 days of transitional housing and supportive services
- 3,678 hours of counseling and therapeutic intervention for 641 adults and children
- Assisted over 1,000 adult clients with services in court
- 801 orders of protection were filed: 91% of those were granted
- 399 dating violence prevention presentations for over 5,080 students
- Provided community education to 3,575 community members

Outcomes: As an organization focusing on serving victims of domestic violence, our immediate goal is to offer safety. Our ultimate goal is to help survivors move toward improved life circumstances.
FY2019 Results of InfoNet Outcomes Questions indicate the following:
Clients know more ways to plan for their safety – 100%
Clients know more about community resources - 99%
Clients feel safer from abuse – 92%
Clients feel more hopeful about their future – 95%
Clients have a better understanding of the effects of abuse on their lives. – 100%
Clients have a better understanding of the effects of abuse on their children's lives - 93%.
Clients know they can report violations of their order of protection – 100%
Clients have an increased understanding of their legal rights – 100%

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • 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

  • 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 act on the feedback we receive, We share the feedback we received with the people we serve

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, all surveys must not include any personal identifiable info to protect clients privacy & safety

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
NET GAIN/LOSS:    in 
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2022 info

SOURCE: IRS Form 990

3.95

Average of 2.98 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990

6.2

Average of 5.1 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990

19%

Average of 16% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

Crisis Center for South Suburbia

Revenue & expenses

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Crisis Center for South Suburbia

Balance sheet

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

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 ending: cloud_download Download Data

Crisis Center for South Suburbia

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

This snapshot of Crisis Center for South Suburbia’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 $254,364 $86,487 $686,304 $126,736 $233,704
As % of expenses 8.1% 2.5% 18.1% 3.0% 6.5%
Unrestricted surplus (deficit) after depreciation $119,524 -$62,931 $543,414 -$38,502 $145,594
As % of expenses 3.6% -1.7% 13.8% -0.9% 3.9%
Revenue composition info
Total revenue (unrestricted & restricted) $3,396,151 $3,562,635 $4,456,350 $4,385,416 $3,851,008
Total revenue, % change over prior year 13.9% 4.9% 25.1% -1.6% -12.2%
Program services revenue 2.3% 2.3% 1.9% 1.7% 1.1%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.2% 0.3% 0.3% 0.5% 2.2%
Government grants 39.4% 38.6% 48.6% 56.5% 54.2%
All other grants and contributions 24.5% 25.1% 23.7% 41.3% 25.4%
Other revenue 33.6% 33.7% 25.5% 0.0% 17.0%
Expense composition info
Total expenses before depreciation $3,141,787 $3,456,108 $3,790,086 $4,248,680 $3,603,461
Total expenses, % change over prior year 15.4% 10.0% 9.7% 12.1% -15.2%
Personnel 73.0% 73.0% 74.2% 69.3% 72.4%
Professional fees 0.5% 2.3% 0.5% 1.1% 17.6%
Occupancy 8.7% 6.9% 4.3% 4.7% 4.7%
Interest 0.3% 0.3% 0.2% 0.2% 0.0%
Pass-through 0.0% 0.0% 0.0% 0.0% 0.0%
All other expenses 17.4% 17.5% 20.9% 24.8% 5.3%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $3,276,627 $3,605,526 $3,932,976 $4,413,918 $3,691,571
One month of savings $261,816 $288,009 $315,841 $354,057 $300,288
Debt principal payment $12,934 $13,468 $0 $374,322 $16,057
Fixed asset additions $182,402 $0 $149,433 $0 $0
Total full costs (estimated) $3,733,779 $3,907,003 $4,398,250 $5,142,297 $4,007,916

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 4.4 4.4 6.1 4.6 6.2
Months of cash and investments 4.7 4.7 6.4 4.9 6.6
Months of estimated liquid unrestricted net assets 5.7 5.4 7.7 6.1 7.3
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $1,152,350 $1,256,120 $1,921,466 $1,623,118 $1,863,639
Investments $88,974 $93,082 $108,059 $125,365 $110,160
Receivables $305,606 $255,976 $453,704 $473,958 $597,086
Gross land, buildings, equipment (LBE) $2,822,418 $2,828,592 $2,978,024 $3,007,232 $3,083,416
Accumulated depreciation (as a % of LBE) 63.6% 68.1% 69.4% 74.3% 76.4%
Liabilities (as a % of assets) 15.7% 14.5% 21.4% 12.8% 14.1%
Unrestricted net assets $2,319,290 $2,256,359 $2,799,773 $2,761,271 $2,906,865
Temporarily restricted net assets $0 $20,040 N/A N/A N/A
Permanently restricted net assets $0 $0 N/A N/A N/A
Total restricted net assets $0 $20,040 $0 $10,000 $0
Total net assets $2,319,290 $2,276,399 $3,563,149 $2,771,271 $2,906,865

Key data checks

Key data checks info 2018 2019 2020 2021 2022
Material data errors No No Yes No No

Operations

The people, governance practices, and partners that make the organization tick.

Documents
Form 1023/1024 is not available for this organization

Executive Director

Ms Pamela A Kostecki

Ms. Kostecki has more than a decade of experience with direct services to homeless individuals, veterans, children, students, and others. She has experience as an executive director, adjunct professor, social worker, counselor, and program manager. She has extensive experience in crisis intervention, conflict management, program development and management, along with analytical thinking and strategic planning. Ms. Kostecki received her undergraduate education from Illinois State University. She earned a Master's degree in Social Work at Aurora University and is a Licensed Clinical Social Worker with the State of Illinois.

Number of employees

Source: IRS Form 990

Crisis Center for South Suburbia

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Compensation
Other
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Compensation data
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Crisis Center for South Suburbia

Highest paid employees

SOURCE: IRS Form 990

Compensation
Other
Related
Show data for fiscal year
Compensation data
Download up to 5 most recent years of highest paid employee data for this organization

Crisis Center for South Suburbia

Board of directors
as of 02/02/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Jennifer Kanacki

Elevance Health

Term: 2022 - 2023

Maureen Niswonger

Retired, Coldwell Banker, Orland Park, IL

Barbara J Pearson-McCreary

Retired Emergency Physician, Advocate Christ Medical Center, Oak Lawn

Kathleen A. Mahoney

Managing Director, CIBC, Tinley Park, IL

David L. Anders

Hutchison Anders & Hickey, Tinley Park, IL

Thomas D. McCarty

LS3 Consulting, Inc., Orland Park, IL

Kathleen J Abbott

Exelon Corporation, Chicago, IL

Debra J Fahey

Old Plank Trail Community Bank

Jennifer Kanacki

Elevance Health

Brenda P White

Retired Joint Commission, Oakbrook, IL

Doranita Tyler

Agency Owner, American Family Insurance, Lynwood, IL

Tobbie Walter

Senior Vice President, Branch Manager, Morgan Stanley Wealth Management, Downers Grove, IL

Mary Carol Witry

Retired Chief Operating Officer, Oldcastle Building Envelope, Palos Heights, IL

Derrick Lott

Owner, McDonald's Franchisee, Frankfort, IL

Kris Laakson

Southwest Suburbs Underwriter, Chicago Title, Orland Park, IL

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • 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

SOURCE: Self-reported; last updated 2/2/2024

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
White/Caucasian/European
Gender identity
Female, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 07/02/2021

GuideStar 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

Data
  • 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.
Policies and processes
  • 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.