mission statement

CRJ promotes a safe and just society for all people through direct care programs, education and advocacy. We provide comprehensive residential and day services for individuals who need assistance to live civil and productive lives. CRJ develops and implements demonstration programs to test innovative strategies and creative solutions, conducts research and evaluation, and disseminates knowledge through publications, forums and professional assistance. We assert our leadership in the criminal justice arena as well as our longstanding commitment to justice when it is challenged. CRJ provides a workplace which supports diversity, enhances personal growth and facilitates professional development.

table of contents

Letter from the President
Letter from the Chief Executive Officer
Crime and Justice Institute
Mentally Retarded/Developmentally Disabled Services
Youth Services
Adult correctional Services
Addiction Services
Financial Report
Contributors and Funders
Board of Directors and Senior Staff


Letter
from the President

(top)

Dear Friends:

In the three years since Massachusetts Half-Way Houses joined forces with the Crime and Justice Foundation, our agency has evolved its two distinct parts in to an integrated whole. Today, Community Resources for Justice devotes its efforts to addressing some very difficult human and societal challenges --one-on-one as we serve our many clients, and at the macro level of systemic change -- with each sector's work informing and strengthening the other.

This time of integration has also been one of growth, and CRJ has achieved an extraordinary tripling of revenues. With a new high in service contracts, to more than $16.5 million, we ended Fiscal Year 2002 with a surplus despite our investment losses.

We owe our enviable financial position to careful oversight by our Board, to the skill and dedication of Chief Financial Officer Kathleen Zawasky, and certainly to the boldness, patience and leadership of CEO John Larivee and former Chief Operating Officer Tamara Holden. CRJ has reaped handsome dividends from the efforts of its senior management team. Throughout the year they sought out program expansion opportunities; explored new collaborations with corrections agencies, educational institutions and community groups to benefit returning offenders; raised CRJ's visibility through their contributions in professional and legislative circles; and tended to the infrastructure needs occasioned by our rapid growth.

Our success rests no less on a skilled and committed staff, whose service to CRJ exemplifies excellence, creativity, compassion and integrity. These values shine forth, whether meeting the rigorous demands of 22 residential programs which operate "twenty-four/seven,"forging policy and program reforms, or any of the myriad activities in between.

In the governance of CRJ, we were pleased to add Paul R. Haley to our Board of Directors in June 2002, bringing welcome expertise from his long career in the Massachusetts legislature as well as his financial skills as an investment banker at Lehman Brothers. My deep thanks go out to two longtime directors who have now left the Board. Mary Q. Hawkes' long and fruitful career in corrections, focusing on women prisoners' issues as both academician and practitioner, gave her a unique and valuable perspective, which she shared for our benefit for more than 30 years. Robert J. Watson, whose name graces our Cambridge youth residence, is a 24-year veteran whose multifaceted service includes his skillful turns as president, treasurer and chair of innumerable committees. We will remain greatly indebted to Bob for his creativity and foresight in stewarding our endowment and in conceiving the merger which created CRJ.

As we lay the path for the next decade in CRJ's long and honorable history, today's Board welcomes the challenges of crafting new strategic goals for continued growth supported by the values we cherish. I hope you'll join me in celebrating a milestone year as our 125th anniversary unfolds in 2003.

Sincerely,

Brian A. Callery

President

Letter
from
the CEO (top)

Dear Friends:

The values infusing Community Resources for Justice -- integrity, creativity, compassion, excellence -- are as much in evidence today as they were in 1878. As we celebrate our 125th anniversary, we cannot help but honor these qualities in our predecessors and acknowledge how profoundly they continue to direct our work. I hope this year's Report conveys how CRJ's values inspire our unique fusion of innovation and tradition.

While all sectors of society faced the realities of America's continued economic downturn in 2002, our Board and staff alike recognize that only in the non-profit sector is value combined with values. CRJ's bottom-line results speak to the heart as well as to the financial statement. Even as our costs rose during the year for providing care to more than 1,200 juvenile, adult offender and developmentally disabled clients, we worked tirelessly to deliver excellence, constrained by funders' shrinking budgets. And in the late spring of 2002 we initiated a creative, short-term option to address a critical lack of services in Massachusetts for teen girls at risk.

The Crime and Justice Institute (CJI) came under new leadership midway through FYÔ02 as Elyse Clawson joined us, making the shift from West Coast to East and from the public sector, where she had gained a stellar reputation directing adult and juvenile corrections systems for the county that encompasses Portland, OR. During the past year, as record numbers of long-term offenders were released from the nation's prisons and jails, CJI's research, analysis and public advocacy helped to sharpen and shape the local and national debates concerning parole and prisoner reentry.

In the coming year, we look forward to benefiting from the new leadership of William Coughlin as Chief Operating Officer. Bill replaces Tamara Holden, whose invaluable skills and unflagging service, first as Acting CEO of Massachusetts Half-Way Houses then as CRJ's COO, saw us very efficiently through post-merger and vigorous expansion periods.

Our rapid growth brought on the need for stronger infrastructure. To better serve a workforce grown to nearly 400, we refined our human resource management in 2002, hiring William Barnes to direct a department that launched management training geared to retaining and advancing the best and brightest in this challenging human service sector. As always, we strive to keep our salaries, benefits and advancement opportunities competitive.

My gratitude goes out to all our supporters, funders and advocates: to the foundations, individuals, corporations and public agencies on whom we rely for the privilege of carrying out our progressive mission. Although our agenda in the public sphere is not always a popular one, our enduring commitment to social and criminal justice systems that are fair, effective, humane and cost-efficient depends on your continuing confidence and generosity. Together with CRJ's dedicated and talented staff, we are well-equipped to "get it right." Thank you!

Sincerely,

John J. Larivee

Chief Executive Officer

Crime & Justice
Institute (top)

Like its forerunner The Crime and Justice Foundation, CJI's chief pursuits are to advance well-reasoned public policies and to develop new strategies for enhancing public safety and systems of criminal and juvenile justice. Through research, advocacy, partnership and technical assistance in FY'02, we fostered awareness, spurred needed debate, and energized efforts focused on community development, quality of life and violence prevention.

With the arrival in November 2001 of a new Executive Director, numerous irons were put in the fire. In her new role Elyse Clawson, former head of adult and juvenile corrections systems in Multnomah County, OR, has drawn on her wide experience and networks to raise new interest in CJI's evaluative and technical assistance capacities, and to engage CJI in new collaborations and partnerships. The most exciting of these efforts has recently yielded results with a $1 million award from the Department of Justice's National Institute of Corrections: A three-year partnership to assist two to three U.S. states in initiating and sustaining an overhaul of their corrections and community justice systems in order to institutionalize proven methods for reducing offender recidivism.

Our reputation as an innovative collaborator served us well throughout FY'02 as we continued working on Mayor Thomas Menino's Boston Reentry Initiative along with the Boston Police Department and Suffolk County Sheriff's Department to achieve better results in reducing recidivism by young, violent urban offenders.

Ongoing research and policy analysis produced "No Place Like Home: Housing and the Ex-Prisoner" in November 2001. The publication's dissemination followed by a forum at Old South Meeting House brought to the public eye and to Massachusetts' criminal justice community our findings and recommendations for overcoming ex-prisoners' major obstacles in getting access to stable, affordable housing. This and two earlier papers on offender reentry have been referenced at national corrections conferences and by the Council for State Government, and have earned CJI a place on the MA Department of Correction's Advisory Council for a federally-funded "Going Home" prisoner reentry initiative.

Underwritten by the Gardiner Howland Shaw Foundation, a staunch supporter of CJI's "voice of reason," the housing paper was part of a multi-level exploration for Shaw Foundation, with the aim of delivering a "roadmap" of recommendations for legislation as well as corrections administrators for reducing recidivism throughout the Commonwealth of Massachusetts.

This past year CJI took strides in further defining and shaping its role as an internal research and development arm supporting CRJ's direct service programs. In collaboration with managers of our residential programs, CJI helped to identify key criteria for evaluating programs and measuring clients' success. Data collection was begun in the Youth Services sector as well as discussions on a standardized management report that will ultimately serve as a quality assurance tool for all CRJ service programs.

Our Standards and Quality Assurance staff delivered technical assistance for the 22nd year, designing, administering and scoring exams for Essex County Sheriff's Department employees seeking promotion to the rank of captain, lieutenant or sergeant.

CJI has an exciting roster of activities heading into FY'03, in addition to our cooperative agreement with the National Institute of Corrections to help launch comprehensive community corrections systems. In the coming year, we will work with The Boston Foundation and Gardiner Howland Shaw Foundation, along with MassINC, to present a series of forums designed to inform decision-making on enhancing public safety in Boston. Focus groups among urban residents and offenders will contribute to the knowledge base being established through this joint effort. We are also formulating a partnership for violence prevention with the Boston Police, the Boston Public Schools and the Vera Institute. Training of school-based police aims to improve school climate by improving relationships between children and adults. And we will assist the Massachusetts Department of Correction, which is charged with administering approximately $1 million in federal funds for the "Going Home" project; CJI will coordinate Reentry Steering Committee meetings, help develop partnerships in five targeted communities, and monitor progress of the workplan, helping to set benchmarks for success.

Also in 2003, CJI will launch a periodic publication summarizing current research on a particular issue, and highlighting agencies or institutions employing evidence-based practices.

Mentally Retarded/
Developmentally
Disabled Services (top)

Community Strategies, operating across Central and Southeastern Massachusetts and throughout New Hampshire, was CRJ's fastest growing division in 2002. More than one hundred individuals with mental retardation, developmental disabilities, complex medical needs or severe psychological or behavioral disorders were able to live comfortably and happily thanks to a broad array of alternatives to institutionalization.

Through its home-based opportunities in particular, CRJ offered an enhanced quality of life in more natural settings than in psychiatric hospitals, nursing homes or rehabilitative facilities.

Most of the individuals served by Community Strategies live with multiple challenges that severely limit their ability to lead fully independent lives. But in a variety of residential models and with a range of clinical and support services, we provided for each individual the most beneficial mix of supervision, freedom and treatment.

As with CRJ's adult offender and youthful clients, we value and respect these individuals for who they are--and for who they can become. We challenge each one to participate as fully as possible in his or her own treatment planning and to exercise as much responsibility as they can manage.

In 2002, Community Strategies merged its two divisions under single management. The two different models for service delivery, previously identified with the individual's state of residency and the corresponding state funding agency, continue to move toward unification for greater efficiency and collaboration. To benefit individuals in both states, we now have the opportunity to offer community-based placement using whichever model of care will prove most successful.

Community Strategies for Massachusetts (CSMA), operating supervised group homes for 4 to 5 individuals, opened its thirteenth and fourteenth homes in FY'02, in Brookfield and Abington.

Fifty-three individuals benefitted from 24-hour residential supports as well as therapy, transportation, and job development and training. One apartment-living program offered a less structured alternative for two individuals requiring less intensive levels of support.

CSMA last year achieved a high level of certification from the Department of Mental Retardation's Office of Quality Management, and recognition for its specialized expertise in caring for mentally and behaviorally-challenged individuals.

Having decided in 2001 to establish in-house clinical services, this year CSMA provided group and individual therapy on a weekly basis to all residents who needed it. For new arrivals, who are sometimes accompanied by an incomplete or out-of-date history, we now conduct our own behavioral assessments of their psychological state and needs.

With a reputation for achieving success where other agencies have failed, Community Strategies is among the few which is exceptionally well equipped and always willing to serve individuals with challenging behaviors, including those with past criminal involvement. We offer exceptional expertise through our clinical staff, who are able to offer specialized treatment options to the mentally retarded sex offender.

At Community Strategies for New Hampshire (CSNH), adult residential services delivered in private homes continued to comprise the majority of our care in 2002. Carefully screened independent home providers throughout New Hampshire have access to 24-hour on-call support from our staff. They represent a broad cross section of the population, and provide beneficial and cost-effective environments that are a proven alternative to institutionalization, thanks to extensive training specific to the individual they serve, as well as training on client rights, developmental disabilities, medication administration, health and safety, and reporting requirements.

Such home-based settings offered individuals the opportunity to put life-skills and coping mechanisms into everyday practice to achieve greater independence. Approved respite caregivers provided assistance to alleviate the intensive demands of our home providers' commitment. These caregivers were also available to augment staff during behavioral crises.

CSNH staff delivered or arranged for necessary clinical services and scheduled a wide variety of therapeutic services for 58 adults and several minors, including a smaller number of consumers cared for in their own homes. For these, many with complex medical needs, CSNH's dedicated staff provided support and coordination of all medical, clinical and therapeutic services. Outreach efforts targeted life-skills needs such as money management, social skills and personal hygiene.

In another consolidation move, Community Strategies made plans to centralize one administrative office in Northwood, NH, in the fall of 2002. The new location will have the added advantage of providing space where some individuals will receive life-skills and job-readiness training to raise their levels of self-reliance and independence.

Youth
Services

All of CRJ's client services are based on the premise that every human life is valuable and every human being entitled to basic dignity, rights and freedoms. But nowhere does CRJ's culture of valuing, supporting and role modeling impact the future as profoundly as among the more than three hundred youth who passed through our five juvenile programs last year.

For Boston area youth who may have known only dysfunction, hardship or abuse in their home life, and have a history of challenging behaviors including delinquency, violence and substance abuse, CRJ's staff guided them with compassion and discipline to learn respect for themselves and others and grow -- sometimes painfully -- towards maturity, responsibility and independence.

At our four residences and a day-reporting center, we prepared our young clients for independent living, successful reunification with family or foster home placement, guided by the belief that self-determination leads to self-sufficiency. With our long history of working with urban youth and the unique situations they face, our staff excelled at setting limits, contracting for behavior and holding youth accountable, while monitoring for at-risk behaviors which may be flags for further violence, substance abuse, sexual offending or self-injury.

For nearly twenty years Watson House, in Cambridge, has cared effectively for young offenders committed to Massachusetts' Department of Youth Services (DYS). In 2002, in response to DYS' needs, Watson staff shifted its focus to provide an Independent Living/Community Transition program for youth aged 16-21. This population presented a difficult challenge, with many youth having records of more serious offenses than most previous residents. Vocational training, resume development and visits from guest speakers helped prepare them for employment, along with supervised community volunteer work. They shared in the maintenance of Watson House through cleaning chores, grocery shopping and laundry, and learned how to manage budgets and deal with taxes, credit cards, and bank accounts.

Sargent House carried out a similar mandate, preparing for independent living adolescent males referred by MA Department of Social Services (DSS). Giving a high priority to education this year, Sargent's staff saw gratifying results as improved grades enhanced their clients' self-esteem and confidence, and led to other successes as well as a decrease in problem behaviors. Despite the challenge of working with this older group of clients, the order and care at both Sargent House and Watson House have been commendable, thanks to the high standards, thorough training and consistent supervision of our house directors, case managers, youth workers and monitors.

Ambrose House launched a new program for success this year to aid their more mature clients 15 -18 in developing the confidence and skills for making a positive transition to adulthood. Pathways to Independence participants must demonstrate a willingness to change, maintain at least average academic performance, conduct weekly job searches, display leadership and positive peer interactions and abide by all House rules. Activities added to their busy schedules included driver education, academic tutorials and compulsory attendance at Alcoholics Anonymous/ Narcotics Anonymous meetings, to learn alongside adults the tools for long-term sobriety. Pathways' nurturing yet strict environment is building a solid foundation for participants to overcome their personal obstacles and pursue meaningful goals.

As a locked detention home where youth spend an intensively supervised three to six weeks before moving on to less restricted care, Somerville Transition Shelter (STS) directly served the strategic goal shared by DYS and DSS for a seamless continuum of care based in the community. As they progress out of STS and through decreasingly restricted stages of oversight, youth are stabilized, counseled and cared for by CRJ staff with as little interruption as possible to their schooling and existing positive relationships. In spite of relatively short client stays, STS sustained its theatrical tradition this year, with youths performing their own comic versions of classic dramas. Rewriting dialog, rehearsing and creating costumes and props kept things lively at the Shelter, with two productions for families, staff, funders and neighbors received with much appreciation and amusement.

In December 2001, the Somerville Day Reporting Center (SDRC) "came home" to its original location in East Somerville, sharing STS's building and managing to create a comfortable environment in limited space. SDRC clients, mostly young men between 18 and 21, were an invaluable asset in the move, as was the STS staff. Though occupying the same building, the two youth programs maintain separate operations due to their very different program structures.

During 2002, all these programs enjoyed excellent cooperative relationships with local schools, employers, recreational, health and mental health resources. CRJ's youth programs' first Intramural Basketball Tournament was made more exciting thanks to donated uniforms and a trophy. Watson House walked away with the prize, perhaps abetted by their team's advantage of height and experience! We are grateful for the continued generosity of many who have demonstrated their support for Boston's troubled youth.

Adult
Correctional
Services (top)

This year our three residential and two non-residential programs delivered comprehensive, innovative and vital transitional services to more than 700 men and women returning to their home communities from county and federal correctional facilities.

Through assertive case management and advocacy, this blend of new and well-established programs provided first-rate transition assistance to offenders in the final weeks or months of their sentence and immediately following their release. CRJ's skilled and caring case managers and others worked tirelessly to increase their clients' chances of creating productive, law-abiding and satisfying lives, by opening up opportunities and helping to remove barriers to their success.

Since December 2001, CRJ's case management capabilities with adult offenders have been showcased in the Safe Neighborhood Initiative (SNI) Community Reentry Project. Through a three-year contract with the Massachusetts Office of the Attorney General, this project beefs up our community presence on behalf of high-risk offenders returning to Dorchester, primarily to the Bowdoin-Geneva neighborhood.

CRJ's SNI Project Coordinator is the only case manager for the Boston Reentry Initiative (BRI). He works with recently released young, high-risk Suffolk County inmates to receive high-intensity, community-based coaching and support encompassing assistance with employment, housing, counseling and other issues. The case manager-offender relationship is initiated prior to release and continues for up to 12 months post-release. When these young men leave prison, CRJ's case manager may well be the only person waiting for them, buying their first meal on the outside and seeing that their first night is not spent in a shelter or doorway.

CRJ and our BRI partners anticipate that this intensive but effective model of case management will clearly demonstrate its success and lead to its adoption for high-risk offenders returning to other high-crime areas of Boston and the Commonwealth.

Another successful bridge from jail to the community, now in its second year, is the Offender Reentry Program (ORP), a collaboration of CRJ, Bunker Hill Community College, The Work Place and Ella J. Baker House, coordinated by the Suffolk County Sheriff's Department and funded by the U.S. Department of Education. More than 75 ex-offenders, in groups of six to twelve, have received six weeks of intensive training and mentoring where CRJ's Support Services Specialist helps them to clarify their personal, professional and educational goals and prepare for their return to society. Graduates continued to receive case management for up to six months post-release. The relationships and trust built with staff are real and valued; when they finish, most feel that they've accomplished something important to their future.

The SNI Project and the ORP brand of multi-agency endeavors are making inroads into seemingly intractable problems in ways no single one of our organizations probably could. And so we continue to seek out and foster such productive partnerships.

McGrath House served seventy-five women from the Suffolk County Sheriff's Department last year, nearly 60 of whom left our programs as successful graduates. Most also received services at the Suffolk County Women's Resource Center, another component of Suffolk's community corrections continuum.

Brooke House served 250 men from SCSD, with a similar rate of successful program completion. In addition to CRJ case management, most of the men took advantage of either the ORP program or Suffolk County Community Corrections Center. The resolve that adult offenders need to deal with their addictions and other issues is strengthened by the shared inspiration of the daily Meditation and Recovery Meetings that are now part of the morning routine at both Brooke House and McGrath House. Brief sessions offering an uplifting reading or a helpful practice to follow during the coming day have been well-received by the majority of residents. Men at Brooke House can also avail themselves of weekly Narcotics Anonymous meetings in addition to other community-based treatment services.

CRJ largest program for offenders remains Coolidge House, New England's Comprehensive Sanction Center, where staff worked with more than 400 offenders referred by the Federal Bureau of Prisons or the U.S. Department of Probation.

Our Census Reduction for Ex-Offenders Program (CREO) served 46 homeless men and women in FY'02, providing them with shelter, employment and housing assistance and strong case management services.

June 2002 marked the end of our operation of Project Green, CRJ's long-running alternative sanctions program for male offenders in Connecticut. During its 12-year tenure, the program won the praise of criminal justice agencies as well as organizations such as Easter Seals of New Haven, for whom the men performed valuable community service while acquiring marketable skills.

Addiction
Services (top)

To address head on the epidemic of alcohol and other drug abuse and addiction-related issues within our three client populations, our Programming Department devoted a great deal of effort in FY'02 toward the goal of designing and providing substance abuse addiction programs for our residential clients.

The first major hurdle was recently surmounted, in October 2002, when a provisional license was issued by Massachusetts' Department of Public Health/Bureau of Substance Abuse Services. Coolidge House, our federal Comprehension Sanction Center, has been approved to serve as homebase for CRJ's Reentry and Recovery Program, our in-house addictions program.

For our clients with alcohol and other drug addiction, CRJ's licensure by the state now gives us the opportunity to manage a smoother continuum of treatment as they apply themselves to overcoming this major stumbling block. It also marks the beginning of an established track record of in-house services that will make us eligible to seek a variety of state and federal funds for future addictions programming.

During FY'02 attention was given to assessing addiction issues among clients in our Youth Services, and the relationship with current treatment providers, with the aim of shifting this population to our in-house treatment services during the coming year.

2002
FInancial Statement (top)

CONTRIBUTORS & FUNDERS (top)

Individuals
$5,000 or more
Ms. Mary Q. Hawkes & Mr. Irving Sanders*
Ms. Tamara Holden Roberts

$1,000 to $4,999
Mr. Thomas J. & Ms. Mary G. DeSimone
Mr. Gregory Torres & Ms. Elizabeth A. Pattullo
Mr. & Mrs. Robert J. & Laurie Watson
Mr. Paul A. Zintl

$500 to $999
Mr. William W. Barnes
Mr. J. Thomas Franklin, Esq.
Mr. Francis X. Hartmann
Mr. Karl E. Krantz
Mr. & Mrs. John J. Larivee, Jr.
Ms. Julia C. Livingston, Esq.
Ms. Kathleen A. Zawasky

$250 to $499
Ms. Jean Gordon Bell
Mr. Brian A. Callery
Mrs. Margaret V.H. Hubbard
Mr. & Mrs. John S. Jenness
Mr. James A. Justice
Mr. Michael Richards
Ms. Kathleen M. Roby

$100 to $249
Ms. Maria D. Alexson
Mr. Rodney Allen
Ms. Simintaj Bakhtiar
Ms. Angie Barboza
The Honorable Margot Botsford
Ms. Agnes C. Brengle
Mr. William M. Briand
Mr. Brian F. Burgwinkle
Mr. Robert Cadigan
Mr. Raymond E. Carey III
Mr. Michael Chernovetz
Mr. Philip Ciaramicoli
Ms. Elyse Clawson
The Honorable Thomas E. Connolly
Ms. Elizabeth L. Curtin
Ms. Margaret Dwinell
Ms. Janice M. Flammia & Mr. Gary Genard
Mr. Joseph S. Freeman
Mr. & Mrs. Walter & Anne Gamble
The Honorable Gerald Gillerman
Ms. Annette Gonthier-Kiely
Ms. Kate Goodrich
Dr. & Mrs. Joel G. Green
Ms. Sylvia & Mr. Roy A. Hammer
Dr. & Mrs. John Homans
Mr. Paul H. Hyde III
Ms. Melanie H. Jones
Ms. Julia A. Kaufmann
Mr. Gerald K. Kelley, Esq.
Mr. & Mrs. John J. Larivee, Sr.
Mr. Thomas A. Lehrer
Mr. Erich Lob
Mr. James G. Marchetti, Esq.
Mr. & Mrs. Daniel F. Marr III
Ms. Frances McBain
Ms. Brenda O'Donnell
Mr. Michael O'Keefe
Mr. Jonathan B. Peck
Ms. Susan Jenness Phillips
Mr. Thomas Quarles, Jr.*
Mr. Sergio R. Reyes
Mr. William Rodriguez
Mr. Martin Rosenthal
Mr. C. Eliot Sands
Dr. David B. Smith
Mr. Paul & Ms. Joanne Staples
Mr. David L. Steele
Mr. Donald K. Stern, Esq.
Ms. Susan & Mr. Chuck Sterns
Mr. Richard W. Talkov
Mr. Robert A. Webb
Mr. & Mrs. Nathaniel J. Young, Jr.

Under $100
Mr. & Mrs. Hachig Aghjayan
Ms. Sandra H. Bakalar
Ms. Cynthia M. Barr
Ms. Stacie E. Beland
Ms. Katharine H. Bradley
Ms. Amy C. Broman
Mr. John G. Brooks, Esq.
Mrs. Lorie Burrell-Jones
Ms. Rosemary A. Caballero
Chief Joseph C. Carter
The Honorable Paul A. Chernoff
Mr. Carl N. Ciprotti
Ms. Christine Cole
Ms. Linda M. Cox & Mr. John
A. Kroh
Mr. Philip W. Cyr
Mr. Charles Deknatel
Mr. Emil A. Dube
Mr. Ndubuisi Ekekwe
Mr. Robert A. Feuer, Esq.
Mr. Holland C. Filgo, Jr.
Sheriff John M. Flynn
Mr. G. Michael Gardner
Mr. Thomas H. Green III
Mr. & Mrs. Raymond Guilfoil
Mr. David A. Haley
Ms. Sheila and Mr. Ted Hawkes*
Mr. James Hemm
Mr. Philip B. & Ms. Ann Heymann
Ms. Muriel T. Hirt
Ms. Diane S. Juliar, Esq.
Mr. Robert & Ms. Mary Beth Kahn
Mr. Ronald E. Kempf
Mr. John H. Laub, Ph.D.
Mr. Peter Lawrence
Ms. Mary Lou Little
Ms. Janet A. Lyden
Mr. Thomas M. McGovern
Ms. Marilyn J. Mosier
Mr. Harry Newell
Mr. John H. Nichols, Jr.
Representative Anne Paulsen
Ms. Priscilla Cobb Payne
Ms. Sheila M. Pelow
Curtis Prout, MD
Mr. James F. Roberts
Ms. Ann Marie Rocheleau
Mr. & Mrs. Elliot Paul Rothman
Ms. Kathleen Ryan
Mr. John W. Sears
Mr. Stephen Shestakofsky
Mr. & Mrs. Joel B. Slocum
Mr. Edward L. Sweda
Mr. Scott E. Taberner
Ms. Juliana Taylor
Ms. Maria Torres
Mr. Donald G. Tye, Esq.
Ms. Sue Von-Maszewski
Ms. Barbara Williams
Ms. Deborah Jean Williams
Mr. & Mrs. Nathan H. Zoll

Trusts
Gertrude Hooper Fund
Eugene F. Fay Trust
Delcevare King Trust

Corporations and Foundations
Bushrod H. Campbell & Adah F. Hall Charity Fund
Gardiner Howland Shaw Foundation
Helene B. Black Charitable Foundation
Massachusetts Society for Aiding Discharged Prisoners
New England Financial
SR Program of the Janey Fund
Frederick E. Weber Charities**

Gifts-In-Kind
Boston Celtics
Dunkin' Donuts
Goulston & Storrs
John Hancock Financial Services
Ms. Mary Q. Hawkes, Ph.D.
Mr. Raymond Jakubauskas
Mr. John S. Jenness
Massachusetts DSS Kids' Fund
Massachusetts Sports Alliance
Mr. Martin McCammon
Ms. Margo Morris
Secret Santa Fund
Mr. Luis Valenzuela
Ms. Nancy & Mr. Marty Watson

Public Funding Sources
Bunker Hill Community College
Community Bridges (NH)
Community Developmental Services Agency (NH)
Community Support Services (NH)
Connecticut Office of Alternative Sanctions
Developmental Services of Sullivan County (NH)
Essex County (MA) Sheriff's Department
Federal Bureau of Prisons
Forsyth County, North Carolina
MA Department of Mental Health
MA Department of Mental Retardation
MA Department of Public Health
MA Department of Social Services
MA Department of Youth Services
MA Office of the Attorney General
MA Rehabilitation Commission
Monadnock Developmental Services (NH)
Moore Center Services (NH)
NH Department of Health & Human Services
Suffolk County (MA) Sheriff's Department
United Developmental Services
University of Mass. Medical School

Every effort has been made to ensure the accuracy of this report. If we have inadvertently made an error, please notify the Development Office and accept our apology.
*Donors to The Mary Hawkes Fund
** also omitted from our Annual Report 2001 in error

BOARD OF DIRECTORS & SENIOR STAFF (top)

Board of Directors
President
Brian A. Callery
BayState Financial Services

Vice President
Julia C. Livingston, Esq.
Goulston & Storrs

Treasurer
Kathleen M. Roby
The Boston Company

Clerk
Gerald K. Kelley, Esq.
Massachusetts Bay Transportation Authority

Joseph C. Carter
Massachusetts Bay Transportation Authority

Thomas J. DeSimone*
S.R. Weiner & Associates

G. Michael Gardner
LPM Holding Company

Paul R. Haley, Esq.
Lehman Brothers/Boston

Francis X. Hartmann
Kennedy School of Government, Harvard University

Michael O'Connor*
Access International

Kathleen M. O'Toole
O'Toole Associates

Michael Richards
MA Division of Medical Assistance

Honorary Directors
Mary Q. Hawkes, Ph.D.**
Weston, MA

Robert J. Watson**
LPM Holding Company

Executive Staff
John J. Larivee
Chief Executive Officer

William J. Coughlin
Chief Operating Officer

Kathleen A. Zawasky
Chief Financial Officer

Elyse Clawson
Executive Director, Crime and Justice Institute

Administration
William W. Barnes
Director of Human Resources

Simin Bakhtiar
Contracts Manager

John Bujak
Assistant Controller

Lorie Burrell-Jones
Corporate Office Manager

Kate Goodrich
Director of Development

Susan Jenness Phillips
Director of Standards & Quality Assurance

Sergio R. Reyes
Director of Technological Services

John L. Sullivan
Director of Facilities Management

Crime & Justice Institute
Elyse Clawson
Executive Director

Christine M. Cole
Director of Programs & Policy

Lore A. Joplin
NIC Project Manager

Cheryl A. Roberts
Director of Research

Service Programs
Adult Correctional Services & Programming
Elizabeth L. Curtin
Director

Angie Barboza
Director, Brooke House

Michael Chernovetz
Director, Project Green*
* contract ended 6/30/02

Kurt Francois
Coordinator, Safe Neighborhood Initiative/
Bowdoin-Geneva

Peggy Lucien
Acting Director
McGrath House

Brenda O'Donnell
Director, Coolidge House

G. Ben Sullivan
Director
Addiction Services

Developmentally Disabled/Mentally Retarded Services
Eric Scharf, Director

Lisa DelleChiaie
Assistant Director
Community Strategies
for MA

Margo Morris
Assistant Director
Community Strategies
for NH

Terry Burch
Senior Clinician

Joseph Goodwin
Area Director
Community Strategies
for MA

Youth Services
William M. Briand Director

James Christian
Director, Somerville Transition Shelter

Howard Jardine II
Director, Watson House

James "J.C."Swenson
Director, Sargent House

Shawn Webb
Director, Ambrose House

*elected at December 2002 Annual Meeting
**ended their tenure in 2002

Values

Integrity

Creativity

Compassion

Excellence