Human Services

Metro Centers for Community Advocacy, Inc.

Shelter from the Storm

aka Metropolitan Center for Women and Children, Inc.

Jefferson, LA

Mission

Mission statement: To break the cycle of violence and aid survivors of domestic violence, sexual assault and stalking through advocacy, intervention, empowerment, and transformation.

Notes from the Nonprofit

Metro provides free and confidential services to Spanish-speaking and Vietnamese survivors of family violence and/or sexual assault.

Ruling Year

1986

Principal Officer

Darlene Santana

Program Director

Ms. Rebecca Rainey

Main Address

PO Box 10775

Jefferson, LA 70181 USA

Keywords

Domestic Violence, Sexual Assault, Family Violence, Stalking, Dating Violence

EIN

72-1062244

 Number

7753147454

Cause Area (NTEE Code)

Family Violence Shelters and Services (P43)

Rape Victim Services (F42)

Counseling Support Groups (F60)

IRS Filing Requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Social Media

Programs + Results

What we aim to solve New!

Domestic violence and sexual assault are the primary societal problems that Metro Centers for Community Advocacy addresses in the Greater New Orleans area. Statistics show that the domestic violence and sexual assault occurrences are at a high level in Louisiana. In 2016, Louisiana was identified as the state with the second highest rate in the nation of women murdered by men. Additionally, the Louisiana Foundation Against Sexual Assault reports on their website that the rate of forcible rapes in 2009 in Louisiana was estimated at 30.3 per 100,000 inhabitants. Because the number of domestic violence and sexual assaults incidents remain at high levels, Metro Centers for Community Advocacy provides free and confidential services to these survivors to help them overcome the trauma.

Our programs

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

SOURCE: Self-reported by organization

Domestic Violence Program

Sexual Assault Program

Stalking Program

Where we workNew!

Charting Impact

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

SOURCE: Self-reported by organization

What is the organization aiming to accomplish?

What are the organization's key strategies for making this happen?

What are the organization's capabilities for doing this?

How will they know if they are making progress?

What have and haven't they accomplished so far?

Metro Center for Community Advocacy's vision is as follows. "Metro Centers for Community Advocacy (Metropolitan Center for Women and Children) is dedicated to assisting survivors of domestic violence, sexual assault and stalking to live their lives without fear of violence and to be financially and emotionally independent." To meet its vision, Metro Centers for Community Advocacy's plan is to assist survivors in achieving autonomy with emotional and financial independence through supportive services and education. To accomplish the plan, Metro's Strategic Plan addresses the following strategic goals.
Goal 1: Enhance services for survivors
Goal 2: Cultivate community relationships
Goal 3: Increase awareness of Metro's services
Goal 4: Maintain facilities
Goal 5: Develop funding streams
Goal 6: Maintain technology

The following goals and objectives comprise the strategies for Metro Centers for Community Advocacy (Metropolitan Center for Women and Children).
Goal 1: Enhance services for survivors
Objective 1: Hire diversified staff.
Objective 2: Provide continuing training for staff.
Objective 3: Ensure services for survivors meet standards.
Goal 2: Cultivate community relationships
Objective 1: Develop community partnerships.
Objective 2: Increase resource partnerships.
Objective 3: Ensure that Board is diverse and representative.
Goal 3: Increase awareness of Metro's services
Objective 1: Explore new ways to advertise Metro's services.
Objective 2: Increase media awareness of Metro and services.
Objective 3: Utilize social media to communicate about Metro and
services available.
Goal 4: Maintain facilities
Objective 1: Follow regular maintenance schedule.
Objective 2: Ensure Metro's facilities meet safety standards.
Goal 5: Develop funding streams
Objective 1: Explore diversified funding opportunities.
Objective 2: Improve and enhance the fund development plan.
Goal 6: Maintain technology
Objective 1: Ensure technology is current to meet needs.
Objective 2: Improve record keeping and reporting using technology.

Metro Centers for Community Advocacy (Metro), established in 1986, is a community-based, independent, non-profit 501(c)(3) social service agency serving victims of domestic violence, family violence, dating violence, sexual assault, and stalking. Metro's mission is to break the cycle of violence and aid survivors of domestic violence, sexual assault, and stalking through advocacy, intervention, empowerment and transformation. Metro currently provides wrap-around services, including individual advocacy, information and referrals, group support, medical advocacy, legal assistance in obtaining restraining orders, sheltering, counseling, safety planning, financial literacy, and caregiver support to survivors in eight (8) southeast Louisiana parishes – the Greater New Orleans Metropolitan area. These parishes include a spectrum of communities from urban to suburbs to exurbs to rural areas. Metro has a main office complex, two shelters, four safe-housing apartments and four satellite offices. Metro also provides a 24/7 Crisis Line for counseling and/or referrals for victims. Services are available in English, Spanish and Vietnamese. All services to survivors offered by Metro are free and confidential.
Metro, governed by a volunteer Board of Directors, hired Metro's Executive Director, Darlene Santana, who has extensive experience in non-profit management. All grant and donations financial records, maintained by Metro's Accountant, are reviewed monthly by the Board of Directors at their meetings. Metro's Executive Director ensures that all grant activities and funds are in compliance with grant applications. Metro's financial statements are audited annually by external auditors. Programmatic audits, performed by grantors, occur during the grant cycles.
Metro's direct service staff are credentialed and highly trained to provide services to survivors. Metro's three programs – domestic violence, sexual assault and stalking services - are based on the empowerment model. This model is a process providing survivors with the tools and resources necessary for them to become self-sufficient. By undergirding the survivor with the tools for independence, Metro works to empower him/her to make decisions which lead to his/her becoming active, contributing members of society. Survivors leave Metro's services better equipped to care for their families and themselves. Through Metro's prevention education to the community as a whole, Metro works to prevent trauma and help citizens lead fulfilling lives.

Progress indicators for Metro Centers for Community Advocacy are comprised of regular programmatic evaluations as well as financial evaluations. Metro Centers for Community Advocacy evaluates its three programs – domestic violence, sexual assault and stalking – through quantitative and qualitative methods. Results of the evaluation of the programs are used to make adjustments in the programs, if needed and to determine if additional services are needed. Additionally, the evaluation results inform the Executive Director of budget needs and budget imbalances in staffing. The evaluation results are reported monthly to the Board of Directors.

Quantitative data are collected monthly and quarterly from direct service staff. These services are available through funds provided through various grants specifying the number of survivors and the objectives to be met. The status of these quantitative objectives are determined through the following ways:
• Monthly statistics provided by direct service staff
• Quarterly statistics provided by direct staff
• On-site monitoring by grantors
• Annual financial audit (determination of the compliance with the grant application)

Qualitative data are collected from survivors through Metro's Survivor Survey. The responses to the survey are reviewed monthly and compiled annually. Monthly reviews indicate problems, if any, with Metro's services. If needed, adjustments to Metro's programs are made to accommodate survivor needs. The annual compilation of the surveys is given to the Board of Directors and staff as well as grantors.

Outcomes
Metro's mission statement informs the Board, staff and community of the eligibility requirement for services. Based on the number of survivors receiving services, the following steps ensure that grant outcomes are directly related to Metro's mission and strategic goals.
• Goals and objectives written as part of grant applications are related directly to the number of survivors receiving services and community presentations given as well as adhering to grant guidelines and focus areas.
• The goals stated in grant applications are global in nature and state the overall focus of the services in each grant application, as per grant guidelines.
• The actual numbers of survivors to receive services as well as the numbers and types of community education presentations.
• Outcomes for grants are determined how the goals are met through accomplishing the measurable objectives.
Efficiency of Metro's programs are measured by the following methods:
• Grant funds are used for purposes indicated in grant proposals
• Sufficient staff to provide services
• Support services for staff
Survivor outcomes
Metro's advocates give all adult survivors receiving services a copy of the survivor survey. The final two questions on the survey relate directly to survivor outcomes. Survivor outcomes comply with Metro's mission and vision for survivors.

The vision statement for Metro Centers for Community Advocacy is as follows: "Metro is dedicated to assisting survivors of domestic violence, sexual assault and stalking to live their lives without fear of violence and to be financially and emotionally independent." To meet this vision for survivors, the goals for Metro's Strategic Plan are tracked monthly to determine the progress made. The goals directly address client services, Board responsibility, and administrative functions. The progress reports are provided by the Executive Director through her staff meetings and monthly Board meetings. Because meeting this vision for all survivors who receive services through Metro continues to be an ongoing task, the progress made, as measured by progress of accomplishing the Strategic Plan goals, remains a work in progress.

External Reviews

Awards & Accreditations


Since 2009

Affiliations & Memberships

Louisiana Association of Nonprofit Organizations

Financials

Metro Centers for Community Advocacy, Inc.

Fiscal year: Jul 01 - Jun 30

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  • Forms 990 for 2017, 2016 and 2015
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Operations

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

Need more info?

FREE: Gain immediate access to the following:

  • Address, phone, website and contact information
  • Forms 990 for 2017, 2016 and 2015
A Pro report is also available for this organization for $125.
Click here to see what's included.

Board Leadership Practices

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

SOURCE: Self-reported by organization

BOARD ORIENTATION & 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 & 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