Trauma and grief are labels for emotional states that are very difficult to fully comprehend and can vary widely. The Diagnostic and Statistical Manual of Mental Disorders (commonly referred to as DSM) diagnoses are often according to trends and do not fully encompass all personal experiences.

Trauma is multifaceted and it can affect more than those who directly experienced a traumatic event. They might include:

1. Descendants of traumatized individuals such as grandchildren (intergenerational transmission of trauma)
2. Societies (cultural trauma)
3. Caregivers (vicarious trauma)

Grief is equally as varied, as are the individual trajectories of those experiencing it. People may experience:

1. A preoccupation with thoughts and memories of the event or loss that impacts existing relationships and personal beliefs (Complicated Grief)
2. A sense of a lack of closure that delays and complicates the grieving process (Ambiguous Loss)
3. Hyperarousal, avoidance and re-experiencing symptoms (Post-Traumatic Stress Disorder)

The nature of some of these symptoms might make sufferers less likely to seek care or access mental health services, making diagnosis difficult.

We were formed in Manhasset, NY, a community heavily impacted on 9/11.

Tuesday’s Children received its 501C3 status December 4, 2001.

We were created by families and friends who experienced a direct loss and wanted to give children the childhood experiences they might otherwise miss out on due to the loss of their parent—not to replace the parent, but to remember and honor them.

Our first goals were to provide families with fun activities, a support network, and child mentoring.

Create long-term healing programs to help alleviate the reactions and symptoms caused by the impact of 9/11.

Long-term commitment and response—understanding traumatic events have a lifelong impact on children and families and their needs change over time.

A broad, community-based approach to outreach and service delivery, incorporating non-traditional models of engagement and bringing services directly to families in their communities.

A needs-based approach to evaluating, adapting and evolving programs and services, including ongoing individual, family and community needs assessments.

Evidence-based services that build resilience—it is important to use proven programs that have delivered results in other settings. Often these approaches need to be adapted to the population’s specific needs in order to be engaging and build strength and resilience.

It is vital to carefully select and vet program partnerships with organizations and individuals who share our mission, respect the needs of our families and fulfill a specific purpose.

Incorporating family or community involvement and feedback at all stages of organizational development, program development, evaluation and outreach is key. Tuesday’s Children has relied on our Family Advisory Board and community assessments when developing and adapting our programs. Many of our programs, like Project COMMON BOND, originated from the ideas of the children and families we serve.

Our original mission statement was very wordy, but conveyed our commitment to the children who lost a parent:
Tuesday’s Children, a ‘by the families – for the families’ non-profit organization founded by the brothers, colleagues and friends of World Trade Center victims, has made an eighteen year commitment to each of the thousands of children who lost a parent on Tuesday, September 11th 2001. Our children and their families, having lost a guiding light in their lives, must not be left to walk their path alone. Tuesday’s Children’s programs – based on family and community interaction – create the ongoing structure and support necessary to insure a happy and healthy future.

Our mission evolved as programs grew:
Tuesday’s Children is a non-profit service organization that has made an 18-year commitment to every child who lost a parent on September 11, 2001, providing a wide range of programming, from mentoring, to advocacy for children, to next-step skills and leadership training for adults. Tuesday’s Children’s programs are created by the families, for the families with one simple goal – to develop the resources necessary to ensure these families reach their full potential.

After the 10th anniversary, the wording needed to change to incorporate expansion populations while keeping the promise
to our original constituents:
Tuesday’s Children was founded to promote long-term healing in all those directly impacted by the events of September 11, 2001. Our mission today is to keep the promise to those children and families while serving and supporting communities affected by acts of terror worldwide.

Tuesday’s Children provides a lifetime of healing for those who have been forever changed by terrorism and traumatic loss.

Engagement and outreach programs are perhaps most important in building trust, staying connected with families and keeping our finger on the pulse of their needs.

Career Programs were developed early on for parents and adults and we have provided college and career advisement to children throughout. This has grown over the years into our Career Resource Center as our youth population has aged.

Skills development programs are offered to families, particularly youth, in order to to provide coping mechanisms and life management strategies that aid participants through life events such as transition to new schools, financial planning, etc.

This is something not all people pursue immediately after a traumatic event, but it is important to have in place and is the underpinning of many of our other programs.

Project COMMON BOND has united over 700 international youth from 28 countries impacted by terrorism to engage in dignity-focused activities, learn about peace-building and form lasting friendships.

This skills-based program was offered early on to more than 400 individuals and has now been replicated in multiple settings helping: 9/11 family members;, responder families;,school workers and bereaved community members in Newtown, CT; and, most recently,surviving family members of post-9/11 fallen military service members.

Has served more than hundreds of children—pairing them with adults in the community who can understand their loss. The length of matches sets it apart, some spanning more than a decade.

Helping Heals is a service-learning initiative where.Tuesday’s Children’s families give back to others in need.toThe desire of our family members to want to give back to others is indicative of their post-traumatic growth. Helping Heals programs can change their view from “victim” to someone with self-efficacy and self-esteem.

Heart to Heart brings together Gold Star widows and widowsmothers for healing retreats where they engage in peer support and conduct dialogues about dignity, trauma, self-care and resilience.

Many of our programs can be adapted and replicated. For example, Creative Insight, which has now been replicated in multiple settings, serves 9/11 family members, responders, military widows, and school workers and bereaved families in Newtown, CT. Many of our signature programs are evidence based and have proven outcomes in supporting those impacted by traumatic loss.

Formation of Tuesday’s Children and first programs

Partnership with Bear Sterns: Bear Cares, a mentoring program for 9/11 children

First Creative Insight
Youth Mentoring Program is founded

First teen programming launches: Take Our Children to Work Day and Career Paths

First Responder Alliance is formed to serve families of 9/11 rescue and recovery workers

First Helping Heals program held

First annual Project COMMON BOND

First programming initiative incorporating military families

Junior Board is founded

Families commemorative 10th anniversary of 9/11

Career Resource Center launches

Resiliency Center of Newtown opens in response to December 14, 2012 shooting at Sandy Hook Elementary

First Project Heart to Heart retreat with 9/11 and military widows

Extensive outreach for Military Initiative for Families of the Fallen

Long-Term Healing Model training curriculum launches

Tuesday’s Children launches Youth Mentoring for Military Families
of the Fallen

Launch of TuesdaysChildrenHeals.org site housing resources on long-term healing

The organization's structure and needs are among the factors that determine board size. In considering the size of the board, every board needs a sufficient range of expertise to accomplish the organization's mission. If a board is too small, its members may be overworked and unproductive. If a board is too large, every member may not have the opportunity to participate actively.

There are no fixed rules for determining board members' tenure. Many organizations do, however, limit members to two consecutive terms and require a hiatus of one year before a board member may be reappointed. Many organizations also stagger terms of service so that one half or one third of the board is elected every one or two years for terms of two to four years. Such policies encourage institutional renewal because a board can profit from the experience of veteran board members while welcoming the fresh perspective that new members offer.

Much of the work that a board does is accomplished through its committees and task forces. With the exception of the Executive Committee, which acts on the board's behalf, committees recommend action to the full board for discussion and action. Most boards need only a few standing committees - the rest of the work can be accomplished by task forces created for a specific purpose. Common standing committees include:

1. Governance Committee
2. Audit Committee
3. Finance Committee
4. Executive Committee (if needed)

Every board member should serve on at least one but preferably no more than two committees or task forces. Members are appointed by the chair in consultation with the Governance Committee. Committee size depends on the needs of the board and the organization and a common sense assessment of how many people are needed to carry out the committee's work.
Make committee assignments based on the experience, skills, interests, and available time of board members. Each member must make a serious commitment to participate actively in the work of the committee. If a committee is too large, a small group of members may have a disproportionate amount of responsibility. If a committee is too small, there may not be enough people to get the job done. Board committees may include people who are not board members.

1. Share and delegate work according to each member’s competency
2. Implement a system of checks and balances
3. Facilitate the swift completion of Board-related tasks

1. Marketing and Public Relations
2. Development Committee
3. Finance Committee
4. Operating Committee
5. Program Committee
6. Governance Committee
7. Audit Committee

One of the main advantages a non-profit partnership can offer is increased visibility for your brand. Natural cross-promotion allows you to easily reach another organization’s network. Depending on the nature of the partnership, a partner can feature you on their website, social channels, or regular communications to their community. Keep in mind that you can consider approaching for-profit companies too.

If you’re looking to advance your mission and enhance your programmatic impact (without funding a whole new program), a strategic partnership can give you access to tools, resources, and services you need.
One way to expand your range of services is to launch a joint initiative with another organization that has a similar mission. You can supplement each other’s services to broaden your offerings. By teaming up, both organizations can expand the services they provide without hiking up their budget. A relationship like this also allows both parties to still operate independently. Rather than consolidating programs, you would simply share information and coordinate your efforts.

If you’re explicitly looking to cut administrative costs, the partnership type you select depends on your financial needs. Non-profits that are tightly strapped financially sometimes consider integrating with another organization. If you’re looking to cut down infrastructure or administrative costs without sacrificing autonomy, there are other options. You might approach local organizations (either non-profit or for-profit) that can share expenses to rent facilities or buy office equipment and supplies. Sharing workspaces can be a great way to save money, and it can encourage collaboration and increase your visibility. Sharing spaces can often lead to sharing staff or departments as well. If you’re in the same space, you can share an IT department or train staff together. You might even collaborate to build a preferred vendor program.

A non-profit partnership can also elevate your organization’s credibility and support. By partnering with a well-known and trusted organization, you can increase your visibility and improve the public’s perception of your own brand. This can help you build trust and attract support. Likewise, an incompatible partnership can damage your reputation, so choose your partner wisely. Partnerships need to be vetted to ensure mission alignment, long-term commitment and a competency in the specific needs of your population(s).

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