Share |

Caritas Communities Inc

 25 Braintree Hill Office Park, Suite 206
 Braintree, MA 02184
[P] (781) 843-1242
[F] (781) 356-1770
http://www.caritascommunities.org
[email protected]
Mark Winkeller
Facebook Twitter
INCORPORATED: 1985
 Printable Profile (Summary / Full)
EIN 04-2875899

LAST UPDATED: 05/05/2017
Organization DBA --
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

Mission StatementMORE »

At Caritas Communities, we provide very low income individuals with permanent housing, support, a sense of community and expanded opportunities. For more than 31 years, Caritas has helped fill the need for safe, secure housing in Greater Boston because we believe that no one should be homeless.

 

Mission Statement

At Caritas Communities, we provide very low income individuals with permanent housing, support, a sense of community and expanded opportunities. For more than 31 years, Caritas has helped fill the need for safe, secure housing in Greater Boston because we believe that no one should be homeless.

 


FinancialsMORE »

Fiscal Year Jan 01, 2017 to Dec 31, 2017
Projected Income $8,375,154.00
Projected Expense $8,099,468.00

ProgramsMORE »

  • Affordable Housing
  • Neighborhood Preservation & Improvements
  • Resident Services
  • Transient / Homeless
  • Veterans

Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

For more details regarding the organization's financial information, select the financial tab and review available comments.


Overview

Mission Statement

At Caritas Communities, we provide very low income individuals with permanent housing, support, a sense of community and expanded opportunities. For more than 31 years, Caritas has helped fill the need for safe, secure housing in Greater Boston because we believe that no one should be homeless.

 


Background Statement

 

Founder P. Leo Corcoran and a core group of supporters started with one triple-decker in Dorchester in 1985 with a vision to “acquire and develop housing and provide other social services to benefit low income members of society.” Caritas now owns and manages 30 properties that provide affordable housing to 895 people. We will continue to develop affordable housing properties as long as there are people who cannot afford to live in Greater Boston: individuals whose jobs do not provide a living wage, elderly, disabled and veterans, because no one should be homeless.

 


Impact Statement

ACCOMPLISHMENTS

  1. Caritas Communities recently celebrated the opening of it’s largest residence by renovating and preserving the “Central House,” the YMCA in Central Square, now the biggest lodging house for men in Cambridge, providing 128 rooms.
  2. Caritas welcomed 40 new residents in our homes through the “Housing First” program sponsored by a grant from the Massachusetts Housing and Shelter Alliance. 
  3. Caritas Communities was awarded $65,000 for improving energy efficiency and reducing energy consumption through the LEAN Energy program sponsored by local utility companies.
  4. Funding was received for the renovation of The Connie Worcester House, located at 186 Marlborough Street. This 1886 home holds the unique distinction of being the only licensed lodging house in the Back Bay with a permanent commitment to affordability.
  5. Caritas continues to create positive, long term partnerships with banks, foundations, governmental agencies and other nonprofits which give us the financial strength and relationships vital to our success.

GOALS

  1. Secure the longevity of our mission by creating and implementing a 1-5 year strategic fund development plan that supports our programs’ maintenance and growth projections.
  2. Create and strengthen partnerships to advance commitments to mitigate homelessness in Boston.
  3. Extend our services to more Veterans including a feasibility study for female veteran home and a funded Veteran Family Housing initiative -12 units in 2013;
  4. Advance our understanding of our residents’ needs and funding options for supportive services. 
  5. Leverage our expertise and experience in Real Estate to identify and rebuild viable properties that will permanently serve the homeless and their neighborhoods. 

Needs Statement

Funding for Caritas’ properties and operations has been greatly facilitated by leveraging our expertise and relationships with financial institutions to finance and rehabilitate homes.  As a nonprofit, Caritas Communities also receives private individual support, grants and favorable lending terms from local banks, state and federal housing initiatives.

However, even with this financial assistance, Caritas is projected to run a modest operating deficit in 2012. Fortunately our properties provide strong assets, but we know that without a long term strategic campaign to improve and expand our fund raising abilities, our programs could ultimately falter and residents will potentially suffer. After candid evaluation of our core-competencies, we recognize the need to engage development professionals to create and implement a fund development plan for sustainability, capacity building and the continuity of funding; potentially introducing an endowment campaign, among other initiatives. 

An investment in our fund raising capabilities will secure and elevate all of our programs for which we seek support:  affordable housing, veteran’s initiative, connecting our residents with necessary services through our partners, and neighborhood improvement and preservation.


CEO Statement

Caritas Communities has helped to eradicate homelessness in distinct and effective ways for three decades. As the largest provider of Single Resident Occupancy (SRO) housing in Boston, our professionally managed homes have helped thousands of people avoid living on the streets. Through these efforts we have also repurposed and renovated neglected buildings, improved neighborhoods and preserved properties.  Neighbors of Caritas homes have reached out to express their support and relief that their community has been enhanced by our efforts. Our organization is very important in the eyes of our residents, who appreciate coming home after a long day of work; and to our partners who look to us to provide a reliable and safe haven for hundreds of their clients. Much of our success has been driven by the commitment of our donors our board members’ participation. By financially supporting our programs and volunteering their expertise in finance, law and real estate, we have become a significant part of Boston’s historical effort to fight homelessness.


Board Chair Statement

Caritas Communities has experienced an increased need for affordable housing every year.  With the cost of living always rising, coupled with the shortage of rental housing, more people are left with fewer choices. The economic downturn of recent years has only made matters worse. Even through these challenges, Caritas has managed a steady growth, maintained a secure level of fiscal responsibility, and stayed true to their mission.  The board and staff of Caritas have always believed in the importance of home – and the idea that everyone needs a “leg up” at some point in their lives. We have not faced these challenges alone - we implicitly understand the importance of cultivating collaborations and partnerships; alone we could not succeed.  

With the influx of newly homeless veterans in our city, we have expanded our programs to meet their distinct needs. Veterans were the real catalyst for Caritas to facilitate supportive services, and today it remains one of our largest challenges. We understand that providing shelter is no longer sufficient. How do we address each individual’s physical and emotional needs?

To further expand our outreach to veterans, we are launching our first-ever family housing initiative.  The supportive services we facilitate through our partnerships are instrumental in the healing of our veterans, but providing housing that accommodates their family will become one of our recent achievements. 


Geographic Area Served

GREATER BOSTON REGION, MA
City of Boston- North End
City of Boston- Citywide (Indiv. neighborhoods also listed)
City of Boston- Back Bay
City of Boston- Beacon Hill/ West End
City of Boston- Charlestown
City of Boston- Allston/ Brighton
City of Boston- South Dorchester
City of Boston- North Dorchester
City of Boston- Fenway/ Kenmore
City of Boston- Roxbury
NORTHEAST REGION, MA
SOUTHEAST REGION, MA
City of Boston- South End/Bay Village

Caritas Communities serves 895 residents in 14 communities in Greater Boston including Arlington, Bedford, Boston, Brookline, Braintree, Cambridge, Chelsea, Everett, Medford, Melrose, New Bedford, Quincy, Salem, and Wakefield.
 
The communities within Boston that we serve include Allston, Back Bay, Dorchester, Fenway, and Roxbury. 

Organization Categories

  1. Housing, Shelter - Low-Income & Subsidized Rental Housing
  2. Housing, Shelter - Housing Development, Construction & Management
  3. Housing, Shelter - Homeless Shelters

Independent research has been conducted on this organization's theory of change or on the effectiveness of this organization's program(s)

Under Development

Programs

Affordable Housing

Caritas Communities has provided affordable and permanent housing to low income workers and transient populations in Greater Boston for over 25 years.  As the largest provider of SRO (Single Resident Occupancy) housing in the area, our residents include men and women with age ranges of 22 to 82, who are typically employed in service related jobs, earning near the minimum wage as hospital custodians, taxi drivers, security guards, retail clerks and hospitality and restaurant staff.  Our housing initiative prevents many of these hard working individuals from living on the streets or in shelters.
Budget  $0.00
Category  Housing, General/Other Affordable Housing
Population Served Poor,Economically Disadvantaged,Indigent Other Health/Disability Aging, Elderly, Senior Citizens
Program Short-Term Success 

In the near term, Caritas Communities will realize success through the immediate adoption of fund development practices to ensure our mission’s endurance, and our ability to self-sustain our programs and their expansion.  The success of our short term goals will also include building awareness for Caritas Communities and elevating our cause to a level where we are consistently recognized as a leader in SRO housing and helping the working poor. Our veterans’ programming will effectively integrate our new family housing initiative and continue to provide the much-needed support services. We will continue to improve, preserve and re-purpose many of Boston’s buildings and neighborhoods. We will also work hard to maintain the expansion of our network of supporters and partners, and further collaborate to better serve the mission of all organizations focused on eradicating homelessness in Boston.

Program Long-Term Success 

Although we offer permanent housing, an ideal scenario would be for all Caritas residents to graduate to more independent housing with the means and discipline to support themselves throughout their lifetime. They may achieve this with an increase in income, or by combining incomes with a spouse or roommate. A good portion of our residents today have already succeeded; approximately 30% of our residents leave Caritas yearly. This percentage of turn-over has been consistent and is well within the industry standard for rental properties. In the future as an organization, Caritas Communities will be self-sustaining, with rent contributions from our clients, an endowment fund, and faithful donors and grantors that realize the worth of providing a “stepping stone” – an opportunity for folks to get on their feet, realize their potential and continue on a positive track.

 

Program Success Monitored By 

We know our program is a success, this is clear after 27 years of program growth and sound financial actions; however we welcome an increase in the information we need to run our organization to its full potential.

Caritas measures success by the number of people served which we facilitate by expanding our property portfolio. We consider our growing pool of partnerships as a means to facilitate supportive services for residents, but also to expand our support base and leverage our expertise with nonprofit and Boston housing organizations.  

We track the number of residents that move out and why they leave, although we know that Caritas will benefit from detailed data to better understand the clients we serve. We strive to be more pro-active in our programming, and will do so through standardized admission and exit surveys and analysis. This will become part of the new development team’s responsibilities as their efforts will include a 360° audit of all our client-related processes.

Examples of Program Success 

Caritas Communities has been a safe haven and an opportunity for thousands of people to redirect their lives towards a positive future.  Our programs and fiscal responsibility speak to the success of our management, these stories speak of the lives we have touched. 

Roslyn had lived in one of the Boston properties for several years when the site manager was promoted. She was thrilled when asked to take over the position of managing her home for her neighbors. “Our best employees come from our residents.”

John was homeless and in his fifties when he moved into Caritas housing, recommended by the “Home and Healthy for Good” Program. For ten years he had been in and out of shelters and lived on the streets. His Caritas Communities room was his first real home in a long while. When he was handed the keys to his room, he broke down and cried and said,“We often talk about this in the shelter – how nobody ever has keys. You have no idea how much this means to me, to have keys to my own place.“


Neighborhood Preservation & Improvements

Caritas properties are restored and repurposed to provide housing, and to preserve the integrity of the building and improve the surrounding neighborhood.  Beautifying the outside of the properties, painting fences, cleaning yards often draws volunteers and unites neighbors.
Budget  $0.00
Category  Community Development, General/Other Neighborhood Revitalization
Population Served Poor,Economically Disadvantaged,Indigent Unemployed, Underemployed, Dislocated Elderly and/or Disabled
Program Short-Term Success 

In the near term, Caritas Communities will realize success through the immediate adoption of fund development practices to ensure our mission’s endurance, and our ability to self-sustain our programs and their expansion.  The success of our short term goals will also include building awareness for Caritas Communities and elevating our cause to a level where we are consistently recognized as a leader in SRO housing and helping the working poor. Our veterans’ programming will effectively integrate our new family housing initiative and continue to provide the much-needed support services. We will continue to improve, preserve and re-purpose many of Boston’s buildings and neighborhoods. We will also work hard to maintain the expansion of our network of supporters and partners, and further collaborate to better serve the mission of all organizations focused on eradicating homelessness in Boston.

Program Long-Term Success 

Although we offer permanent housing, an ideal scenario would be for all Caritas residents to graduate to more independent housing with the means and discipline to support themselves throughout their lifetime. They may achieve this with an increase in income, or by combining incomes with a spouse or roommate. A good portion of our residents today have already succeeded; approximately 30% of our residents leave Caritas yearly. This percentage of turn-over has been consistent and is well within the industry standard for rental properties. In the future as an organization, Caritas Communities will be self-sustaining, with rent contributions from our clients, an endowment fund, and faithful donors and grantors that realize the worth of providing a “stepping stone” – an opportunity for folks to get on their feet, realize their potential and continue on a positive track.

Program Success Monitored By 

We know our program is a success, this is clear after 27 years of program growth and sound financial actions; however we welcome an increase in the information we need to run our organization to its full potential.

Caritas measures success by the number of people served which we facilitate by expanding our property portfolio. We consider our growing pool of partnerships as a means to facilitate supportive services for residents, but also to expand our support base and leverage our expertise with nonprofit and Boston housing organizations.  

We track the number of residents that move out and why they leave, although we know that Caritas will benefit from detailed data to better understand the clients we serve. We strive to be more pro-active in our programming, and will do so through standardized admission and exit surveys and analysis. This will become part of the new development team’s responsibilities as their efforts will include a 360° audit of all our client-related processes.

Examples of Program Success 

Caritas Communities has been a safe haven and an opportunity for thousands of people to redirect their lives towards a positive future.  Our programs and fiscal responsibility speak to the success of our management, these stories speak of the lives we have touched. 

Roslyn had lived in one of the Boston properties for several years when the site manager was promoted. She was thrilled when asked to take over the position of managing her home for her neighbors. “Our best employees come from our residents.”

John was homeless and in his fifties when he moved into Caritas housing, recommended by the “Home and Healthy for Good” Program. For ten years he had been in and out of shelters and lived on the streets. His Caritas Communities room was his first real home in a long while. When he was handed the keys to his room, he broke down and cried and said,“We often talk about this in the shelter – how nobody ever has keys. You have no idea how much this means to me, to have keys to my own place.“


Resident Services

It became progressively essential to our mission to adapt to the varying needs of our residents. As a result, Caritas Communities instituted residential social services programs at select properties, facilitated by contracted partner organizations. Designated social workers provide intervention and advocacy services that include consultations, referrals and training, among others. These trained social workers work primarily with our elderly and veteran residents and provide a safety net for all our residents.

Budget  $0.00
Category  Human Services, General/Other Information & Referral
Population Served Elderly and/or Disabled Homeless Other Named Groups
Program Short-Term Success 

In the near term, Caritas Communities will realize success through the immediate adoption of fund development practices to ensure our mission’s endurance, and our ability to self-sustain our programs and their expansion.  The success of our short term goals will also include building awareness for Caritas Communities and elevating our cause to a level where we are consistently recognized as a leader in SRO housing and helping the working poor. Our veterans’ programming will effectively integrate our new family housing initiative and continue to provide the much-needed support services. We will continue to improve, preserve and re-purpose many of Boston’s buildings and neighborhoods. We will also work hard to maintain the expansion of our network of supporters and partners, and further collaborate to better serve the mission of all organizations focused on eradicating homelessness in Boston.

Program Long-Term Success 

Although we offer permanent housing, an ideal scenario would be for all Caritas residents to graduate to more independent housing with the means and discipline to support themselves throughout their lifetime. They may achieve this with an increase in income, or by combining incomes with a spouse or roommate. A good portion of our residents today have already succeeded; approximately 30% of our residents leave Caritas yearly. This percentage of turn-over has been consistent and is well within the industry standard for rental properties. In the future as an organization, Caritas Communities will be self-sustaining, with rent contributions from our clients, an endowment fund, and faithful donors and grantors that realize the worth of providing a “stepping stone” – an opportunity for folks to get on their feet, realize their potential and continue on a positive track.

 

Program Success Monitored By 

We know our program is a success, this is clear after 27 years of program growth and sound financial actions; however we welcome an increase in the information we need to run our organization to its full potential.

Caritas measures success by the number of people served which we facilitate by expanding our property portfolio. We consider our growing pool of partnerships as a means to facilitate supportive services for residents, but also to expand our support base and leverage our expertise with nonprofit and Boston housing organizations.  

We track the number of residents that move out and why they leave, although we know that Caritas will benefit from detailed data to better understand the clients we serve. We strive to be more pro-active in our programming, and will do so through standardized admission and exit surveys and analysis. This will become part of the new development team’s responsibilities as their efforts will include a 360° audit of all our client-related processes.

Examples of Program Success 

Caritas Communities has been a safe haven and an opportunity for thousands of people to redirect their lives towards a positive future.  Our programs and fiscal responsibility speak to the success of our management, these stories speak of the lives we have touched. 

Roslyn had lived in one of the Boston properties for several years when the site manager was promoted. She was thrilled when asked to take over the position of managing her home for her neighbors. “Our best employees come from our residents.” 

John was homeless and in his fifties when he moved into Caritas housing, recommended by the “Home and Healthy for Good” Program. For ten years he had been in and out of shelters and lived on the streets. His Caritas Communities room was his first real home in a long while. When he was handed the keys to his room, he broke down and cried and said,“We often talk about this in the shelter – how nobody ever has keys. You have no idea how much this means to me, to have keys to my own place.“


Transient / Homeless

Residents of Caritas properties are often referred to us by local housing and shelter programs such as the Pine Street Inn / hopeFound and the St. Francis House.  We partner with these organizations to provide a cost effective and long term alternative to living in a shelter or on the streets.
Budget  $0.00
Category  Housing, General/Other Transitional Housing
Population Served Homeless Unemployed, Underemployed, Dislocated Other Health/Disability
Program Short-Term Success 

In the near term, Caritas Communities will realize success through the immediate adoption of fund development practices to ensure our mission’s endurance, and our ability to self-sustain our programs and their expansion.  The success of our short term goals will also include building awareness for Caritas Communities and elevating our cause to a level where we are consistently recognized as a leader in SRO housing and helping the working poor. Our veterans’ programming will effectively integrate our new family housing initiative and continue to provide the much-needed support services. We will continue to improve, preserve and re-purpose many of Boston’s buildings and neighborhoods. We will also work hard to maintain the expansion of our network of supporters and partners, and further collaborate to better serve the mission of all organizations focused on eradicating homelessness in Boston.

Program Long-Term Success 

Although we offer permanent housing, an ideal scenario would be for all Caritas residents to graduate to more independent housing with the means and discipline to support themselves throughout their lifetime. They may achieve this with an increase in income, or by combining incomes with a spouse or roommate. A good portion of our residents today have already succeeded; approximately 30% of our residents leave Caritas yearly. This percentage of turn-over has been consistent and is well within the industry standard for rental properties. In the future as an organization, Caritas Communities will be self-sustaining, with rent contributions from our clients, an endowment fund, and faithful donors and grantors that realize the worth of providing a “stepping stone” – an opportunity for folks to get on their feet, realize their potential and continue on a positive track.

Program Success Monitored By 

We know our program is a success, this is clear after 27 years of program growth and sound financial actions; however we welcome an increase in the information we need to run our organization to its full potential.

Caritas measures success by the number of people served which we facilitate by expanding our property portfolio. We consider our growing pool of partnerships as a means to facilitate supportive services for residents, but also to expand our support base and leverage our expertise with nonprofit and Boston housing organizations.  

We track the number of residents that move out and why they leave, although we know that Caritas will benefit from detailed data to better understand the clients we serve. We strive to be more pro-active in our programming, and will do so through standardized admission and exit surveys and analysis. This will become part of the new development team’s responsibilities as their efforts will include a 360° audit of all our client-related processes.

Examples of Program Success 

Caritas Communities has been a safe haven and an opportunity for thousands of people to redirect their lives towards a positive future.  Our programs and fiscal responsibility speak to the success of our management, these stories speak of the lives we have touched.

Roslyn had lived in one of the Boston properties for several years when the site manager was promoted. She was thrilled when asked to take over the position of managing her home for her neighbors. “Our best employees come from our residents.” 

John was homeless and in his fifties when he moved into Caritas housing, recommended by the “Home and Healthy for Good” Program. For ten years he had been in and out of shelters and lived on the streets. His Caritas Communities room was his first real home in a long while. When he was handed the keys to his room, he broke down and cried and said,“We often talk about this in the shelter – how nobody ever has keys. You have no idea how much this means to me, to have keys to my own place.“


Veterans

Caritas Communities is proud to service bay state veterans, our fastest growing population in residence.  We facilitate services through our partners, and build and manage properties designated for veterans, most of whom are recommended by nonprofit organizations such as Home Front (New England Center for Homeless Veterans), Mass Housing and Shelter Alliance.
Budget  $0.00
Category  Housing, General/Other Affordable Housing
Population Served Unemployed, Underemployed, Dislocated Poor,Economically Disadvantaged,Indigent People/Families with of People with Physical Disabilities
Program Short-Term Success 

In the near term, Caritas Communities will realize success through the immediate adoption of fund development practices to ensure our mission’s endurance, and our ability to self-sustain our programs and their expansion.  The success of our short term goals will also include building awareness for Caritas Communities and elevating our cause to a level where we are consistently recognized as a leader in SRO housing and helping the working poor. Our veterans’ programming will effectively integrate our new family housing initiative and continue to provide the much-needed support services. We will continue to improve, preserve and re-purpose many of Boston’s buildings and neighborhoods. We will also work hard to maintain the expansion of our network of supporters and partners, and further collaborate to better serve the mission of all organizations focused on eradicating homelessness in Boston.

Program Long-Term Success 

Although we offer permanent housing, an ideal scenario would be for all Caritas residents to graduate to more independent housing with the means and discipline to support themselves throughout their lifetime. They may achieve this with an increase in income, or by combining incomes with a spouse or roommate. A good portion of our residents today have already succeeded; approximately 30% of our residents leave Caritas yearly. This percentage of turn-over has been consistent and is well within the industry standard for rental properties. In the future as an organization, Caritas Communities will be self-sustaining, with rent contributions from our clients, an endowment fund, and faithful donors and grantors that realize the worth of providing a “stepping stone” – an opportunity for folks to get on their feet, realize their potential and continue on a positive track.

Program Success Monitored By 

We know our program is a success, this is clear after 27 years of program growth and sound financial actions; however we welcome an increase in the information we need to run our organization to its full potential.

Caritas measures success by the number of people served which we facilitate by expanding our property portfolio. We consider our growing pool of partnerships as a means to facilitate supportive services for residents, but also to expand our support base and leverage our expertise with nonprofit and Boston housing organizations.  

We track the number of residents that move out and why they leave, although we know that Caritas will benefit from detailed data to better understand the clients we serve. We strive to be more pro-active in our programming, and will do so through standardized admission and exit surveys and analysis. This will become part of the new development team’s responsibilities as their efforts will include a 360° audit of all our client-related processes.

Examples of Program Success 

Caritas Communities has been a safe haven and an opportunity for thousands of people to redirect their lives towards a positive future.  Our programs and fiscal responsibility speak to the success of our management, these stories speak of the lives we have touched.

Roslyn had lived in one of the Boston properties for several years when the site manager was promoted. She was thrilled when asked to take over the position of managing her home for her neighbors. “Our best employees come from our residents.”

John was homeless and in his fifties when he moved into Caritas housing, recommended by the “Home and Healthy for Good” Program. For ten years he had been in and out of shelters and lived on the streets. His Caritas Communities room was his first real home in a long while. When he was handed the keys to his room, he broke down and cried and said,“We often talk about this in the shelter – how nobody ever has keys. You have no idea how much this means to me, to have keys to my own place.“


CEO/Executive Director/Board Comments

Caritas Communities was founded to provide a preventative solution to homelessness and emergency shelters.  Our diverse population of residents have one thing in common; they cannot afford market rate apartments in the Boston area, even with state and federal assistance if available. 

Even with new construction taking place for rental housing, none will serve as long term, affordable housing.  Low wage earners and homeless individuals have fewer options then ever before – and emergency shelter costs are rising with the demand. 

People with low wage jobs, those temporarily unemployed and the chronically homeless do not have the resources/opportunity to accumulate savings for down payments or rent. Without family or friends to share costs, there are no other viable, sustainable options. 

In a Caritas home, each resident has a clean and safe, furnished room with shared bath and kitchen facilities; and rent (in most cases) includes free laundry.  Through our efforts and your generous support, residents of Caritas Communities feel the dignity and pride of returning “home” after a hard day’s work.

Management


CEO/Executive Director Mr. Mark J. Winkeller Ph.D.
CEO Term Start June 1997
CEO Email [email protected]
CEO Experience

 

 

Dr. Winkeller holds a PhD from Brandeis University’s Heller School in Social Welfare Planning. He has been in the real estate business for over 30 years, with experience in real estate acquisition, development, management and financing. He spent 8 years with the Beal Companies, a major Boston-based real estate firm. In addition, he spent 14 years as a senior executive and president of Liberty Real Estate Corporation, a real estate investment firm owned by the Liberty Mutual Group. Liberty owned 45 properties in 23 states. Dr. Winkeller joined Caritas in July of 1997. Since that time, he has implemented an aggressive acquisition program that has resulted in Caritas becoming the largest owner of Single Person Occupancy property in greater Boston.

Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
Richard Ring June 1994 Dec 1996

Senior Staff

Name Title Experience/Biography
Karin (Cassel) Mitterando Director of Fund Development and Communications

Ms. (Cassel) Mitterando has worked in the field of fund development for over 20 years. Prior to joining Caritas in 2013, she led development efforts at Bridge Over Troubled Waters, raising $5M, or 95% of the operating budget, annually. During her tenure at Bridge, she helped launch the opening of the only youth shelter in Greater Boston and was awarded the Bank of America Emerging Leader Award in 2012. Prior to that, Karin directed development programs at Providence Country Day School and the Wheeler School. At her last three jobs, and now at Caritas, she raised the most money in the history of the organizations. She has also raised funds for Harvard University, The School Food Service Foundation in Washington, D.C. and the Japan Center for International Exchange in New York City and Tokyo. She holds a BLS from Boston University in Japanese Studies.

Carol Cardozo Chief Financial Officer Carol Cardozo, a graduate of the University of New Orleans, has over 25 years of experience in public accounting, for-profit, nonprofit and governmental organizations, including over 10 years of experience in nonprofit and governmental real estate organizations. She is currently working toward a Master’s in Accounting at Suffolk University.
Tom Nee Director of Property Management

Mr. Nee is a graduate of the Carroll School of Management at Boston College. He joined Caritas in 1992 and has managed the growth of the Caritas Communities portfolio from 158 rooms in 8 properties in 1992 to 895 rooms in 29 properties currently. Mr. Nee oversees a staff of property managers, site managers, and compliance/leasing specialists.

Mr. Nee is a Certified Property Manager (CPM®) and serves on the board of the Housing Corporation of Arlington, a nonprofit that develops affordable housing.

Awards

Award Awarding Organization Year
Corner Stone Award Massachusetts Housing and Shelter Alliance 2012
Community Champion Award hopeFound 2009
MHIC Excellence in Housing Award Massachusetts Housing Investment Corporation 2000
-- Somerville Homeless Coalition --

Affiliations

Affiliation Year
Associated Grant Makers 2012
Citizens’ Housing and Planning Association 2012
Member of state association of nonprofits? Yes
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

Caritas Communities enjoys a robust history of collaborations with nonprofits and agencies that are aligned in their goals to provide quality, affordable housing solutions for Boston area residents.  A partial list of current collaborations include the following:

hopeFound (now part of Pine Street Inn)

Pine Street Inn

St. Francis House

MHSA (Mass Housing and Shelter Alliance)

New England Center for Homeless Veterans & MHSA

St. Francis House MAP program

CEO/Executive Director/Board Comments

As with all nonprofits and most businesses in this period of economic recovery, Caritas is working at its most efficient and asking fewer staff to accomplish more.  This challenge and others sometimes leads to employee “burn out” which affects residents and the management of our properties. We realize that with increased professional and skills training, we will be able to provide additional opportunities for job growth, and keep our managers motivated and engaged. The hiring of development personnel will alleviate many of the tasks that are currently undertaken by some of our employees, which in turn will make them available to help support property managers and housing staff.  

There remains great opportunity in Caritas further identifying and nurturing relationships with other organizations that recognize the value and urgency in providing affordable housing. From lending institutions to other nonprofits whose clients we house, we consider our relationships and alliances a mainstay of our mission. With their assistance we provide supportive services to our residents, purchase properties with favorable lending terms, and better serve all our communities.  

Another one of our challenges has been that we have been working “under the radar” most years we’ve been in business. We are a virtual unknown outside of the immediate organizations focused on homelessness, and we have not created an extended network of supporters.  However our outlook is optimistic because there is substantial growth potential! We realize that with a relatively modest amount of funding supporting our development practices, our new advancement staff will be able to elevate the Caritas profile, connect with our current donor base and leverage their referrals, identify new potential donors and generate a pipeline of potential grantors.

Lastly, we recognize that there is always room for improvement in our programs. If Caritas were equipped with more data and insight - information about our clients: their backgrounds, needs, and why they choose to leave Caritas housing, for example; then we would be more proactive and less reactive in our program implementation and strategic planning.  Moving forward we will use marketing-driven data as a management tool, improve our understanding of our client’s needs and become an even more effective and efficient organization.

Foundation Comments

--

Staff Information

Number of Full Time Staff 17
Number of Part Time Staff 20
Number of Volunteers 54
Number of Contract Staff 0
Staff Retention Rate % 90%

Staff Demographics

Ethnicity African American/Black: 9
Asian American/Pacific Islander: 1
Caucasian: 25
Hispanic/Latino: 2
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 14
Male: 23
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? No
Years Strategic Plan Considers N/A
Management Succession Plan No
Business Continuity of Operations Plan No
Organization Policies And Procedures No
Nondiscrimination Policy Yes
Whistle Blower Policy No
Document Destruction Policy No
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit No
State Registration --

Risk Management Provisions

Automobile Insurance
Boiler and Machinery
Blanket Personal Property
Business Income
Builders Risk
Commercial General Liability and D and O and Umbrella or Excess and Automobile and Professional
Crime Coverage
Employment Practices Liability
Fiduciary Liability
Flood
General Property Coverage
Property in Transit and Off Premises
Umbrella or Excess Insurance
Workers Compensation and Employers' Liability

Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency No N/A
Non Management Formal Evaluation and Frequency No N/A

Governance


Board Chair Mr. William McLaughlin
Board Chair Company Affiliation AvalonBay Communities, Inc.
Board Chair Term Jan 2017 - Dec 2020
Board Co-Chair Mr. Jim Coughlin
Board Co-Chair Company Affiliation The Northbridge Companies
Board Co-Chair Term Jan 2017 - 2020

Board Members

Name Company Affiliations Status
Mr. Gavin Corcoran Eastern Bank Voting
Mr. James C. Coughlin The Northbridge Companies Voting
Mr. David Greenblatt Beacon Communities, LLC Voting
Ms. Carol A. MacDonald Corcoran Management Company, Inc. Voting
Ms. Gina Martinez Beacon Communities Development, LLC Voting
Mr. Robert G. Maulden John Hancock Voting
Mr. Bill McLaughlin AvalonBay Communities --
Ms. Maura E. Murphy Rackemann, Sawyer & Brewster Voting
Mr. Kevin P. O'Flaherty Goulston & Storrs Voting
Ms. Diane Rubin Prince, Lobel, Glovsky & Tye Voting
Mr. Jon Rudzinski Rees-Larkin Development Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 15
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 6
Male: 13
Not Specified 0

Board Information

Board Term Lengths 0
Board Term Limits 0
Board Meeting Attendance % 70%
Written Board Selection Criteria Under Development
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation No

Standing Committees

  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Finance
  • Management
  • Strategic Planning / Strategic Direction

CEO/Executive Director/Board Comments

Caritas Communities has faced and met many challenges working within Boston’s regulatory, real estate and preservation communities. We have also overcome the hurdles associated with property and public financing, and the intricacies of facilitating supportive services.  Over the years we have learned a lot, earned our stripes and have achieved a level of expertise that allows us to move forward and accomplish our mission. There is however, another substantial stumbling block still to overcome. Our name.  Up until May of 2010, Caritas was a name shared with “Caritas Christi Health Care” the state’s second largest hospital group and part of the Catholic community of hospitals.  Even today, two years after their integration into the Steward Health Care chain of hospitals, when “Caritas Communities” is mentioned, we are immediately faced with, “Yes, we know you; you are the health care providers.” 

There is no doubt that this issue has curtailed or at least confused our efforts to build awareness and raise financial support for our cause. Reluctant to spend the funds to undergo a publicity campaign to re-educate the public or change our name, we have consistently corrected our audiences and hoped for the best.  We will finally address this issue on a wide-spread scale through our new fund development  and marketing communications  strategies. We see this as a new opportunity within our outreach initiatives and public relations efforts to include the story, the history behind our name, and a celebration of our “exclusive” ownership, and lay claim to Caritas Communities.  

Similar to many other businesses and nonprofit organizations, we regularly feel the constraints of limited personnel resources. Caritas currently lacks sufficient number of trained staff to methodically respond to the ever increasing compliance requirements with real estate funders, and to a lesser degree, grantors and foundation supporters. Today we address this challenge and meet these obligations, but not without the over-extension of existing staff, some of whom would benefit from additional training to become more familiar with the intricacies of the regulations and responses necessary to stay in good standing with our funding partners.  We look forward to increasing our budget to include professional training and additional support services to fulfill these responsibilities in a more timely and proactive manner.

Foundation Comments

--

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Fiscal Year Jan 01, 2017 to Dec 31, 2017
Projected Income $8,375,154.00
Projected Expense $8,099,468.00
Form 990s

2015 990

2014 990

2013 990

2012 990

2011 990

2010 990

2009 990

2008 990

Audit Documents

2015 Audit

2014 Audit

2013 Audit

2012 Audit

2011 Audit

2010 Audit

2009 Audit

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2015 2014 2013
Total Revenue $6,443,688 $5,747,997 $5,456,857
Total Expenses $5,903,962 $5,598,701 $6,098,698

Prior Three Years Revenue Sources

Fiscal Year 2015 2014 2013
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $0 $0 $0
Individual Contributions $416,936 $621,940 $519,202
Indirect Public Support $0 $0 $0
Earned Revenue $5,366,181 $4,499,708 $4,684,474
Investment Income, Net of Losses $11,331 $10,536 $10,300
Membership Dues $0 $0 $0
Special Events $649,240 $615,813 $242,881
Revenue In-Kind -- -- --
Other $0 $0 $0

Prior Three Years Expense Allocations

Fiscal Year 2015 2014 2013
Program Expense $4,895,463 $4,679,523 $5,260,779
Administration Expense $649,603 $604,769 $701,825
Fundraising Expense $358,896 $314,409 $136,094
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.09 1.03 0.89
Program Expense/Total Expenses 83% 84% 86%
Fundraising Expense/Contributed Revenue 34% 25% 18%

Prior Three Years Assets and Liabilities

Fiscal Year 2015 2014 2013
Total Assets $22,619,935 $22,176,878 $30,230,218
Current Assets $7,399,712 $6,503,047 $6,252,912
Long-Term Liabilities $18,384,367 $18,594,838 $26,209,728
Current Liabilities $1,803,776 $1,658,564 $2,267,374
Total Net Assets $2,431,792 $1,923,476 $1,753,116

Prior Three Years Top Three Funding Sources

Fiscal Year 2015 2014 2013
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value $0.00
Spending Policy N/A
Percentage(If selected) --
Credit Line No
Reserve Fund Yes
How many months does reserve cover? --

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? No

Short Term Solvency

Fiscal Year 2015 2014 2013
Current Ratio: Current Assets/Current Liabilities 4.10 3.92 2.76

Long Term Solvency

Fiscal Year 2015 2014 2013
Long-term Liabilities/Total Assets 81% 84% 87%

CEO/Executive Director/Board Comments

Caritas Communities’ has met their financial obligations and operated with fiscal responsibility since its founding.  There is an increase in cost and demand for our housing every year, and we strive to expand our programs to accommodate. Yet at the same time we are faced with greater competition for federal, state and private funding. We seek support for our properties, program development, operational costs and for fund development resources so we may become as self-sustaining as possible; just as we encourage our residents to.

We have managed successfully with a relatively small pool of supporters until now. Under the increasing pressure of the demand, we understand the critical need to develop reserve funds and possibly launch an endowment campaign to maintain programs and remain fiscally responsible. We recognize there is a substantial market of untapped potential supporters, and we will broaden our approach and adopt current fund development practices to reach them. Development staff will bring structure and consistency to our efforts.

To accomplish our revenue objectives, we have hired a CFO outside of our board to manage our finances with a new level of sophistication. Expanding the growth of our portfolio of properties will provide more housing for the working poor and homeless, and will help secure our future by building our assets. And finally, we look forward to increasing our revenue through a strategic and effective fund development plan spanning a five year period.

Foundation Comments

Financial summary data in the charts and graphs above are per the organization's IRS Form 990s. Contributions from Foundations & Corporations are listed under Individuals when the breakout was not available.

Impact

The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.


1. What is your organization aiming to accomplish?

--

2. What are your strategies for making this happen?

--

3. What are your organization’s capabilities for doing this?

--

4. How will your organization know if you are making progress?

--

5. What have and haven’t you accomplished so far?

--