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Organization DBA --
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

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Mission StatementMORE »

Windsor House Adult Day Health (ADH) program became the geriatric program of New Communities Services, Inc. (NCS) in 1977, and currently operates two lively cost-effective adult day health centers.  It continues with an excellent track record to keep adults where they want to be- in the familiar settings of their homes and communities and is committed to provide eligible residents opportunities to age in the least restrictive place, with services designed to maintain independence and enhance their sense of self-worth. Windsor House ADH also aims to diminish caregiver stress through respite, support groups, and educational materials. 

Mission Statement

Windsor House Adult Day Health (ADH) program became the geriatric program of New Communities Services, Inc. (NCS) in 1977, and currently operates two lively cost-effective adult day health centers.  It continues with an excellent track record to keep adults where they want to be- in the familiar settings of their homes and communities and is committed to provide eligible residents opportunities to age in the least restrictive place, with services designed to maintain independence and enhance their sense of self-worth. Windsor House ADH also aims to diminish caregiver stress through respite, support groups, and educational materials. 


FinancialsMORE »

Fiscal Year Oct 01, 2016 to Sept 30, 2017
Projected Income $825,350.00
Projected Expense $870,000.00

ProgramsMORE »

  • Windsor House Adult Day Health

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

Windsor House Adult Day Health (ADH) program became the geriatric program of New Communities Services, Inc. (NCS) in 1977, and currently operates two lively cost-effective adult day health centers.  It continues with an excellent track record to keep adults where they want to be- in the familiar settings of their homes and communities and is committed to provide eligible residents opportunities to age in the least restrictive place, with services designed to maintain independence and enhance their sense of self-worth. Windsor House ADH also aims to diminish caregiver stress through respite, support groups, and educational materials. 


Background Statement

 Windsor House Adult Day Health (ADH) program became the geriatric program of New Communities Services, Inc. (NCS) in 1977, and continues with an excellent track record to keep adults where they want to be- in the familiar settings of their homes and communities.

Impact Statement

 Despite challenges to meet new building and staffing requirements imposed by the Department of Public Health while state funding remained low, Sancta Maria's Windsor House served about 65 clients and their families in the past year.  

 

Needs Statement

 Sancta Maria’s Windsor House is partnered with the Sancta Maria Nursing Facility in Cambridge, and serves a frail and poor population with an array of diagnoses, including physical disabilities, mental illnesses, cognitive challenges, and Alzheimer’s disease.  The cost of a day's program is at least $80, yet sate reimbursement through MassHealth is only a fraction of this cost at $58.68; 85% of clients are on MassHealth.

CEO Statement

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Board Chair Statement

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Geographic Area Served

METROWEST REGION, MA
Located in Cambridge but branches out to surrounding area including Watertown, Somerville, Belmont, Arlington and Brighton.

Organization Categories

  1. Human Services - Adult Day Care
  2. -
  3. -

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

No

Programs

Windsor House Adult Day Health

Windsor House Adult Day Health programs specialize to improve the quality of life for older adults, adults with physical and/or cognitive limitations, and their caregivers with quality day programs including medical, recreational, and social services. Caring, skilled staff tailor activities to meet the unique health and emotional needs and abilities of each individual. Nurses monitor vital signs, administer medications and coordinate with clients' physicians; all staff are critical observers for behavior changes which can be symptoms of a larger medical issue, especially urinary tract infections. Each client is served a continental breakfast, hot lunch and snack, providing nutrition and dietary needs. Partnerships with transportation companies ensure safe rides to and from the facility. Windsor House ADH fosters independence and self-esteem of participants and in turn provides needed respite to caregivers who are also offered a library of information and support groups.

Budget  $810,000.00
Category  Human Services, General/Other Services for Specific Populations
Population Served Elderly and/or Disabled Families
Program Short-Term Success  By the end of a year, the program will serve over 65 clients and provide respite to their caregivers impacting close to 100 people. The time given to an elder spouse, or an adult child can be greatly appreciated. For example, an adult child may have children who need attention or any caregiver needs time to take care of his or her own health. Most often, an elder will enjoy the day, have a nice lunch out, and meet new people and be happier and ready for a good night's rest at the end of the day.
Program Long-Term Success  To maintain the quality Adult Day Health program Windsor House has done for over 40 years despite the rising costs and requirements from state agencies for building renovations and client ratios, and continue to make a difference in the lives of participants and their families.  At least 90% of participants will be able to remain in their own homes in the community for a longer period of time, avoiding the cost and move to a nursing home or assisted living. Participants’ levels of self-esteem and independence will flourish and their caregivers will gain from the support and respite. With nurses and trained staff, behavioral changes are more often noted and medical diagnoses caught and dealt with sooner, especially in clients with Alzheimer's dementia.
Program Success Monitored By 

Client attendance for the most part confirms client interest (with some exception with inclement weather). Families will often give feedback on what is working or not working, often shared through the social worker or program director. Nurses and staff often noted behavior changes through observation and this can help catch medical needs or note successes. Clients will also share their experiences with staff or ask to come in an extra day because they want to and enjoy the program.

Examples of Program Success 
A positive example of successful service is a story about an 89 year old woman with an Alzheimer’s diagnosis who lives with two of her grandsons in Cambridge and attends the Adult Day Health program twice a week. She shared that she likes to socialize and talk about her past occupation as a seamstress with peers. She enjoys the activities which challenge her mind and enhance her memory skills. It was reported that when this woman is not at Sancta Maria’s Windsor House, she sits alone in the dark by herself while the family is at work. Time spent at Sancta Maria’s Windsor House minimizes the amount of isolation and instead boosts socialization with peers, increases self-esteem, and the overall level of enjoyment rises. 

CEO/Executive Director/Board Comments

no comments at this time

Management


CEO/Executive Director Ms. Ashley Thibault CDP
CEO Term Start Mar 2016
CEO Email [email protected]
CEO Experience Former Acting Assistant Executive Director, and former Program Director
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
Mrs. Elizabeth Pavoni LSW, CDP -- Mar

Senior Staff

Name Title Experience/Biography
Ms. Alice O McCarter LICSW Vice President, New Communities Inc  Ms. McCarter holds a MSW from Boston College School of Social Work, is a Licensed Independent Clinical Social Worker and a Certified Housing Manager. Ms. McCarter is Vice President of the Housing Services Division of New Communities Services, Inc. with a focus on low-income affordable and Tax Credit properties managed by the company.

Awards

Award Awarding Organization Year
-- -- --

Affiliations

Affiliation Year
-- --
Member of state association of nonprofits? No
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
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Collaborations

Community Cooks and Somerville-Cambridge Elder Services (nutrition), SCM/Door-to-Door transportation, REM Transportation (transportation), Lesley College, Simmons College, Boston University (college interns)

CEO/Executive Director/Board Comments

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Foundation Comments

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Staff Information

Number of Full Time Staff 6
Number of Part Time Staff 9
Number of Volunteers 2
Number of Contract Staff 0
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 5
Asian American/Pacific Islander: 0
Caucasian: 9
Hispanic/Latino: 2
Native American/American Indian: 0
Other: 1
Other (if specified): Indian
Gender Female: 16
Male: 1
Not Specified 0

Plans & Policies

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

Risk Management Provisions

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Reporting and Evaluations

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

Governance


Board Chair Sister Mary Mark
Board Chair Company Affiliation former President
Board Chair Term Dec 1998 - 2016
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Sister Mary Mark former President (deceased) --
Mrs. Alice O. McCarter VP of New Communities Services, Inc --
Mrs. Mary Jane Nottonson Clerk/ Administrator, Sancta Maria's Nursing Facility --
Mr. Roy Publicover Director --
Ms. Emily Shea Director --
Mrs. Pamela Shea Director --

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: 6
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 5
Male: 1
Not Specified 0

Board Information

Board Term Lengths --
Board Term Limits --
Board Meeting Attendance % 100%
Written Board Selection Criteria Under Development
Written Conflict Of Interest Policy Under Development
Percentage of Monetary Contributions 85%
Percentage of In-Kind Contributions --
Constituency Includes Client Representation No

Standing Committees

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CEO/Executive Director/Board Comments

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Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Fiscal Year Oct 01, 2016 to Sept 30, 2017
Projected Income $825,350.00
Projected Expense $870,000.00
Form 990s

2015 Form 990

2014 Form 990

2013 Form 990

Audit Documents

2016 Audit

2015 Audit

2014 Audit

2013 Audit

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2015 2014 2013
Total Revenue $808,494 $680,126 $563,303
Total Expenses $869,728 $638,380 $554,372

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
Individual Contributions $6,900 $8,615 $8,060
Indirect Public Support -- $0 $0
Earned Revenue $801,594 $671,511 $555,243
Investment Income, Net of Losses -- $0 $0
Membership Dues -- $0 $0
Special Events -- $0 $0
Revenue In-Kind -- -- --
Other -- $0 $0

Prior Three Years Expense Allocations

Fiscal Year 2015 2014 2013
Program Expense $705,574 $544,399 $477,240
Administration Expense $164,154 $93,981 $77,132
Fundraising Expense -- $0 $0
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.93 1.07 1.02
Program Expense/Total Expenses 81% 85% 86%
Fundraising Expense/Contributed Revenue 0% 0% 0%

Prior Three Years Assets and Liabilities

Fiscal Year 2015 2014 2013
Total Assets $118,902 $126,961 $92,185
Current Assets $97,493 $104,547 $84,490
Long-Term Liabilities $50,000 $0 $0
Current Liabilities $93,903 $90,728 $97,698
Total Net Assets $-25,001 $36,233 $-5,513

Prior Three Years Top Three Funding Sources

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

Endowment Value --
Spending Policy --
Percentage(If selected) --
Credit Line Yes
Reserve Fund No
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? --

Short Term Solvency

Fiscal Year 2015 2014 2013
Current Ratio: Current Assets/Current Liabilities 1.04 1.15 0.86

Long Term Solvency

Fiscal Year 2015 2014 2013
Long-term Liabilities/Total Assets 42% 0% 0%

CEO/Executive Director/Board Comments

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Foundation Comments

Financial summary data in the charts and graphs above are per the organization's IRS Form 990s. Contributions from foundations and corporations are listed under individuals when the breakout was not available.

Documents


Other Documents

No Other Documents currently 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?

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2. What are your strategies for making this happen?

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

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

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

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