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Rogerson Communities

 1 Florence Street
 Boston, MA 02131
[P] (617) 469-5800
[F] (617) 363-2319
[email protected]
Courtney Barth
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 Printable Profile (Summary / Full)
EIN 04-2104319

LAST UPDATED: 05/15/2018
Organization DBA --
Former Names Rogerson House (1995)
Home for Aged Men (1955)
Organization received a competitive grant from the Boston Foundation in the past five years Yes


Mission StatementMORE »

Rogerson Communities’ mission is to provide help to elderly and low-income men and women who need it. This assistance, including housing, health care, and supportive services, is offered in ways that respect and enhance each person’s dignity, self-reliance and vitality, across generations and with attention to the diverse cultural traditions of our society. Rogerson Communities provides leadership and innovation in long-term care and works cooperatively with neighbors and other organizations to create and maintain programs that offer both security and challenge.

Mission Statement

Rogerson Communities’ mission is to provide help to elderly and low-income men and women who need it. This assistance, including housing, health care, and supportive services, is offered in ways that respect and enhance each person’s dignity, self-reliance and vitality, across generations and with attention to the diverse cultural traditions of our society. Rogerson Communities provides leadership and innovation in long-term care and works cooperatively with neighbors and other organizations to create and maintain programs that offer both security and challenge.

FinancialsMORE »

Fiscal Year Jan 01, 2018 to Dec 31, 2018
Projected Income $8,873,057.00
Projected Expense $8,656,487.00

ProgramsMORE »

  • Adult Day Health Programs
  • Rogerson Fitness First

Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

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


Mission Statement

Rogerson Communities’ mission is to provide help to elderly and low-income men and women who need it. This assistance, including housing, health care, and supportive services, is offered in ways that respect and enhance each person’s dignity, self-reliance and vitality, across generations and with attention to the diverse cultural traditions of our society. Rogerson Communities provides leadership and innovation in long-term care and works cooperatively with neighbors and other organizations to create and maintain programs that offer both security and challenge.

Background Statement

Rogerson Communities was founded in 1860 in Boston as the “Home for Aged Men.”Since 1978, Rogerson has evolved from a single retirement home for older men to a network of innovative, accessible and affordable housing and health services for elders, persons with disabilities, and the working poor in the Greater Boston area. Today, Rogerson Communities serves more than 1,500 families through 26 facilities and programs.These services include housing, adult day health programs, fitness training, and memory loss care and treatment.
The overall goal of Rogerson’s adult day health programs is to help at-risk and disabled elders maintain and/or improve their physical and mental health.Through the provision of carefully tailored health and social services, the day programs enhance the ability of older adults to continue living at home while assuring each person’s dignity, longevity, and vitality. Rogerson operates four adult day health programs, located in Roslindale, Roxbury, and Jamaica Plain. Together, they serve approximately 300 at-risk older adults per year.
The provision of quality, supportive housing for elders, working individuals, and people with disabilities is also at the heart of Rogerson Communities’ mission. Rogerson manages 1,190 residential units, of which 761 or 64% are occupied by low and very low-income elders and other adults with special needs, including those living with HIV/AIDS, mental illness and “working-poor” families and individuals.The remaining 429 units, including 88 for people with Alzheimer’s disease, are available to elders who do not meet affordable housing guidelines.This includes some that are offered substantially below the market-rate or can be subsidized through PACE and the Group Adult Foster Care Program.

Rogerson Communities helps to address the acute need for quality, affordable housing in Boston by working hand-in-hand with local communities and like-minded non-profits to reclaim abandoned property, realize complex real estate projects and revitalize neighborhoods.

Impact Statement

At the close of 2013, residents of Phase I of the new Hong Lok House, including very low-income Chinese elders and four formerly homeless older adults, moved into the 32 new apartments on Essex Street in Boston's Chinatown. Completed in 2015, Hong Lok House offers a total of 74 affordable elder units in this rapidly gentrifying downtown community. The building includes a senior center with services and an accessible adult day health program. The building is LEED certified and includes a green roof with a Tai chi deck.

The cornerstone for Cooper House in Egleston Square was laid in June 2013, thereby launching the construction of an additional 37 units of affordable elder housing. This is the final construction project for a four building campus that was once a blight on the neighborhood.  With the completion of Cooper House in 2015, this large inner-city campus now offers a total of 161 units of affordable housing for elders, people with disabilities and low-income individuals and families, thereby helping to meet a critical need for quality housing in this Roxbury neighborhood. 
In 2016, Rogerson Communities served 336 individuals and their families in adult day health programs, providing skilled nursing, meals, socialization, engaging activities, exercise and educational sessions. These programs prevent premature institutionalization of frail elders and other adults.

The Rogerson Fitness First program continues to make great strides in improving elder participants' health and ability to perform activities of daily living. Utilizing five specially designed Nautilus machines, the program builds lean muscle mass allowing even frail elders to reduce their risk of falls and more easily transfer, bend and reach. In 2013, with grant funding, Rogerson Communities began implementation of a proper database to track strength gains and other metrics.

Needs Statement

Rogerson Communities' most pressing needs for funding fall into the following categories:
Capital for new affordable housing
Operating support for existing programs inadequately reimbursed or not reimbursed at all through government programs
Capital for housing, furnishings and transportation upgrades
Research to prove the efficacy of adult day health programs as a tool to save taxpayer dollars - for both Medicaid and Medicare eligible clients.
Research to prove the efficacy of housing with services for elder adults as a tool to save taxpayer funds.

CEO Statement

Rogerson Communities' basic philosophy is that everything old can be new again. We believe that the dignity of each person and place can be restored, revitalized, and regenerated and that the end of your life is as important as its beginning. Our current building projects are, in fact, a celebration of this philosophy. State-of-the-art construction that preserved historical facades in Chinatown has taken place alongside fundraising efforts to furnish the adult day health center within. At Fairing Way, a brand-new project is making significant strides toward offering middle-income elders a continuing care retirement option in an intergenerational community; and redevelopment of a historic nineteenth century structure in Roxbury is nearing completion. Farnsworth House, our first independent housing development, has received a prestigious national award to recognize it as a model of excellence in green affordable elder housing with services. Rogerson’s day programs are full of lives being rejuvenated on a daily basis; individuals aging at home, getting and staying well with the support of daily nursing care, healthy meals, and community connections; and people who get better and stronger through our Fitness First program. Our work is fraught with challenge – there is currently no active funding program for affordable elder housing. The HUD 202 program has not been funded for a multi-year period. Piecing together funding is time-consuming, expensive, and always leaves a gap that must be filled through private fundraising. While the community-at-large may recognize that housing for aging baby-boomers is a real need, they do not understand that it has become a charitable activity in need of philanthropic support. At the same time, the most cost-efficient and positive-outcome-producing program for elders in need of nursing services – adult day health programs – remains underfunded and is always at risk of cuts. Rogerson Communities is on the leading edge of programs and services for elders of low- and middle-income. We continue to seek the resources required to not just maintain what we have created, but to continue to innovate in this fastest growing field of need. With 10,000 people turning 65 each day and approaching the end of their working lives, it is incumbent on organizations such as ours to not only prevent homelessness, but also to offer the most appropriate options for the people who have done much to contribute to our communities and who can and will continue to do so.

Board Chair Statement

At Rogerson Communities, one of our greatest challenges from the governance perspective is continuing to grow and diversify a board of directors that is able to fulfill an ever-widening array of responsibilities to a non-profit. The abrogation of the public sector to meet its safety-net obligations for vulnerable populations places unwieldy burdens on charities to engage policy makers in policy formation and redouble fundraising efforts from private sources. I got involved with Rogerson because I had four family members between 90 and 101 that I had to provide for. No amount of money in the industry of "retirement solutions" provided the kind of living facilities that Rogerson provided for low-income people: in their community, with gardens, exercise, mental stimulation. Rogerson provides a gold standard for elders that the rest of the industry should emulate. Our adult day programs are what we should be lucky to access as we age. Rogerson's approach maximizes independence without offering so much help that people cease to care, and creates communities that minimize the unfortunate effects of isolation. Homes and programs are of the highest quality, with fine finish-work, attention to detail and impeccable maintenance. I am always impressed that Rogerson Communities leadership has not learned the meaning of the phrase "It can't be done." Rogerson has developed a record of success in completing housing projects that were deemed by the industry as "impossible." Furthermore, while other providers of adult day health services have had to compromise standards or on occasion, even close their doors, Rogerson Communities has always maintained that these programs are at the heart of its mission and has made a commitment to sustaining them. It is incumbent on non-profits to be on the leading edge of understanding the needs of at-risk populations and implementing appropriate programs to address those needs. It is also incumbent upon non-profits to convince the community-at-large that this work is worthy of financial support. Rogerson Communities is very successful in the former, and has made great strides in the latter. I am proud to help them with both.

Geographic Area Served

City of Boston- Citywide (please select all areas as well)
City of Boston- Allston/ Brighton
City of Boston- Back Bay
City of Boston- Beacon Hill/ West End
City of Boston- Charlestown
City of Boston- Chinatown/ Leather District
City of Boston- North Dorchester
City of Boston- South Dorchester
City of Boston- Downtown
City of Boston- East Boston
City of Boston- Fenway/ Kenmore
City of Boston- Hyde Park
City of Boston- Hyde Park
City of Boston- Jamaica Plain
City of Boston- Mattapan
City of Boston- Mission Hill
City of Boston- North End
City of Boston- Roslindale
City of Boston- Roxbury
City of Boston- South Boston
City of Boston- South End/Bay Village
City of Boston- West Roxbury
Rogerson Communities' housing and services are located in various neighborhoods of Boston, Massachusetts. Two of the organization's facilities are located in Wrentham and one housing project under construction is located in South Weymouth.

Organization Categories

  1. Human Services - Supportive Housing for Older Adults
  2. Health Care - Health Support
  3. Housing, Shelter - Housing Development, Construction & Management

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



Adult Day Health Programs

Rogerson Communities' adult day health programs provide non-residential health and social services to help older adults maximize their health, independence and quality of life while they continue to live in the community.The Adult Day Center, based in Boston's Roslindale neighborhood, offers the Rogerson Roslindale Adult Day Health Program which is a general medical day program and the Rogerson Roslindale Dementia Day Program, a program tailored to meet the needs of people with Alzheimer's disease and other memory loss.This day program is one of the few remaining in Massachusetts that provides specialized services for low-income people with dementia.The Rogerson Egleston Adult Day Health Program is modeled on the general day program in Roslindale and is located at Spencer House, a facility based in Roxbury that also provides 46 rent-subsidized units of elder housing.
Budget  $3,340,397.00
Category  Health Care, General/Other Health Diagnostic, Intervention & Treatment Services
Population Served Aging, Elderly, Senior Citizens Elderly and/or Disabled Adults
Program Short-Term Success  Annual goals are to:
Provide tailored nursing care for over 300 adult day health program participants annually: Rogerson’s nurses carefully monitor participants’ health to ensure that it remains as stable as possible and any developing medical issues are dealt with promptly. Collaborating with and advocating on behalf of clients to physicians, other providers involved in participants’ care, and family members is a vital part of the approach undertaken by the nursing staff. (In 2013, the programs provided nursing services for a combined total of 331 participants);
Help ensure appropriate nutrition for adult day health program participants by providing two daily meals: The daily breakfast and hot lunch that are served at the day programs are important sources of nutrition for all participants, especially those who live alone or who cannot easily shop or cook for themselves. (In 2013, a total of over 21,000 breakfasts and 26,000 lunches were served at the adult day health programs.)
Program Long-Term Success  The overall goal of Rogerson Communities’ adult day health programs is to maximize the health, well-being and safety of vulnerable older adults so that they can maintain their independence and enjoy a higher quality of life. Preventive healthcare and early intervention with existing conditions can keep stabilize health, keep elders out of the hospital and avoid premature institutionalization. The adult day health programs also provide much needed relief for overstressed family caregivers. Ultimately, they also save taxpayers significant funds that would be spent on much more expensive and less effective alternatives.
Program Success Monitored By  Adult day health programs are approved by the Massachusetts Executive Office of Elder Affairs. Rogerson's staff constantly monitors and assesses clients' progress, ensuring that the services provided meet participants' needs. Upon enrollment, each client is thoroughly evaluated. This includes assessment of physical, cognitive, and social functioning; mobility status and safety; medications and ability to maintain compliance; behavior patterns; nutrition status; risk of falls; and ability to carry out activities of daily living. A Care Plan is developed for these areas: Medical Needs, Social Services, and Activities. A doctor's order, outlining a participant's current medications, is reissued every three months. The adult day health programs use a HIPAA-compliant software, CadCare, to track attendance, demographics, and other operational issues.
Examples of Program Success  B.D. is a 67-year-old Boston resident who attends the program 3-days-a-week. Her health issues include severe skin irritation, dementia, depression, hypertension, COPD and bowel problems. B.D. has attended the Adult Day Center for the past 18 months. She finds it challenging to advocate for herself and has slowly come to trust the day program staff. The nurses have worked extremely hard on her behalf, collaborating with health providers and family members and ensuring that she gets vital medical appointments. B.D. benefits from the regular meals that are provided by the day program and the nursing staff encourages her to eat adequate protein to help with her skin issues.She loves to get out and do healthy activities with her Rogerson friends whether it is a luncheon at Newcomb Farms or participating in the walking groups. B.D. is an enthusiastic participant in Rogerson Fitness First. In addition, she greatly enjoys the musical activities offered at the Adult Day Center.

Rogerson Fitness First

Rogerson Fitness First enables elders to improve their strength, mobility and stamina so that they can sustain better health and a higher quality of life. The program focuses on building capacity for basic activities such as walking, climbing stairs, transferring and reaching - all aspects essential to maintaining independence. Administered by trained specialists, Fitness First uses strength-training equipment that includes 5 Nautilus machines designed for older adults. All participants receive their doctor's approval with any restrictions necessary in advance of enrollment. Participants typically attend two 30-60 minute Fitness First sessions a week. Evaluation includes a 12-week assessment followed by annual assessments. Rogerson Fitness First is offered at 4 of Rogerson's affordable elder residences and in all adult day health programs.
Budget  $171,111.00
Category  Health Care, General/Other Health Care, General/Other
Population Served Aging, Elderly, Senior Citizens Elderly and/or Disabled Adults
Program Short-Term Success  The top three annual goals for Rogerson Fitness First are to: Improve participants’ physical functioning by providing professionally administered exercise and strength training sessions led by trained specialists; Attract a combined total of at least 10,000 visits by Fitness First participants at four low-income sites where the program is offered; *Involve a combined total of at least 250 adult day health program clients and residents in Fitness First.
Program Long-Term Success  The long-term objective of Rogerson Fitness First is to make exercise and strength training both appealing and manageable for older adults, enabling them to build strength and improve balance, flexibility and mobility so that they can maintain their health, remain independent for longer and enjoy a higher quality of life. Successful fulfillment of this objective can reduce health care and other costs by reducing falls and hospitalizations and by improving elders' ability to function independently.
Program Success Monitored By  Evaluation is built into the design of Rogerson Fitness First. Participants are given an initial assessment upon joining the program. After 12 weeks or 24 sessions, clients are re-evaluated to determine progress made and the need for program adjustments. Following the 12-week evaluation, participants are assessed on an annual basis. In the past year, with philanthropic support, Rogerson has developed a comprehensive database to better document and quantify the outcomes of Fitness First.  Information gained through assessments, together with anecdotal feedback provided by both participants and staff, allows Rogerson to track the progress of each client and understand the overall impact of the program.
Examples of Program Success  The impact of Rogerson Fitness First is demonstrated through the story of 68-year-old resident Melonie who joined Fitness First when she came to Rogerson Communities in 2007. Like many participants, she showed immediate strength gains of 100% in the first 12 weeks and another 50% increase by the end of a year. Since then, her increases have stabilized with maintained strength or modest increases during the second year. Melonie credits Fitness First with her significant weight loss and ability to maintain it. An enthusiastic participant in Fitness First and other health promoting activities at her residence, Melonie also reports benefits such as better balance, decreased stress, moderated blood pressure and better sleeping.

CEO/Executive Director/Board Comments

Our biggest challenge with innovative health and fitness programs is funding. Rogerson's adult day health programs offer the "best bang for the healthcare buck." They provide skilled nursing, exercise, socialization/stimulation, and nutrition to individuals who would otherwise be institutionalized in nursing homes at much greater expense and much lesser success. Sadly, despite recent increases in reimbursement rates, Medicaid continues to underfund these programs. Because they are no longer "new," it is difficult to find funding for ongoing operations, as so many funders are looking for something new and exciting. The same goes for Rogerson Fitness First, our evidence-based strength training program. Participating in supervised weight-lifting (resistance training) exercise on specialized Nautilus equipment even twice per week is showing up to 150% increases in muscle strength. This facilitates much improved ability to perform activities of daily living, and in some cases, enables individuals to stop using wheelchairs and walkers. Sadly, there is no direct funding available for this preventative program with the exception of a few foundations that have been willing to provide partial support. At Rogerson Communities we recognize that metrics are important. We are finding ways to both document the success of these programs and present our outcomes measurement such that it is our hope that one day more traditional funding sources will cover their costs. In the meantime, we know that these programs work, and we have made a commitment to sustaining them.


CEO/Executive Director Mr. James F. Seagle Jr.
CEO Term Start Mar 1973
CEO Email [email protected]
CEO Experience James F. Seagle, Jr. joined Rogerson Communities in 1973 and initiated Rogerson’s transition from a single rest home for older men to the multidimensional organization it is today.Its scope includes management of 22 communities and four adult day programs that serve more than 1,800 families; real estate development; consulting assignments; advocacy and education; and fund raising, both with foundations and individuals. Mr. Seagle is a recognized leader in the field of housing and services for elders.A past president of Leading Age Massachusetts, he has been a delegate to LeadingAge (formerly the American Association of Homes and Services for the Aging in Washington DC).Mr. Seagle worked closely with the Executive Office of Elder Affairs to draft assisted living legislation, and he created an industry task force to increase Medicaid reimbursement for dementia day care.He frequently lectures at state and national forums. As an innovator, Mr. Seagle refined the service coordinator model for independent housing; established the area’s first adult day health program; and worked with the Robert Wood Johnson Foundation to develop a dementia day care model.In addition, he created the Boston Alzheimer’s Center (now Rogerson House), which offers a full program that serves families with assisted living, a day center, respite care, education and support. Mr. Seagle was an early initiator of fitness programs for frail elders and created the first apartment housing model for persons disabled by HIV. He continues to support and participate in a number of nonprofit provider alliances. A graduate of DenisonUniversity, Mr. Seagle also earned a certificate in nursing home administration from BabsonCollege and is licensed in Massachusetts as a nursing home administrator. His publications include Congregate Housing for Older People (coeditor), Lexington Books, 1982, reprinted 1985; and Farnsworth House: A Nonprofit Board Creates Congregate Housing for the Elderly (coauthor), 1987.
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
-- -- --

Senior Staff

Name Title Experience/Biography
Ms. Darcey Adams LICSW Vice President of Health Services --
Ms. Courtney A. Barth A.V.P., Development & Community Relations --
Mr. Kenneth Crisafulli A.V.P., Facilities --
Ms. Nancy Kowalski Director, Human Resources --
Ms. Chitra Sharma A.V.P., Finance --
Ms. Laurie Novakoff Trilling V.P., Operations Laurie Novakoff Trilling came to Rogerson Communities in 1998 as assistant director of operations and was promoted to Director of Operations in 2001 and Vice President in 2007. She provides oversight, support, and compliance control for a both owned and managed portfolio of housing and health services consisting of approximately 1200 units in 23 buildings servicing all income levels; including 547 HUD-202 elderly units in seven buildings, 92 LIHTC units in two building, 235 independent living units plus 286 assisted living and supportive housing beds in nine locations, 4 adult day programs serving approximately 155 clients daily, and facility maintenance services for two local community centers. The VP, Operations has responsibility for the direct supervision of four corporate office director positions in senior living, housing management, senior programming, and building services; providing management functions including budget preparation and control, formation of policies and procedures, planning and implementation of capital projects, energy conservation methods and funding, agency compliance requirements, staffing decisions, and implementation of programs to improve the quality of life for individuals within the housing units and adult day health program activities. During 2006-2011 Ms. Trilling applied for five state and government funding opportunities, and was awarded a total of $3,849,000 for both capital and energy saving improvements in four buildings under management. Ms. Trilling brings more than 30 years of real estate management experience to Rogerson. Prior to Rogerson Communities, she was employed by Barkan Management Company for ten years as property manager for B’nai B’rith Covenant House in Brighton, a 200-unit HUD Section 202 building for elderly residents, and senior property manager for a mixed portfolio of eight subsidized housing, commercial, and condominium developments.Ms. Trilling graduated from the University of Denver with a major in real estate. She is a licensed real estate broker and is a Spectrum Continuing Certified Credit Compliance Professional, C8P.


Award Awarding Organization Year
Award for Excellence in Green Affordable Senior Housing with Services Enterprise Community Partners/MetLife Foundation 2012


Affiliation Year
LeadingAge MA 2013
Member of state association of nonprofits? Yes
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
United States Department of Housing and Urban Development (HUD) - Housing Counseling Agency Certification 2017



CEO/Executive Director/Board Comments

A current challenge/opportunity for our organization is the automation of information. While several processes have been automated over the years (i.e. employee reviews), we would like to make information more accessible and useful going forward. Currently we are working on an online payroll change entry system so that we can stop putting payroll changes on paper, as well as granting the managers at each site some level of access to payroll and HR reports pertaining to their direct reports. In the future we’d like to be able to provide all employees the ability to access certain information online, such as benefits plan descriptions and pay stubs. The majority of our employees do direct care work, and therefore do not have a company email address; of those employees, there are many who do not have much access to the internet or computers outside of the workplace, so finding a way to reach them electronically is a challenge we are constantly trying to overcome while making sure the employees do not miss a beat in terms of access to important information and services.

Foundation Comments


Staff Information

Number of Full Time Staff 166
Number of Part Time Staff 78
Number of Volunteers 100
Number of Contract Staff 1
Staff Retention Rate % 82%

Staff Demographics

Ethnicity African American/Black: 129
Asian American/Pacific Islander: 9
Caucasian: 69
Hispanic/Latino: 31
Native American/American Indian: 0
Other: 6
Other (if specified): 2 or more races and other
Gender Female: 181
Male: 63
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 5
Management Succession Plan Yes
Business Continuity of Operations Plan Yes
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit --
State Registration Yes

Risk Management Provisions

Directors and Officers Policy
Employee Dishonesty
Workers Compensation and Employers' Liability
Accident and Injury Coverage
Automobile Insurance
Automobile Insurance and Umbrella or Excess Insurance
Blanket Personal Property
Boiler and Machinery
Accident and Injury Coverage
Commercial General Insurance
Commercial General Liability
Commercial General Liability and D and O and Umbrella or Excess and Automobile and Professional
Business Income
Crime Coverage
Disability Insurance
Employee Dishonesty
Employment Practices Liability
Employee Benefits Liability
Fine Arts and Collectibles
Fiduciary Liability
General Property Coverage and Professional Liability
Improper Sexual Conduct/Sexual Abuse
Inland Marine and Mobile Equipment
General Property Coverage
Liquor Liability
Medical Health Insurance
Life Insurance
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 Yes Annually
Non Management Formal Evaluation and Frequency Yes Annually


Board Chair Ms. Brit d'Arbeloff
Board Chair Company Affiliation Retired
Board Chair Term Jan 2013 - Nov 2018
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Ms. Sarah Acer Allen Community Volunteer Voting
Mr. George Bennett Good Measures Voting
Mr. John E. Cupples Cupples Associates Consulting Voting
Mr. Lloyd C. Dahmen Retired Voting
Ms. Brit d'Arbeloff Retired Voting
Mr. John L. Hall II Hall Properties Voting
Ms. Patricia Hillman Retired Voting
Mr. Ogden M. Hunnewell Nordic Properties Voting
Ms. Mary J. Kakas Retired Voting
Gary P. Kearney M.D. Longwood Urology/New England Baptist Hosp. Voting
Mr. James Mackey Bain Capital Voting
Ms. Inez Stewart Boston Children's Hospital Voting
Ms. Karla Todd Eldercare Management Consultant Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
Nile L. Albright M.D. Community Volunteer NonVoting
Mr. Daniel Bancroft Attorney NonVoting
Ms. Patricia N. Burdick Community Volunteer NonVoting
Ms. Carolyn J. Campanelli Community Volunteer NonVoting
Mr. Robert D. Chellis Community Volunteer NonVoting
Ms. Meredith P. Clapp Community Volunteer NonVoting
Ms. Lisa P. Clark Community Volunteer --
Ms. Christine F. Collins Brigham & Women's Hospital NonVoting
Ms. Erica A. Corsano The RealReal NonVoting
Ms. Pat L. Cox Community Volunteer NonVoting
Mr. Lawrence S. DiCara Nixon Peabody NonVoting
Mr. Paul S. Evans Boston College NonVoting
Ms. Ellen Feingold Retired, Jewish Community Housing for the Elderly NonVoting
Mr. John H. Finley III Creative Development Co. NonVoting
Ms. Susan A. Flanagan Westchester Consulting NonVoting
Ms. Elizabeth M. Hanson Community Volunteer NonVoting
Ms. Sarah D. Hurlbut Community Volunteer --
Mr. Peter M. Keating Keating & Co. NonVoting
Ms. Bonlyn A. McBride Community Volunteer NonVoting
Barbara J. McNeil M.D. Harvard Medical School NonVoting
Ms. Randace Rauscher Moore Community Volunteer NonVoting
Ms. Cecily O. Morse Community Volunteer NonVoting
Ms. Sarah B. Porter Retired NonVoting
Ms. Joanne Prince Resident NonVoting
Ms. Rebekah Richardson Retired --
Ms. Sarita Rogers Massachusetts Childrens Trust Fund NonVoting
Mr. Jeffrey Sacks Nixon Peabody LLP NonVoting
Ms. Esther Schlorholtz Boston Private Bank NonVoting
Mr. Merlin Southwick E.D., Mount Pleasant Home NonVoting
Mr. William C. Stone Community Volunteer NonVoting
Ms. Paula Thier Community Volunteer NonVoting
Mr. Robert Tuchmann Wilmer Hale NonVoting
Ms. Ellen Takagi Walsh RBC Dain Rauscher NonVoting
Ms. Georgiana K. White Realtor NonVoting
Mr. Peter Zane Retired --

Board Demographics

Ethnicity African American/Black: 1
Asian American/Pacific Islander: 1
Caucasian: 12
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 6
Male: 8
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 3
Board Meeting Attendance % 72%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 14%
Constituency Includes Client Representation No

Standing Committees

  • Audit, Compliance and Controls
  • Board Governance
  • Compensation
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Executive
  • Finance
  • Investment
  • Nominating
  • Program / Program Planning
  • Real Estate
  • Strategic Planning / Strategic Direction

CEO/Executive Director/Board Comments

Recruiting high net worth individuals to supplement contributions of our current board of directors remains a challenge, as does attracting a more diverse board reflective of the people we serve that also has the capacity to further our charitable giving program. The annual fund and our annual gala, Welcome Home!, have grown in recent years, and with more networking by our board of directors, we believe both vehicles for unrestricted giving will continue to grow.

Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2016 2015 2014
Total Revenue $10,625,732 $10,378,549 $12,013,421
Total Expenses $7,497,708 $7,295,828 $7,412,904

Prior Three Years Revenue Sources

Fiscal Year 2016 2015 2014
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $1,993,610 $2,957,735 $1,217,527
Indirect Public Support -- -- --
Earned Revenue $6,971,814 $6,050,432 $6,454,986
Investment Income, Net of Losses $1,216,984 $911,854 $3,977,466
Membership Dues -- -- --
Special Events $419,525 $373,275 $346,043
Revenue In-Kind -- -- --
Other $23,799 $85,253 $17,399

Prior Three Years Expense Allocations

Fiscal Year 2016 2015 2014
Program Expense $5,713,057 $5,560,506 $5,670,468
Administration Expense $1,543,046 $1,461,181 $1,444,749
Fundraising Expense $241,605 $274,141 $297,687
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.42 1.42 1.62
Program Expense/Total Expenses 76% 76% 76%
Fundraising Expense/Contributed Revenue 10% 8% 19%

Prior Three Years Assets and Liabilities

Fiscal Year 2016 2015 2014
Total Assets $30,773,977 $27,590,763 $24,220,627
Current Assets $3,942,879 $5,874,730 $2,912,969
Long-Term Liabilities $1,134,357 $373,063 $1,139,731
Current Liabilities $1,270,898 $1,977,002 $922,919
Total Net Assets $28,368,722 $25,240,698 $22,157,977

Prior Three Years Top Three Funding Sources

Fiscal Year 2016 2015 2014
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value $3,431,000.00
Spending Policy Percentage
Percentage(If selected) 4.0%
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 2016 2015 2014
Current Ratio: Current Assets/Current Liabilities 3.10 2.97 3.16

Long Term Solvency

Fiscal Year 2016 2015 2014
Long-term Liabilities/Total Assets 4% 1% 5%

CEO/Executive Director/Board Comments

Income timing continues to be a challenge at Rogerson Communities.Our ability to collect development fees – a key income source apart from Medicaid reimbursement for our adult day health programs and property management contracts – is tied directly to the health of the financial markets, and they have been unsteady at best. The Finance Department is working toward a new plan to have all bills entered electronically for efficiency of both payment and retrieval. Currently, paper files must be maintained and consulted. Ongoing performance versus budget measurements may also be obtained in this way. We have been moving steadily away from reliance on redevelopment fees to increasing income from ongoing management contracts and other forms of consulting such as in marketing and day program receipts. As a percentage of overall income, real estate development fees have fallen from 15% in 2009 to 10% budgeted for 2013. Attracting philanthropic support remains an ongoing challenge at Rogerson Communities, and it is our hope that with a renewed focus on Board development, we can better address this need. Opportunities include working with other non-profits who need assistance to maximize their ability to serve elders by utilizing existing assets.

Foundation Comments

Rogerson Communities' financial summary data in the charts and graphs above is per the additional information section at back of the audited financial statements for all three years posted. Contributions from foundations and corporations are listed under individuals when the breakout was not available. Rogerson Communities and affiliated subsidiaries are audited together. The additional information section separates out each subsidiary; as such, only the Rogerson Communities, Inc. financials are reflected above.


Other Documents

No Other Documents currently available.


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?