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Rogerson Communities

 1 Florence Street
 Boston, MA 02131
[P] (617) 469-5800
[F] (617) 363-2319
WWW.rogerson.org
info@rogerson.org
Courtney Barth
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INCORPORATED: 1962
 Printable Profile (Summary / Full)
EIN 04-2104319

LAST UPDATED: 01/31/2019
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

Summary

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, 2019 to Dec 31, 2019
Projected Income $9,476,080.00
Projected Expense $9,218,822.00

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.


Overview

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.” Over the years, 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, people with disabilities, and the working-poor in the greater Boston area and beyond. Today, the organization serves over 1,700 people through 29 community-based properties 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 older adults improve and maintain 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 three adult day health programs, located in Roslindale and Roxbury. Together, they serve over 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’s mission. Of the 1,401 units that Rogerson manages, approximately 60% (840) are occupied by very low-income elders and other at-risk adults (including those living with HIV/AIDS, mental illness, and working-poor families and individuals). The average income of elders in Rogerson’s subsidized units is between $11,000 and $12,000 per year. The remaining 561 units, including 88 for elders with Alzheimer’s disease, are available to lower- and middle-income older adults on fixed incomes. Rogerson helps to address the acute need for quality, affordable housing 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

Rogerson continues to maintain, to the highest level, housing units under management. Resident service coordinators in rent-subsidized elder residences provide access to crucial services, such as Meals-On-Wheels, visiting nurses, home health aides and home-makers, without which elders would be unable to age safely at home. Rogerson works diligently to place formerly homeless people in its residences, frequently collaborating with agencies such as HomeStart, Inc. Upon move-in, many of Rogerson’s low-income elder residents enjoy a new lease on life. Residents who were experiencing failing health, social isolation, financial distress, and homelessness, report that Rogerson’s housing has “saved their lives.” Rogerson is constantly evaluating opportunities to develop new housing, creating environments that go well beyond required standards and providing access to supportive services that promote aging in community. This approach improves the quality of life of residents as well as those living in the wider neighborhood, and it is cost-effective. Rogerson serves over 300 older adults annually through its adult day health programs, providing one-on-one nursing care, nutritious meals, socialization, engaging therapeutic activities, and exercise. These programs prevent premature institutionalization, allowing medically-frail elders to live with dignity at home. Rogerson Fitness First continues to make great strides in improving elders’ health. Utilizing 5 specially designed Nautilus machines, Fitness First builds lean muscle mass allowing even frail elders to reduce their risk of falls and more easily transfer, bend and reach. In 2018, Rogerson achieved a successful transition as Walter J. Ramos, J.D., was appointed President & CEO, and James F. Seagle, Jr. assumed a new role as President Emeritus. Mr. Ramos brings more than 20 years of leadership experience to Rogerson. His most recent position was President of Carney Hospital, part of Steward Health Care.

 

Needs Statement

Rogerson Communities’ most pressing needs are:

*Capital funding for new affordable housing;
*Capital funding for upgrades to furnishings, flooring, kitchen equipment and medical equipment for the adult day health programs;
*Capital funding for new vans for the day programs;
*Operating support for existing programs inadequately reimbursed or not reimbursed at all through government programs;
*Funding to build the organization’s core infrastructure.

CEO Statement

Because my background is a combination of healthcare, housing and urban quality of life, Rogerson is a meaningful place for me to bring my experience. I believe, as is Rogerson’s mission, providing invaluable care with dignity and respect for elders should never be adjusted for income. I’m extremely impressed with Rogerson’s properties and programs. Every site I have visited since joining the organization in July 2018 is impeccably maintained and clean. The residents are genuinely happy people, living richly in spirit regardless of meager financial means. I see and hear how Rogerson’s management and staff provide comfort and joy in a safe and resource-rich facility. I witness how much the residents enjoy the libraries, the computer rooms, the fitness centers, and the resident service coordinators who help them get the resources they need to remain independent. Every person I meet has a story. There are no two stories the same, though they all come to a point in the narrative where Rogerson changed their lives. It is rare to find what Rogerson does so well and so generously, and I’m excited to continue the work at hand. Rogerson’s philosophy is that the end of our lives is as important as their beginnings. Rogerson’s residences and adult day health and fitness programs are full of people whose lives are being rejuvenated every day. However, our work is fraught with challenge. Scant federal funding for affordable housing is hampering our ability to help meet the deep need that Boston has for affordable housing. Piecing together funding from myriad sources is time-consuming, expensive and always leaves a gap that must be filled through private fundraising. At the same time, adult day health programs – which provide a compassionate and cost-efficient way to meet the needs of chronically ill elders – are also drastically underfunded. Rogerson 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 Rogerson has created but build on the organization’s tradition of innovation in this fastest growing field of need. As the elder population continues to grow exponentially, it is incumbent on organizations such as ours to not only prevent homelessness and premature institutionalization 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

GREATER BOSTON REGION, MA
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’s housing and services are located in various neighborhoods of Boston, Massachusetts. Two managed residences are located in Wrentham, MA; one is located in Norton, MA. An additional housing project is in South Weymouth: Phase I is complete and Phase II is under construction.

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)

No

Programs

Adult Day Health Programs

Rogerson’s adult day health programs provide critical health and social services to enable medically-frail 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, serving older adults with a wide range of health issues, and the Rogerson Roslindale Dementia Day Program, a program tailored to meet the needs of people with Alzheimer’s disease and memory loss. This day program is one of only 6 now surviving 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  $3,786,302.00
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: *ENABLE CHRONICALLY ILL OLDER ADULTS TO MAINTAIN BETTER HEALTH BY PROVIDING TAILORED NURSING CARE: Rogerson’s team of RNs and LPNs carefully observes and monitors participants’ health, ensuring that nursing services are delivered according to an individualized care plan developed by Rogerson’s clinical team in consultation with clients’ healthcare providers. Through their daily interactions with participants, Rogerson’s nurses develop a deep understanding of elders’ medical needs and personal circumstances. This enables them to become effective advocates in their care, and productively work with physicians and families to enable each participant to receive the most appropriate treatment. The nurses take vital signs, evaluate medications for all clients and administer them to those who need this support; they also prefill medications, if needed. They oversee participants’ compliance with dietary requirements, and work with families to educate them about participants’ dietary needs at home. As a result, emergency room visits, hospitalizations and nursing home stays, which can be so disruptive to an elder’s overall well-being, are reduced;*PROTECT PARTICIPANTS’ NUTRITIONAL STATUS BY SERVING OVER 21,000 BREAKFASTS AND OVER 26,000 LUNCHES ANNUALLY: Many participants are at high risk for poor nutrition due to poverty and ill-health. Rogerson offers a daily breakfast, hot lunch, and afternoon snack that meet the requirements of the Child and Adult Care Food Program (CACFP). Meals are ground, pureed or cut up into finger-sized pieces as prescribed by physicians. All these efforts maximize clients’ nutritional in-take, so they can enjoy better health and a higher quality of life;*ENABLE PARTICIPANTS TO MAINTAIN BETTER HEALTH AND A HIGHER QUALITY OF LIFE THROUGH SUPERVISED EXERCISE: Regular exercise can prevent the onset of some chronic conditions and help older adults better manage such health issues when they do arise. Rogerson offers adult day health program participants many opportunities to safely engage in supervised exercise, including yoga, seated stretching exercises, chair soccer, and other low-impact games. Rogerson Fitness First is also available to participants who receive approval from their physicians. An on-site, professionally-administered initiative, Fitness First engages participants in cardiovascular and strength-building exercises using equipment specially designed for elders, including five Nautilus machines that each target different muscle groups. Trained exercise specialists oversee participants’ safety and progress;*SUPPORT PARTICIPANTS’ ABILITY TO REMAIN IN THE COMMUNITY BY PROVIDING ACCESS TO LONG-TERM SERVICES: Rogerson’s social workers collaborate with referral sources to admit clients and assist participants in gaining access to long-term supportive services, such as visiting nurses, Meals-On-Wheels, home health aides, and home-makers, following enrollment; *PROMOTE BETTER COGNITIVE AND EMOTIONAL HEALTH BY PROVIDING AN ENGAGING PROGRAM OF THERAPEUTIC ACTIVITIES: Music therapy, creative writing and storytelling, and art therapy offer participants a meaningful way to reminisce, share emotions, and build self-esteem and confidence; recreational activities keep participants active and engaged; and social activities reduce the chronic isolation that many participants experienced prior to joining the day programs.

Program Long-Term Success 

The overall goal of Rogerson’s adult day health programs is to maximize the health, well-being and safety of vulnerable older adults so they can maintain their independence and enjoy a higher quality of life. Preventive healthcare and early intervention with existing conditions can stabilize health, keep elders out of the hospital and enable them to 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 otherwise be spent on much more expensive and less effective alternatives.

Program Success Monitored By 

Licensing regulations, introduced by the Massachusetts Department of Public Health in 2015, outline detailed criteria for not only opening, but also maintaining, quality, competent adult day health programs for participants and caregivers. Under the regulations, adult day health programs are audited every two years. In 2017, Rogerson’s adult day health programs achieved licensure through deficiency-free audits. Rogerson’s adult day health program 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 aspects such as: 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 comprehensive, multi-disciplinary care plan is developed which becomes a permanent part of each client’s record. The care plans are reviewed every six months and updated annually, or as needed. A “doctor’s order,” outlining a participant’s current medications, diagnoses and dietary needs, is also updated every six months, or as needed. The progress of participants in Rogerson Fitness First is monitored through initial, 12-week, and annual assessments which measure strength gains. These are used to create participants’ personal goals for the year ahead. Rogerson also monitors other measures of program success, including level of daily attendance at each adult day health program, and the number of meals consumed according to regulatory requirements. Rogerson uses HIPAA-compliant software to track the adult day health programs’ progress. Monthly community meetings provide an effective forum for participants to give feedback to staff. An Advisory Council, comprising participants, family members and community healthcare providers, meets quarterly to provide recommendations to the day program director.

 
 
 
 
Examples of Program Success 

Tina (a pseudonym) is 61 years of age. She is a longtime Boston resident. She raised her children and, in mid-life, was hit with a sudden, debilitating health issue. Tina has attended Rogerson’s adult day health program for the past fifteen years. Her son, who lives out-of-state, is the primary family-member who assists Tina, when needed. Tina has experienced many hardships – poverty, complex family and housing situations, as well as significant health issues. Despite considerable challenges, she has a very sunny, positive outlook and works hard to maintain her independence. At the day program, she has always been eager to help out with daily tasks, such as setting the tables, as far as her health has allowed. She is also keen to help others, frequently advocating for another participant with whom she sits at lunch. Tina attends the adult day health program five days-a-week. Tina has significant health issues. Rogerson’s nurses carefully monitor her for lung sounds, fatigue and confusion, and help her manage her pain. They sometimes need to monitor her blood pressure multiple times a day as it can go very low. At times, Tina can become very anxious. As the nurses know her very well, they are able to calm, comfort and reassure her, thereby reducing her stress. At the day program, Tina loves cultivating and taking care of plants. She also participates in arts and crafts activities, bingo and dominoes. She enjoys outings and the day program’s walking group. While she is outgoing and positive, she does experience periods of sadness. Staff encourages her on a daily basis, helping her engage in activities even when she is experiencing low energy or physical pain. Rogerson’s clinical team has supported Tina and her family through Tina’s multiple hospitalizations. They have also provided her with support with complex housing and family issues. Her attendance at the day program is crucial to her ongoing well-being, providing compassion and stability as well as daily care and supervision.


Rogerson Fitness First

Rogerson Fitness First enables elders to improve their strength, mobility and stamina so 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 exercise specialists, Fitness First uses equipment that includes 5 Nautilus machines designed for elders. All participants receive their doctor’s approval together 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 without cost burden at the adult day health programs and at residences that serve low-income older adults.

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 five sites where the program is offered; *Involve a combined total of at least 200 adult day health program clients and residents in Rogerson 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 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. Information gained through assessments, together with anecdotal feedback provided by both participants and staff, allows Rogerson to track the progress of each client and better understand the impact of the program. Clients’ progress is recorded in a specially designed database.

Examples of Program Success  Eugene, who is in his early 70s, and his wife Loretta, who is in her mid-60s, lived and worked in the Mattapan neighborhood of Boston for many years before moving to Roslindale House – an 83-unit, rent-subsidized residence for elders and people with disabilities created and managed by Rogerson. Eugene and Loretta both have chronic medical conditions. Loretta has said, “We both had been told for years, that, in conjunction with certain medications and healthy food, exercise was our best medicine, so we would start little routines at home but never could seem to stick to it. When we moved here and had access to this fitness center, it was much easier to start and stay on track. According to Eugene, “The staff here have really encouraged us, and we make sure we keep coming. When one of us is feeling lazy, the other gives the necessary nudge to get us here.” Both Loretta and Eugene have had positive feedback from their medical providers. Since starting Fitness First in 2012, Loretta has increased her overall strength by approximately 151% and Eugene has increased his overall strength by approximately 61%. Such physical improvements have directly impacted their everyday life. For example, they can walk further; they can bend over and pick items up from the floor; they can shop; and they can do their laundry. In addition, Loretta and Eugene have greatly enjoyed being part of a welcoming community, another important aspect of healthy aging.

CEO/Executive Director/Board Comments

Our biggest challenge with delivering impactful, preventive health programs, such as our adult day health programs and Rogerson Fitness First, is funding. Rogerson’s adult day health programs provide nursing care, exercise, socialization/stimulation, and nutrition to older adults with chronic health issues, many of whom, without Rogerson’s services, would be institutionalized rather than living in the community where they most want to be. Our adult day health programs deliver compassionate care and, at the same time, are cost-effective, providing many more hours of service at far less cost than many other forms of long-term care. Despite this, they continue to be underfunded. Reimbursements from public funding sources such as Medicaid, fall drastically short of true costs. Philanthropic dollars make up the difference, allowing Rogerson to deliver the highest quality services to our community’s most vulnerable older adults. Rogerson Fitness First, our evidence-based strength training program, enables participants to restore lost strength, thereby dramatically improving their capacity and outlook. As a result of this program, many elders have been able to stop using wheelchairs and walkers. There is no direct government funding available for this initiative. Rogerson must rely on the generosity of the philanthropic community to enable us to deliver this service without cost burden to those who attend our adult day health programs and live in our low-income elder residences.

Management


CEO/Executive Director Mr. Walter J. Ramos J.D.
CEO Term Start July 2018
CEO Email ramos@rogerson.org
CEO Experience

Walter J. Ramos joined Rogerson as President and CEO in July 2018, succeeding James F. Seagle, Jr., who has taken on a new role at Rogerson as President Emeritus. Mr. Ramos brings more than 20 years of leadership experience in non-profit healthcare and municipal agencies to his role. Prior to joining Rogerson, Mr. Ramos served as President of Carney Hospital, part of Steward Health Care, where he was responsible for setting the vision and ensuring effective leadership and management. He managed an $128 million annual operating budget, orchestrating an unprecedented financial turnaround for the long-struggling organization. Prior to his position at Carney Hospital, Mr. Ramos served as President and CEO of DotHouse Health, a multidisciplinary community health center and social services organization located in the Fields Corner neighborhood of Boston. Prior to DotHouse, Mr. Ramos served as the Vice President of Operations with the Massachusetts Hospital Association. Mr. Ramos’ health care industry experience also includes serving as the chief administrator with the Boston Medical Center HealthNet Plan, a $1 billion Medicaid Managed Care Organization, where he directed the organization’s daily operations. Mr. Ramos also held the senior post of director of administration with the Boston Public Health Commission, where he oversaw the operations, property management, finance, human resources, security and labor relations functions for the 1,200-employee public health department. Prior to his entrance into health care, Mr. Ramos’ personal commitment to community led to several senior public service positions, including commissioner for the New Bedford (Massachusetts) Housing Authority, Bristol County Assistant District Attorney, and positions with both Massachusetts Governor Michael Dukakis’ administration and Senator Edward Kennedy’s staff. Mr. Ramos holds a Juris Doctor degree from Suffolk University School of Law.

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

Former CEOs and Terms

Name Start End
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Senior Staff

Name Title Experience/Biography
Ms. Courtney A. Barth Vice President, Organizational Advancement

Courtney A. Barth joined Rogerson Communities in 2010 as Director of Individual Giving and was promoted to Vice President, Development & Community Relations in 2014. Now Vice President, Organizational Advancement, she is responsible for making various publics aware of Rogerson Communities’ role and activities and for all fundraising activities associated with existing and new projects. Ms. Barth brings over 20 years of fundraising and promotion experience to the position. She runs Rogerson’s signature event, Welcome Home, a successful annual tribute dinner that has helped to place Rogerson in the public eye. In 2014/15, Ms. Barth successfully executed the Beacon House Campaign to rescue Beacon House and assure Rogerson Communities’ ongoing and future ability to provide housing and supportive services and other innovative projects for our community’s most vulnerable residents. Ms. Barth is the recipient of the 2015 Emerging Leader Award given by LeadingAge Massachusetts. For Suffolk University, Ms. Barth directed all aspects of the donor relations program and special events for the University’s Advancement Office, including executing all facets of stewardship for the Law School, Business School and College of Arts and Sciences. For WBUR, she managed sponsorships and fundraising promotions. A graduate of Union College, Schenectady, NY, Ms. Barth has also been active in the community as School Parent Council Co-Chair at the Phineas Bates Elementary School in Roslindale.

Mr. Kenneth Crisafulli V.P., Facilities

Ken Crisafulli is an architectural engineer and joined Rogerson Communities in 2001 as Building Services Director. He was promoted to Vice President, Facilities in 2015. In that capacity, Mr. Crisafulli oversees all aspects of building environment and mechanical systems for all properties and programs under Rogerson Communities’ management. Mr. Crisafulli’s responsibilities include management of plant staff as well as providing assistance to the President, Chief Operating Officer, executive directors and property managers with regard to building issues and new projects. He is in charge of implementing large capital needs projects as well as supervision of construction contractors. In addition, he provides OSHA implementation as needed, develops and implements fire evacuation plans and narrative in collaboration with local fire and building departments, manages contractor/vendor relationships, and performs minor architectural services and space planning needs. A graduate of Wentworth Institute of Technology in Boston with a Bachelor’s degree in Architectural Engineering, Mr. Crisafulli brought over eleven years of experience as an architect to Rogerson Communities. Formerly an associate with the firm of Heym, Dowds and Neeman Architects of Boston, he is skilled in architectural design, specification writing, CAD drafting, detailing and graphic design.

Ms. Nancy Kowalski Vice President of Human Resources

Nancy Kowalski joined the Rogerson Communities team in October of 2013 and currently works as Vice President, Human Resources. In this role, Ms. Kowalski is responsible for ensuring that the staff of Rogerson Communities are engaged, motivated and retained. She does this by overseeing recruitment, on-boarding, performance management, professional development of leadership and engaging staff through a variety of initiatives that promote health and well-being. Lastly, Ms. Kowalski works to make sure that the organization remains in legal compliance with all Federal, State and local laws in regards to personnel. Previous to Rogerson Communities, Ms. Kowalski worked at a bilingual educational and community development non-profit organization in Washington, DC as the Human Resources Director. Ms. Kowalski is a graduate of Bond University, Australia and George Mason University where she earned a Masters of International Relations and a Bachelors of Communications, respectively and holds a Professional in Human Resources Certificate through the Human Resources Certification Institute.

Ms. Chitra Sharma Chief Finance Officer

Chitra Sharma joined Rogerson Communities in September, 2008 as Controller. She was promoted to Vice President, Finance in 2014 and Chief Finance Officer in 2018. In this role, she directs and coordinates financial operations, insurance and capital access. Prior to joining Rogerson Communities in 2008, Ms. Sharma was Senior Associate for two national CPA firms, Reznick Group and McGladrey & Pullen. Other positions have included Senior Portfolio Analyst for REIT and, between 1998 and 2004, Senior Accountant at Rogerson Communities. Ms. Sharma is currently pursuing her CPA qualification. She holds a B.A. Magna cum Laude, from Pine Manor College and has Certificates of Accomplishment in Tax Preparation for Individuals through Corporations from H & R Block. She is a 2012 graduate of LeadingAge’s Leadership Academy, a year-long program designed to strengthen not-for-profit leadership in aging services.

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, Vice President in 2007 and Chief Operating Officer in 2015. Ms Trilling provides oversight, support, and compliance control for both owned and managed portfolios of housing and health services. The Chief Operating Officer 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. 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, C10P.

Mr. Peter van Kalkeren Chief Administrative Officer

Peter van Kalkeren joined Rogerson in September 2018 as Chief Administrative Officer. His responsibilities include oversight of Rogerson’s health services, the development of new business and strategic partnerships; and management of strategic projects. Mr. van Kalkeren supports Rogerson’s sustainable growth by managing, negotiating and helping close housing opportunities, and ensures current clients receive high quality services across all senior housing portfolios. Prior to joining Rogerson, Mr. van Kalkeren was Vice President Operations at Carney Hospital, part of Steward Health Care. In this capacity, he managed Facilities (532,000 SF), Food Services, Radiology, Environmental Services, Security, Biomed, Telecommunications, and additional support services teams (250 plus employees). He designed and implemented a vendor management system that resulted in a 17% year-over-year cost saving, and successfully managed $12 million in construction and cosmetic upgrade initiatives. Between December 2013 and May 2015, Mr. van Kalkeren served as Chief Business Development Officer at DotHouse Health. He was responsible for the rebranding efforts to successfully position the organization as “DotHouse Health”, managed multiple construction projects, coordinated and established all food and beverage solutions across the organization, and managed the Facilities, Parking, IT and Environmental Services teams to assure a high-quality facility that met all compliance requirements. Prior to 2013, he held senior positions within the airline/travel sector, including Alitalia and Expedia Inc. Mr. van Kalkeren earned a Master of Business Administration degree from Cornell University. He also holds a Bachelor in Hotel Administration from the Hotelschool The Hague, in the Netherlands.

Awards

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

Affiliations

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

Collaborations

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CEO/Executive Director/Board Comments

Rogerson faces a number of challenges and opportunities as it strives to carry out its work to support our community’s burgeoning population of elders. Quality, supportive, affordable housing provides stability in elders’ lives and reaps significant benefits for their health and overall well-being. Funding of the Federal Section 202 Supportive Housing for the Elderly Program was frozen from FY2011-2017 and current funding levels are far too low. Rogerson is taking on this challenge, in collaboration with other non-profit partners, through the Homes for All Seniors Campaign, a data-driven initiative to build public awareness about this dire need and motivating seniors themselves to become ambassadors to the effort. Rogerson’s mission-driven delivery of housing and supportive services for elders who frequently have nowhere else to turn makes the organization stand apart, and over the years, Rogerson’s pioneering programs have become a model for supporting disenfranchised communities. It is imperative that Rogerson keeps abreast of developing technologies that will allow it to advance its cutting-edge services and programs in the most productive way, especially as the organization continues to expand. A refined IT strategy will provide for a formal approval and prioritization process for future projects. Philanthropic contributions will be vital to enabling Rogerson to realize these plans and build its infrastructure so that the organization has the capacity to meet deepening community needs. Rogerson’s employees are on the front-lines of caring for a very high-risk group of residents and adult day health program participants, frequently going “above and beyond” to assure elders’ health, dignity and quality of life. Rogerson’s success depends on the abilities and commitment of its staff as they meet the needs of the burgeoning population of older adults and deliver the pioneering approaches that distinguish Rogerson as a premier elder service provider. In a competitive environment for retaining staff, Rogerson is constantly evaluating ways to further create a vibrant, supportive work environment for its employees, thereby promoting longevity as well as retention.

Foundation Comments

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Staff Information

Number of Full Time Staff 163
Number of Part Time Staff 84
Number of Volunteers 100
Number of Contract Staff 1
Staff Retention Rate % 76%

Staff Demographics

Ethnicity African American/Black: 129
Asian American/Pacific Islander: 11
Caucasian: 69
Hispanic/Latino: 28
Native American/American Indian: 0
Other: 10
Other (if specified): 2 or more races and other
Gender Female: 183
Male: 64
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
Flood
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

Governance


Board Chair Ms. Brit d'Arbeloff
Board Chair Company Affiliation Retired
Board Chair Term Jan 2013 -
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
Mr. Philip W. Johnston Philip W. Johnston Associates Voting
Mr. James Mackey Bain Capital Voting
Ms. Karla Todd Boston University School of Public Health & 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: 0
Asian American/Pacific Islander: 1
Caucasian: 10
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 4
Male: 7
Not Specified 0

Board Information

Board Term Lengths 0
Board Term Limits 0
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

Cultivating prospects with capacity for major giving remains a priority, as does attracting a more diverse board reflective of the people we serve. 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

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Financials


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

Rogerson’s primary funding sources are philanthropic contributions, housing management, housing development and consulting fees, and reimbursements from sources such as Medicaid for its adult day health programs. With support from its Board of Directors, Rogerson is working to grow its Annual Fund. Rogerson’s signature fundraising gala and dinner, Welcome Home, attracts the participation of Boston’s corporations and philanthropic leaders, and provides an important tool for raising the organization’s own profile. Through ongoing research and outreach, Rogerson works to engage foundations that have not previously provided support while striving to maintain and, whenever possible, deepen the commitment of existing contributors. Philanthropy is critical to Rogerson’s ability to build its capacity and deliver its impactful housing and supportive services that transform the daily lives of our community’s most vulnerable elders.

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.

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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