Share |

Hearth, Inc.

 1640 Washington Street
 Boston, MA 02118
[P] (617) 369-1550
[F] (617) 369-1566
[email protected]
Dana Green
Facebook Twitter
 Printable Profile (Summary / Full)
EIN 04-3206820

LAST UPDATED: 01/28/2019
Organization DBA Hearth, Inc
Former Names Committee to End Elder Homelessness (1991)
Organization received a competitive grant from the Boston Foundation in the past five years No


Mission StatementMORE »

Hearth is a non-proft organization dedicated to the elimination of homelessness among the elderly.  This mission is accomplished through a unique blend of prevention, placement, and housing programs all designed to help elders find and succeed in homes of their own.  To this end, all housing operated by Hearth provides a creative array of supportive services that assist residents to age with dignity, regardless of their special medical, mental health, or social needs.  Hearth believes these goals are best accomplished through respect for elders and staff, with the desire to see both achieve their highest degree of potential.

Mission Statement

Hearth is a non-proft organization dedicated to the elimination of homelessness among the elderly.  This mission is accomplished through a unique blend of prevention, placement, and housing programs all designed to help elders find and succeed in homes of their own.  To this end, all housing operated by Hearth provides a creative array of supportive services that assist residents to age with dignity, regardless of their special medical, mental health, or social needs.  Hearth believes these goals are best accomplished through respect for elders and staff, with the desire to see both achieve their highest degree of potential.

FinancialsMORE »

Fiscal Year Jan 01, 2018 to Dec 31, 2018
Projected Income $4,145,765.00
Projected Expense $4,270,214.00

ProgramsMORE »

  • Hearth Housing
  • National Leadership Initiative
  • Outreach Program

Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

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


Mission Statement

Hearth is a non-proft organization dedicated to the elimination of homelessness among the elderly.  This mission is accomplished through a unique blend of prevention, placement, and housing programs all designed to help elders find and succeed in homes of their own.  To this end, all housing operated by Hearth provides a creative array of supportive services that assist residents to age with dignity, regardless of their special medical, mental health, or social needs.  Hearth believes these goals are best accomplished through respect for elders and staff, with the desire to see both achieve their highest degree of potential.

Background Statement

Hearth’s mission is to end elder homelessness. Our expertise is increasingly important as the problem grows. Massachusetts ranks second in the nation as the most economically insecure state for elders with the largest gap in the U.S. between income needed and median income. Hearth serves a diverse community of men and women in the Boston area who are at least 50 years old and homeless or at-risk of becoming homeless. The elderly homeless is an underserved and growing population for whom the impacts of aging compound the challenges of homelessness, and require solutions tailored to address geriatric health and behavioral health conditions. Hearth’s program of services addresses the needs of this population so that they can live with relative independence in community settings, as they continue to age.

Hearth began its work in 1991 when the increasing numbers of homeless elders in Boston prompted seven women with extensive professional experience in housing, social services, and health care to form the Committee to End Elder Homelessness. Now known as Hearth, our organization:

  • Develops, operates, and locates affordable housing for homeless and at-risk elders
  • Provides and links vulnerable elders with support and stabilization services integral to their well-being and success in housing; and
  • Engages in research and advocacy to elevate the issue of elder homelessness to local, regional, and national policy forums for discussion and action

Hearth’s primary programs are service-enriched, affordable housing for low income and formerly homeless elders, and outreach and housing search assistance for homeless and at-risk older adults. Hearth currently owns or operates 188 units of permanent, supportive housing in seven locations within  Greater Boston. Hearth’s Outreach Program provides housing search and stabilization services to homeless older adults and homelessness prevention services to those experiencing housing instability.

Since inception, Hearth has made over 2200 placements of homeless elders into housing; over 2000 of these placements were made by the Outreach Program. Hearth has received 17 different local and national awards recognizing its community leadership, high-quality innovative programs, fiscal responsibility, and achievements in increasing the supply of affordable housing for vulnerable populations. In 2009, Hearth’s Outreach Program was recognized as a Social Innovator by the Root Cause/Social Innovation Forum of Cambridge. In 2013 Hearth was given the Excellence in Not-for-Profit Leadership Award from LeadingAge in recognition of Hearth's exemplary leadership and dedication to excellence and innovation in care and services for the aging.  In 2016, Hearth received a Community Hero award from Harvard Pilgrim Health Care.

Impact Statement

Recent accomplishments include the opening of Hearth at Olmsted Green in Dorchester; working with the Massachusetts Interagency Council on Housing and Homelessness, in partnership with the Executive Office of Elder Affairs to create the 2014 “Blueprint for Ending Homelessness among Older Adults” with an urgent vision that all older adults in Massachusetts have a safe, stable, and affordable home; the expansion of our Outreach Program; and the creation of the Community Advisory Council made up of residents and clients. In 2014 updated Hearth’s Strategic Plan. Following is some of our progress in the context of three of Hearth’s four strategic goals:

Goal 1:To increase the supply of permanent, affordable, and supportive housing for homeless elders and elders at risk of homelessness. The creation of affordable service-enriched housing is a challenging one, but Hearth continues to make progress, and today has 188 units. The 2012 opening of 59 units at Hearth at Olmsted Green in Dorchester is the latest example of successful collaboration between public and private partners. Hearth continues to work on identifying and exploring opportunities to create more units of service-enriched affordable housing.  Our newest development, Hearth at Four Corners at 16 Ronald Street in Dorchester is slated to open in 2019.  This will increase Hearth's housing portfolio by 54 units.

Goal 2: To place more homeless older adults into permanent, affordable housing, and help prevent homelessness for older adults who are at-risk of homelessness. Hearth’s Outreach Team has a Director and 6 case managers, five who work with homeless clients, and one is focused on homelessness prevention. This team works with approximately 325 of Boston’s elders each year, helping them navigate the often challenging process of finding a safe and permanent place to call home. Because of the low rate of turnover in Hearth housing, the majority of Outreach clients are placed in non Hearth housing.

Goal 3: To achieve national, state and local recognition of elder homelessness as a distinct problem requiring specific policy responses and tailored service solutions. Hearth’s partnership with the Corporation for Supportive Housing, Shelter Partnership, and LeadingAge has led to three national convenings and heightened awareness across the country of this under recognized issue, resulting in strategic thinking and the development of recommendations that we expect will lead to the creation of service-enriched affordable housing that meet the needs of this population in a cost-effective way. At the State level, Hearth was involved in creating Massachusetts' first Blueprint for Ending Homelessness among Older Adults with the Interagency Council on Housing and Homelessness and the Executive Office of Elder Affairs.

Needs Statement

As Hearth has grown to serve more elders, much of our government funding for services has been eliminated, reduced or remained level funded, resulting in a greater need from philanthropic sources to sustain our work as we pursue continued growth, and seek new government funding opportunities. Operating support, including support for capacity building and advocacy efforts, remains critical.

 In 2009, the Outreach Program required 44% from philanthropy and today 60% of the program is reliant upon philanthropy. In Hearth housing many Hearth services, including nursing and social work, are provided to residents who for a variety of reasons are not enrolled in programs that support it. Addressing resident needs result in timely interventions that lead to housing stability, better health, and cost savings.  In 2016, Hearth became a provider of the Pay for Success Program under a contract with the Mass Housing and Shelter Alliance.  We have 60 slots in the program that are provind much needed revenue for our Outreach Program.  The program's HUD funding was eliminated in February of 2016, so this new revenue source is critical to our ability to continue operating our award winning program.

 Hearth prides itself on its well-maintained homes. However, one of the challenges Hearth faces is that rental subsidies have not kept pace with the expenses of maintaining our residences. Therefore Hearth must seek private funding for capital repairs and improvements.

 Finally, resources are needed to support continued housing development. This includes funding for Hearth’s work with a consultant who provides advisory services in our efforts to create more affordable housing.

CEO Statement

Dear Friends,

Too few of us know that homelessness among older adults is not only a serious problem, but that it is growing each year. Nor does it occur to most of us that elder homelessness involves a unique set of issues very different from those surrounding family homelessness or homelessness in younger individuals. The homeless elderly often suffer from mental health and substance use disorders, chronic medical conditions, or geriatric syndromes and are extremely high users of the health care system. Over the course of a year, 87% of homeless adults aged 50-69 in Boston had received ambulatory care; 70% received care in an emergency department; and 43% were hospitalized overnight. Much of this can be prevented with relatively simple interventions.

Hearth has created a model of service enriched housing coupled with outreach which brings elders into permanent housing successfully. Permanent, well managed housing for formerly homeless elders, combined with the right services for each resident, and supported by a collaboration of public, private and philanthropic partners, equals a humanitarian and economical end to elder homelessness.

While our work on the ground is here in Boston, Hearth’s mission is to end all elder homelessness. Hearth has been working to raise awareness across the country that homelessness among older adults and elders is a problem with a cost effective solution: supportive housing. The effort to shed light on this issue and share strategies that work has been welcomed and embraced by people and organizations who have been struggling as the numbers of homeless older adults continue to increase nationally.

Hearth found an important partner in The Corporation for Supportive Housing (CSH), an organization with offices in eleven states that provides advocacy, expertise, leadership, and financial resources to make it easier to create and operate supportive housing. More recently, Los Angeles based Shelter Partnership, and national advocacy organization LeadingAge, joined Hearth and CSH to further this national dialogue about the growing problem of homelessness among older adults and elders, and the importance of permanent supportive housing as an effective strategy to address this issue.


Mark D. Hinderlie
President & CEO

Board Chair Statement

Dear Friends,

Hearth was formed in 1991 with a clear mission – to end elder homelessness – and we continue to pursue that goal with focus, commitment, energy and an unwavering conviction that our mission is achievable.

The past several years have been remarkably productive for Hearth and the culmination of much hard work over the years. A major accomplishment was the completion of Hearth at Olmsted Green in 2012, a 59 unit residence for homeless elders, and the result of many public and private partnerships. The project finished on time and on budget and was fully rented within months of opening, a testament to our dedicated team.

Over time, hundreds of elders have called Hearth residences home. Since inception, Hearth has placed more than 2400 elders who were homeless or at risk of homelessness in permanent housing. This includes more than 400 in our own supported housing and an additional 2000 through our Outreach Program, which finds permanent housing for seniors and links them with community based services for needed support.

Hearth’s challenges are several. We are undergoing rapid growth and expansion, which requires increasingly sophisticated systems to manage well. We receive support from public programs for our service-enriched housing, and maintaining this funding in difficult times requires continuous communication and negotiation with our dedicated public partners. We rely in large part on private support to carry out our work. It has been particularly critical for our Outreach Program, for our local and national advocacy for policies that prevent homelessness, for part of the cost of developing new residences, and for some supplemental services for residents for which there is little or inadequate reimbursement from public programs. Maintaining and growing private support for our expanding operations requires constant attention, public relations and fundraising.

Hearth’s achievements would not be possible without the consistent and generous support of individuals, corporations, foundations, and faith based organizations; the partnership of other non-profits; our public partners in the City of Boston and the Commonwealth; Hearth’s dedicated staff; the Board of Directors and Board of Visitors; and hundreds of volunteers. It is a great privilege to work with them. I am confident that, working together, we can indeed end elder homelessness. This is why I volunteer at Hearth.

Kevin McCall

Chair, Hearth Board of Directors

Geographic Area Served

Greater Boston Region-All Neighborhoods

Hearth serves homeless and formerly homeless elders and older adults throughout the Greater Boston area.

Organization Categories

  1. Housing, Shelter - Senior Citizens' Housing, Retirement Communities
  2. Health Care - Home Health Care
  3. Mental Health & Crisis Intervention - Substance Abuse Prevention

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



Hearth Housing

Hearth currently owns or operates 188 units of service-enriched housing for formerly homeless and at-risk elders. The most recent addition of 59 units, Hearth at Olmsted Green in Dorchester, opened in 2012.  Hearth at Four Corners in Dorchester is lated to open in 2018, adding 54 additional units to our housing portfolio. Hearth’s housing model starts with a safe home, but also provides a holistic approach to care with its on-site team that includes nurses, social workers, and personal care homemakers who work together to address residents’ physical, behavioral health and social needs. Results include coordination and efficiency between the health and behavioral health team, improved safety and hygiene, and proper management of chronic disease and geriatric conditions including nutrition and medication management. Proactive interventions help reduce avoidable emergency department (ED) visits, medical procedures, and hospital readmissions; shorten hospital, rehabilitation, and detoxification stays; and forestall the need for expensive long-term care. 

Budget  $3,176,625.00
Category  Housing, General/Other Affordable Housing
Population Served Elderly and/or Disabled Aging, Elderly, Senior Citizens Homeless
Program Short-Term Success 
  • Completed the construction and full rent-up of Hearth at Olmsted Green, thereby increasing Hearth's housing inventory by 43%.
  • Meet monthly with the Boston Housing Authority to streamline the housing placement process and prevent vacancies.
Program Long-Term Success 
  • 100% of Hearth residents will have access to an array of supportive services that assist them to age with dignity, regardless of their special medical, mental health, or social needs
  • Hearth will maintain 196 units of supportive housing at 95% or greater occupancy. 
Program Success Monitored By 

For all residents, upon entry Hearth conducts a comprehensive assessment of physical, emotional/mental, and behavioral health, and develops an individualized service plan in partnership with each resident. This is then kept up to date over the course of the year. Hearth’s contracts with MassHealth for Group Adult Foster Care and the Department of Mental Health Community Based Flexible Support Program come with specific reporting requirements including continual updating of records and progress towards goals. In addition, staff conduct an annual survey to determine the residents’ level of satisfaction with both the physical setting and the services Hearth offers. Finally, we conducted a more comprehensive research study in partnership with the Boston University School of Social Work published in November of 2009 on the impact of entry into permanent supportive housing by our formerly homeless residents. Hearth housing vacancy rate is measured monthly and annually.

Examples of Program Success 

B age 63 is a college grad with a degree in accounting. B moved to Hearth in 2007 from shelter where he had been for over a year. B suffers from hypertension, has suffered a stroke, has Hep C and past alcohol abuse. He has no “official” mental health diagnosis, but appears to have severe anxiety with obsessive compulsive tendencies which severely impact his functional capabilities. Our team has helped B accept assistance with personal care and with keeping his room clean and free of items which can be a significant fire/pest risk. With consultation with our geri-psych partner, B was started on medication to reduce his anxiety and OCD symptoms. Today he participates in an Adult Day Health Program 2x a week, has a trusting relationship with staff, and enjoys working in the garden. MA level Expressive Therapy interns have helped foster his interest in writing and art that has been in Hearth’s annual art show. Once unable to make eye contact, he now smiles a lot and seems very content.

National Leadership Initiative

While our work on the ground is in Boston, Hearth's mission is to end all elder homelessness. Hearth has been working to raise awareness both locally and nationally that homelessness among this population is a problem with a cost effective solution: supportive housing.  Hearth found important partners in the Corporation for Supportive Housing, Shelter Partnership of Los Angeles, and LeadingAge.  Our 4 organizations have joined together to further dialogue and action around this growing problem and the importance of supportive housing as a cost effective model to address the issue. 

In response to growth of elder homelessness in MA, the Interagency Council on Housing and Homelessness, in partnership with the Executive Office of Elder Affairs, formally launched the Older Adult Steering Committee. Hearth has been an active participant on this committee that in 2014 created the “Blueprint for Ending Homelessness among Older Adults” with an urgent vision: all older adults in Massachusetts.

Budget  $61,633.00
Category  Civil Rights, Social Action & Advocacy, General/Other Seniors' Rights
Population Served Aging, Elderly, Senior Citizens Homeless At-Risk Populations
Program Short-Term Success 
  • Venues to bring Hearth’s vision and service model to bear on policy (i.e. invitations to speak at conferences, trainings, etc.)
  • Engagement of the National Advisory Panel in spreading the word about elder homelessness and the effectiveness of supportive housing as a solution.
  • Research to better understand the needs of the homeless elder population.
  • The continued provision of leadership to a movement to end elder homelessness with additional communities joining the effort
  • An increase in philanthropic support for the National Leadership Initiative
Program Long-Term Success 
  • The problem of elder homelessness and the reforms needed in the use of public funding for homeless and at-risk elders are brought to the forefront
  • The development and advocacy of powerful recommendations to improve policy
  • The promotion of the Hearth model as one that actually achieves the end of elder homelessness – Best Practice
  • An increase of the number of affordable service-enriched housing units that meet the needs of vulnerable elders over the next decades in a cost effective way.
Program Success Monitored By 

·        Successful execution and attendance at a second convening in June 2013 on Older Adult Homelessness (First convening was held in Alexandria, Virginia in October, 2011).

·        Dissemination of report with the goals and recommendations, as well as next steps for NLI, with goals for increasing the supply of affordable service-enriched elderly housing across the country

·         Continued work of Hearth CEO as co-chair of the Massachusetts Housing and Shelter Alliance Elder Working Group, and on the Advisory Council of the ICHH. This group is working to develop a Strategic Plan to End Elder Homelessness in Massachusetts.


Examples of Program Success 
To build on work done to date beginning with the National Convening on Ending Elder Homelessness which was held on October 20, 2011 in Alexandria, Virginia.  Policy makers, elected officials, advocates, housing providers, and service providers to older adults and elders, including health and mental health providers came together to develop concrete strategies and policy recommendations that will meet the unique needs of this population. Following the convening, Hearth and CSH gathered with Congressional Staffers at the US Capitol to discuss the issue and make recommendations calling for Congress and the Administration to improve programs and resources for older adults and elders who are homeless, or at risk of homelessness.

Outreach Program

The Outreach Program began in 1995 with a grant from HUD. The program is unique because case managers work with individuals who fall anywhere on the continuum of housing readiness.  This includes elders who have no income, no support or health services in place, housing barriers such as poor credit histories and housing histories.  Case managers develop creative solutions to housing barriers in order to obtain permanent housing.  This requires collaboration with numerous systems and providers including legal aid, DMH, shelter staff, medical providers, and landlords.  Stabilization services are provided so that when clients find housing, they can succeed.
In 2010, the program expanded, adding 2 new case managers, including 1 case manager who focuses on preventing vulnerable elders from becoming homeless.   The program serves 325 elders annually, including 50 elders at risk of homelessness.  In 2016, Hearth became a provider of the Pay for Success program.
Budget  $453,436.00
Category  Housing, General/Other Affordable Housing
Population Served Homeless Aging, Elderly, Senior Citizens Elderly and/or Disabled
Program Short-Term Success 

In 2012, Hearth’s Outreach Program served 274 homeless clients and 51 at-risk clients. 106 people were placed into permanent housing and another 14 were either stabilized in their existing housing or relocated to more secure housing. 35 of these clients were placed into Hearth housing and the others in other affordable housing opportunities. 308 clients had an active connection to a community care provider. 38 clients were Spanish speaking and served by one of Hearth’s 3 Spanish speaking case managers. The At-Risk Program added weekly walk-in hours at St. Francis House because of the high volume of referrals. The program was also awarded $39,000 in City of Boston Emergency Solutions Grant funds to use to help at-risk clients preserve their tenancy. In addition to the numbers served, the Homeless Program fielded over 400 referrals from the community, mainly emergency shelters. The At-Risk program fielded nearly 100 referrals. 

Program Long-Term Success 

Recognizing the unique needs of elders, Hearth's Outreach goal is to connect Boston's homeless elders with permanent affordable housing and the services necessary to stay safely housed. Hearth’s Outreach Program is working to achieve the following goals in 2013:

  • To assist 325 older adults with outreach services: an anticipated 275 homeless elders will receive housing search and placement services, and 50 elders at risk of homelessness will receive prevention services
  • To place 85-100 vulnerable elders into permanent, affordable housing (this number will include elders whose homelessness is prevented by Outreach’s prevention program)
  • To connect at least 90% of the outreach clients placed into permanent housing with a community-based care provider (some elders will choose not to seek health or social services).
Program Success Monitored By 
  • The Hearth Outreach Program uses Social Solutions Efforts to Outcomes (ETO) software to track and report progress. 
  • Outreach philanthropic goal of $263,149 is raised in order to sustain the expansion of the program
  • Staff and intern training schedule and employee/intern evaluations
  • Housing retention measure and methodology
Examples of Program Success 

At age 79, L has been homeless and living on the streets for many years, most often in ATMs. He suffers from cardiac problems and mental health issues. L is disorganized in his thinking processes and easily frustrated, making it difficult for him to follow the many steps involved in getting subsidized housing. After gradually building a relationship with his Outreach case manager, L finally secured an apartment. It was a difficult transition for him, as he missed his community on the street. He was also unaccustomed to being alone in an apartment with little stimulation for long periods of time. L chose to use his Fresh Start money on a television set, something he would never have been able to purchase without the fund. The TV provides a distraction for him and mitigates his obsessive thoughts. L is a great example of someone who benefits from Hearth’s holistic model of providing housing along with programs such as Fresh Start that ensure the client properly adapts to housed living.

CEO/Executive Director/Board Comments



CEO/Executive Director Mr. Mark D. Hinderlie
CEO Term Start Nov 2006
CEO Email [email protected]
CEO Experience

Mark Hinderlie began his service to Hearth in 2006.  During his tenure, Hearth opened a new residence -- Hearth at Burroughs, created a Board of Visitors which significantly improved its fund raising base, and pursued the development of three major initiatives to address elder homelessness.  Mr. Hinderlie formerly served as President and Executive Director of Federated Dorchester Neighborhood Houses, where he led a comprehensive restructuring of the agency, resulting in a dramatic improvement in its fiscal health. Previously, Mr. Hinderlie was the President of Hinderlie Associates, providing counsel to human service agencies and hospitals in organizational development and strategic planning. During this time, he also served as the Chief Development Officer for Franciscan Children’s Hospital and Rehabilitation Center. His prior positions include President of the Boston Children’s Institute, Executive Director of Boston Children’s Services, and Director of Development for Project Bread/The Walk for Hunger. Throughout the 1980s, Mr. Hinderlie held leadership positions with the United Way of Massachusetts Bay, the Community & Youth Services Division of the City of Cambridge, and the Community Learning Center. He graduated from Yale and holds a Masters Degree in Public Administration from Harvard’s Kennedy School.

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

Former CEOs and Terms

Name Start End
Ms. Elisabeth Babcock Aug 2000 Apr 2005
Ms. Janice Gibeau June 1998 July 2000

Senior Staff

Name Title Experience/Biography
Ms. Dana Green Dir. of Institutional Advancement --
Eileen Marra Systems and Data Analyst --
Ms. Dawn Matchett MSW LICSW Director of Behavioral Health --
Ms Ellen Nolan Gard RN, MPA Director of Health Services --
Mr. William Porcello Chief Financial Officer

Bill Porcello joined Hearth’s senior management team in 2009. Before becoming Hearth’s CFO, Bill spent many years in private industry where he gained significant and broad-based accounting and finance experience. Most recently, Bill was Director of Finance for the Consumer Electronics Division of Polaroid. Bill began his professional career as an auditor, and eventually a certified public accountant, for a regional New England accounting firm. After working in this capacity, Bill spent the next nearly 30 years in other professional positions improving financial performance, building streamlined business processes and systems, and increasing effectiveness within organizations. Bill received an MBA in Finance and Information Technology Management from the University of Notre Dame and has an undergraduate degree in accounting from Northeastern University.

Ms. May Shields RN, MSN Chief Operating Officer

Prior to working for Hearth, May Shields most recently worked for Tufts Health Plan as a Senior Project Manager/Planner for Pharmacy Services Planning and Development. May also served in various capacities at the Visiting Nurse Association of Boston (VNAB) for 20 years. Her professional work at VNAB included several director and manager positions, culminating with her service as Director of Special Projects. In addition, May worked as a Health Care Consultant for Simione and Simione, as well as a lecturer for MGH Institute of Health Professions.  May served as the Director of Health Services for Hearth before her appointment to the position of Chief Operating Officer. In 2008, she was named as a Boston Business Journal Champion in Health Care. May holds a Masters Degree from Boston College.

Ms. LaTanya Wright MS Director of Outreach --


Award Awarding Organization Year
Community Hero Harvard Pilgrim Health Care 2016
Excellence in Not-for-Profit Leadership Award LeadingAge 2013
Champion in Action Award Citizens Bank 2011
Social Innovator Root Cause Social Innovation Forum 2009
Housing Hero Citizens Bank 2007
Leadership Award National Alliance to End Homelessness 2006
Outstanding Community Service Partner People Making a Difference 2006
Healthcare and Aging Award The American Society on Aging 2005
The Bishop Morris F. Arnold Award Episcopal City Mission Diocese of Massachusetts 2002
Community Partnership Award AK Media/MA 2001
Maxwell Award for Excellence Fannie Mae Foundation 2001
Brookline Preservation Award Town of Brookline 2000
Edward L. Cooper Award for Outstanding Neighborhood Based Senior Service Agency City of Boston Commission on the Affairs of the Elderly 2000
People Against the Tide Award Health Care for All 1999
Award for Renovation and Design Boston Society of Architects 1997
Certificate of Special Recognition Federal Housing Commission 1996
Maxwell Award for Excellence Fannie Mae Foundation 1994


Affiliation Year
-- --
Member of state association of nonprofits? Yes
Name of state association Massachusetts Nonprofit Network

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --


Hearth’s Outreach Team provides services at 9 area shelters including Pine Street Inn. Case Managers collaborate with numerous providers to assist older adults with housing search and stabilization: the Department of Mental Health, legal aid, medical providers, the courts, elder service providers and landlords. They meet monthly with HomeStart, AIDS Action Committee, Veteran’s service agencies, and the City of Boston/DND to share news, housing opportunities, and solutions to housing barriers.  Hearth’s housing program collaborates with the Department of Mental Health, Boston Health Care for the Homeless, area nursing homes, BU Geriatric Service, BMC and many hospitals and day programs, as well as universities that contribute to Hearth’s internship program including BU and Simmons schools of Social Work; the Physical Therapy program at Northeastern; Simmons School of Nursing; and long-time partnership with the Harvard University Geriatric Fellowship program. Hearth helped develop a pilot project with the BHA to expedite housing placement. CEO Mark Hinderlie serves as co-chair of the Massachusetts Housing and Shelter Alliance Elder Working Group, and serves on the Advisory Council of the ICHH.

CEO/Executive Director/Board Comments


Foundation Comments


Staff Information

Number of Full Time Staff 41
Number of Part Time Staff 59
Number of Volunteers 210
Number of Contract Staff 0
Staff Retention Rate % 80%

Staff Demographics

Ethnicity African American/Black: 36
Asian American/Pacific Islander: 5
Caucasian: 28
Hispanic/Latino: 7
Native American/American Indian: 0
Other: 0
Other (if specified): 24 (Haitian, Cape Verdean)
Gender Female: 74
Male: 26
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 4
Management Succession Plan Under Development
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 No
State Registration --

Risk Management Provisions


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 Mr. Robert Wadsworth
Board Chair Company Affiliation Former Senior Fellow for Housing, Boston Foundation
Board Chair Term Nov 2009 - Nov 2018
Board Co-Chair Mr. Kevin McCall
Board Co-Chair Company Affiliation --
Board Co-Chair Term Nov - Nov

Board Members

Name Company Affiliations Status
Dr. Alan Abrams MD Beth Israel Deaconess Medical Center Voting
Mr. Ramesh Advani Commonwealth of Massachusetts Voting
Ms. Christine Araujo City of Boston Zoning Board of Appeals Voting
Dr. Jennifer M. Bottomley PhD, MS, PT Geriatric Physical Therapy Educator Voting
Dr. Rebecca Brown MD MPH University of California, San Francisco Voting
Ms. Ellen Feingold Founder and Former President of Jewish Community Housing Voting
Mr. Robert Halloran WCVB Television Voting
Mr. Mark Hinderlie Hearth, Inc. Voting
Mr. Robert Houlihan Private Attorney Voting
Ms. Diana Kelly Maloney Properties Voting
Mr. Gregory Manousos Morgan, Brown, and Joy, LLP Voting
Mr. Kevin McCall Paradigm Holdings, LLC Voting
Ms. Marilyn Miller Community Volunteer Voting
Ms. Mary Parker retired Voting
Mr. Mynor Perez New England Carpenters Labor Management Voting
Mr. Douglas Poutasse Bentall Kennedy Voting
Ms. Katrina Shaw Freedom House, Inc. Voting
Mr. Raymond Walden LICSW MSW South End Community Health Center Voting
Mr. Donald Wilkins Consumer Representative to the Board Voting
Ms. Victoria Williams Retired, former Director of the City of Boston's Office of Civil Rights Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 6
Asian American/Pacific Islander: 3
Caucasian: 15
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 9
Male: 11
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 6
Board Meeting Attendance % 60%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 30%
Constituency Includes Client Representation Yes

Standing Committees

  • Audit
  • By-laws
  • Executive
  • Finance
  • Institutional Advancement
  • Nominating
  • Real Estate

CEO/Executive Director/Board Comments

Hearth also has a 85 member Board of Visitors. Members serve as advisors to the organization's executive and volunteer leadership, as advocates for the organization, and as ambassadors for hearth to the broader community.

Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2017 2016 2015
Total Revenue $3,908,976 $6,227,603 $3,634,663
Total Expenses $3,785,760 $3,588,301 $3,299,749

Prior Three Years Revenue Sources

Fiscal Year 2017 2016 2015
Foundation and
Corporation Contributions
$21,000 $50,956 $430,609
Government Contributions $1,330,675 $1,045,002 $983,173
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $1,330,675 $1,045,002 $983,173
Individual Contributions $519,958 $528,632 $596,960
Indirect Public Support -- -- --
Earned Revenue $2,855,246 $1,630,950 $1,599,419
Investment Income, Net of Losses $322,065 $40,540 $-19,995
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind $29,760 $6,000 $9,000
Other $-1,169,728 $2,925,523 $35,497

Prior Three Years Expense Allocations

Fiscal Year 2017 2016 2015
Program Expense $2,838,693 $2,737,944 $2,641,932
Administration Expense $587,995 $543,230 $378,909
Fundraising Expense $359,072 $307,127 $278,908
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.03 1.74 1.10
Program Expense/Total Expenses 75% 76% 80%
Fundraising Expense/Contributed Revenue 19% 19% 14%

Prior Three Years Assets and Liabilities

Fiscal Year 2017 2016 2015
Total Assets $6,297,842 $6,168,537 $3,468,031
Current Assets $1,618,243 $1,420,081 $1,839,336
Long-Term Liabilities $0 $0 $0
Current Liabilities $608,074 $575,782 $481,908
Total Net Assets $5,689,768 $5,592,755 $2,986,123

Prior Three Years Top Three Funding Sources

Fiscal Year 2017 2016 2015
1st (Source and Amount) -- --
Group Adult Foster Care $1,272,360.00
Group Adult Foster Care $1,233,763.00
2nd (Source and Amount) -- --
Dept. of Mental Health $737,274.00
Dept. of Mental Health $731,640.00
3rd (Source and Amount) -- --
Rents $357,301.00
Rents $354,007.00

Financial Planning

Endowment Value --
Spending Policy Income Only
Percentage(If selected) --
Credit Line Yes
Reserve Fund Yes
How many months does reserve cover? 12.00

Capital Campaign

Are you currently in a Capital Campaign? Yes
Capital Campaign Purpose To construct Hearth at Four Corners in Dorchester, which will increase Hearth's housing portfolio by 54 units.
Campaign Goal $500,000.00
Capital Campaign Dates Sept 2018 - Jan 2021
Capital Campaign Raised-to-Date Amount $700,000.00
Capital Campaign Anticipated in Next 5 Years? Yes

Short Term Solvency

Fiscal Year 2017 2016 2015
Current Ratio: Current Assets/Current Liabilities 2.66 2.47 3.82

Long Term Solvency

Fiscal Year 2017 2016 2015
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

Foundation Comments

The financial summary data in the charts and graphs above is per the organization’s audited financial statements and reflects only the Hearth Inc. nonprofit entity. Please note, total revenue includes both non-operating and operating activity.


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?