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Organization DBA --
Former Names West Suburban Elder Services (2002)
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

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Mission StatementMORE »

Springwell provides comprehensive services to seniors, individuals with disabilities and those who care for them, guided by a commitment to the individual’s right to live independently in the community. This mission is a reflection of the agency’s core commitment to the dignity and self-determination of those who we serve.

Mission Statement

Springwell provides comprehensive services to seniors, individuals with disabilities and those who care for them, guided by a commitment to the individual’s right to live independently in the community. This mission is a reflection of the agency’s core commitment to the dignity and self-determination of those who we serve.

FinancialsMORE »

Fiscal Year July 01, 2016 to June 30, 2017
Projected Income $37,687,763.00
Projected Expense $36,378,914.00

ProgramsMORE »

  • Mental Health Wellness Program for Seniors
  • Money Management Program
  • Nutrition Services for Seniors

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

Springwell provides comprehensive services to seniors, individuals with disabilities and those who care for them, guided by a commitment to the individual’s right to live independently in the community. This mission is a reflection of the agency’s core commitment to the dignity and self-determination of those who we serve.

Background Statement

Since 1977, Springwell has been helping seniors and individuals with disabilities in the communities of Belmont, Brookline, Needham, Newton, Walthan, Watertown, Wellesley and Weston live independently in their own homes. The Massachusetts Executive Office of Elder Affairs appointed Springwell as the Aging Services Access Point, Area Agency on Aging, and Protective Services Agency for the residents of these communities, as well as the Protective Services Agency for an additional nine MetroWest communities. Originally founded as West Suburban Elder Services,we updated our name to Springwell in 2002 to reflect our commitment to serving the broader needs of our communities’ seniors, people with disabilities, and caregivers.

Reaching thousands of Greater Boston residents each year, Springwell has developed an array of coordinated services for seniors, individuals with disabilities, and their families, including: Case Management & In-Home Care Services, Information & Consultation Services, Protective Services, Nutrition Services including Home-Delivered Meals, Information & Consultation Services, Healthy Living Workshops, Caregiver Support Services, Money Management, and Friendly Visitors & Medical Escorts.

Beyond our core services, Springwell has been on the forefront of developing innovative ways to help seniors and people with disabilities maintain their independence, and to support their families. More than decade ago, Springwell helped create two of the state’s first supportive housing sites by partnering with housing entities to bring on-site services to seniors where they live. In 2002, Springwell launched a self-directed care option to give individuals more control over the care they receive.  Over the past several years, Springwell has focused on building our internal capacity and meeting the unique needs of minority older adults in the agency’s service area by collaborating with organizations like the Boston Chinese Golden Age Center and the LGBT Aging Project on education and outreach projects. In the last year, we launched a Geriatric Care Management Program at reduced rates to meet the needs of families who are over income for subsidized services but cannot afford market rates.

Springwell is committed to assessing the needs of our community, developing services to eliminate barriers for seniors to successfully remain in their homes, and ensuring that appropriate supports are available in the community to help individuals and families maintain their independence for as long as possible.


Impact Statement

Springwell is a leader in responding to the needs of seniors in greater Boston. In January, 2017, Springwell was featured in a national photo essay project by the Atlantic Magazine: “Americans at Work: Caring for our Elders.” Bringing this kind of attention and awareness about the issues facing seniors is of growing importance. The number of people over 65 is growing faster than any other age group in the United States. We are united in our commitment to build the collaborations and partnerships that our community will require to meet the growing need for services that support seniors in living healthy, independent lives as they age.

 
In 2015, we forged deeper relationships with health care providers, housing authorities, other senior-serving organizations, and violence prevention specialists to improve services in the areas of health care, long-term services and supports, and elder abuse. Together, we strengthened our region’s safety net for seniors, people with disabilities and those who provide care.

Our efforts resulted in increased help for the people we serve. In FY2016, Springwell exceeded service delivery projections, coordinating care and providing 1,144,864 hours of in-home services to 4024 seniors and individuals with disabilities; delivering 224,195 healthy, nutritious meals; answering 8,607 requests for information and referrals; and investigating 954 reports of elder abuse. Through partnerships with Beth Israel Deaconess Care Organization and Harvard Vanguard Medical Associates, we placed Springwell Community Care Coordinators in health care settings to help improve health outcomes. Springwell acted as the lead agency for the greater Boston Financial Abuse Specialist Team, helping to respond to increasingly complicated elder abuse cases.

As the structure of the healthcare system continues to evolve, Springwell’s goals in 2017 are to:

  • Continue to invest in strengthening and building our core services in preparation for strategic growth to meet increased needs within a changing landscape.
  • Forge new partnerships with healthcare providers with a goal of reducing cost and improving health and patient satisfaction.
  • Invest in the human resources that make our service excellence possible.



Needs Statement

Springwell receives an important baseline of governmental support which makes most of our programs possible, but the need and cost of providing those services consistently outstrips that baseline. Unrestricted funds that allow us to close gaps as they arise give us the flexibility we need to respond to changes in the needs of the people we serve - both with increased delivery of our core services and the development of new services. 
 
Our core services that consistently present the most pressing need are within the Nutrition Program, which provides more than 190,000 hot lunches annually to homebound seniors and an additional 40,000 meals in community dining sites throughout our service area; the Money Management Program, which provides ongoing in-home financial management support for low-income elders; and Mental Health Wellness Program, which helps seniors at risk of losing their independence due to the barriers created by mental illness.
 

CEO Statement

I am honored to be serving in the position of CEO for Springwell at this time in the organization’s development. Not only are we serving more seniors and people with disabilities than at any time in our history, we are also leveraging our years of experience and the partnerships we’ve built to define a new role for Springwell within a rapidly evolving healthcare system. Two Accountable Care Organizations, each representing many physician groups and thousands of patients have contracted with Springwell for case management of their patients social needs that impact their health care goals. As the role of community social service agencies like Springwell evolves I am excited to lead an agency that continues to be at the forefront of patient centered care that achieves the Triple Aim of increased quality, improved satisfaction and a reduction in cost. 

Ruth Beckerman-Rodau

Chief Executive Officer 

Board Chair Statement

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Geographic Area Served

In a specific U.S. city, cities, state(s) and/or region.
GREATER BOSTON REGION, MA
METROWEST REGION, MA
Springwell supports seniors, individuals with disabilities, and families throughout the greater Boston area with a variety of services. We are the Aging Service Access Point appointed by the Executive Office of Elder Affairs for eight communities: Belmont, Brookline, Needham, Newton, Waltham, Watertown, Wellesley, and Weston.  The agency also provides Protective Services to 9 more communities: Ashland, Dover, Framingham, Holliston, Hopkinton, Natick, Sherborn, Sudbury, and Wayland.

Organization Categories

  1. Human Services - Senior Centers/Services
  2. Food, Agriculture & Nutrition - Meals on Wheels
  3. -

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

Under Development

Programs

Mental Health Wellness Program for Seniors

Springwell's Mental Health Wellness Program provides support to low-income seniors experiencing mental health issues that create barriers to their acceptance of home-and-community-based services. These services, when in place, can help maintain independence and decrease their risk of institutionalization. The most vulnerable seniors we serve receive intensive case management support from a Care Advisor with a greatly reduced case load, focused on helping them manage their mental health care and their home-based services. Other seniors with less severe mental health issues are supported by a Care Advisor who receives coaching and support from the Mental Health Wellness Care Advisor. The program  provides support that neither traditional service coordination nor mental health services offer. It serves 30-50 high risk seniors with intensive case management from a dedicated Care Advisor.
Budget  $86,000.00
Category  Human Services, General/Other Senior Services
Population Served Aging, Elderly, Senior Citizens People/Families with of People with Psychological Disabilities Alcohol, Drug, Substance Abusers
Program Short-Term Success  With support from the Mental Health Wellness program, more than 90% of participating seniors with mental health issues successfully accept in-home services, getting past the first hurdle - receiving workers into their home. These seniors, though, are also at risk of losing home care workers due to challenging behaviors that often accompany their mental health issues. Frustration, fear of harm and burn-out can cause workers to request that they no longer work with a particular elder. In many cases, once a few workers have refused to work with  someone it is difficult to find any worker willing to do so. To mitigate this, the Mental Health Wellness Care Advisor, working in coordination with our Vendor Contracts Manager, supervises and monitors these relationships, supporting both the senior and the worker, mediating conflict, facilitating resolutions. S/he also supports other case managers whose work with seniors with mental health issues requires coaching and support.
Program Long-Term Success 
Harvard Medical School's Center for Geriatric Studies reports that 20% of elders experience symptoms of depression. Springwell's mission and mandate as a part of the Massachusetts' Aging Services Access Point network, is to help all seniors -- including those with mental health issues -- remain living independently. Funding provided to us for mental health services, however, is limited, and the Massachusetts Association on Aging reports that two thirds of older adults with a mental health challenge do not receive needed services.  

The goal of the Mental Health Wellness Program is to provide more intensive supports that will help these vulnerable seniors maintain their independence for as long as possible.  
Program Success Monitored By 

Fully funded, the Mental Health Wellness Program can achieve the following goals:
1) Springwell's Mental Health Wellness Care Advisor (MHWCA) will provide an enhanced level of support to 30 - 50 seniors with mental health issues that present barriers to remaining in the community.

2) The MHWCA, with support from Case Management Supervisors and Program Managers, will provide coaching, strategy, and support to Case Managers who work with an additional 200 seniors with mental health issues. Seniors will be evaluated and transitioned into or out of  the Mental Health Wellness Care Advisor caseload to assist the most difficult cases and support seniors who are successfully managing services. 
 
3) 90% of seniors who receive services from the MHWCA will accept at least one home-or-community-based service.
 
 
Examples of Program Success 

The following is the story of "Mary," just one of the seniors with mental health issues helped each year by Springwell's Mental Health Wellness Program:

A 75-year old woman from Weston, “Mary,” was referred to the Mental Health Wellness Care Advisor by Springwell’s Protective Services Department. She had been a hoarder for many years and her house became dangerous; she had frequently fallen been hospitalized a number of times.

Prior to the MHWCA being assigned the case, Mary was on Springwell’s radar screen—but refusing services—for a period of 32 months, and 31 attempted contacts to establish service. When the MHWCA took over the case, there were a total of 49 contacts in the first 8 months. Over the next 7 months, there were an additional 25 contacts. The MHWCA managed the crisis, turned around a previously intractable and dangerous situation that had existed for a long time, and “settled” the situation. Ongoing contact continues to diminish as Mary does well.


Money Management Program

Springwell's Money Management Program (MMP) leverages highly trained and supervised volunteers to help seniors and individuals with disabilities manage and pay bills on time, frequently offering relief from anxiety around handling financial matters, and often protecting them against financial exploitation. MMP Volunteers visit clients  once-a-month to assist with routine money management and bill paying. Volunteers also help clients manage their debt, communicate with utility and credit card companies, apply for food stamps, assist with banking errands, and educate about the dangers of money scams. People are often referred to the MMP due to overdue or unpaid bills, eviction notices, and /or utility shut-off notices; an insufficient amount of money to buy food and medications each month; or unexplained or out-of-character bank withdrawals, a frequent sign of financial exploitation. All those enrolled are low income individuals - 90% have an average annual income of less than $20,000. 
Budget  $83,000.00
Category  Human Services, General/Other Financial Counseling
Population Served Elderly and/or Disabled
Program Short-Term Success  Springwell’s Money Management Program will achieve the following outcomes in the coming year:  1) Identify, assess, and provide individualized services to 100 local seniors and disabled adults at high risk for financial mismanagement or victimization of fraud; 2) Provide 60 to 70 low-income elders and disabled adults with a comprehensive continuum of money management services and counseling; and 3) Promote prolonged independent living for individuals in the community who have lost the ability to manage their financial affairs on their own.
Program Long-Term Success  The long-term goal of Springwell's Money Management Program is to help seniors and people with disabilities remain independent and in their homes for as long as possible. Our goal is that 95% of people enrolled in our Money Management Program live within the bounds of their income while in the program.
Program Success Monitored By  Springwell conducts an annual Satisfaction Survey among all clients in the Money Management Program.  A system of "checks and balances" is also important for successful program operation. The agency takes seriously its responsibility to evaluate the program and utilizes the following methods:  1) Comprehensive home-based needs assessment of each consumer referred to the program, 2) Detailed monthly client progress reports, and  3) Quarterly 3rd party oversight provided through reviews of all client records, including bank statements and monthly volunteer reports.
Examples of Program Success  With the Money Management Program, a little help goes a long way. One client, 83-year old "Gail" lives alone and has significant memory issues.  Springwell's Money Management Program (MMP) makes sure that Gail's bills are paid and that her limited funds always cover rent, food, and medicine. Another MMP client, "Margot," had a disconnected phone, unregistered car, and expired license. Within weeks, her MMP volunteer helped "Margot" negotiate a phone bill payment plan, register her car, and create a sensible monthly budget.   Over 90% of elders enter our Money Management Program in financial distress, more than 80% live alone, and most of our seniors have no family to help them.  Almost immediately, the positive impact of Springwell’s program is clear.  Year after year, over 98% of consumers report that they are in better control of their finances, less worried about money, and on the road to financial stability as a result of Springwell’s Money Management Program.  

Nutrition Services for Seniors

Springwell's Nutrition Program addresses the nutritional and social needs of our communities' most marginalized, vulnerable seniors, by providing home-delivered meals, community dining sites, and nutrition counseling to seniors identified as at-risk for malnutrtion. Poor nutrition among the elderly is not a new problem. The U.S. Administration on Aging estimates that 1 in 3 seniors has an inadequate diet. Those who are most vulnerable to hunger are seniors on fixed incomes, seniors with a disability, and socially isolated seniors. The numbers of these seniors are growing as our society ages, and as many seniors live longer, outliving their savings and social networks. As a result, malnutrition and hunger are becoming a reality for an increasing number of low-and-moderate income elders.  Springwell's Nutrition Programs are an important community resource, and an integral part of the services that we provide to seniors, helping them to prevent hunger and maintain their independence.
Budget  $1,600,000.00
Category  Human Services, General/Other Senior Services
Population Served Elderly and/or Disabled
Program Short-Term Success  In fiscal year 2015, Springwell's Nutrition Program achieved the following: 1) 1,371 seniors having been assessed to be at nutritional risk, received Home Delivered Meals 2) 1,237 additional seniors received meals at Community Dining sites, 3) 186,834 meals were delivered to seniors at home, 4) 45,582 meals were served at Community Dining sites; and 5) 86% of seniors participating in our annual program survey reported that the meals they receive help them remain in their homes.
Program Long-Term Success 
The goals of Springwell's Nutrition Program are to reduce hunger among area seniors and help them maintain their independence. To support these goals, Springwell tracks the following outcomes as indicators of success: 1)The number of comprehensive, in-home needs assessments conducted; 2)The number of meals served through Home-Delivered Meals; 3)The number of meals served in Community Dining; 4) The number of seniors reporting that they can continue living in their home because of the meals the receive from Springwell. 

Springwell's evaluation of the Nutrition Program correlates with national research which demonstrates how valuable nutrition programs are in promoting healthy eating, preventing malnutrition, reducing social isolation, and enabling some of the community's most vulnerable elders to continue living in their own homes.
Program Success Monitored By  Quality improvement is valued agency-wide at Springwell, and interdisciplinary quality improvement committees regularly review each program with a process that emphasizes 1) determining desired outcomes, 2) defining benchmarks toward those outcomes, 3) identifying data to be measured, 4) determining a data collection method and implementing it (common data collection methods at Springwell include records reviews by supervisors or peers, record audits, and surveys of program participants), 5) compiling and measuring results, 6) identifying findings, and finally, 7) develop and implement program changes, if needed. 
Examples of Program Success 

As her retirement savings dwindled, and amid personal health complications, 76 year-old Dolores’ life had changed dramatically. After hip surgery, medical bills and expensive prescriptions squeezed her tiny budget to the max. Rent, heat, and medication were top priorities. So, Dolores cut back where she could – on food.

Upon referral from the hospital, a Springwell nurse and care advisor visited Dolores at home. They assessed Dolores’ situation and quickly took action. Home Delivered Meals were arranged to ensure that Dolores would eat nutritious food and keep healthy – especially critical as she recovered from surgery. 

Like many seniors, it had never occurred to Dolores to ask for help with meals - and the help didn't stop once she healed from her surgery. As a frail senior over the age of 60, she will continue to receive home-delivered meals, and a call from a care advisor regularly to assess whether or not other services would help her maintain her independence.


CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Ms. Ruth Beckerman-Rodau
CEO Term Start July 2013
CEO Email [email protected]
CEO Experience
In June of 2013, Springwell’s Board of Directors unanimously selected Ruth Beckerman-Rodau as the organization’s new Chief Executive Officer. “We’re very lucky to have Ruth leading the organization,” said Board President Mary Elizabeth Weadock at the time. “Having worked closely with her during her 13 years as Springwell’s Assistant Director, the board saw firsthand her leadership skills, her expertise in program development and her demonstrated commitment to person-centered care. During her tenure, Ruth has overseen almost every aspect of the agency’s operations. She has been a change agent at Springwell and is exactly the right person to guide the organization through the next phase of growth.”
 
Ruth’s resume includes more than 20 years of strategic planning, program development and improving quality in the nonprofit sector. Prior to arriving at Springwell, Ruth was the Executive Director of the Alzheimer’s Association of Northwest Ohio where she successfully led the agency’s growth by increasing the number of individuals served by 300% and the annual budget by 200%. Ruth also worked for a number of organizations that provided care to individuals with disabilities. In addition, she served as Associate Director of the Jewish Community Relations Council in Philadelphia, which advocated for the release of Jews living in the former Soviet Union who were experiencing religious persecution.
 
Ruth Beckerman-Rodau received a JD from Western New England School of Law and a bachelor’s degree in fine arts from the State University of New York.
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
Ms. Susan Temper Jan 1994 June 2012

Senior Staff

Name Title Experience/Biography
Kara Donellon Director of Finance --
Cathy Prendergast Director of Human Resources --
Beth Schultz Director of Development --
Trish Smith Chief Operating Officer --
Jo White Director of Health Partnerships --

Awards

Award Awarding Organization Year
-- -- --

Affiliations

Affiliation Year
Alliance for Information and Referral Systems --
Mass Association of Older Americans --
Massachusetts Association of Home Care and Area Agencies on Aging --
Meals on Wheels Association of America --
National Association of Area Agencies on Aging --
Member of state association of nonprofits? No
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

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CEO/Executive Director/Board Comments

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Foundation Comments

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Staff Information

Number of Full Time Staff 90
Number of Part Time Staff 37
Number of Volunteers 270
Number of Contract Staff 1
Staff Retention Rate % 78%

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 0
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 122
Other (if specified): 0
Gender Female: 0
Male: 0
Not Specified 122

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Under Development
Years Strategic Plan Considers 3
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 Yes
State Registration Yes

Risk Management Provisions

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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 Mr. Richard Jefferson
Board Chair Company Affiliation Community Volunteer
Board Chair Term Nov 2016 - Dec 2018
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Ms. Simonne Berard S. Berard Rental Properties Voting
Ms. Peg Cassidy Community Volunteer Voting
Mr. William DeVasher Jr. Seegel, Lipshutz, & Wilkins Attorneys at Law Voting
Mr. David Frischling Iron Mountain Voting
Mr. Richard Jefferson Boston College Graduate School of Social Work Voting
Ms. Naomi Krasner Social Worker Voting
Mr. Gerald O'Keefe Community Volunteer Voting
Ms. Mary Quilty Atrius Health Voting
Ms. Yolanda Rodriquez Community Volunteer Voting
Ms. Judith Singler Community Volunteer Voting

Constituent Board Members

Name Company Affiliations Status
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Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 1
Asian American/Pacific Islander: 0
Caucasian: 9
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): 78% of Board Members are Age 60+
Gender Female: 7
Male: 4
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 3
Board Meeting Attendance % 90%
Written Board Selection Criteria Under Development
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 50%
Constituency Includes Client Representation Yes

Standing Committees

  • Executive
  • Finance
  • Program / Program Planning

CEO/Executive Director/Board Comments

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Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Fiscal Year July 01, 2016 to June 30, 2017
Projected Income $37,687,763.00
Projected Expense $36,378,914.00
Form 990s

2016 Form 990

2015 Form 990

2014 Form 990

2013 Form 990

2012 Form 990

2011 Form 990

Audit Documents

2016 Audited Financials

2015 Audited Financials

2014 Audited Financials

2013 Audited Financials

2012 Audited Financials

2011 Audited Financials

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2016 2015 2014
Total Revenue $36,359,080 $34,680,994 $31,061,908
Total Expenses $35,376,874 $33,254,833 $30,155,618

Prior Three Years Revenue Sources

Fiscal Year 2016 2015 2014
Foundation and
Corporation Contributions
$154,807 $171,490 $167,000
Government Contributions $35,216,150 $33,476,340 $30,180,891
    Federal $1,161,150 $1,211,415 $1,251,780
    State $34,055,000 $32,264,925 $28,929,111
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $335,708 $417,044 $209,626
Indirect Public Support -- -- --
Earned Revenue $635,673 $543,458 $432,830
Investment Income, Net of Losses $7,092 $5,629 $5,426
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind $9,650 $67,033 $66,135
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2016 2015 2014
Program Expense $33,656,997 $31,632,622 $28,638,754
Administration Expense $1,589,237 $1,501,948 $1,441,848
Fundraising Expense $130,640 $120,263 $75,016
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.03 1.04 1.03
Program Expense/Total Expenses 95% 95% 95%
Fundraising Expense/Contributed Revenue 0% 0% 0%

Prior Three Years Assets and Liabilities

Fiscal Year 2016 2015 2014
Total Assets $10,118,158 $8,976,713 $7,208,749
Current Assets $9,724,111 $8,544,459 $6,695,204
Long-Term Liabilities $37,030 -- $16,806
Current Liabilities $3,162,471 $3,040,262 $2,681,653
Total Net Assets $6,918,657 $5,936,451 $4,510,290

Prior Three Years Top Three Funding Sources

Fiscal Year 2016 2015 2014
1st (Source and Amount) -- --
-- --
Tufts Health Plan Foundation $85,504.00
2nd (Source and Amount) -- --
-- --
Charles F. Bacon Trust $20,000.00
3rd (Source and Amount) -- --
-- --
Perpetual Benevolent Fund $10,000.00

Financial Planning

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

Capital Campaign

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

Short Term Solvency

Fiscal Year 2016 2015 2014
Current Ratio: Current Assets/Current Liabilities 3.07 2.81 2.50

Long Term Solvency

Fiscal Year 2016 2015 2014
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

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Foundation Comments

Financial summary data in the charts and graphs above are per the organization's audited financials. Additional revenue breakout detail was provided by the nonprofit.

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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