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Organization DBA --
Former Names Minute Man Association for Retarded Citizens, Inc. (1993)
Minute Man Association for Retarded Children, Inc. (1973)
Organization received a competitive grant from the Boston Foundation in the past five years No



Mission StatementMORE »

Minute Man Arc: improving the lives of children and adults with disabilities by increasing independence, personal choice, and self-advocacy.

Mission Statement

Minute Man Arc: improving the lives of children and adults with disabilities by increasing independence, personal choice, and self-advocacy.

FinancialsMORE »

Fiscal Year July 01, 2015 to June 30, 2016
Projected Income $12,656,314.00
Projected Expense $12,624,085.00

ProgramsMORE »

  • 1. Early Intervention
  • 2. Day Habilitation Program
  • 3. Employment Services
  • 4. Residential Services
  • 5. Family Services

Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

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


Mission Statement

Minute Man Arc: improving the lives of children and adults with disabilities by increasing independence, personal choice, and self-advocacy.

Background Statement

Minute Man Arc was founded in 1958 under the name Minute Man Association for Retarded Children by a group of parents in search of services for their children with disabilities and to create an environment of family communication and collaboration. The agency has grown steadily for more than 55 years, expanding the original mission and now supporting children, teens and adults with developmental and intellectual disabilities such as Down syndrome, cerebral palsy and autism. Today we operate throughout the towns of Acton, Bedford, Boxborough, Carlisle, Concord, Lincoln, Littleton, Maynard and Stow, as well as other parts of eastern MA.

The number and breadth of our programs have grown steadily over the years. In 1972, we established our first female community residence (today we have grown to nine residences that offer services to both men and women); the Independent Living Program was launched in 1980; and the Transitional Living Program began in 1989 providing supervised housing for adults to assist them in developing independent living skills. By 2000, Minute Man Arc also expanded programming in the areas of Family Services, After School Care and Early Intervention that today serves over 500 children.

In 2005, we added a second program location at 130C Baker Avenue Extension in Concord to house the new Day Habilitation Program and provide additional room for many of our other expanding programs. With the help of the Doug Flutie, Jr. Foundation for Autism, we built a sensory gym at our Baker Avenue location for recreation, exercise and wellness.

We purchased and renovated our administrative building at 1269 Main Street in Concord in 1996 and added the rapidly growing Early Intervention Program and three residential apartments where six adult individuals live. In 2011, we added Adult Family Care which enables people to live at home with their families or caretakers while receiving clinical assistance and support from Minute Man Arc. Most recently, the agency's adult programs and administration moved to 35 Forest Ridge Rd, Concord, taking advantage of a more natural setting.

Today, Minute Man Arc proudly serves individuals across a wide spectrum of developmental disabilities. Our dedicated, professional staff works to ensure that the lives of children are transformed through therapeutic intervention, the dreams of adults for meaningful, self-directed lives are realized, and parents are offered education and hope for a better future.

Impact Statement


- In 2015, Minute Man Arc earned the highest possible service accreditation from CARF International, an independent, nonprofit accreditor of health and human services that ensures we are meeting national standards of care.

- We have successfully moved from a paper record keeping system to an electronic system in Early Intervention and Residential Services which will ultimately lower agency costs by reducing staff time currently spent on hand writing intake and treatment notes.

- We launched a new initiative - Community Based Day Services - which offers participants a choice of activities in the community that are educational, therapeutic, fun, and help meet their Individual Service Plan goals.

- A six-hole putting green was installed at our new site to be enjoyed by all of our consumers. The accessible course allows for failure-free putting for individuals who have difficulty standing, moving or swinging a club.

- We redesigned our website to be more vibrant, easier to navigate and  information-rich for the families we support.


- Launch comprehensive fundraising campaign to secure financial future of agency: We have a unique opportunity to innovate and grow lifelong services for people with disabilities that will ensure dignified and rich life experiences for many years to come. To achieve this, we first need to secure our financial future to be fiscally independent, so that our long-standing tradition of excellent service can continue to flourish. We seek to own our two program building sites in full, expand our programs, and launch an endowment fund.

- Add therapeutic program to bridge gap in services between early intervention and adult services.

- Build a fully accessible, year round greenhouse for skill enhancement and social interaction.

- Continue to be the leader in comprehensive care and support for people with disabilities including people who are deaf, blind, or have mental health deficits.

Needs Statement

Minute Man Arc needs to provide services for children between the ages of 3 and 8 where there is currently a gap in our services. Children age out of Early Intervention services at age 3. Some are referred to the school system for ongoing services, others need additional services to continue the gains they have made. Approximately $100,000 needed to launch new program that will be self-sustaining within two years.

Minute Man Arc needs to purchase a building at 35 Forest Ridge Rd. that we currently lease for our programs with a purchase option at five years, and build an addition to house all our programs under one roof and give us space for future growth. $3.9M needed to purchase.

With the goal of purchasing this building and expanding Early Intervention, we need funding for a Capacity Building campaign that includes a) Board development/training to identify prospects and effectively ask them for funds, b) the engagement of a PR/Marketing firm to expand the profile of our organization and programs via TV/press interviews and revised promotional materials, to both increase the level of donor and corporate giving and enhance public awareness of the resources we offer, c) funds for engaging a grant writer for major grant proposals. $90,000 needed for this campaign.

CEO Statement

Minute Man Arc has been a strong member of the community, providing high quality services to individuals with intellectual and developmental disabilities for over 55 years. Originally started by a group of parents, Minute Man Arc has grown to an organization which provides Early Intervention, Employment, Residential, Day Habilitation, Recreation and Family Services to over 700 children and adults.

We currently serve children from birth to age 3 in our Early Intervention program, then there is a gap of 5-10 years until a child is eligible for the MinuteKids after-school program. As teens and young adults move into adult programs, we provide Employment, Residential and Recreation services for them. It is our goal to add a program which can bridge that gap and provide children with what they need to be successful in school.

The need for this kind of program is expressed by former EI parent Kristen Koehler. “Leaving EI was an overwhelming process for us since our son was still in need of extensive services. The preschool program only offered so much, and finding a reputable, private clinic or therapist nearby that didn't have a waiting list proved to be next to impossible. It was also difficult to leave an environment our son felt comfortable in and the terrific professionals who knew him so well to start over someplace new.”

Minute Man Arc can be and should be a lifespan organization in which children move seamlessly from Early Intervention (up through age 10) and MinuteKids, and on to adult services. This kind of continuity of care will help achieve better long term outcomes for each person.

As Minute Man Arc strives to build on its solid existing programs, we have embarked on an agency-wide health initiative in 2014 for staff, persons served and volunteers. We purchased a health curriculum designed for persons with developmental disabilities, and integrated the lessons into our DayHab, Employment, Residential and Recreation programs. That same year we began Fruit Fridays where everyone receives fresh fruit and are encouraged to replace a snack of chips or cookies. Our hope is this will become a habit for everyone, a small step on the path to healthier eating. We began a walking club and staff members and consumers have logged thousands of miles. We offer and subsidize Weight Watchers at Work for interested staff and consumers.

In ways small and large, we are focusing on fulfilling our mission to provide community access and improve people’s overall quality of life.

Board Chair Statement

As president of the board, I have both a professional and personal interest in Minute Man Arc. When I was 5 years old, my mother gave birth to a very premature beautiful baby boy. He needed immediate surgery and my parents were told he would most likely not survive the night, but he did. Two days later they were told he had Down syndrome and probably wouldn’t live a year, but he did. They were then told he would never walk and talk. That beautiful baby boy is now almost 57 years old, living in a group home and working two jobs. If it wasn’t for the Association of Retarded Citizens, now called Arc, my brother wouldn’t be where he is today.

When I began working for Middlesex Savings Bank in Concord, it only made sense to become involved with the local Arc chapter. As a VP in Commercial Lending I am able to apply my business background to helping the agency secure future stability. For the past four years, I have assisted the agency in hiring a new executive director, fundraising and governing.

During my tenure, Minute Man Arc faced two significant challenges. Our executive director passed away suddenly in January 2012, leaving a large void in the organization. The board was faced with the difficult task of replacing him and at times it was overwhelmed. Thanks to the dedication of the board president at the time, we were able to continue the operations of the agency without impacting our individuals. We hired an interim leader who worked with us over the next year to stabilize the organization and eventually hired our permanent executive director. We were also considering the expansion of our Early Intervention program but put that decision on hold due to space constraints. We felt that by taking our time and not making any rash decisions we were able to hire the person that best fit our needs.

At the same time, the agency was facing the expiration of our lease where our adult programs reside. We felt that the leasing space was no longer beneficial to us financially or to those we serve. The space is fragmented and utility costs and CAM costs are prohibitive.

We spent more than a year searching for a building that we could purchase, allowing us to combine both our locations and be more cost effective in the long run. More importantly the space had to be esthetically pleasing for all to utilize. We were successful in negotiating a five year lease to purchase agreement for a building located in the same town where our agency has resided for more than 50 years. This new location will provide significant green space for outdoor activities, walking access to retail stores for our consumers and room to expand growing programs. We are now challenged to begin a fundraising campaign that will help eventually become mortgage free.

As I look to balance my career with meaningful volunteerism, I am reminded of what my mother always told me, to find a job that would provide financial security, but to also find something that I was passionate about and put my heart into it and the rewards would outweigh my 9-5 job. I have found that passion in supporting Minute Man Arc.

Geographic Area Served


Minute Man Arc serves individuals with developmental and intellectual disabilities of all ages. The service area includes Acton, Bedford, Boxborough, Carlisle, Concord, Lincoln (including Hanscom Field military base), Littleton, Maynard and Stow but we also accept individuals from other towns in eastern Massachusetts.

Organization Categories

  1. Human Services - Developmentally Disabled Services/Centers
  2. -
  3. -

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



1. Early Intervention

1. Early Intervention (EI) is an integrated developmental service offering evaluation and therapeutic services to children birth to three for whom there are developmental concerns due to biological, medical or environmental factors. Services are provided individually in the home, in small integrated groups at our center and in a range of community settings. A variety of parent support, educational and resource referral services are also provided.

EI places a premium on community and family collaboration and the provision of professional individualized services for each child and family. It is a flexible service model that is tailored to each child’s therapeutic issues and changing family needs.

Services are provided by a team of dedicated professionals including early childhood educators, speech therapists, nurses, occupational therapists, physical therapists, family therapists, social workers, and specialists in autism, hearing loss, nutrition, and other developmental concerns.

Budget  $2,462,272.00
Category  Human Services, General/Other
Population Served People/Families with People of Developmental Disabilities Children and Youth (0 - 19 years)
Program Short-Term Success 

Children are enrolled in EI for a maximum of three years between birth and the third birthday, but many children in our EI program receive services for 12 and 18 months depending on age of enrollment. Success is measured in developmental progress using annual evaluations with a standardized assessment, the Battelle Developmental Inventory 2. The short term goal is to assist children in “closing the gap” developmentally between their function age and chronological age. Most children who enroll are at least 1.5 standard deviations below the mean in at least one area of development. Yet, a little more than half the children served leave the program at age three with no further need for services, including special education services. The other half are referred for special education, yet most consume fewer hours of service at the preschool level than would have been needed had they not received Early Intervention. EI is proven to “pay for itself” by reducing SPED costs.

Program Long-Term Success 

Building on the science of brain development, we seek to maximize the life-long potential of each child by offering high quality services at the time they can do the most good to support developmental progress. Long-term success includes higher academic achievement in preschool, elementary and secondary schools, as well as reduced need for special education services and other therapeutic supports. In some cases, children who begin effective treatment for autism during their time in Early Intervention may have this diagnosis reversed during their kindergarten or elementary school career, saving their family, insurers, and government many thousands in supportive services in later life. EI also impacts parents’ quality of life by reducing stress, helplessness, and providing education and training in understanding the child’s needs and how to advocate effectively. Parents describe EI as “a lifeline for our family during the most stressful time in our child’s early months of life.”

Program Success Monitored By 

As referenced above, children receive annual eligibility evaluations by a multidisciplinary team of therapists using the BDI2, a normed and standardized assessment tool which focuses on 13 subdomains and 5 domains of development including communication, motor, cognitive, adaptive and personal/social skills. Parent interview and a review of the child’s medical history and hearing and vision concerns are part of this evaluation. Outcomes are reported to the Massachusetts Department of Public Health who in turn report on the effectiveness of services to the federal O.S.E.P. Twice each year the program distributes a parent satisfaction survey which typically has a 40% participation rate. Additionally, MA DPH monitors program compliance with timeliness of services, support for transition to preschool, percent of children served in the catchment area, and a variety of other indicators. The Minute Man Arc EI Program usually meets or exceeds all state performance measures.

Examples of Program Success 

During the 5 year period ending June 2013, 211 children living in Acton, MA received services from the Minute Man Arc Early Intervention Program. Of these 211, 103 (48.8%) received a referral for SPED intake and evaluation. The other children left the program with no need for further help. Note below the broad representation of all professional disciplines who worked with both groups of children. Based on the IFSP process, the majority of children in both groups received more than one weekly service, typically from two or more disciplines of EI providers. Each child who fills a slot in a SPED preschool may cost that town $12,000 annually.

Example of children in Acton, MA:

Discipline of Service Coordinator

Count of Children referred for SPED intake

Count of Children discharged with no referral for SPED

Developmental Specialist






Occupational Therapist



Physical Therapist



Speech Therapist












2. Day Habilitation Program

The Day Habilitation Program provides an environment of personal enrichment and growth through a wide range of integrated learning experiences designed to support the needs of each participant. The program offers a broad spectrum of activities designed to help adults with developmental disabilities learn and grow. Day Habilitation supports individuals to identify their needs and desires, set goals and achieve new levels of independence. Daily programming is consistently implemented in order to promote the acquisition of new life skills, relationship building, personal health and safety, physical activity, creativity, self-determination and enjoyment.
Budget  $1,113,366.00
Category  Human Services, General/Other
Population Served People/Families with People of Developmental Disabilities
Program Short-Term Success 

The short term success of our program is to meet the individualized objectives outlined in the vision statement of every participant annually. We choose to take an optimistic view in believing that it is the burden of the service provider to support the objectives each participant hopes to achieve and not merely the responsibility of the individual seeking opportunities for growth. Some additional short term goals at Day Habilitation are to develop an internal library of periodicals, magazines and other literary works that participants can borrow from. This library will function much like many community libraries where media items are organized alphabetically and categorically. Each participant will be able to volunteer as a weekly librarian who is in charge of helping to organize the material and keep track of checked out items. Day Habilitation is also starting a monthly literary magazine which will contain original literary works of the individuals we serve.

Program Long-Term Success 

The long term goal of this program is to generate substantial changes in the quality of life for the individuals we serve. Our hope is that the individuals and families we serve can look back at their involvement with Day Habilitation as a program that truly supported their goals and enabled a life of greater independence. Minute Man Arc’s goal is to be a model of excellence for other Day Habilitation programs throughout the region. Our expectation is that by persisting towards excellence we can inspire other Day Habilitation programs across the region and nation to work towards the same standards in order to improve the quality of life for people with developmental disabilities. Our success is incumbent on being able to build a team of dedicated and talented Developmental Specialists, along with, finding gifted staff members specializing in the fields of Occupational, Physical, Speech and Behavioral Therapies.

Program Success Monitored By 

As a service provider, Minute Man Arc’s goal of meeting annualized objectives for each individual we serve is done through data collection tools based in statistics. The progress of each of the individual’s objectives will be tracked on a daily basis and monitored quarterly in order to examine the progress made towards meeting the participant’s annual objective growth. This type of data collection will help us make more informed decisions about the need to re-structure the ways in which our staff is implementing support strategies so that modifications can be made months prior to the date of planned achievement.

Examples of Program Success 

One of the most noticeable stories of success in the Day Habilitation Program is in the frequency and duration of all of our individuals served who have physical therapy needs. We have improved the average number of minutes a participant is transferred out of their wheelchair into a physical therapy program from 144.45 total minutes per month to 474.10 total minutes per month. These statistics show an increase in total average minutes by 328 percent. It is the close monitoring and compiling of data like this for which we take pride in as an organization and allows us to quantify the success of the Day Habilitation Program to deliver service to individuals with a wide range of developmental disabilities.

3. Employment Services

Employment Services provides creative and effective job opportunities for people with developmental disabilities. Over the past 50 years, our commitment to placing individuals in the community and cultivating relationships with local businesses and organizations has grown to include more than 45 businesses. We possess a proven track record of placing over 85% of individuals in the community in the past two years, one of the highest placement records in Massachusetts.

Minute Man Arc first provides individualized job training and then places program participants in area offices, restaurants, retail establishments, markets, schools, farms and military facilities. We strive to help every person realize his or her career aspirations while contributing to the community and earning a fair wage.

We strongly encourage family involvement through information sharing, goal setting and ongoing communication. Our Self Advocates and Family Advisory Council play ac­tive roles in the program.

Budget  $1,300,272.00
Category  Human Services, General/Other
Population Served People/Families with People of Developmental Disabilities
Program Short-Term Success 

We will build the skills of our Employment Services workers using newer equipment and build community based microbusinesses around those skills. Specific areas for further development are kitchen skills, laundry skills and document destruction skills. Over the short term (1-3 years), we will add skills such as shipping, logistics and home upkeep.

Another goal is to find a new tool for skills assessment and career planning that will enable better matches between workers and jobs. To support this, we will have at least one person achieve Certified Employment Support Professional status through the Association of People Supporting Employment First.

Finally, all staff will complete Positive Behavior Supports training. This approach focuses on having positive based interaction with consumers while assisting them with making positive decisions. Minute Man Arc is one of the first agencies in MA to implement this program for all direct service staff.


Program Long-Term Success 

Employment Services seeks to maintain and expand our high employment rate over the next 3-5 years through continuing current partnerships as well as building new relationships with local employers. This is done across industries so that our workers continue to have meaningful jobs in the community. We will offer a career path that starts with simple tasks in simpler jobs but build to tasks and jobs that engage at the highest level of their skills. Also, find flexible employment partners so that work can be meaningful but not impossible with a schedule that does not overtax but provides value for the employer and a work environment that embraces our workers as part of the team, not special cases. Specific goals are to create partnerships with several new companies, move our employment rate above 90%.


Program Success Monitored By 

Our Employment Services program is monitored in a number of ways. The first is internally through self review and review with Minute Man Arc’s senior staff. The second way is through the Massachusetts Department of Developmental Services (DDS). DDS Service Coordinator Supervisors have a quarterly review with the Employment Services Director to address concerns and identify opportunities. DDS also tracks ten consumers throughout the year to monitor their employment status, challenges, and opportunities. DDS also has a division called QUEST which performs an audit no less than every two years. We are also monitored by a worldwide industry review organization called CARF and were recently awarded the highest level of recognition with a three-year certification.

Examples of Program Success 

#1: Jon started with MMA seven years ago. He initially began working at a group work site but had challenges with acting appropriately due to his wonderful sense of humor. Guidance on appropriate workplace behavior was provided and he made great progress. He also developed more work skills and was able to move to an independent position at which he excelled. Because of that success, he has recently moved to another independent position at a more complex job!

#2: Deb came to MMA with almost no reading skills. She was unhappy that she did not get a promotion at her independent job due to her low reading ability. She advocated for herself to join a library reading group even though the other participants were much younger than her. She has continued this effort and joined a reading group in Employment Services which brought her reading level up dramatically. When the promotion became available again, she demonstrated her improved reading skills and got the job!

4. Residential Services

4. Residential Services offers a broad array of living options and supports determined by each individual's personal preference and the level of support that is needed. Minute Man Arc’s residential services consist of twelve smaller programs, including nine group homes for 49 adults with developmental and other disabilities, located in the communities of Concord, Littleton, Maynard and Stow. In addition, our Residential Program has an Adult Foster Program supporting 31 individuals, and Independent Living Program supporting 20 individuals and a small Shared Living Program supporting two individuals.

Budget  $6,593,722.00
Category  Human Services, General/Other
Population Served People/Families with People of Developmental Disabilities
Program Short-Term Success 

The short-term success of MMA’s Residential Program will be measured by the completion of its two-year program improvement initiative, which began in August 2012 and which includes the development and implementation of the following:

  • Positive Behavior Supports approach to service delivery
  • Substantially enhanced developmental goals and objectives for consumers
  • Recruitment and comprehensive training of an increasingly higher skilled group of staff
  • Fixed schedule staffing pattern
  • Enhanced performance improvement tools and processes for staff development and promotion
  • Reorganized program structure to ensure necessary and sufficient management of all program functions
  • Internal auditing systems to ensure that all procedures and practices meet best practice standards
  • Enhanced documentation practices that ensure consistency, accuracy and thoroughness
Program Long-Term Success 

The long-term success of MMA’s Residential Program will be achieved by documentation that program consumers are living lives that are fully integrated into the community in all aspects of daily living and with maximum choices; that they are happy and healthy; that they are moving progressively forward toward their maximum potential for independence; that they are consistently treated with caring, dignity and respect; and that they consistently receive all of the best practice, multi-disciplinary supports necessary for this to occur.

Program Success Monitored By 

The success of consumer supports is measured by the ongoing review of comprehensive set of developmental, treatment and service delivery based documentation. Outcomes are reviewed weekly, monthly, quarterly and annually using formal practices and systems.

The increasing strength of staff is measured through outcome assessment training, performance improvement reviews, and the development and achievement of individualized, staff-specific performance improvement goals and objectives.

Overall program success is measured by the development, implementation, maintenance and documentation of comprehensive, best practice systems and practices, by consumer satisfaction surveys, and by MA Department of Developmental Services Survey and Certification (state licensing review) outcomes.

Examples of Program Success 
  • Effective 7/1/2013, MMA expanded its skill-building staff training from 8 hours to 80 hours including 24 hours of Positive Behavior Support training for all staff.
  • The staffing pattern has shifted from a random pattern of hours for any staff position to 4 core Fixed Schedule positions. Today 99% of the Residential Programs hours have shifted into the Fixed Schedule pattern, significantly improving management efficiency.
  • Beginning in July 2013, all individual client records and supports have been audited quarterly for improvement of services and record keeping.
  • In November 2013, MMA introduced a comprehensive incident report documentation and distribution practice to ensure more timely and effective responses to problems.
  • In January 2014, new staff performance improvement tool was introduced.

5. Family Services

5. Family Services Recreation was developed more than 15 years ago and has evolved over time to better meet the needs of its stakeholders with developmental disabilities. Today, Recreation provides a broad array of wraparound services to support families in balancing the challenges of caring for a loved one who has a disability, as well as offering client-centered enrichment supports for all ages. Annually, Recreation creates programming for over 100 families, children, and adults. The individuals served typically have a range of disabilities including autism, Down syndrome, and multiple disabilities. Service options may include: Minutekids Afterschool & School Vacation programs, Special Olympic sports, Friday Night Social events, and Afternoon Activities.

Recreation is a self-funded program which receives no direct reimbursements or subsidies. Programs are offered at a nominal fee recouped through private payment. The majority of operating costs are defrayed through extensive fundraising.

Budget  $97,112.00
Category  Human Services, General/Other
Population Served People/Families with People of Developmental Disabilities
Program Short-Term Success 

Annually, Recreation will create specialized programming for over 100 children and adults. Recreation will operate year-round to provide 30+ social events and 1,000+ hours of client-centered activities. Individual classes focus on increasing fitness, decreasing anxiety, developing skills for independence, and practice exploring the community. Recreation is often the first point of entry for isolated new participants and serves as a relaxed forum for transition-age youth exploring adult environments. Moreover, these opportunities support families seeking respite, participants seeking growth and friendship, and volunteer/interns seeking human service experience.


Program Long-Term Success 

Recreation aims to eliminate gaps in the community supports we provide to individuals who have disabilities and the families who care for them. We can accomplish this goal by increasing the frequency of enrichment opportunities, reaching out to underserved populations, and generating programming specific to the needs of individuals with complex disabilities.

Program Success Monitored By 

Programming success is measured by repeat attendance, referrals, testimony from families and clients, annual satisfaction and preference surveys, achievement of annual goals, reduction in need for support during participation.

Examples of Program Success 

DB is a gentleman known for his humor, intellect, and love of music who also has developmental and mental health challenges. Years ago, DB suffered a serious decompensation. He moved from living independently to rehabilitative settings and ultimately required hospitalization.

As DB’s health stabilized, his support team sought opportunities for him to rebuild his life. A manager proposed he try the Chorus program which met weekly to sing. Chorus would highlight his intrinsic strengths, well or unwell. Initially, DB struggled to participate. He was welcomed by his peers and provided an alternate means to accompany the group on a drum set. The rhythm DB created retained all the richness he had once communicated with speech. Slowly, DB recovered the spark and ability to sing. DB is one of many for which Recreation exists to restore or enhance skills and self-efficacy.

CEO/Executive Director/Board Comments



CEO/Executive Director Ms. Jean A. Goldsberry
CEO Term Start Feb 2013
CEO Email [email protected]
CEO Experience

Determining need, developing and delivering programming, and measuring outcomes has been a hallmark of my career. As early as 1975 I worked with others to start the first 24 hour crisis center in suburban Chicago for victims of sexual assault. This drive to create services for unmet needs has continued throughout my career.

I have an MS in Community Mental Health from Northern Illinois University, an MBA from Yale University and over 25 years of management experience. In addition to my position as Executive Director at Minute Man Arc, I served as Executive Director at PRIDE, Inc., a provider of services to people with disabilities in Taunton. Other positions included Chief Program Officer at Triangle, Inc., Director of Community Employment Services at Morgan Memorial Goodwill Industries, Assistant Area Director for the MA Department of Developmental Services, and Director of HIRE Enterprises, a disability employment organization.

In all of those positions, I worked to expand programming to fulfill unmet needs. At HIRE we expanded community employment, attaining good jobs at competitive wages for people that others thought “hopeless.” While at DDS, I developed a service provision so that agencies could serve a number of people flexibly, stretching much needed services and gaining efficiencies in the process. My six years at Triangle helped the agency expand from one day program site and two group homes to five day program sites and ten group homes. At PRIDE, I obtained a $500,000 grant from UMass for a regional employment collaborative.

In addition to program development, I have a passion for the program quality. I have been a surveyor for CARF International for over 15 years where I visit other programs around the US and Canada 4-5 times per year to apply the CARF standards. The commitment to CARF standards enables my organization and others to continually improve quality and provide stronger services for people with disabilities.

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

Former CEOs and Terms

Name Start End
Michael Martini Mar 2008 Jan 2012
Rosalie Edes Mar 2000 Mar 2008

Senior Staff

Name Title Experience/Biography
Eric Boroush Director of Operation --
Alex Chatfield Director of Early Intervention --
Mary Coleman Director of Administration and Finance --
Robert Harris Director of Residential Services --
Ryan Haskins Director of Training and Quality Improvement --
Darcie Heller Director of Family Services --
Linda Hummer Director of Human Resources --
Stephanie Parish Director of Development --
Joshua Weidenhamer Director of Day Habilitation --
Barbara Jean White Director of Employment Services --


Award Awarding Organization Year
Outstanding Board Leadership Award Middlesex West Chamber of Commerce 2014
Marty Martini Award for Outstanding Leadership Association of Developmental Disabilities Providers 2012
Nonprofit Leadership Award Middlesex West Chamber of Commerce 2012
Agency of the Year Enterprise Bank 2011


Affiliation Year
Association of Fundraising Professionals - Member 2012
Associated Grant Makers --
Association of Developmental Disabilities Providers --
Chamber of Commerce --
Massachusetts Nonprofit Network --
National Industries for Severely Handicapped --
The ARC of the United States --
United Way Member Agency --
Member of state association of nonprofits? Yes
Name of state association Association of Developmental Disability Providers (ADDP), Arc Massachusetts, The Association of Human Service Providers

External Assessments and Accreditations

External Assessment or Accreditation Year
CARF International: Community Employment Services: Job Development- 3 year 2015
CARF International: Community Employment Services: Job Supports- 3 year 2015
CARF International: Community Services: Community Housing- 3 year 2015
Massachusetts Department of Early and Secondary Education (Mass DESE) --


Minute Man Arc collaborates regularly with the Association of Developmental Disabilities Providers (ADDP), the Arc of Massachusetts, Concord Children’s Center, Concord Recreation Department and Friday Night Fun Club. We are also in the process of collaborating with the Arc of the South Shore and Northeast Arc in development of children’s programming.


CEO/Executive Director/Board Comments


Foundation Comments


Staff Information

Number of Full Time Staff 125
Number of Part Time Staff 98
Number of Volunteers 50
Number of Contract Staff 15
Staff Retention Rate % 85%

Staff Demographics

Ethnicity African American/Black: 76
Asian American/Pacific Islander: 7
Caucasian: 128
Hispanic/Latino: 9
Native American/American Indian: 0
Other: 3
Other (if specified): 0
Gender Female: 143
Male: 80
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 5
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 Exempt
State Registration Exempt

Risk Management Provisions

Automobile Insurance
Automobile Insurance and Umbrella or Excess Insurance
Blanket Personal Property
Boiler and Machinery
Business Income
Commercial General Insurance
Commercial General Liability
Commercial General Liability and D and O and Umbrella or Excess and Automobile and Professional
Computer Equipment and Software
Corporal Punishment Liability
Crime Coverage
Day Care Center/Nursery School
Directors and Officers Policy
Employee Benefits Liability
Employee Dishonesty
Employment Practices Liability
Extra Expense Insurance
Fiduciary Liability
General Property Coverage
General Property Coverage and Professional Liability
Improper Sexual Conduct/Sexual Abuse
Inland Marine and Mobile Equipment
Liquor Liability
Special Event Liability
Umbrella or Excess Insurance
Workers Compensation and Employers' Liability
Workplace Violence
Accident and Injury Coverage

Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency Yes Annually
Non Management Formal Evaluation and Frequency Yes Annually


Board Chair Ms. Nancy Graham
Board Chair Company Affiliation Middlesex Savings Bank
Board Chair Term July 2010 - June 2016
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Marlene Bergart Mt. Pleasant School, Nashua, NH Voting
Mary Blauvelt Self-Advocate Voting
Paul Dick Esq. Attorney Paul Dick Voting
Nancy Graham Middlesex Savings Bank Voting
Meredith Greene Fletcher Tilton PC Voting
David Holdorf Retired Voting
Brian Lemerise Quiet Logistics Voting
Tanya Mahoney Retired Voting
Maureen Mara Mara CPA, PC Voting
Nora McShane Self-Advocate Voting
William Paige New England Journal of Medicine Voting
Robert Robitaille Insource Services, Inc. Voting
Janice Smith Self-Advocate Voting
Molly Stone Retired 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: 0
Asian American/Pacific Islander: 0
Caucasian: 14
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): includes 3 self advocates (persons served)
Gender Female: 9
Male: 5
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 2
Board Meeting Attendance % 83%
Written Board Selection Criteria Under Development
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation Yes

Standing Committees

  • Advisory Board / Advisory Council
  • Board Development / Board Orientation
  • Communications / Promotion / Publicity / Public Relations
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Executive
  • Facilities
  • Finance
  • Human Resources / Personnel and Finance and Marketing and Nominating and By-laws
  • Nominating
  • Special Events (Golf Tournament, Walk / Run, Silent Auction, Dinner / Gala)

CEO/Executive Director/Board Comments


Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Fiscal Year July 01, 2015 to June 30, 2016
Projected Income $12,656,314.00
Projected Expense $12,624,085.00
Form 990s

2014 Form 990

2013 Form 990

2012 Form 990

2011 Form 990

Audit Documents

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 2015 2014 2013
Total Revenue $12,070,763 $10,947,346 $10,003,282
Total Expenses $12,120,070 $10,932,282 $9,958,783

Prior Three Years Revenue Sources

Fiscal Year 2015 2014 2013
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $244,660 $187,455 $199,889
Indirect Public Support $84,083 $88,660 $90,585
Earned Revenue $11,583,181 $10,391,133 $9,584,696
Investment Income, Net of Losses $177 $355 $582
Membership Dues -- -- --
Special Events $155,051 $146,531 $122,148
Revenue In-Kind -- -- --
Other $3,611 $133,212 $5,382

Prior Three Years Expense Allocations

Fiscal Year 2015 2014 2013
Program Expense $10,689,254 $9,752,919 $9,013,752
Administration Expense $1,193,033 $927,184 $745,851
Fundraising Expense $237,783 $252,179 $199,180
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.00 1.00 1.00
Program Expense/Total Expenses 88% 89% 91%
Fundraising Expense/Contributed Revenue 49% 60% 48%

Prior Three Years Assets and Liabilities

Fiscal Year 2015 2014 2013
Total Assets $5,317,412 $4,077,222 $4,147,680
Current Assets $1,929,439 $1,574,162 $1,612,463
Long-Term Liabilities $1,817,059 $936,246 $1,013,003
Current Liabilities $1,424,963 $1,016,279 $1,025,044
Total Net Assets $2,075,390 $2,124,697 $2,109,633

Prior Three Years Top Three Funding Sources

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

Financial Planning

Endowment Value --
Spending Policy Percentage
Percentage(If selected) 5.0%
Credit Line Yes
Reserve Fund Yes
How many months does reserve cover? 1.00

Capital Campaign

Are you currently in a Capital Campaign? Anticipated In 3 Years
Capital Campaign Purpose Purchase two buildings, grow Early Intervention, and initiate an endowment, enabling Minute Man Arc to establish a stable financial path to the future.
Campaign Goal $11,500,000.00
Capital Campaign Dates Sept 2016 - Dec 2020
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? --

Short Term Solvency

Fiscal Year 2015 2014 2013
Current Ratio: Current Assets/Current Liabilities 1.35 1.55 1.57

Long Term Solvency

Fiscal Year 2015 2014 2013
Long-term Liabilities/Total Assets 34% 23% 24%

CEO/Executive Director/Board Comments


Foundation Comments

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


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?