Share |

Cooperative Elder Services Inc.

 2352 Main Street, Suite 108
 Concord, MA 01742
[P] (781) 863-1166
[F] (781) 863-1477
www.ElderDayServices.org
[email protected]
Melissa Cull
Facebook
INCORPORATED: 1979
 Printable Profile (Summary / Full)
EIN 04-2680168

LAST UPDATED: 07/05/2017
Organization DBA --
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

--

Mission StatementMORE »

The mission of Cooperative Elder Services, Inc. is to empower seniors and adults with medical or cognitive challenges to age-in-place by serving their health and socialization needs and providing support for families. 

CESI accomplishes our mission at a cost that remains accessible for low-income community members; CESI’s programs are among the most affordable options for long-term senior care in Massachusetts, with a day at one of CESI’s centers costing half as much as a day of home health aide services or daily fees for an assisted living facility ($68 compared to $150 and $173, respectively).

Mission Statement

The mission of Cooperative Elder Services, Inc. is to empower seniors and adults with medical or cognitive challenges to age-in-place by serving their health and socialization needs and providing support for families. 

CESI accomplishes our mission at a cost that remains accessible for low-income community members; CESI’s programs are among the most affordable options for long-term senior care in Massachusetts, with a day at one of CESI’s centers costing half as much as a day of home health aide services or daily fees for an assisted living facility ($68 compared to $150 and $173, respectively).


FinancialsMORE »

Fiscal Year July 01, 2016 to June 30, 2017
Projected Income $3,195,148.00
Projected Expense $3,224,403.00

ProgramsMORE »

  • CESI Adult Day Health Program

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

The mission of Cooperative Elder Services, Inc. is to empower seniors and adults with medical or cognitive challenges to age-in-place by serving their health and socialization needs and providing support for families. 

CESI accomplishes our mission at a cost that remains accessible for low-income community members; CESI’s programs are among the most affordable options for long-term senior care in Massachusetts, with a day at one of CESI’s centers costing half as much as a day of home health aide services or daily fees for an assisted living facility ($68 compared to $150 and $173, respectively).


Background Statement

Founded in 1979, CESI operates five private, non-profit adult day health centers in the greater Boston area. CESI serves at-risk seniors and adults with disabilities in need of post-acute care; each year these participants make 40,000 daily visits to CESI’s centers. CESI’s goal is to empower our participants to maintain their highest level of functioning, to support emotional and physical independence, and to enhance overall quality of life; as a result, participants are able to delay placement in expensive nursing home facilities, and family caregivers are able to remain in the workforce and gain much-needed respite. Today CESI serves 550 seniors and adults with medical or cognitive challenges and their caregivers, across 58 cities and towns.

 

Of CESI’s participants, 70% are low income (subsisting on an income of less than $24,000 each year),   80% live with Alzheimer's disease or another form of dementia, and 75% live with multiple chronic conditions, such as diabetes, heart disease, or Parkinson’s disease.

 

Demand for adult day health services is projected to grow by 70% over the next 15 years. This increase will be driven largely by a growing senior population, which is estimated to increase by 80% over the next 20 years. The circumstances facing this growing population are making CESI’s high-quality, low-cost adult day health program more critical than ever:

  • More than a third of seniors receive at least 90% of their income from Social Security payments, with 65% receiving more than half of their income from Social Security.  

  • The prevalence of Alzheimer’s disease is projected to increase by 24% over the next decade, and medical costs for individuals with Alzheimer’s disease and other dementias are more than three times higher than for those without.

 CESI’s comprehensive, cost-effective programming provides participants with the highest quality of post-acute care, with an aim of preventing or delaying nursing home placement for seniors and adults with medical or cognitive challenges. We provide participants with an environment that supports their whole health: one in which they can socialize with peers, participate in meaningful activities, exercise their minds and bodies, learn to manage their chronic diseases, and maintain compliance with physicians’ orders. CESI programming furthermore provides participants’ family caregivers with the services and support they need to provide for their families’ physical, emotional, and financial wellbeing.


Impact Statement

CESI’s accomplishments over the past year include:

  1. Providing 550 seniors and adults with medical or cognitive challenges and their caregivers with high-quality, low-cost, post-acute adult day health services; these participants made 40,000 daily visits to CESI’s centers. CESI’s goal is to empower these participants to maintain their highest level of functioning, to support emotional and physical independence, and to enhance overall quality of life; as a result, participants are able to delay placement in expensive nursing home facilities, and family caregivers are able to remain in the workforce and gain much-needed respite.

  2. Implementing electronic health records, which is improving the quality of care that CESI participants receive through: improved communication with participants’ physicians and speed in adhering to changing physician orders; improved accuracy of medical record documentation and adherence; and increased time for participants to engage in activities designed to sustain cognitive functioning.

  3. Securing licensure by the Department of Public Health (the state’s first regulations for adult day health programs were released January 2015).

 

CESI’s goals for the upcoming year include:

  1. Increasing the number of at-risk seniors and adults with disabilities served, in response to our community’s rapidly growing need for post-acute adult day health centers – as well as the fact that several local adult day health programs have recently closed rather than undergo the DPH licensure process.

  2. Developing a new strategic plan and mission statement, to more accurately reflect our changing field and the scope and impact of CESI’s programming, as well as to establish strategies for strengthening agency operations in order to meet our community’s rapidly increasing need for adult day health services.

  3. Rolling out a new interactive website, to make CESI’s high-quality, low-cost services more accessible to the community.


Needs Statement

The field of adult day health has changed markedly over the past 20 years: a service that was once thought of as “day care” for adults has evolved into a specialized medical field that employs a whole health approach to empower seniors and adults with disabilities to age in place. Despite these changes, public funding reimbursement for adult day health services has not increased at the same rate as the cost for delivering services. CESI is therefore seeking funding for:

 

1. General Operating Expenses - Funds support CESI’s Registered Dietician Nutrition program, scholarships and transportation for low-income participants, therapeutic activities for participants (e.g., exercise or art classes), and caregiver support services.

 

2. Capital and Technology Improvements - Investing in CESI’s facilities (e.g., replacing flooring) and technology (e.g., implementing electronic health records) is an investment in improving the quality of care received by CESI’s 650 at-risk participants.

 

3. Capacity Building: Given the historic and projected changes to the field of adult day health, it is critical that CESI invest in our organizational capacity to ensure our services remain of the highest quality and accessible to vulnerable Massachusetts residents.


CEO Statement

--

Board Chair Statement

--

Geographic Area Served

GREATER BOSTON REGION, MA
CENTRAL REGION, MA
METROWEST REGION, MA
NORTHEAST REGION, MA
SOUTHEAST REGION, MA

CESI operates five adult day health centers:

- Arlington (37 Broadway, Arlington, MA 02474)

- Burlington (37 B Street, Burlington, MA 01803)

- Concord (7 Chamberlin Drive, Concord, MA. 01742)

- Groton (8 West Main Street, Groton, MA 01450)

- Milton (1200 Brush Hill Road, Milton, MA 02186)

At these centers, CESI serves 650 participants and caregivers who reside in 58 Massachusetts cities and towns.

 

CESI’s administrative office is located at 9 Meriam Street, Suite 28, Lexington, MA 02420.

Organization Categories

  1. Human Services - Residential Care & Adult Day Programs
  2. Health Care - Community Health Systems
  3. -

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

No

Programs

CESI Adult Day Health Program

CESI’s adult day health program operates eight hours per day, five days per week (with additional Saturday hours at CESI’s Arlington center) and includes the following:

  • Nursing Care – Licensed staff provide post-acute care with compassion, administering medical treatments and medications in keeping with participants’ physician orders 

  • Registered Dietician Nutrition Program – Individualized meals and education to help participants maintain their nutritional health status

  • Therapeutic Activities – Participants exercise their minds and bodies, participate in meaningful activities, and have fun

  • Transportation Services – Door-to-door transportation in handicapped-accessible vans

  • Service Coordination – Amongst service providers, insurance carriers, and physicians and other healthcare providers

  • Specialized Memory Care – Best practices services for Alzheimer’s care

  • Caregiver Support – Providing caregivers with the skills and resources to better care for their loved ones and themselves

Budget  $3,224,403.00
Category  Human Services, General/Other
Population Served Elderly and/or Disabled
Program Short-Term Success 

In the short-term, CESI’s adult day health programming increases access to high-quality long-term health care options for at-risk seniors, while improving health outcomes:

- Annually CESI provides 38,000 days-worth of service for at-risk seniors and adults with disabilities, 70% of whom will be low income

- 100% of participants will avoid food insecurity

- 100% of participants will maintain compliance with physicians orders while participating in CESI programming

- 60% of participants’ caregivers will gain the skills and resources to better care for their loved ones and themselves by taking advantage of CESI’s caregiver support services

- Participants will have a decreased rate of emergency room readmission, as compared to seniors not participating in adult day health programming

- CESI participants will save on average $10,000 a year on community-based long term care costs

Program Long-Term Success 

CESI’s long term success for our adult day health programming is the same as our mission: empowering at-risk seniors and adults with disabilities to live their healthiest, happiest lives and thrive in their homes and communities. CESI’s long-term measurement of success is our participants’ ability to delay placement in expensive nursing home facilities, and family caregivers’ ability to remain in the workforce and gain much-needed respite.

Program Success Monitored By   

In the words of the wife of one of CESI’s participants: “CESI has improved John's life as well as mine. For John, it is important to socialize and engage in activities that hold his interest. For me, it is important to know that John is safe and happy while I am employed as a teacher. The center is undoubtedly the life line for our family.”

 

The impact that CESI has on the health and wellbeing of each participant is embodied the story of Ed, who is 82 years old, resides alone, and is low income. At his intake, CESI staff noted that Ed displayed symptoms of acute mental health disorder, and he was often sleepy, reserved, and irritable. Six weeks later, Ed’s condition was markedly improved. He was notably more alert, engaged and energetic. CESI nurses attribute this shift to the improved nutrition he is receiving, which in conjunction with CESI’s full suite of services, is dramatically improving Ed’s health and quality of life.

Examples of Program Success 

In the words of the wife of one of CESI’s participants: “CESI has improved John's life as well as mine. For John, it is important to socialize and engage in activities that hold his interest. For me, it is important to know that John is safe and happy while I am employed as a teacher. The center is undoubtedly the life line for our family.”

 

The impact that CESI has on the health and wellbeing of each participant is embodied the story of Ed, who is 82 years old, resides alone, and is low income. At his intake, CESI staff noted that Ed displayed symptoms of acute mental health disorder, and he was often sleepy, reserved, and irritable. Six weeks later, Ed’s condition was markedly improved. He was notably more alert, engaged and energetic. CESI nurses attribute this shift to the improved nutrition he is receiving, which in conjunction with CESI’s full suite of services, is dramatically improving Ed’s health and quality of life.


CEO/Executive Director/Board Comments

--

Management


CEO/Executive Director Ms. Erica Johnson MS
CEO Term Start Sept 2014
CEO Email [email protected]
CEO Experience

Erica Johnson is the Executive Director of Cooperative Elder Services, Inc. (CESI), an agency that provides adult day health services to at-risk seniors and adults with disabilities, across multiple towns in the Greater Boston area. Before joining CESI, she previously worked for Kit Clark Senior Services, directing the Adult Day Health and Senior Center services. Erica holds a master's degree in rehabilitation counseling from Boston University and received her undergraduate degree from George Washington University. In addition to her years of experience in elder services, she has managed programs in developmental disabilities and behavioral health services, as well as international health care program development. 

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

Former CEOs and Terms

Name Start End
Ms. Joanna Fuller June 1982 May 2014

Senior Staff

Name Title Experience/Biography
-- -- --

Awards

Award Awarding Organization Year
-- -- --

Affiliations

Affiliation Year
-- --
Member of state association of nonprofits? Yes
Name of state association Massachusetts Adult Day Services Association

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

--

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Staff Information

Number of Full Time Staff 10
Number of Part Time Staff 70
Number of Volunteers 6
Number of Contract Staff 0
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 4
Asian American/Pacific Islander: 8
Caucasian: 53
Hispanic/Latino: 5
Native American/American Indian: 0
Other: 1
Other (if specified): 1
Gender Female: 68
Male: 3
Not Specified 3

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? No
Years Strategic Plan Considers --
Management Succession Plan --
Business Continuity of Operations Plan --
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy No
Document Destruction Policy --
Directors and Officers Insurance Policy --
State Charitable Solicitations Permit --
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

Governance


Board Chair Mr. John Fallon
Board Chair Company Affiliation Retired
Board Chair Term June 2009 -
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Ms. Jane Eckert LICSW Retired Voting
Ms. Harriet Holzman Onello Esq. Attorney Voting
Mr. Erik Langhoff Regional Director of Hope Lodge Operations, American Cancer Society Voting
Ms. Nancy Lowenstein OTR/L Clinical Associate Professor, Boston University College of Health & Rehab Sciences: Sargent College Voting
Ms. Nancy Marzilli Director of Human Resources, New England Deaconess Association Voting
Ms. Kimberly Merriman PhD Associate Professor, University of Massachusetts, Lowell Voting
Ms. JoAnne Thomas RN Retired Voting
Mr. David Williams Realtor, Lester E. Savage Real Estate Firm 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: 7
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 5
Male: 2
Not Specified 0

Board Information

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

Standing Committees

    --

CEO/Executive Director/Board Comments

--

Foundation Comments

--

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 $3,195,148.00
Projected Expense $3,224,403.00
Form 990s

2016 990

2015 990

2014 990

2013 990

2012 990

Audit Documents

2016 Audited Financial Statement

2015 Audited Financial Statement

2014 Audited Financial Statement

2013 Audited Financial Statement

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2016 2015 2014
Total Revenue $3,654,167 $3,422,593 $3,870,786
Total Expenses $3,845,464 $3,439,844 $3,550,930

Prior Three Years Revenue Sources

Fiscal Year 2016 2015 2014
Foundation and
Corporation Contributions
$125,362 $158,063 $99,313
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions -- -- --
Indirect Public Support $16,650 $27,208 $34,843
Earned Revenue $3,399,441 $3,056,382 $3,501,243
Investment Income, Net of Losses $112,714 $180,940 $235,387
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind -- -- --
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2016 2015 2014
Program Expense $3,102,245 $2,805,333 $2,994,395
Administration Expense $735,837 $569,902 $493,785
Fundraising Expense $7,382 $64,609 $62,750
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.95 0.99 1.09
Program Expense/Total Expenses 81% 82% 84%
Fundraising Expense/Contributed Revenue 5% 35% 47%

Prior Three Years Assets and Liabilities

Fiscal Year 2016 2015 2014
Total Assets $3,994,997 $4,280,667 $4,357,731
Current Assets $1,115,519 $1,342,288 $1,547,778
Long-Term Liabilities $0 $0 $0
Current Liabilities $269,304 $213,396 $197,807
Total Net Assets $3,725,693 $4,067,271 $4,159,924

Prior Three Years Top Three Funding Sources

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

Financial Planning

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

Capital Campaign

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

Short Term Solvency

Fiscal Year 2016 2015 2014
Current Ratio: Current Assets/Current Liabilities 4.14 6.29 7.82

Long Term Solvency

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

CEO/Executive Director/Board Comments

--

Foundation Comments

Financial summary data in charts and graphs are per the organization's IRS Form 990s. Contributions from individuals are included under Foundations & Corporations when the breakout was not available.

Documents


Other Documents

No Other Documents currently available.

Impact

The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.


1. What is your organization aiming to accomplish?

--

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?

--