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Cambridge Neighbors (Cambridge at Home Inc.)

 545 Concord Avenue, Suite 104
 Cambridge, MA 02138
[P] (617) 864-1715
[F] (617) 945-9328
Barbara Selwyn
 Printable Profile (Summary / Full)
EIN 20-5332882

LAST UPDATED: 07/25/2018
Organization DBA Cambridge at Home
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No



Mission StatementMORE »

Our mission is to create peace of mind for our members so that they can continue to enjoy life in a multi-generational and multi-cultural setting.

Mission Statement

Our mission is to create peace of mind for our members so that they can continue to enjoy life in a multi-generational and multi-cultural setting.

FinancialsMORE »

Fiscal Year Jan 01, 2016 to Dec 31, 2016
Projected Income $267,727.00
Projected Expense $266,601.00

ProgramsMORE »

  • Aging in Community Program
  • Membership Plus
  • On the Move

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

Our mission is to create peace of mind for our members so that they can continue to enjoy life in a multi-generational and multi-cultural setting.

Background Statement

Cambridge Neighbors. formerly Cambridge at Home, founded by Cambridge residents in October of 2007, is a cooperative community formed to ensure its members the timely availability of services similar to those of a retirement community. At CN, our professional staff helps members to obtain such services promptly and at a reasonable cost. Any resident of Cambridge, Belmont, Arlington, Somerville or Watertown over the age of 50 may join the organization. CN is a 501c3 nonprofit organization.

Modeled on the successful Beacon Hill Village community in Boston, MA, CN was the second intentional community to launch in the nation and has served as a self sustaining model for more then 86 other communities that have launched in this country since 2007. Our communities are sometimes referred to as “villages”, “NORCS” (naturally occurring retirement communities), or virtual retirement communities.

Our goal is to provide realistic and cost-effective options for residents who wish to remain in houses and apartments as they grow older. This enterprise, a hybrid of a community cooperative, a social club, a reference library and a concierge service, enables members to find a reliable plumber, get a ride to the grocery store or doctor’s office, or arrange for home health care. CN also aspires to offer physically, mentally and socially stimulating activities including trips to museums, concerts and lectures.

CN members have access to the following services at no additional cost:

1)     Vetted vendors in the areas of home maintenance, home health care, private transportation, Lifeline, errands, computer support and more. All our vendors have been thoroughly vetted and discounted rates have been secured from many.

2)     Access to organized social activities such as luncheons, discussion groups, trips to local museums, concerts and lectures.

3)     Member interest groups such as book group, poetry reading, memoir writing, bridge, Scrabble, and a very active walking group.

4)     A grocery shopping service several days a week with assistance getting groceries into the house.

5)     Two free weekly exercise classes.

6)     Rides from our volunteers as available for medically necessary appointments.

7)     Facilitated access to hospital services at Mt. Auburn Hospital

Impact Statement

Our top 3 accomplishments for 2014.

1. Maintaining our annual membership at 225 households (350 individuals) with an annual renewal rate of 85%. With this membership level we cover 85% of our annual operating budget with membership fees alone. During that period our staff have responded to over 8000 calls for service from our members, arranged over 200 volunteer rides and hosted 100 social/cultural opportunities to reduce isolation and encourage lifelong learning.

2. CN was the second "village" to launch in the nation in 2007. There are now 160 villages across the U.S. (eight are in Massachusetts).  CN has participated in the "Buddy" program helping new villages get started locally and nationally at the National Village Gathering. We regularly respond to email and telephone inquiries for assistance from prospective villages nationwide.

3. In 2014 we grew our subsidized ride program called On the Move for our 80+ year old members . To date we have raised 20,000 to support the program. Our hope is that the fund will grow so we can maintain this critically important element of independent living at home.

Goals for 2015-16

To reach our membership goal of 300 households to sustain our operating budget 100% with annual fees alone.

To raise a $25,000 to continue our subsidized ride program called On the Move to insure that our members over 80 get to medical appointments, family events, religious services and consumer purposes. On the Move participants will pay only 50% of the cost of private, individual transportation.

To increase the visibility of the CN program to both adult children and the medical professionals caring for elders in our service communities.

To recruit new members for our Board of Trustees to help continue the work of the founding board and  lead CAH into the next phase of business operations.

Needs Statement

1. To encourage the next generation of elders, those currently 55-65 years of age, to join CAH in advance of  need to build the strength of the organization and to slowly assume leadership roles currently filled by members over 75.
2. To raise $25,000 in outside funds to support both our subsidized membership and transportation programs that serve elders over 70.
3. To identify 6 individuals with experience in marketing/advertising, fundraising, or business development skills to fill positions on the Board of Trustees.
4. To add 75 new member households to our organization from Cambridge, Belmont, Arlington, Somerville and Watertown to reach our membership goal and increase the diversity of our community.
5. To obtain outside assistance with public relations and publicity to help build visibility and achieve our goals.

CEO Statement


Board Chair Statement



 Cambridge at Home has proven that a nearby, friendly, businesslike “family office” for elders is a crucial tool for maintaining self-sufficiency and self-respect. This is vitally important as both the proportion and the absolute numbers of Americans over 65 rise rapidly, intensifying needs for a safe, efficient, confident old age. CAH is a disinterested, non-profit management partner, a mediator of opportunities for both social connectedness and practical services. It represents a type of organization showing great potential in helping to manage health and other costs of aging in America.


As in nearly 160 other locations across the nation, including half a dozen others in Massachusetts, virtual retirement communities have sprung up to promote “Aging in Community.” Cambridge at Home has nearly 200 families who depend on it. With loyal founding members sticking by it over six years of operations, with member dues already supplying 80 percent of core expense, with consistent generosity from Trustees, CAH is a star community of the national network of “Villages.” Investing in a resolute drive for a 300-household CAH membership base (essential for long-term stability) would be a decisive intervention in an increasingly crucial domain in American life.


People have been talking in apocalyptic terms about old age in America – and the world, for that matter – for at least 30 years. Recall that in the early 1980s, the major political parties in the U.S. cut a deal to extend the long-term solvency of Social Security by raising payroll taxes and gradually delaying full benefits from age 65 to 67. But even then, the definition of being old was rapidly changing. Advances in medical care here and in the other advanced economies were continually adding years beyond the traditional age threshold of 65. The health, educational level, and wealth of older people have been rising.

Consequently the practical meaning of being old has been shifting toward greater competence, fitness, and autonomy (and a greater opportunity for giving back to family, community, and society).


So how are we going to manage this? Are elders going to wait for a new government program when the needs of other age groups are rising, too? Are we going to wait for initiatives from for-profit companies? In recent years, older people have spoken up, saying, No, We are not going to wait. We are taking the initiative. We are going to organize ourselves to make sure we can cope – and not be scammed. We are going to hire our own management agents and teach them how to serve us – one home health caregiver or window-washer at a time. We are going to develop reliable, standard organizations to handle both our aspirations and our practical challenges. We are going to hammer out a model and make it work.


As we plant these organizations for the long term, we seek allies for this task. And what better allies than firms – right here in our own city – which are committed to translating the latest in life science research into advanced technologies for human health?

Geographic Area Served


Cambridge, Belmont, Arlington, Watertown, Somerville MA

Organization Categories

  1. Human Services - Centers to Support the Independence of Specific Populations
  2. Human Services - Senior Centers/Services
  3. Unknown -

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

Under Development


Aging in Community Program

Cambridge Neighbors is an aging in community program that helps people remain at home safely and independently. CN members have access to: Referrals: CN maintains a database of 350 vetted vendors. The services range from home health care, home maintenance, and transportation to pet sitters, at home hair cuts, personal trainers, house cleaners and more. Grocery Shopping: A free weekly door to door grocery service picks up members at their door, takes them to the store, stays on site to help, loads groceries into the car and takes the groceries into the house.Exercise: Members can attend 3 free exercise classes weekly where our own instructors teach yoga, stretch and flex and mat Pilates.Volunteer Rides: Members may calls 2 business days in advance to request a free ride to a medical appointment where an escort is required. Social Activities: Monthly activities and interest groups are hosted by CN to keep members engaged with each other and the community.
Budget  $260,000.00
Category  Human Services, General/Other Senior Services
Population Served Aging, Elderly, Senior Citizens People/Families of People with Health Conditions People/Families of People with Cancer
Program Short-Term Success 
At the end of CN's 4th year of service in 2011 375 elders on average annually were able to stay at home safely. Through their participation in the CAH program they collectively influenced the launch of over 80 more at home groups nationwide and 7 in Massachusetts.  They met new friends, participated in social, cultural and education activities planned by members and arranged by CN staff. Most importantly they enjoyed peace of mind knowing that they could call the office to ask for help when they needed it.
In 4 years CN staff:
answered almost 28,000 phone requests for help, arranged 250 activities to engage members and reduce social isolation, provided hundreds of volunteer rides to medical appointments and made over 600 trips to the local grocery stores with members.
Program Long-Term Success  The aging in place movement and CN specifically will allow more elders to remain at home longer as they grow older. It will reduce the number of premature admissions to nursing homes and continuing care retirement communities because elders can receive the help and services they need locally to stay at home.
Program Success Monitored By 
The annual retention rate of members is 85% which tell us that we are providing a necessary service that meets the needs and approval of our members. Requests and subsequent broadening of our program outreach to 4 surrounding towns tells us that our program model is one that has merit.
Examples of Program Success 
  • 85% retention rate of members
  • Membership of 375 elders
  • Support from local businesses and members of $25,000 in 2010 for a subsidized membership program
  • Addition by demand of services to four surrounding towns
  • Member testimonials (document uploaded)
  • Requests for assistance with replicating our program model from towns nationwide
  • Requests for presentations on particular business strategies used by CN by the producers of the annual national conference of Villages in 2007, 2010, and 2011

Membership Plus

Membership Plus is a subsidized membership program for elders over 70 who meet the low- moderate income guidelines of their town of residence.

Membership Plus members receive all the same benefits of membership as a full pay household.

Budget  $10,000/year
Category  Human Services, General/Other Personal Social Services
Population Served Elderly and/or Disabled People/Families of People with Health Conditions At-Risk Populations
Program Short-Term Success 

The program will provide much needed personal and financial assistance to

low to moderate income elders in our service communities. 

Program Long-Term Success  Membership Plus will increase the diversity of the membership of Cambridge at Home and bring an increased base of knowledge of the needs and challenges facing low to moderate income elders.
Program Success Monitored By  Program success will be tracked by the number of requests for this program come from our service communities, the number of elders that we can serve and the interest in the donor community to support this program.
Examples of Program Success 

Mrs. Smith reconnected with  old friends and broadened her personal support network by participating in CAH through the Membership Plus program. She got out of the house more often because there were CAH programs and activities available to her, and fellow members to help with transportation. Her health improved with weekly CAH exercise classes and assistance with grocery shopping by using our door to door service.  She was able to get a discount on Lifeline so being alone at home was not quite as frightening. Most importantly she had a network of CAH staff and members ready to help her with just one phone call to the office. Mrs. Smith eventually passed away, but she was able to stay in the home she loved, in the community she spent her life in as an adult surrounded by new and old friends and her dog.

On the Move

On the Move is a subsidized,private transporation program for CAH members 80 years or older. It is a cashless ride program that enables members to get ot of the house to medical appointments, consumer venues, social events, exercise classes or family events. Rides are available day or evening, wee days or weekedns.  Just one call to the CAH office is all that is needed to arrange this transportation. 50% of the cost is covered through outside donor funds and the balance is covered by the participant thorugh a monthly billing system.
Budget  15000 per year
Category  Human Services, General/Other Transportation Assistance
Population Served Elderly and/or Disabled People/Families of People with Cancer People/Families of People with Health Conditions
Program Short-Term Success 
By the end of year 1 CAH anticipates providing  100 or more rides to participants at a reduced cost with professional drivers who can get them safely to their destinations. The program  promotes good health by simplifying transporation to medical appointments, exercise classes or social gatherings and offers a diginified and independent option to people who have given up their driving licenses.
Program Long-Term Success 

Cambridge Neighbors anticipates that the availability of a CN program that provides members aged 80+ with transportation options that are safe, convenient, affordable and private will produce the following outcomes:


1. Increased safety and quality of life for participants

2 Increase in the number of elders able to remain at home with CN

3. Decreased isolation with transportation available to social/cultural activities, exercise classes, worship, lifelong learning programs, family gatherings.

4. Decrease in missed medical and dental appointments

5. Decrease in work hours lost by adult children taking elder parents to appointments

6. Increase in the knowledge base of transportation options needed to allow elders to remain at home for as long as possible

7. Collection of outcome data from participants that will attract additional outside funding to maintain the program

8. Creation of a model program that could be replicated by one of the 65 other aging in place communities nationwide or by a larger organization locally for widespread use by elders.


Program Success Monitored By 

To track results CAH will:


Meet with both members and drivers in advance of the program launch to collect their input on topics such as cost, destinations, scheduling, billing, insurance


Require each driver and participant to sign a Memo of Understanding with CAH outlining the requirements of their participation in the program


Maintain digital records of each ride statistics such as number of rides, destinations, fees,

Collect rider and driver feedback on the program


Interview CAH participants and family members as available by meeting or questionnaire to collect evaluative data on the program's impact on their lives.


Assemble a group of riders and drivers to provide interim feedback quarterly

Examples of Program Success 
Susan has been married for 50 years to Joe. Recently Joe's health failed and he had to go into a nursing home in the next town. Susan wanted to spend as much time with Joe as possible so she needed round trip rides to the nursing home 2-3 times a day. She could not afford the driver fees and was often left waiting by local taxis that did not show up becasue the anticipated fare was not high enough to interest them. With CN and On the Move Susan was able to get the rides she needed with On the Move. The cost was lower, the convenience of monthly billing on a credit card was great as Susan has Parkinsons and has problems writing checks and the drivers always showed up on time. Joe has passed away, but Susan still uses On the Move for a variety of rides as she cannot drive and now lives alone.

CEO/Executive Director/Board Comments

The challenge for CN is helping prospective members see that the kind of assistance we can provide is not a luxury, but a necessity. Our organizational model not only allows participants to receive the help when they need, but also to give help to fellow members as volunteers, companions and friends. 

CN is working locally to educate physicians, home health care providers and adult children so they can encourage aging parents or patients to think about CN as an added layer of protection in their retirement years.

CN is building our volunteer program to attract more individuals aged 50-60 in the hopes that they will support our older members.


CEO/Executive Director Ms. Barbara Selwyn
CEO Term Start Jan 2016
CEO Email
CEO Experience --
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
-- -- --

Senior Staff

Name Title Experience/Biography
-- -- --


Award Awarding Organization Year
Proclamation for the Fifth Anniversary of CAH City of Cambridge 2011
Proclamation Honoring the launch of Cambridge at Home City of Cambridge 2007


Affiliation Year
-- --
Member of state association of nonprofits? Yes
Name of state association Village to Village Network MA

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --


CAH collaborates with the Mt. Auburn Hospital, The Cambridge Home, HouseWorks, Council on Aging organizations, and a group of 86 operating aging in place organizations through the Village to Village Network, a national organization of villages. We also work locally with the Massachusetts Village Pioneers, an organization of New England villages.

CEO/Executive Director/Board Comments

The financial crisis of 2008, the continued recession, high unemployment, and increasing political resistance to the costs of services to the elderly underline the importance of “Aging-in-Community” groups. According to the 2010 Census, the proportion of people over 65 in the United States is now 13 percent – and growing. One projection has it that the number of Americans over the age of 85 will be 6.5 million in 2020, double the number in 1990. Note, too that a large proportion of older women are widowed, a high proportion of older men are married, and a bigger share of people of working age have elderly parents or grandparents. Many of those younger people (40 percent or more in U.S.cities) also live alone. In the United States and across the world, there is urgent need for the most practical and dignified management of old age.

The total number of U.S. people over 65 in 2010 was 40 million. But only 3 percent of that group lived in nursing homes (75% of them women), and somewhat more than another 1 percent live in the continuing care retirement communities that have sprung up gradually since the 1970s with monthly fees ranging from $3,000 to $6,000 per unit. The huge majority of old people, more than 90 percent, live at home. Of those over 65, some 15% live with their children, according to a 2002 study. This percentage is substantially higher than in Scandinavia, but lower than Britain (16%), France (17%), Italy(39%) and Japan (65%). So seven out of ten American elders are living independently.

Remember that this increasing longevity is related to astonishing improvements in both the prosperity and the physical and mental fitness of older people in recent decades. Social Security, Medicare, Medicaid, and the spread of defined-benefit and defined-contribution saving for retirement have slashed the proportion of older Americans who are poor and in poor health. A wonderful array of social benefits flows from this. America is growing richer in grandparents, providing not only child care, but also financial assistance for the education of their descendants. The ranks of volunteers giving time to a wide range of non-profit services are growing. But simultaneously, old people must be sharper than ever about the practical details of their lives, including maintenance of their health and of their homes. After having been on their toes for decades, older people deserve a partner for the practicalities – and an organization like Cambridge at Home is set up to be such a partner.

Those seven out of ten older Americans living in their own homes are subject to varying degrees of fatigue, frailty, and forgetfulness. They need reliable, efficient support for both their practical and emotional needs. That is where self-help charities like Cambridge Neighbors come in.

Foundation Comments


Staff Information

Number of Full Time Staff 0
Number of Part Time Staff 4
Number of Volunteers 40
Number of Contract Staff 2
Staff Retention Rate % --

Staff Demographics

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

Plans & Policies

Organization has Fundraising Plan? No
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 5
Management Succession Plan Yes
Business Continuity of Operations Plan No
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy No
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit Yes
State Registration Yes

Risk Management Provisions


Reporting and Evaluations

Management Reports to Board? No
CEO Formal Evaluation and Frequency Yes Bi-Annually
Senior Management Formal Evaluation and Frequency Yes Bi-Annually
Non Management Formal Evaluation and Frequency N/A N/A


Board Chair Mr. Shippen Page
Board Chair Company Affiliation Shippen Page Esq.
Board Chair Term June 2014 - Sept 2016
Board Co-Chair Kristin Mortimer
Board Co-Chair Company Affiliation Retired
Board Co-Chair Term June 2014 - Sept 2016

Board Members

Name Company Affiliations Status
Mrs Elaine Arseneault Cambridge Trust Company Voting
Ms. Mary Field Retired Voting
Mr. Richard Joslin Retired Voting
Mr Jay Lorsch Harvard Business School Voting
Ms Kristin Mortimer Community Volunteer Voting
Mr Shippen Page Shippen Page Attorney Voting
Mr. Franklin Reece Retired Voting
Mr Steven Stadler 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: 7
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 2
Male: 5
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 3
Board Meeting Attendance % 72%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy No
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 0%
Constituency Includes Client Representation Yes

Standing Committees

  • Membership
  • Nominating
  • Program / Program Planning
  • Strategic Planning / Strategic Direction

CEO/Executive Director/Board Comments

Identifying and recruiting new Trustees that have the same generosity, work ethic and commitment as the original 12 Trustees is our challenge for the future. As our original Trustees aged 75+ have slowly begun to roll off the Board CAH has recruited  5 new Trustees in their 60's and will continue to do so annually. The addition of new Trustees give CAH the opportunity to diversify the Board make up and set up representation from each new service area that has been added since our launch in 2007.

Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2015 2014 2013
Total Revenue $270,196 $304,678 $267,817
Total Expenses $297,699 $281,018 $278,695

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 $62,527 $79,904 $60,801
Indirect Public Support -- -- --
Earned Revenue $12,298 $13,195 $17,211
Investment Income, Net of Losses $327 $297 $343
Membership Dues $195,044 $211,282 $189,462
Special Events -- -- --
Revenue In-Kind -- -- --
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2015 2014 2013
Program Expense $234,542 $225,230 $231,731
Administration Expense $63,157 $55,788 $46,964
Fundraising Expense -- -- --
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.91 1.08 0.96
Program Expense/Total Expenses 79% 80% 83%
Fundraising Expense/Contributed Revenue 0% 0% 0%

Prior Three Years Assets and Liabilities

Fiscal Year 2015 2014 2013
Total Assets $203,973 $242,908 $234,624
Current Assets $197,917 $233,102 $227,545
Long-Term Liabilities $0 $0 $0
Current Liabilities $112,693 $124,124 $139,500
Total Net Assets $91,281 $118,784 $95,124

Prior Three Years Top Three Funding Sources

Fiscal Year 2015 2014 2013
1st (Source and Amount) -- --
-- --
Biogen Idec $20,000.00
2nd (Source and Amount) -- --
-- --
Blue Cross Blue Shield $9,500.00
3rd (Source and Amount) -- --
-- --
Cambridge Trust Company $2,500.00

Financial Planning

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

Capital Campaign

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

Short Term Solvency

Fiscal Year 2015 2014 2013
Current Ratio: Current Assets/Current Liabilities 1.76 1.88 1.63

Long Term Solvency

Fiscal Year 2015 2014 2013
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

CAH, as the second aging in community to launch in the nation, is in a unique position to pilot new programs to support people who wish to stay at home as they grow older and share these programs with a network of 120+ operating villages that make up our national network. One of the greatest challenges facing our organization is fundraising. Most traditional foundations, donors and even businesses do not consider the "village" model a program worthy of charitable funds because all of our members are not low income.  What is not widely understood is that even if an elder can afford to pay for services they often need assistance in finding and arranging the services they need from qualified, honest providers.
CAH has identified transportation as the number one challenge for our members. As a society we are calling out for elders to give up their licenses, but we are not providing them with effective solutions for getting around. Van service and public transportation does not work for many older people as it is too time consuming and too challenging for frail elders with vision or mobility challenges. Many local senior van programs have an income qualification that prevents many residents from using the services. Private transportation is too expensive - providing low cost, reliable private transportation encourages people to give up their licenses when necessary.
Our goal is to raise a fund a subsidized ride program that allows our members 80+ to get to medical appointments, worship services, consumer shopping and social outlets safely and independently with a competent driver.
As of 2013 we have raised a small pool of funds to support On the Move for CAH members aged 80 and over. We hope the data we gather from participating members will show how this program  positively impacts both their physical and mental health. CAH feels that this program is an essential piece of reducing hospital readmissions as it provides an affordable and reliable means for elders to get to the doctor's appointments and wellness activities necessary for overall health and well being.

Foundation Comments

Financial summary data in the charts and graphs above is per the organizations reviewed financials. Contributions from foundations and corporations are listed under Individuals when the breakout was not 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?


Cambridge at Home (CAH), founded by Cambridge residents in 2007, is a nonprofit, “Aging in Community” organization, or “Village,” one of 205 across the United States that was formed to help people aged 60 and older navigate the challenges and transitions of aging. Cambridge at Home provides a wide range of practical services, as well as social and cultural programs, so our members can continue to lead active and purposeful lives in their own community. Membership-driven, our organization is shaped by what members need and want. We and hundreds of other villages across the nation are the practical example for the majority of elders who want to continue to live in their own homes and neighborhoods. CAH is about striding with a sense of purpose to redefine old age.

Principal aims of Cambridge at Home are 1) to increase the number of households served from the present 173 to the practical maximum of 225, 2) to maximize CAH effectiveness in promoting the health and wellbeing of its members, 3) to diversify the membership to better represent the populations of the communities we serve, 4) to increase the flow of information to members on such issues as health, finances, elder care law, and caregiving, 5) to enlist and engage the contributions and organizing energy from a cadre of member volunteers to provide companionship and services for our elderly residents, 6) to enhance relationships with the ten villages in Massachusetts and with the National Village to Village Network.

Charging member fees of $1,300 a year for couples and $1,000 a year for singles, CAH maintains a central office with an Executive Director and two part-time staff a) to connect members to reliable suppliers for a wide range of tasks, including home health care after hospital stays and home maintenance; b) to organize frequent social, educational and cultural activities for members to stay avoid isolation (some of which take place at headquarters); c) to provide as benefits of membership free exercise classes, tech help, and grocery-shopping rides to non-driving members; and, d) with the aid of grants, to offer subsidized transportation and memberships to those with limited income. In promoting membership recruitment and retention, CAH will encourage use of the many services we provide, to extend our reach through public forums to convey timely information on aging-related issues, to stay updated on CAH-arranged events, and to create an online forum for community building among our members. To track the relevance of CAH and to gauge the satisfaction of our members, we will continue to survey members for their feedback and suggestions. Finally, CAH is exploring new outreach opportunities to communicate the benefits of membership to diverse audiences through mailings, community forums, and social media.

2. What are your strategies for making this happen?

 The challenges for the constant enrichment of the enabling role of Cambridge at Home are right down at the retail level, proving its capacities one member and one situation at a time, promoting membership and contributions one contact at a time, confident that Cambridge at Home provides not only practical support but also mobility, exercise, intellectual stimulation, and social connectedness. As in many public-spirited activities, including local and national elections, rigorously maintained lists of residents (broken down into small and defined neighborhoods) are crucial, as are regular and continued personal contacts and communications by mail and internet. Further, every contact with members and prospective members must be logged and filed in a searchable database, and lessons about what works and what doesn’t must be tabulated constantly. For a truly reliable referral service, the list of suppliers – who must agree to undergo checks of insurance and criminal background – needs to be constantly refreshed and contain a range of choices for members. The suppliers are encouraged to offer discounts and many do. Each of the social activities requires a flurry of emails and phone calls – thousands per year -- to sign up locations, speakers, transportation, and attendees. Thus, for CAH to orchestrate a growing range of ways of helping older people remain in their homes, it is crucial to recruit and hold capable and dedicated staff, with a friendly and businesslike approach, able to interact with members on multiple levels and a wide range of individual challenges. Through Trustees’ encouragement and regular evaluations, the staff must keep up to date with the rapid changes in the aging field and also with the dizzy evolution of computer and communications technology. The staff does this not only to conduct business but also to keep increasing members’ skills with the new ways of shopping and securing needed information on health, finance, and many other topics. An important staff function, aided by committees of Trustees and members, is to assemble and guide a network of volunteers to provide rides to medical appointments requiring an escort, to participate in interest groups (walking, meditation, cards, and books, for example), to participate in leafleting and mailings and open houses, and to stage small gatherings of members and prospective members at their homes or other pleasant places. These very numerous and varied tasks may seem everyday, even unglamorous. But they are the heart and soul of helping elders achieve autonomy and self-respect and free their energies for pursuits they cherish and for service to family and community.

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?