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 70 Bridge Street, Suite 201, c/o Sheldon D. Bycoff
 Newton, MA 02458
[P] (617) 7894500
[F] (617) 789-5750
[email protected]
Pamela Steinfeld
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 Printable Profile (Summary / Full)
EIN 26-2094084

LAST UPDATED: 06/08/2016
Organization DBA MHPI, Inc.
Residential Support Services, Inc. (RSSI)
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No



Mission StatementMORE »

MHPI's mission is to create housing and support lives by providing and maintaining safe and affordable service-enriched housing for very-low-income elderly and those living with disabilities.

Mission Statement

MHPI's mission is to create housing and support lives by providing and maintaining safe and affordable service-enriched housing for very-low-income elderly and those living with disabilities.

FinancialsMORE »

Fiscal Year July 01, 2015 to June 30, 2016
Projected Income $2,584,307.00
Projected Expense $2,755,136.00

ProgramsMORE »

  • MHPI, Inc.
  • Residential Support Services, Inc. (RSSI)

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

MHPI's mission is to create housing and support lives by providing and maintaining safe and affordable service-enriched housing for very-low-income elderly and those living with disabilities.

Background Statement

MHPI was founded as Mental Health Programs, Inc. in 1975 to improve the lives of those being re-integrated into the community as a result of the deinstitutionalization movement. At that time, the majority of the organization's resources were spent on providing for the day-to-day needs of those diagnosed with mental illness and developmental disabilities. By the late 1970’s/early 1980’s, the urgent need for affordable housing for these very-low-income clients came into focus, and MHPI developed such housing at a number of sites throughout Metro Boston. In 1999, with the recognition that a broader segment of the population needed home-based supportive services, MHPI created Residential Support Services, Inc. (RSSI).

MHPI's evolution of the last 40 years highlights one of the organization's greatest strengths: a Board and management team that possess significant accumulated knowledge and experience (now over 125 years in total) in key specialized fields. The depth and breadth of this expertise enables MHPI to predict, evaluate and respond to political and economic trends with timely, cost-effective solutions that support the less fortunate members of society.

Today, MHPI owns and operates 15 subsidized rental housing facilities in eight towns that are home to 249 very low-income residents, and provides supportive services to a great many of those tenants as well as to many other clients living independently in Greater Boston, central and southeastern Massachusetts. In addition to providing help with Activities of Daily Living (ADL’s) through the home-care program, specialized services are provided to clients with acquired brain injury (ABI). In the past year, MHPI delivered over 22,000 units of home-care service, a tenfold increase over three years ago! Every indicator that points to the reach of these programs is growing almost daily.

MHPI staff and volunteers work tirelessly to uncover innovative ways to collaborate with key decision-makers, funders, and human service providers in related fields to further the organization's mission. The organization as a whole firmly subscribes to the wisdom inherent in providing high-quality, home-based, long-term care so that people can remain safely at home and within their communities as they age in place. This not only improves quality of life, but significantly lessens the financial burden of facility-based long-term care borne by families and governmental entities. 

Impact Statement

This past year saw MHPI continue to develop high-quality subsidized rental housing and provide home-based supportive services to very-low-income elderly and/or disabled individuals in our area. In the past year alone, our service division, Residential Support Services, Inc. (RSSI) experienced 43% growth in the provision of Group Adult Foster Care services, and 267% growth in the provision of personal care services, delivering over 22,000 units of care to these clients. At the same time, we have expanded our service area to include central Massachusetts. To meet increased need, we have more than doubled the number of professional and paraprofessional staff in this program. To enhance quality of life and connection to community for those who call MHPI facilities home, we have formed new relationships with educational institutions and youth programs in close proximity to MHPI housing facilities, offering a number of intergenerational programs this year.

MHPI's goals for the coming year include:
- strategically manage projected growth in our home-based supportive services program by closely monitoring program performance and client outcomes using new technology and tools;
- upgrade MHPI's Information Technology systems to better manage and evaluate all aspects of our operations, including finance and accounting, client services, facilities management, fundraising and administration;
- refine human resource policies and procedures to enhance training and review of our professional and paraprofessional staff;
- nurture existing donor relationships and develop diverse, sustainable funding sources to support our expanding programs.
- We held our 2nd Annual MHPI Prouty 5K Run to build awareness of our programs and to provide new ways for community members to support MHPI.

Needs Statement

1. Build MHPI's capacity to meet anticipated future demand for supportive services for the elderly and/or disabled who are aging in place in their community. In the past 5 years, MHPI has seen a tenfold increase in demand for our home-based supportive services. We have increased staffing in our home-based supportive services division from 19 to 53 people, with 8 additional hires pending. Growth of this magnitude necessitates expansion throughout the organization to sustain operations and maintain high levels of service.

2. Enhance/expand HR capacity. We seek to further develop MHPI's Human Resource operations through enhanced policies and procedures re: hiring, orientation, training and review for both professional and para-professional staff.

3. Implement a Quality Improvement program. Build on MHPI's high standard of care and service to improve outcomes for our clients.

4. Upgrade Information Technology systems. It is imperative that we transition to more advanced IT systems and procedures to sustain growth and continued success.

5. Increase Outreach capacity. To improve our ability to identify and address housing/service needs of individuals in the communities we serve, we seek to increase outreach capacity by hiring outreach staff to work in the community.

CEO Statement

Dear Friends,

In 2015, MHPI celebrated its 40th anniversary. What occurred to me then, and now, is that the dynamics of time and social change have in a sense brought us back to our roots: the de-institutionalization movement of the 1970's. Then, as now, MHPI provided both housing and supportive services to young and elder. The care we provided then was very much the same as that found in assisted living communities today, minus the glossy brochures and high price of admission. Today, we continue to care for those who are disabled, but increasingly, our focus turns to the growing elder population, which suffers many of the same challenges related to diminished physical and mental abilities. In fact, most of our clients today are both elderly and disabled, and all are unable to support themselves without financial and/or physical assistance. Expensive assisted living communities and private nurses are far beyond their means. That's where MHPI comes in.

Elders will soon comprise a much larger portion of our population. In 2000, people 65 years or older represented 12.4% of the U.S. population. By 2030, we expect the number to double to 72.1 million, or 19% of the population. At MHPI, we are not only ramping up our staffing and systems to meet today's elder/disabled housing and personal care needs, but also planning for tomorrow's. We are building our capacity so that the less fortunate in our community will be able to rely on us for essential housing and home-based supportive services, regardless of their inability to pay for expensive alternatives available only to the affluent.

MHPI is able to respond to these challenges because over the many years we've worked in this field, we've developed a skill set that is appropriate to the task. We know that now is the time to invest in proactive strategic planning and capacity building. We know that now is the time to strengthen our partnerships with other human service providers and committed funders at every level, so that we can provide essential housing and supportive services to a growing population base well into the future.

I am proud to have been a part of this organization since its founding in 1975 and I am deeply honored to have served as the President and CEO for these 40 years... and counting. The work we do at MHPI to help our elder and disabled friends and neighbors inspires me each day. I hope it will inspire you as well.


Sheldon D. Bycoff

President and CEO


Board Chair Statement

Dear Friends,

As I write to you, MHPI is well into its 41st year developing and maintaining high-quality, subsidized rental housing and providing essential supportive services for elderly and/or disabled clients and tenants. Through ever-changing economic, housing, and human service environments, the organization fulfills its mission with poise and skill.

MHPI maintains 15 housing developments for very-low-income elders and persons with disabilities in Greater Boston and central Massachusetts. Currently, we provide housing for 249 tenants in MHPI-owned and maintained facilities. In response to the urgent need for personal care services for elderly and disabled people living in our communities, we are strategically expanding and enhancing our support services program, Residential Support Services, Inc. (RSSI). We now serve over 100 clients in Greater Boston, and central and southeastern Massachusetts with units of service provided having grown over tenfold since 2005.


The home-based supports we provide for elderly and/or disabled people focus on our clients' medical well-being and safety as they age in place, as well as on their day-to-day quality of life and connection to community. Together, our home health aides, certified nursing assistants, registered nurses, and social workers, operating under physician’s orders, work as a team to address each clients' individuals needs. We are proud of our growing reputation as a trusted and respected provider in the home care arena, and many of our current strategic goals are focused on building the capacity of our organization to meet this need in the community.


We are and will continue to be highly proactive with regard to current and proposed cuts in federal and state funding that affect both our housing programs and health-related services. Under the leadership of Sheldon Bycoff and the entire management team, MHPI has once again capably and confidently focused its energies on finding solutions to funding challenges that enable the organization to not only survive, but to thrive. In response to the growing need for home-based, long-term care services, the expansion of the supportive services arm of the organization is only one example of the forward-thinking management style of our team.


A board's role is to think strategically and provide direction and guidance to the organization. It is gratifying and speaks volumes to the success of MHPI that we work with such highly qualified, committed staff at all levels of the organization. Our five senior managers have over 125 years of collective experience in their respective areas of expertise and responsibility. There is seldom a circumstance or issue that they haven’t previously handled, and through those experiences they have acquired the wisdom and confidence to apply their knowledge to current situations. Speaking for the board as a whole, this is something we do not take for granted and have come to value and cherish.


I encourage you to take the time to review all the great work our organization has done and will continue to do, supporting the lives of those less fortunate who are living in the community.




Jeanne M. McHallam

Chairman of the Board

Geographic Area Served

MHPI owns and operates high-quality subsidized rental housing for poor and low-income elderly and disabled tenants in Beverly, Boston, Brighton, Chelsea, Dorchester, Jamaica Plain, Roxbury, and Spencer. We provide essential home-based supportive services for poor and low-income clients in those towns as well as numerous other towns in Great Boston, and central and southeastern Massachusetts. 

Organization Categories

  1. Housing, Shelter - Low-Income & Subsidized Rental Housing
  2. Human Services - In-Home Assistance
  3. -

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



MHPI, Inc.

MHPI develops affordable rental housing for very-low-income elderly and/or disabled clients. MHPI currently owns and operates 15 facilities in eight towns in Great Boston and Central Massachusetts, serving 249 tenants. Tenants in MHPI housing have access to home-based supportive services offered by our service division, Residential Support Services, Inc. (RSSI). All MHPI facilities are subsidized by HUD Section 202 and Section 911 funding.
Budget  $2,000,000
Category  Housing, General/Other Affordable Housing
Population Served Elderly and/or Disabled Poor,Economically Disadvantaged,Indigent People/Families with of People with Disabilities
Program Short-Term Success  MHPI tenants enjoy safe, pleasant living facilities that are well-maintained by trained staff. MHPI facilities offer on-site care coordination, opportunities for interaction with other tenants, and connection to the outside community, including intergenerational programs, health screenings, lending library, and much more.
Program Long-Term Success  MHPI affordable rental housing facilities prevent homeless among poor and low-income elderly and/or disabled populations, which are particularly vulnerable to entering into homelessness and experiencing physical and/or mental crises. MHPI relieves significant financial burden on governmental entities for ongoing housing and care of this population.
Program Success Monitored By  Full occupany of our facilities is one measure of our program success. The health and well-being of our tenants is another. All facilities are monitored in numerous ways by MHPI department staff, including Facilities, Finance, Supportive Service and Sr. Executive Management staff. The financial viability of this program is monitored closely by our Board, President/CEO, CFO and related staff.
Examples of Program Success  --

Residential Support Services, Inc. (RSSI)

RSSI provides home-based supportive services to primarily very low-income elderly and/or disabled clients in MHPI-owned and operated housing as well as to clients living independently throughout Greater Boston, central and southeastern Massachusetts, and Cape Cod and Islands. We serve low-income elders/disabled who are eligible for Programs of All-Inclusive Care for the Elderly (PACE), Group Adult Foster Care (GAFC) and Elder Services Plan (ESP), as well as to those elders/disabled who fall through the cracks of these programs due to ineligiblity. RSSI staff, including Registered Nurses, Social Workers, Certified Nursing Assistants and Home Health Aides, work with a client's health care team to develop a plan of coordinated care and deliver a flexible array of services, including case management and assistance with activities of daily living, to meet each client's unique needs. RSSI is an integral part of each client's continuum of care, enabling them to successfully age in place.
Budget  $1,223,600
Category  Human Services, General/Other In-Home Assistance
Population Served Elderly and/or Disabled Poor,Economically Disadvantaged,Indigent People/Families with of People with Disabilities
Program Short-Term Success  Short-term successes will include hiring of additional professionals and paraprofessionals to enable us to meet the need for home-based supportive services currently existing in the communities we serve. Other short-term success includes ensuring the daily safety of the clients we serve, and providing for their immediate supportive services needs.
Program Long-Term Success  RSSI services enable elderly and/or disabled individuals the opportunity to age in place with improved health outcomes and dignity. Ongoing case management, medical care coordination, and help with activities of daily living provides clients with the support they need to maintain health and vitality for longer periods of time as they age, improving quality of life and health outcomes.
Program Success Monitored By  We track the success of RSSI through reporting systems that include staff reports for each client visit, program tracking spreadsheets, client surveys, coordination with client's healthcare provider, and financial success indicators.
Examples of Program Success 
Decreased hospitalization rate of Group Adult Foster Care clients.
Increased satisfaction with living independently, as reported by clients themselves.

CEO/Executive Director/Board Comments



CEO/Executive Director Mr. Sheldon D. Bycoff
CEO Term Start May 1976
CEO Email [email protected]
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
-- -- --


Affiliation Year
-- --
Member of state association of nonprofits? Yes
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --



CEO/Executive Director/Board Comments


Foundation Comments


Staff Information

Number of Full Time Staff 37
Number of Part Time Staff 44
Number of Volunteers 200
Number of Contract Staff 2
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 5
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 0
Male: 0
Not Specified 81

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Under Development
Years Strategic Plan Considers --
Management Succession Plan Under Development
Business Continuity of Operations Plan No
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


Board Chair Ms. Jeanne M. McHallam
Board Chair Company Affiliation Retired
Board Chair Term July 2015 - June 2016
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Mr. Vincent Cloutier Community Volunteer --
Ms. Joyce Gair Retired Psychiatric Nurse Voting
Mr. Robert S. Manasse Community Volunteer --
Ms. Jeanne M. McHallam Retired Director of Multifamily Housing, HUD Boston Voting
Mr. Joseph J. Spadea Sellia Co, McDonald's Licensee 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: 5
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 2
Male: 3
Not Specified 0

Board Information

Board Term Lengths 1
Board Term Limits --
Board Meeting Attendance % --
Written Board Selection Criteria No
Written Conflict Of Interest Policy No
Percentage of Monetary Contributions 60%
Percentage of In-Kind Contributions 60%
Constituency Includes Client Representation No

Standing Committees


CEO/Executive Director/Board Comments


Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Prior Three Years Revenue Sources

Fiscal Year 2015 2014 2013
Foundation and
Corporation Contributions
-- -- --
Government Contributions $1,936,020 $2,130,947 $2,031,219
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $1,936,020 $2,130,947 $2,031,219
Individual Contributions -- -- --
Indirect Public Support -- -- --
Earned Revenue $980,850 $527,356 $628,460
Investment Income, Net of Losses $2 -- $7
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind -- -- --
Other $16,011 $57,305 $25,314

Prior Three Years Expense Allocations

Fiscal Year 2015 2014 2013
Program Expense $2,089,011 $1,702,955 $1,476,264
Administration Expense $866,974 $1,179,695 $1,334,252
Fundraising Expense -- -- --
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.99 0.94 0.96
Program Expense/Total Expenses 71% 59% 53%
Fundraising Expense/Contributed Revenue 0% 0% 0%

Prior Three Years Assets and Liabilities

Fiscal Year 2015 2014 2013
Total Assets $1,725,042 $1,345,937 $1,425,249
Current Assets $1,717,643 $1,336,273 $1,425,249
Long-Term Liabilities $0 $0 $0
Current Liabilities $1,245,404 $844,473 $756,743
Total Net Assets $479,638 $501,464 $668,506

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(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 2015 2014 2013
Current Ratio: Current Assets/Current Liabilities 1.38 1.58 1.88

Long Term Solvency

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

CEO/Executive Director/Board Comments

MHPI, Inc. serves as the parent organization for 12 affiliated non-profit organizations (Mental Health Programs, Inc.- I through XII, and Residential Support Services, Inc. (RSSI)) each having its own tax identification number. Audited financials, 990's, Form PC's, and annual reports are filed for each of these organizations. MHPI I - XII are HUD-subsidized properties, and thus all funds related to these properties are restricted. MHPI, Inc. is comprised of administrative revenues and expenses, which are unrestricted corporate earnings. The revenues and expenses associated with RSSI are also unrestricted. Current Year Projected Revenue and Expenses shown above are consolidated figures for all MHPI entities.

Foundation Comments

Financial summary data in the charts and graphs above are per both the Renaissance Social Services Inc. (RSSI Inc.) audits and the MHPI Inc. audits. MHPI is a nonprofit and RSSI is an affiliated organization. Please find the separate 990s and audits for both entities posted above. MHPI and RSSI are the primary sources of gifts and grants to the 11 affiliated separate nonprofit housing developments.


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?