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Hebrew Seniorlife Inc.

 1200 Centre Street
 Boston, MA 02131
[P] (617) 9715785
[F] (617) 3638535
Laura Leacu
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 Printable Profile (Summary / Full)
EIN 90-0183119

LAST UPDATED: 01/27/2019
Organization DBA --
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes



Mission StatementMORE »

Our mission is to honor our elders, by respecting and promoting their independence, spiritual vigor, dignity and choice, and by recognizing that they are a resource to be cherished. As part of our mission, we accept special responsibility for the frailest and neediest members of our community who are most dependent on our care.

Mission Statement

Our mission is to honor our elders, by respecting and promoting their independence, spiritual vigor, dignity and choice, and by recognizing that they are a resource to be cherished. As part of our mission, we accept special responsibility for the frailest and neediest members of our community who are most dependent on our care.

FinancialsMORE »

Fiscal Year Oct 01, 2019 to Sept 30, 2020
Projected Income $250,770,000.00
Projected Expense $263,089,000.00

ProgramsMORE »

  • Evidence-based Programs
  • Meal Plan Programs
  • Palliative Care Program

Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

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


Mission Statement

Our mission is to honor our elders, by respecting and promoting their independence, spiritual vigor, dignity and choice, and by recognizing that they are a resource to be cherished. As part of our mission, we accept special responsibility for the frailest and neediest members of our community who are most dependent on our care.

Background Statement

Since 1903, HSL’s mission has been “to honor our elders, by respecting and promoting their independence, spiritual vigor, dignity and choice, and by recognizing that they are a resource to be cherished. As part of our mission, we accept special responsibility for the frailest and neediest members of the community, who are most dependent on our care.” In its 115-year history, HSL has developed from a small home in Dorchester, MA, caring for a few infirm Jewish men and women, to a nonsectarian affiliate of Harvard Medical School and New England’s largest nonprofit provider of senior healthcare, research, teaching, and communities.

One of the largest senior care Medicaid providers in MA, HSL offers services to the poorest and most vulnerable seniors in need of quality geriatric care. At its two long-term care facilities, Hebrew Rehabilitation Center (HRC) in Roslindale and Dedham, MA, 86 percent of the seniors served are Medicaid dependent. HSL’s network of care also includes subsidized and supportive housing in Brookline, Randolph, and Revere, MA, and two continuing care retirement communities: one in Dedham and one in Canton, MA.

The first of HSL’s subsidized supportive housing communities, Jack Satter House, opened in Revere in 1977. Expanding its commitment to creating vibrant, active, and safe environments where underserved seniors could thrive, HSLopened two more affordable housing communities: Simon C. Fireman Community in Randolph in 1995 and Center Communities of Brookline (CCB) in Brookline in 2002. Across all three of its subsidized housing communities, HSL currently houses more than 950 seniors.
HSL’s Institute for Aging Research, an affiliate of Harvard Medical School, is the largest gerontological research facility located in an applied setting. The Institute brings together medical and social gerontological research in a combined effort to tackle the physical, psychological, and social aspects of aging. The discoveries made at the Institute are applied to the services provided to the seniors in HSL’s care. 
In addition to its facilities, HSL offers a variety of community-based programming across the Commonwealth to improve health, enhance wellbeing, and contribute to the overall quality of life for all its seniors.

Impact Statement

1. To develop closer relationships with other acute care hospitals in order to optimize access, transitions, and quality of care.
2. To begin taking global healthcare responsibility for a select resident population, advancing towards working with other long-term care or housing providers to do the same, in partnership, for their residents.
3. To establish greater private philanthropic support for research as the government support through the NIH and NIA continues to decrease.

Needs Statement

Currently, Hebrew SeniorLife’s most pressing needs include:
1. Teaching/Education - Hebrew SeniorLife is committed to creating new and innovative opportunities for front-line caregivers to engage in professional development. The organization seeks to secure consistent funding sources to provide quality education to physicians, nurse practitioners, fellows, Harvard Medical School students, and other related healthcare professionals. We also train at least 20 chaplains per year, including through our LGBT chaplaincy curriculum, through which we leverage a "train the trainer" model for our staff. Need: $1,500,000 
2. Institute for Aging Research - Hebrew SeniorLife’s Institute for Aging Research (IFAR) is one of the few research institutions in the country translating research discoveries into interventions that can improve the human experience of aging. The Institute carries out rigorous studies that discover the mechanisms of age-related disease and disability; lead to the prevention, treatment, and cure of disease;  advance the standard of care for older people; and inform public decision-making. Need: $4,000,000
3. Subsidized Senior Housing Communities - As part of its mission, Hebrew SeniorLife accepts special responsibility for the most vulnerable older adults in the Greater Boston community.  Through its three subsidized, senior housing communities – in Revere, Randolph, and Brookline - Hebrew SeniorLife ensures that older adults with financial restraints can live and thrive with vibrant activities and supportive services. Through our R3 (Right Care, Right Place, Right Time) supportive housing intervention we are measuring the effect of better integration of health care and housing on reducing unnecessary hospital transfers. Need: $1,000,000

CEO Statement


Board Chair Statement


Geographic Area Served


Hebrew SeniorLife has two-long term care facilities in Roslindale and Dedham, Massachusetts, as well as subsidized and supportive housing in Brookline, Randolph, and Revere, Massachusetts, and two continuing care retirement communities: in Dedham and Canton, Massachusetts.

Organization Categories

  1. Health Care - Hospitals
  2. Housing, Shelter - Low-Income & Subsidized Rental Housing
  3. -

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

Under Development


Evidence-based Programs

Since 2004, Hebrew SeniorLife’s Department of Medicine has been developing, driving, and improving implementation of evidence-based healthy aging programs. The organization now offers more than a dozen evidence-based interventions, including programs to address chronic disease self-management, diabetes self-management, falls management, nutrition, physical fitness, depression management, and caregiver support. All of the programs share three fundamental characteristics: They are tested and proven effective based on evaluations; they focus on empowering older adults to become more active participants in managing their individual health and wellness; and they are able to be integrated into the health care delivery system to achieve the triple-aim of better care, better health, and lower costs.
Budget  $160,000.00
Category  Health Care, General/Other Early Intervention & Prevention
Population Served Aging, Elderly, Senior Citizens Poor,Economically Disadvantaged,Indigent
Program Short-Term Success 

Among the short-term successes for Hebrew SeniorLife's  evidence-based programs are:

-89% of participants in the Healthy Eating for Successful Living in Older Adults Program reported ongoing healthy changes to their diet six months post-intervention

-93% of Healthy Eating for Successful Living in Older Adults participants were still practicing behavior change techniques (goal setting and problem solving) six months post-intervention

-85% of Healthy Eating for Successful Living in Older Adults participants reported at least one positive health change six months post- intervention (decreased blood sugar, decreased cholesterol, decreased blood pressure, etc.)

-90% of Matter of Balance participants increased exercise or physical activity

-89% of Chronic Disease Self-Management participants reported greater confidence in managing their conditions

Program Long-Term Success 

The overall goal of our evidence-based programs is to prevent the acceleration of health syndromes. Prevention is the cornerstone of each program and a goal we stress with each trainer. While it is true that 80% of adults over 70 will have at least one chronic illness, how it is managed and thereby maintained is crucial. 

Hebrew SeniorLife recognizes that physical health must be partnered with social health to prevent depression, isolation, and eventual cognitive decline. Our programs are taught in active group sessions. Trainers encourage program enrollment and promote program fidelity so that old habits can be altered through repetition and positive response.

With less physical dependence and discomfort, seniors can engage in a fuller lifestyle with increased activity levels and emotional well-being. Hebrew SeniorLife seeks to create a network of services and outreach options so that they can be provided and coordinated with specific needs of the individual at a reduced cost.
Program Success Monitored By 

Hebrew SeniorLife measures its success in implementing its evidence-based programs through quantitative and qualitative evaluations.  The organization looks to increase strength, mobility, and endurance in participants; improve overall nutrition; and prevent, delay, or improve management of chronic illnesses. In collaboration with the Institute for Aging Research, participants who successfully complete any of the evidence-based programs are followed post-intervention to measure outcomes such as body mass index and blood pressure.


The number of emergent care visits and chronic diseases among participants are also tracked. After each intervention, it is expected that older participants will develop the behavior change skills to continue self-managing their health by making incremental changes to their nutritional habits. 

Qualitatively, pre- and post-intervention surveys are administered to all participants to measure satisfaction and change in personal health and wellness. 

Examples of Program Success 
Since 2004, Hebrew SeniorLife has trained over 500 leaders at 66 organizations in evidence-based healthy aging interventions and it remains the only organization in the state qualified to train Master Trainers in the Healthy Eating™ program. Since June 2009, over 800 seniors participated in Hebrew SeniorLife-sponsored evidence-based programs, yielding an 80% completion rate. Hebrew SeniorLife’s experience has refined its ability to assess an organization’s readiness to implement a program, monitor programmatic fidelity, and enable us to pass along gained expertise. Hebrew SeniorLife’s diverse menu of evidence-based programs is backed by data that demonstrate consistent positive outcomes in the lives of seniors.

Meal Plan Programs

While HSL offers seniors the freedom to maintain active, independent lifestyles through its subsidized senior housing communities, the financial hardship many face impedes their ability to secure even their most basic needs. Many residents live on limited budgets and cannot often afford well-balanced, nutritious meals.


HSL’s Meal Plan Program serves nearly 500 seniors living at HSL's three subsidized, supportive housing communities.  Each site has a variety of meal plan options that residents can purchase at a reduced price, but the goal remains the same: to provide a consistent, nutritious food source and ensure residents' basic needs are met.


Though residents pay a nominal fee, HSL incurs significant losses in an effort to keep costs as affordable as possible.  Many cannot afford the fee, particularly those who are above the qualifying threshold for government assistance, but are still not financially secure enough to stand on their own two feet. 
Budget  $421,086.00
Category  Food, Agriculture & Nutrition, General/Other Hunger Action
Population Served Aging, Elderly, Senior Citizens Poor,Economically Disadvantaged,Indigent Elderly and/or Disabled
Program Short-Term Success 

Short-term success is measured by HSL’s ability to keep program costs low so that all residents, including those who are extremely low-income, will continue to participate. Some residents are so financially challenged that it is difficult for them to afford the program’s marginal monthly fee and are forced to forego participation. These residents often have difficulty shopping and preparing nutritious meals independently. Therefore, short-term success means retaining residents on the program by keeping costs low. HSL also measures short-term success by the level of socialization residents engage in outside of their apartment units. For many, the Meal Plan Program is the only regular opportunity residents have in a social atmosphere. Participants get to interact with their neighbors in a soothing environment over quality meals and meet new, younger friends, who volunteer from local high schools to serve meals.

Program Long-Term Success 
HSL’s Meal Plan Program is designed to provide low income seniors with a healthy nutritious meal, five days per week, in a social setting where residents have an opportunity to share a meal and conversation with others. Ultimate changes resulting from this program include:
  • Healthy aging for all of our residents through better nutrition and less social isolation.
  • Consistent source of nutritious meals for older adults that specifically designed to meet their health needs, including those with diabetes, high blood pressure, and high cholesterol.
  • Improved health outcomes by encouraging healthy eating and healthy food choices.
  • Low-cost fees so more residents, even the most low-income, can continueto participate in the program.

The HSL Meal Plan Program is an essential part of HSL's overall goal to allow residents to age in place and to live healthy and fulfilling lives regardless of age.

Program Success Monitored By 

HSL monitors success of the Meal Plan Program through the following activites:

  • Daily tracking of the number of residents participating in the program and close monitoring of monthly resident participation.
  • Close tracking of program budget and monthly reporting to identify actual costs vs. budget and per meal expenses.
  • Tracking the number of residents seeking financial assistance to stay in the program; staff work with these residents to see if SNAP (food stamp) assistance is available.
  • Analyzing annual resident surveys to see how residents rate the program in terms of quality and service.
  • Availability of and review of resident comment cards on meal quality and service.
  • Monthly Resident Food Committee meetings to discuss service, menu, and food quality issues
  • Availability and utilization of nutritionist to meet with residents who have chronic health conditions and require special diets to make sure the menus meet their needs.
  • Examples of Program Success 

    HSL’s Meal Plan Program provides approximately 500 seniors with healthy and nutritious meals in a full service dining room setting throughout the year – over 130,000 meals per year for low-income seniors.


     Below are a sampling of resident comments:


    “When crispy chicken is served with sweet pepper relish, it is fantastic. I LOVE this wonderful meal. Please keep serving it again - the portion size is perfect too. I really enjoy this meal!”


    “The service that these kids provide us is FANTASTIC! Never a complaint from me. The kids are ALWAYS very courteous.”


    “The veal cacciatore over penne pasta was absolutely perfect! I enjoyed the soft, tasty meat and the fine sauce, served with just the right amount of spice and herbs. Very Italian style. This was truly a masterpiece of a delicious meal! The soup was very nice also. The pistachio tofutti is always a welcome treat!”

    Palliative Care Program

    The Palliative Care Program at HSL provides a compassionate response to the pressing needs of residents and their families facing end-of-life challenges: frequent hospitalizations, invasive medical procedures, and significant discomfort. Residents and families must decide whether to continue with aggressive, curative treatments, or to shift the focus to comfort care.


    The Palliative Care team, composed of a palliative care physician, clinical nurse specialist, social worker and Jewish chaplain, helps distressed patients attain the best possible quality of life while maintaining dignity and control during the last chapters of life. Work is guided by knowledge and sensitivity to Jewish law, culture, and religious practice. This process can allow for a peaceful death by enabling reconciliation with family, triumph over fears of physical and spiritual suffering, and promotion of appropriate grieving, which is a final gift to families and a model of outstanding end-of-life care.
    Budget  $450,000.00
    Category  Health Care, General/Other Health Diagnostic, Intervention & Treatment Services
    Population Served Aging, Elderly, Senior Citizens Families
    Program Short-Term Success 

    In collaboration with the Institute for Aging Research, HSL has conducted evaluations to determine the clinical outcomes for long-term care residents as a result of formal palliative care.

    Preliminary data from this research indicates improved patient care and decreased hospitalizations resulting from procedures and diagnostic tests following palliative care consults.

    Other short-term successes include HSL’s development of new organizational policies related to palliative care and the treatment of patients. These include protocols and procedures regarding ineffective and effective treatments and guidelines for pain management, such as pharmacology dose conversions and drug interactions. 

    HSL’s Palliative Care Program also received the Program Innovation of the Year Awardfrom the Massachusetts Aging Association in October 2008 and won the national award for Jewish programming from the Association of Jewish Aging Services in March 2009.

    Program Long-Term Success  HSL’s Palliative Care Program seeks to raise the standard of quality palliative care. HSL’s program evaluation results, in conjunction with the Institute for Aging Research, demonstrate that the Palliative Care team was effective in reducing emergency room visits and depression by promoting appropriate, patient-centered care. In the longer-term, the organization strives to use further results and analysis to develop plans for sustainability that will benefit long-term care facilities nationally that seek to develop palliative care programs.

    In FY2009, the Palliative Care team saw 367 patients seen for consults. The organization will continue its strong educational practices, internally and externally, to expand its capacity of providing care to more patients. Among these efforts, HSL provides mentoring fornurses, aides, physicians, and therapy staff during rounds,conductsteam meetings and support sessions,and trains Harvard geriatric fellows and psychology graduate students.

    Program Success Monitored By  In order to monitor success of patient outcomes, HSL conducted an evaluation using a historical control design within a single long-term care facility. Outcome data and potential confounding variables were obtained using the Minimum Data Set (MDS). The analysis sample included 250 residents (125 palliative care residents and 125 non-palliative care historical control residents). HSL’s main analysis focused on a composite outcome based on utilization patterns, depression and pain and other clinical indicators. Changes in individual outcomes were measured over a one-year period.

    To measure the satisfaction of care, HSL will ask residents and resident families to complete quality of life surveys in addition to encouraging them to openly share any suggestions or concerns about the care they receive. Palliative Care Program staff will be responsible for collecting and reviewing data and subsequently determining appropriate revisions to the program.

    Examples of Program Success  Mr. Rose was an 89year old HSL patient in long-term care. Tired of surgeries and hospitals, Mr. Rose refused aggressive treatment for his recent sharp decline in health, instead optingto live out his last days peacefully. 

    Mr. Rose’s daughter became distraught, wantingher father’s aggressive care to continue. The primary care physician initiated a referral to the palliative care team.

    The team first determined Mr. Rose’s decision making capacity was intact. A Jewish palliative care chaplain visited with Mr. Rose to hear reflections about his life and address any fears about death. The team’sphysician met with the primary care team and family to address goals of care while thesocial workeroffered support to emotionally struggling family.

    The palliative care intervention united the resident and family, providing for a peaceful last few weeks together. Mr. Rose was spared frequent hospitalizations and his daughter was able to focus her energy on quality time with her father.

    CEO/Executive Director/Board Comments



    CEO/Executive Director Mr. Louis J. Woolf
    CEO Term Start Aug 2009
    CEO Email
    CEO Experience

    Louis J. Woolf is currently the president of Hebrew Senior Life, an integrated, nine-site system of healthcare, communities, research, and teaching that serves thousands of seniors in the Greater Boston area. This comprehensive system is aimed at expanding choices for adults as they age, and improving their quality of life. From post-acute health care to innovative housing options, to the Institute for Aging Research, each component of this Harvard Medical School teaching affiliate is designed to help keep seniors independent in the community for as long as possible and, when necessary, to provide the best quality post-acute and long-term care. The HSL system includes Hebrew Rehabilitation Center and the Institute for Aging Research in Boston, and community-based health and wellness sites at continuing care retirement communities NewBridge on the Charles in Dedham and Orchard Cove in Canton, as well as five senior supportive housing sites in Brookline, Revere, and Randolph.

    Mr. Woolf received his BA in economics from Brandeis University in 1976, and his MBA in marketing and finance from Columbia University Graduate School of Business in 1978. He began his career in consumer packaged goods management with The Gillette Company in 1978 and then founded Horizon Management Group to offer a full range of services for the financing, management, and marketing of new business ideas in 1985. From 1995 to 2003 he served in various leadership positions within the CareGroup Healthcare System, including the chief operating officer of New England Baptist Hospital and senior vice president of system development and communications for CareGroup corporate. From 2003 to 2009 Mr. Woolf served as executive vice president and chief operating officer of North Shore Medical Center, the largest community hospital system in the Partners Healthcare System.

     In Spring 2013, Mr. Woolf assumed the additional role of HSL CEO following Mr. Fishman's retirement.



    Co-CEO Lou
    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 1,246
    Number of Part Time Staff 1,239
    Number of Volunteers 226
    Number of Contract Staff 22
    Staff Retention Rate % 89%

    Staff Demographics

    Ethnicity African American/Black: 1,314
    Asian American/Pacific Islander: 42
    Caucasian: 536
    Hispanic/Latino: 167
    Native American/American Indian: 0
    Other: 426
    Other (if specified): The ethnicity of the remaining 426 staff members are unrecorded at the time.
    Gender Female: 1,642
    Male: 417
    Not Specified 426

    Plans & Policies

    Organization has Fundraising Plan? Yes
    Organization has Strategic Plan? Yes
    Years Strategic Plan Considers --
    Management Succession Plan --
    Business Continuity of Operations Plan --
    Organization Policies And Procedures Yes
    Nondiscrimination Policy Yes
    Whistle Blower Policy Yes
    Document Destruction Policy Yes
    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 Mr. Jeffrey D. Drucker
    Board Chair Company Affiliation Gerard Management Group, Inc.
    Board Chair Term Nov 2017 - Nov 2020
    Board Co-Chair --
    Board Co-Chair Company Affiliation --
    Board Co-Chair Term -

    Board Members

    Name Company Affiliations Status
    Marsha R Cohen PricewaterhouseCoopers Voting
    Thomas J. DeSimone W/S Development Associates LLC Voting
    Jeffrey D. Drucker Gerard Management Group Voting
    Todd B. Finard Finard Properties Inc Voting
    Steven Flier M.D. Personal Physicians HealthCare --
    Reese Genser Genser Insurance --
    Richard J. Henken Schochet Associates, Inc Voting
    Harold G. Kotler Gannett, Welsh & Kotler, Inc. Voting
    Hinda L. Marcus Arnold Industries Voting
    David Rosenthal M.D. Harvard University Health Plan Voting
    Susan Florence Smith Community Volunteer Voting
    Melissa Bayer Tearney Nixon Peabody Voting
    Jay L. Webber CBIZ Tofias Voting
    Roberta S. Weiner Community Volunteer Voting
    Mark L. Zeidel Beth Israel Deaconess Medical Center, Harvard Medical School 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: 15
    Hispanic/Latino: 0
    Native American/American Indian: 0
    Other: 0
    Other (if specified): --
    Gender Female: 5
    Male: 10
    Not Specified 0

    Board Information

    Board Term Lengths 3
    Board Term Limits 3
    Board Meeting Attendance % 75%
    Written Board Selection Criteria Yes
    Written Conflict Of Interest Policy Yes
    Percentage of Monetary Contributions 100%
    Percentage of In-Kind Contributions 33%
    Constituency Includes Client Representation No

    Standing Committees

    • Audit
    • Board Development / Board Orientation
    • Board Governance
    • Compensation
    • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
    • Finance
    • Housing and Community Development
    • Investment
    • Patient Care
    • Scientific Advisory
    • Staff Development

    CEO/Executive Director/Board Comments


    Foundation Comments



    Revenue vs. Expense ($000s)

    Expense Breakdown 2017 (%)

    Expense Breakdown 2016 (%)

    Expense Breakdown 2015 (%)

    Fiscal Year Oct 01, 2019 to Sept 30, 2020
    Projected Income $250,770,000.00
    Projected Expense $263,089,000.00
    Form 990s

    2017 990

    2016 990

    2015 990

    2014 990

    2013 990

    2012 990

    2011 990

    2010 990

    2009 990

    2008 990

    Audit Documents

    2017 Audit

    2016 Audit

    2015 Audit

    2014 Audit

    2013 Audit

    2012 Audit

    2011 Audit

    2010 Audit

    2009 Audit

    IRS Letter of Exemption

    IRS Letter of Determination

    Prior Three Years Total Revenue and Expense Totals

    Fiscal Year 2017 2016 2015
    Total Revenue $240,364,000 $222,789,000 $194,586,000
    Total Expenses $243,230,000 $241,953,000 $234,734,000

    Prior Three Years Revenue Sources

    Fiscal Year 2017 2016 2015
    Foundation and
    Corporation Contributions
    $10,005,000 $9,388,000 $9,360,000
    Government Contributions $0 $0 $0
        Federal -- -- --
        State -- -- --
        Local -- -- --
        Unspecified -- -- --
    Individual Contributions $2,268,000 $3,636,000 $1,621,000
    Indirect Public Support -- -- --
    Earned Revenue $201,305,000 $201,529,000 $197,092,000
    Investment Income, Net of Losses $10,570,000 $4,639,000 $-6,513,000
    Membership Dues -- -- --
    Special Events -- -- --
    Revenue In-Kind -- -- --
    Other $16,216,000 $3,597,000 $-6,974,000

    Prior Three Years Expense Allocations

    Fiscal Year 2017 2016 2015
    Program Expense $205,032,000 $207,615,000 $203,546,000
    Administration Expense $35,208,000 $31,656,000 $28,700,000
    Fundraising Expense $2,990,000 $2,682,000 $2,488,000
    Payments to Affiliates -- -- --
    Total Revenue/Total Expenses 0.99 0.92 0.83
    Program Expense/Total Expenses 84% 86% 87%
    Fundraising Expense/Contributed Revenue 24% 21% 23%

    Prior Three Years Assets and Liabilities

    Fiscal Year 2017 2016 2015
    Total Assets $592,222,000 $576,114,000 $587,113,000
    Current Assets $146,062,000 $119,281,000 $111,247,000
    Long-Term Liabilities $696,321,000 $676,741,000 $677,669,000
    Current Liabilities $40,258,000 $45,901,000 $40,442,000
    Total Net Assets $-144,357,000 $-146,528,000 $-130,998,000

    Prior Three Years Top Three Funding Sources

    Fiscal Year 2017 2016 2015
    1st (Source and Amount) -- --
    -- --
    -- --
    2nd (Source and Amount) -- --
    -- --
    -- --
    3rd (Source and Amount) -- --
    -- --
    -- --

    Financial Planning

    Endowment Value --
    Spending Policy --
    Percentage(If selected) --
    Credit Line Yes
    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? Yes

    Short Term Solvency

    Fiscal Year 2017 2016 2015
    Current Ratio: Current Assets/Current Liabilities 3.63 2.60 2.75

    Long Term Solvency

    Fiscal Year 2017 2016 2015
    Long-term Liabilities/Total Assets 118% 117% 115%

    CEO/Executive Director/Board Comments


    Foundation Comments

    Financial summary data in the charts and graphs above are per the organization's consolidated financial statements, which reflect Hebrew SeniorLife, Inc. and Affiliates.
    Please note, the total revenue for each fiscal year above includes non-operating gains (losses). As well, programmatic and administrative expense breakouts are per the Notes to Consolidated Financial Statements in the back of the audits, with the fundraising expense breakout per the fundraising expenses line within the Consolidated Statements of Operations.


    Other Documents

    No Other Documents currently available.


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