Community Family Inc

Everett, MA   |  www.communityfamily.org

Mission

The Community Family is dedicated to providing high-quality adult day health services designed to keep adults in their homes and communities as long as possible. Our services are based on a deep respect for the dignity, self-esteem and vitality of all those we serve. We are committed to improving the quality of life for both our participants and their families.In achieving its mission, The Community Family (TCF) runs three adult day health centers located in Everett, Medford and Lowell. The Everett center serves a diverse group of elders and disabled adults while the Medford and Lowell centers provide specialty care for individuals with Alzheimer's disease. Our Medford center was the first Alzheimer's adult day health program in MA and our Lowell center has been the only Alzheimer's adult day health program in Greater Lowell for more than 25 years and just recently expanded its client base to include those without Alzheimer's disease.

Ruling year info

1978

Principal Officer

Ms. Anne Marchetta

Main address

106 Wyllis Avenue

Everett, MA 02149 USA

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EIN

04-2650838

NTEE code info

Services to Promote the Independence of Specific Populations (P80)

Health Support Services (E60)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Communication

Programs and results

What we aim to solve

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Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Adult Day Health Centers - Everett, Medford & Lowell

The Community Family's three centers have a current enrollment of 325 clients. The centers are open either five or six days a week, providing comprehensive services including nursing care, social work services, therapeutic activities, nutrition, transportation, restorative therapies and socialization - all at a cost that is well below that of residential care or in-home services. Our centers are a home-away-from-home for clients, with a variety of supportive services, skilled and compassionate staff and a warm, social atmosphere.
 
TCF is also dedicated to supporting families and other caregivers. Each center offers education, consultation and support groups for caregivers. We also extend our services to the community through educational forums and seminars on a variety of issues related to aging, specific diseases and caregiving issues. Finally, TCF is strongly involved in community engagement in order to create new opportunities for its clients and to advocate for aging issues. 

Population(s) Served

Where we work

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Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

The
ultimate goal for The Community Family’s intended impact is to increase the
quality of life for those we serve by offering comprehensive services they
cannot get in their homes. In doing so, we are keeping with our mission of keeping
people out of nursing homes and in their communities as long as possible. And we
make sure to do this while treating everyone we care for with dignity and
respect.

Our
target population includes the frail, the elderly, disabled adults and those with
dementia, all of whom need assistance with daily living.  

The
desired social change is providing a viable alternative for a rapidly aging society, an increasing incidence of
Alzheimer’s disease, increasing diagnoses of mental health disorders, growing elder
isolation and overwhelming physical and emotional caregiver stress – all while
doing so at an affordable cost in an era of escalating long-term care costs.

 Intended outcomes as a result of our services include providing
a place of high-quality care for our clients and a place of trust and
dependability for caregivers, improving the health and psycho-social
status of both. This may be accomplished by extending
a person’s time at home before being admitted for permanent long-term care, reduced
caregiver stress and increased opportunities for socialization/interaction. On
a broader scale, intended outcomes include to provide a practical, affordable
solution for an aging population and increasing incidences of Alzheimer’s and
mental health disorders, and to bring comfort, dignity and self-worth to
vulnerable individuals.



Goals for long-term include:
To have each center meet its operating
expenses annually.
To increase enrollment, as
pertains to capacity, by 1-2% each year at each of our centers.
To increase our
philanthropic revenues by at least 5% annually.To continue to expand
awareness and recognition of TCF through increased marketing and outreach
efforts.To develop strategic alliances in a rapidly changing
healthcare environment so that our services play an important role in new,
collaborative community-based efforts.  At
TCF, long-term success may be defined in numerous ways: by remaining a
financially sound, stable company, especially in the wake of increased competition;
by increasing enrollment levels across all of our centers so they are all
self-sustaining; by maintaining very high client and caregiver satisfaction
levels, and; by remaining an innovative leader in adult day health.We will know if we have been successful with some of
our goals simply by looking at data - enrollment/capacity, budget analysis and
consumer satisfaction survey results from clients and caregivers. For other,
more subjective goals, we will need to take a more comprehensive look at adult
day health – and the overall healthcare industry – and determine if we are
meeting the needs of the people and the communities we serve.

The Community Family recently concluded a comprehensive
strategic planning program to help the organization meet its goals. Sessions with
key members of our organization and led by a professional consultant are
conducted quarterly for this purpose. A number of initiatives have been
implemented in response to the sessions.



One of the primary outcomes to
date has revolved around the increase in our outreach, marketing and
communications. During the strategic planning, increasing enrollment has been
made a top priority and one of the principal means of doing so is to reach out
to the various healthcare agencies that refer clients to us – both current and
potential new ones.

Our center directors have been visiting these referral
agencies in recent months and become more active in increasing visibility and
public awareness in the communities we serve.



We recently updated our website,
for which we are receiving positive feedback, and we have committed to a larger
social media presence, particularly our Facebook page. We also created a
promotional three-minute video. The video is being utilized strategically on
our website, in social media and with prospective clients and referral sources.
Together, we are confident they will prove very effective in demonstrating to
prospective clients and families the top-notch care and warmth we provide.



The entire strategic planning process
continues to be energizing and we look forward to future meetings that will
help prepare us for the internal challenges we have recently faced, as well as
the larger external changes going on within the healthcare industry.



Other strategies employed at TCF to ensure we meet with
success include conducting consumer satisfaction surveys for clients and their
caregivers and providing extensive, structured training for new staff, part of
a systematic approach to building and sustaining strong morale among all staff
and leadership. Finally, we make it a priority to retain a strong, active
Board of Directors and to preserve and maintain our
state-of-the-art buildings. Through a special client assistance fund, we
attempt to ensure that every person interested in attending our programs is
never turned away because of financial considerations.



All of TCF’s activities and strategies benefit our target
audience – the participants and caregivers we serve and potential new
participants/caregivers – as well as our own organization, by compelling us to
plan for own immediate needs and goals while simultaneously preparing for the
ever-evolving healthcare landscape.



Each of the above activities strengthen The Community
Family’s strategic approach by raising the organization’s profile and enabling us to
work effectively and efficiently toward attainment of our goals, while
fulfilling our mission. We believe they are all building blocks that we will
continue to modify, build upon, and add to as we look to the future.

The Community Family’s capabilities for completing this work is considerable.
Perhaps most important are the organization’s internal strengths, led by our
personnel.

Executive
Director Anne Marchetta is very involved in overseeing all aspects of The
Community Family, including supervision of the three centers. Having served as
Executive Director since 2000, Anne has, among other things, directed capital
campaigns and the opening of new centers in Lowell and Everett. She is
also very active in advocacy activities on local and state levels pertaining to
her field of work and is the former president of the Massachusetts Adult Day
Service Association (MADSA).



The
three centers each has a Program Director that oversees day-to-day
activities at their particular location. The Program Directors work closely
with the Executive Director to ensure that quality care is being delivered to
our clients every day. Nurses, social workers and program staff at each center
all work under the supervision of the Program Directors. The Executive Director
and Program Directors provide exemplary leadership and are all actively
and enthusiastically involved in the strategic planning efforts that are
helping guide the organization into the future.



Another
important internal resource of The Community Family is its governance. TCF is led
by an 11-person Board of Directors that is deeply invested in the organization, offering
strong support and guidance. The Board consists of a combination of healthcare
professionals, businessmen, attorneys, entrepreneurs and past consumers of our
services. Through their expertise and dedication, the Board of Directors has
provided close oversight of the organization and enabled us to remain
financially sound, particularly in times of economic and industry-related
uncertainties.





Although The Community Family grapples with a tight budget most years, we
nonetheless attempt to include funding that will move the overall program
forward. The decision-makers have the foresight to plan for the future. This
has certainly been true throughout the strategic planning process, by budgeting
expenditures for the consultant to oversee the entire process. We have also
been able to pay for the communication consultant and the new marketing
materials in recent years. It has been a costly investment for us, but we
believe it is a prudent one in order to implement both our long-term and
short-term strategies.



TCF’s history of stability and innovation has us
uniquely positioned to achieve successes, in our strategic planning and
elsewhere. We are the oldest adult day health program in the state and our
founder, Gerald Sohn, is still involved 40 years later. Our Board and
management have been hallmarks of stability over the years as well. The
Community Family is recognized as being innovative leaders over the years and
have survived and even thrived in an industry that is often in flux.

The Community Family is proud to have marked 40 years as a
community-based non-profit provider of adult day health care and specialized
Alzheimer's care. In recent years, The Community Family provided an
unprecedented volume of services to more than 300 people per year. 150,000 hours of respite have
been provided annually to caregivers over that time, giving them a break from
the demands of their elder care responsibilities.



Other accomplishments include sponsoring numerous community
educational events and hosting caregiving support groups, and increasing philanthropic
revenues each of the past several years.



We have made qualitative progress as well, cultivating
relationships with referral sources that we believe will lead to stronger
partnerships in the future. We have met our goal of becoming compliant with the
new adult day health regulations in MA, including reorganizing/hiring staff and
updating our activity recordkeeping. And we have implemented some of our
marketing/outreach efforts (noted in the previous question). The results of these
strategies are still mostly unknown at this time, but we are hopeful we will
realize increases in our enrollment, revenues and other outcomes. The positive
feedback from the Consumer Satisfaction Survey is one very positive outcome
that should only contribute to fulfilling our long-term goals.



The success of some of our newer initiatives and strategies
will only help to further establish our credentials. We are constantly learning
from our past, even as we continue to move forward. Evaluation results are regularly used to improve the performance or impact
of our organization. Quantitatively, the previous year(s) results/outcomes are
used as basis for the current year. Our operating budget and all the other
goals that fall under it are based on an evaluation of past results. The
ongoing evaluation and analysis of revenues, expenses, enrollment, etc. prompts
us to respond and make revisions as necessary. A prime example of this is
several years ago when stagnant reimbursement rates and increases in costs led
TCF to freeze wages, cut certain expenses and revise its budget. We were pro-active
to ensure that we could continue to deliver high-quality care in a fiscally
responsible manner. Those are measures we may need to consider once again
moving forward. Careful monitoring and timely revisions have guided The
Community Family’s growth to become one of the few providers in the state with three
stand-alone, state-of-the-art adult day health centers.



The Community Family understands the potential risks and/or
obstacles that exist which may impact full attainment of our goals, primarily
increased competition and an evolving healthcare industry. But we also believe
we are preparing ourselves to confront these issues through our strategic
planning initiative. We expect goals will be
adjusted as we delve further into the strategic planning process and as outside
factors take shape. Additional goals will surely also be formed. We understand
that we are in a business with narrow revenue margins and ever-increasing competition
and that we must be prudent with all of our decisions, financial and otherwise.
But with every strategy and every decision that is made, we make sure to always
remember our mission and our overall goal of increasing the quality of life for
everyone we serve.



TCF has historically applied prudent oversight, strong
leadership and progressive thinking to attain notable achievements and, because
of this, we are optimistic about our long-term future.

Financials

Community Family Inc
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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

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  • Analyze a variety of pre-calculated financial metrics
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  • Compare nonprofit financials to similar organizations

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Community Family Inc

Board of directors
as of 8/29/2019
SOURCE: Self-reported by organization
Board chair

Mr. Joe Keohane

Everett Bank

Term: 2016 - 2019

Joe Keohane

Everett Bank

Diane Farraher-Smith

Hallmark Health VNA & Hospice

Stephen Spano

Spano & Dawicki

Douglas Lloyd

No Affiliation

Judy Lonergan

Lonergan Real Estate

Gerald Sohn

Diversified Management

Amy Werner

The Village Bank

Michelle Davis

Lowell General Hospital

Scott Carman

Shaevel & Krems, LLP

Sherri McCormick

Middlesex Community College

Jennifer Santerre

Tonneson & Co.

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? No
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? No
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? No
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? No
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? No