COVINGTON LADIES HOME, INC. dba Victorian at Riverside
A Legacy of Compassionate Care
Programs and results
What we aim to solve
Seniors are in need of personal care and memory care where they can live a meaningful life with as much independence as possible, avoiding hospitalizations and admission to a nursing home. We fill a critical need in the region's safety net for seniors who are no longer independent to live alone. Some of our residents have suffered neglect, financial exploitation, or physical and cognitive decline. With the aging of the Baby Boom generation, more seniors will need quality, affordable housing, personal care, and memory care.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Assisted living and memory care for seniors
Founded in 1886, the Victorian at Riverside is an independent assisted-living home where seniors live in an atmosphere of quiet dignity and individual respect, security, and care. Licensed by the Commonwealth of Kentucky, the home provides continuous supervision of residents, basic health and health-related services, personal-care services, residential-care services, memory care services, and social and recreational activities.
COVID-19
As a licensed facility providing care for seniors with chronic health conditions during a pandemic, we are preoccupied with providing direct care and safety to this highest-risk population. We provide nursing supervision 24 hours a day, ensuring access to care and essential needs.
Where we work
Awards
Covington Business Excellence Award 2015
City of Covington
External reviews

Photos
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of residents we serve
This metric is no longer tracked.Totals By Year
Population(s) Served
Seniors
Related Program
Assisted living and memory care for seniors
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
Census decline, 2019: demolish the 1968 annex for construction of new wing. Census decline, 2020: limit census to maintain social distance due to Covid-19.
Number of residents with "no unexplained weight loss"
This metric is no longer tracked.Totals By Year
Population(s) Served
Seniors
Related Program
Assisted living and memory care for seniors
Type of Metric
Context - describing the issue we work on
Direction of Success
Holding steady
Context Notes
Residents’ maintenance of healthy weight with “no insidious weight loss” is an overall indicator of health that reflects the quality of care. Lower numbers are better.
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
Goal 1. Provide a safe and comfortable environment focused on maintaining the personal independence and intellectual and psychosocial wellbeing of seniors.
Goal 2. Create and maintain beneficial partnerships within the community to expand resources available to the Victorian at Riverside.
Goal 3. Develop and execute a viable, long-range financial model to support our mission.
Goal 4. Implement evaluation strategies to ensure continuing relevance to changing demographics and community needs.
What are the organization's key strategies for making this happen?
Goal 1.
Provide a safe and comfortable environment focused on maintaining the personal independence and intellectual and psychosocial wellbeing of seniors.
Licensed by the Commonwealth of Kentucky, we operate a “personal care home,” providing continuous supervision of residents, basic health and health-related services, personal-care services, residential-care services, and social and recreational activities. In Kentucky, this defines an intermediate level of care between the non-medical, “assisted living” model of care, and licensed, skilled nursing that a hospital or a nursing home would provide. We provide special memory care services for seniors living with dementia and other brain disorders.
Goal 2.
Create and maintain beneficial partnerships within the community to expand resources available to Victorian at Riverside.
In 2019, we accomplished the following:
- Collaborated with more than two dozen community partners to improve health or provide social enrichment opportunities.
- Logged 1395 volunteer hours.
- Received a total of $70,482 in program support from 18 corporate, municipal, and foundation funders, as well as $18,300 in gifts from 30 individual donors.
Goal 3.
Develop and execute a viable, long-range financial model to support our mission.
Our neighborhood, the Historic Licking Riverside District, is on the National Register of Historic Places. Our beautiful mansion was built for us in 1894 expressly to care for elderly women. Well maintained and cheerful, our facility provides each resident a private room with space for personal furnishings.
But future residents expect modern amenities such as private bathrooms, communal gathering areas, and safe outdoor spaces, as well as wheelchair accessibility. We are constructing a new care wing, attached to our historic building, which will address the health needs, privacy, and dignity of our residents. This new wing will increase our capacity to serve, providing rooms for 40 residents. The amenities we offer will enable us to charge a competitive market rate. A mix of private pay to subsidized pay will generate the income needed to operate our nonprofit, fulfilling our mission to serving seniors in need. We have rebranded the new wing as the Victorian at Riverside, reflecting our legacy in the community, but legally we remain the Covington Ladies Home.
Goal 4.
Implement evaluation strategies to ensure continuing relevance to changing demographics and community needs.
In 2013, our board of directors began exploring the possibility of facility renovation, or building anew. We then hired outside firms to conduct market and feasibility studies. In 2018 our project to build a new care wing , attached to our historic building, received a Certificate of Need from the Kentucky Cabinet for Health and Family Services. Construction began in 2019 and opened in July 2021.
What are the organization's capabilities for doing this?
1. We own the land on which we build.
2. We have financed this $5.75 million expansion by raising $1.3 million in community support; self-financing $1 million through the federal PACE program supporting energy-efficient improvements to residential housing; and withdrawing funds from our endowment that had been established to subsidize the care of the residents.
What have they accomplished so far and what's next?
We have funded this $5.75 million expansion by raising $1.3 million in community support; self-financing $1 million through the federal PACE program supporting energy-efficient improvements to residential housing; and withdrawing funds from our endowment that had been established to subsidize the care of the residents.
Construction began in October 2019, continued despite the pandemic, and opened in July 2021, when the upstairs dormitories closed in the old building and the current residents moved to their new rooms next door.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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Who are the people you serve with your mission?
We serve the elderly who are no longer independent to live alone due to physical disability or dementia. We also serve their families and caregivers.
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How is your organization collecting feedback from the people you serve?
Focus groups or interviews (by phone or in person), Case management notes, Community meetings/Town halls, Constituent (client or resident, etc.) advisory committees, Suggestion box/email,
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How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals,
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What significant change resulted from feedback?
We have opened a new care wing with modern amenities such as private bathrooms, wheelchair accessibility, and secure outdoor spaces, increasing capacity from 18 residents to 40 and offering elderly residents comfort, health, and dignity in a homelike environment. The construction of the new wing, opened in 2021, is a direct result of the feedback we received from resident-council meetings in the past five years. This $5.75 million capital expansion was also the subject of a dozen city council meetings with the City of Covington, as well as meetings with The Historic Licking Riverside Civic Association, all during which we solicited feedback from our many community partners.
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With whom is the organization sharing feedback?
The people we serve, Our staff, Our board, Our funders, Our community partners,
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How has asking for feedback from the people you serve changed your relationship?
We have always delivered what is known today as “person-centered care,” a full century before this philosophy became evidence-based practice. We create a supportive environment that includes caring relationships among residents, families and staff; that provides opportunities for engagement within the facility and with the outside community; and that periodically reassesses residents' needs and adapts to them. (1) Evidence also supports our “household model of care,” referring to a homelike environment and to the empowerment of staff to respond to residents’ needs. (2) (1) Sam Fazio et al, 2018. The Fundamentals of Person-Centered Care for Individuals With Dementia (2) Anna Ortigara, 2018. The Household Model: Creating a ‘Home’ in Nursing Homes
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded,
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What challenges does the organization face when collecting feedback?
We don't have any major challenges to collecting feedback,
Financials
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Operations
The people, governance practices, and partners that make the organization tick.
Connect with nonprofit leaders
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- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
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Connect with nonprofit leaders
SubscribeBuild relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.
- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.
COVINGTON LADIES HOME, INC. dba Victorian at Riverside
Board of directorsas of 03/21/2023
Mr. Ron Padgett
Pivot Realty
Term: 2023 - 2024
Nicholas Hawthorne, C.P.A.
Fifth Third Bank
Kristine Mirrielees
Cincinnati Area Senior Services (retired)
Angie Wurtenberger, C.P.A.
Brixey & Meyer, CPAs
Cheryl Johnson
Procter & Gamble (retired)
Marisa McNee
VP Client Relations, Frakture Inc.
Ron Washington
Covington City Commissioner
Nancy Kinman
VP and Business Transformation Manager, US Bank
Sabrina Smith
Finance and Operations Director, Big Brothers Big Sisters of Greater Cincinnati
Carrie VanDerzee
CEO, Victorian at Riverside
Jasmine Vance
Social Worker, Kentucky Cabinet for Health and Family Services
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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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? Yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes -
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? Yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
No data
No data
Sexual orientation
Disability
No data
Equity strategies
Last updated: 01/13/2023GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
- We have community representation at the board level, either on the board itself or through a community advisory board.
- We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.