COVINGTON LADIES HOME, INC.

Dedicated to serving older adult women and the community.

aka Victorian at Riverside   |   Covington, KY   |  www.VictorianAtRiverside.org

Mission

Victorian at Riverside exclusively serves senior women by providing high-quality, personal care in a community-based and homelike environment. Its purpose is to assist with basic care needs in a manner that respects the individual’s dignity, maximizes independent functioning, and encourages continued social contacts.

Ruling year info

1941

CEO

Ms. Carrie VanDerzee

Main address

702 Garrard St

Covington, KY 41011 USA

Show more contact info

EIN

61-0461759

NTEE code info

Group Home (Long Term (P73)

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

SOURCE: Self-reported by organization

Elderly women are in need of quality, affordable housing and personal care where they can live a meaningful life with as much independence as possible, avoiding hospitalizations and admission to a nursing home. Women live longer than men, and live longer on less income. In 2015, The National Council on Aging stated that "older women receive less in Social Security benefits than older men due to lower lifetime earnings, time taken off for caregiving, [and] occupational segregation into lower wage work." We fill a critical need in the region's safety net for elderly women 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 elderly women will need quality, affordable housing and personal care.

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?

Personal care residence for senior women

Founded in 1886, the Covington Ladies Home is an independent personal care home where senior women live in an atmosphere of quiet dignity and individual respect, security, and care.  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.

Population(s) Served
People with hearing impairments
People with other disabilities
People with physical disabilities
People with vision impairments
Senior women

As a licensed facility providing care for senior women 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.

Population(s) Served
Senior women
People with hearing impairments
People with other disabilities
People with physical disabilities
People with vision impairments

Where we work

Accreditations

Licensed personal care home, Kentucky 2020

Awards

Covington Business Excellence Award 2015

City of Covington

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of elderly women who reside in our personal care home

This metric is no longer tracked.
Totals By Year
Population(s) Served

Women and girls, Seniors

Related Program

Personal care residence for senior women

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

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

Women and girls, Seniors

Related Program

Personal care residence for senior women

Type of Metric

Context - describing the issue we work on

Direction of Success

Holding steady

Context Notes

Residents’ maintenance of healthy weight with “no unexplained weight loss” is an overall indicator of health that reflects the quality of care.

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

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.

Goal 1. Provide a safe and comfortable environment focused on maintaining the personal independence and intellectual and psychosocial wellbeing of elderly women.

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.

Goal 1.
Provide a safe and comfortable environment focused on maintaining the personal independence and intellectual and psychosocial wellbeing of elderly women.

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 operate the only free-standing, personal care home exclusively for women in Kentucky.


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 elderly women. 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 women 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.

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.

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

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • Who are the people you serve with your mission?

    We serve elderly women who are no longer independent to live alone due to physical disability or dementia. We also serve their families and caregivers, those who have them.

  • 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, Suggestion box/email,

  • 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,

  • 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 women comfort, health, and dignity in a homelike environment. The construction of the new wing, opened in July 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.

  • With whom is the organization sharing feedback?

    The people we serve, Our staff, Our board, Our funders, Our community partners,

  • 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

  • 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,

  • What challenges does the organization face when collecting feedback?

    We don't have any major challenges to collecting feedback,

Financials

COVINGTON LADIES HOME, 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
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

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COVINGTON LADIES HOME, INC.

Board of directors
as of 10/25/2021
SOURCE: Self-reported by organization
Board chair

Ms. Vicki Berling, Ph.D.

Building Industry Association of Northern Kentucky

Term: 2019 - 2022

Dorothy Air, Ph.D.

University of Cincinnati (retired)

Scott Farmer

Group CEO, Path Forward, Cincinnati

Nicholas Hawthorne, C.P.A.

Fifth Third Bank

Sue Hill

City of Crescent Springs, Kentucky (retired)

Becky Jones

Smith Jones Trial Consulting, LLC

Michelle Krumpleman

Biltmore Estate Winery

Elizabeth Listerman, M.D.

Alliance Integrative Medicine

John Minor

Gap, Inc., Vice President of Distribution (retired)

Kristine Mirrielees

Cincinnati Area Senior Services (retired)

Ron Padgett

Coldwell Banker Real Estate LLC

Shannon Smith

Shannon C. Smith, PLLC

Michelle Turner

Arnzen, Storm, & Turner, PSC

Angie Wurtenberger, C.P.A.

Brixey & Meyer, CPAs

Kim Joseph, B.S.N.

St. Elizabeth Healthcare (retired)

Cheryl Johnson

Procter & Gamble (retired)

Marisa McNee

Kentucky Democratic Party

Jasmine Vance

Kentucky Cabinet for Health and Family Servicest for

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? 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

SOURCE: Self-reported; last updated 10/25/2021

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

The organization's leader identifies as:

Race & ethnicity
Decline to state
Sexual orientation
Decline to state
Disability status
Decline to state

Race & ethnicity

Gender identity

No data

 

No data

Sexual orientation

Disability

No data

Equity strategies

Last updated: 10/25/2021

GuideStar 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

Policies and processes
  • 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.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.