Missoula Aging Services

aka Missoula Area Agency On Aging   |   Missoula, MT   |  www.missoulaagingservices.org

Mission

Missoula Aging Services promotes the independence, dignity and health of older adults and those who care for them.

Ruling year info

1980

Chief Executive Officer

Susan Kohler

Main address

337 Stephens Avenue

Missoula, MT 59801 USA

Show more contact info

EIN

81-0379543

NTEE code info

Senior Centers/Services (P81)

Meals on Wheels (K36)

Services to Promote the Independence of Specific Populations (P80)

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

Missoula Aging Services was established in 1982 as a nonprofit organization that exists a) To provide urgently needed human services and volunteer opportunities to older adults, b) Advocate on behalf of older adults to be sure their voices and needs are heard, and c) Serve as a vital community resource and educator on critical aging issues. Standing in the gap between government and for profit businesses, Missoula Aging Services' Mission is to promote the independence, dignity and health of older adults and those who care for them.

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?

Montana SMP

ADVOCATES IN MEDICARE SAVINGS - REDUCES MEDICARE WASTE, FRAUD, AND ABUSE IN MONTANA.

Population(s) Served
Seniors

SENIOR SERVICE PROGRAMS (RETIRED SENIOR VOLUNTEER PROGRAM- RSVP, FOSTER GRANDPARENTS, SENIOR COMPANIONS, AND WESTERN MONTANA VOLUNTEER CENTER) - RSVP ENCOURAGES SENIORS TO USE THEIR SKILLS AND LIFE EXPERIENCE TO HELP SERVICE AGENCIES ADDRESS CRITICAL NEEDS IN THEIR COMMUNITIES. FOSTER GRANTPARENTS OFFERS SENIORS AGE 60 AND OVER THE OPPORTUNITY TO SERVE AS MENTORS AND TUTORS FOR CHILDREN AND YOUTH WITH SPECIAL NEEDS.

Population(s) Served
Seniors
Children and youth

NUTRITION PROGRAMS - PROVIDE NOURISHING MEALS TO OVER 1,600 SENIORS IN MISSOULA COUNTY THROUGH THE MEALS ON WHEELS, CONGREGATE SITES, SENIOR DINER CLUB, COMMODITIES SUPPLEMENTAL FOOD PROGRAM, AND THE SENIOR FARMERS' MARKET NUTRITION PROGRAM. IN FISCAL YEAR 2008 THESE PROGRAMS SERVED 152,412 MEALS.

Population(s) Served
Seniors
People with disabilities

INFORMATION AND ASSISTANCE - THE SENIOR HELP LINE, RESOURCE CENTER, OMBUDSMAN PROGRAM, CARE MANAGEMENT SERVICE, AND FAMILY CAREGIVER SUPPORT PROGRAM PROVIDE VARIOUS SERVICES TO THE ELDERLY AND THEIR CAREGIVERS.

Population(s) Served
Seniors
Caregivers

The Respite Program works one-on-one with primary caregivers and their families to create a holistic program that provides support, advocacy, education and resources.

Population(s) Served
Caregivers
Seniors

The Veterans Directed Home and Community Based Services Program empowers qualified veterans to hire, employ and supervise workers, known as personal care attendants, to help with daily needs.

Population(s) Served
Veterans
Seniors

Where we work

Affiliations & memberships

Association of Area Agencies on Aging 2020

Our results

SOURCE: Self-reported by organization

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

Total number of older adults and caregivers served in one year.

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

Age groups

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Number of individuals helped in one year through all programs and services.

Percent of Respite and Homemaking Program survey participants (including older adults and their caregivers) that report that they believe without these services it would be difficult for them to remain at home.

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

Seniors, Caregivers, People with disabilities

Related Program

Respite and Homemaking Program

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context Notes

The Respite and Homemaking program provides older adults assistance with housekeeping duties and their caregivers with time to take care of their own needs.

Total number of Meals on Wheels meals delivered along with a safety check each year.

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

Seniors, Economically disadvantaged people, People with disabilities

Related Program

Nutrition Program / Meals on Wheels

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Meals were delivered to 851 housebound individuals by over 100 volunteer drivers.

Percent of Meals on Wheels annual survey participants rating the program as “very helpful” or “helpful” in helping them remain living independently in their home.

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

Seniors, Economically disadvantaged people, People with disabilities

Related Program

Nutrition Program / Meals on Wheels

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context Notes

Most common diagnosis of clients: Arthritis, depression, anxiety, diabetes, Congestive heart failure, COPD, Cancer, Dementia or Alzheimer’s, fibromyalgia, bi-polar disorder, PTSD, Parkinson’s and MS.

Number of Veterans empowered to live in their own homes with independence and dignity.

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

Adults, Seniors, Veterans

Related Program

Veteran-Directed Home and Community Based Services

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context Notes

The Veteran Directed Care program empowers qualified veterans in Missoula and Ravalli Counties to employ their own caretakers to help with daily needs, so they can continue to live in their own homes.

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
Develop innovative, sustainable services that reflect and support the mission and vision.

Goal 2
Assure financial stability through diversified sustainable funding.

Goal 3
Serve as the voice of older adults, adults with disabilities, and those who serve them by advocating, collaborating, and communicating in support of their needs.

Goal 4
Develop and leverage volunteers to meet the needs of an aging population.

Goal 1 - Develop innovative, sustainable services that reflect and support the mission and vision.

Strategy 1
Expand, strengthen and diversify services to meet identified community needs.

Strategy 2
Develop volunteer and paid staff skill sets in support of community education for all ages on financial readiness.

Strategy 3
Regularly evaluate programs and services for affordability, sustainability, efficiency and effectiveness.


Goal 2 - Assure financial stability through diversified sustainable funding.

Strategy 1
Challenge Board and MAS leadership to collectively establish and achieve reasonable annual financial goals for the next 3 years.

Strategy 2
Acquire business development expertise to promote and educate about services.

Strategy 3
Build-on the business plan for statewide financial services (406) through partnerships and contracts.

Strategy 4
Create “brand awareness” by establishing a continuum of services that are affordable and accessible.


Goal 3 - Serve as the voice of older adults, adults with disabilities, and those who serve them by advocating, collaborating, and communicating in support of their needs.

Strategy 1
Actively build community-wide (organizations as well as individuals) awareness of needs and resources relating to aging, disability, and volunteer services.

Strategy 2
Strengthen our referral system/network.

Strategy 3
Assess effectiveness of our communication methods, etc., and improve strategies as needed.

Strategy 4
Form Advisory Council.

Strategy 5
Continue active listening strategies ensuring that all voices are heard.


Goal 4 - Develop and leverage volunteers to meet the needs of an aging population.

Strategy 1
Identify organizations that serve older adults and can be enhanced through volunteer opportunities.

Strategy 2
Explore opportunities that promote fee-for-service connected to providing or managing volunteers.

We are passionate about our Mission, which is to promote the independence, dignity and health of older adults and those who care for them. We are thankful for the hundreds of collaborations and partners that make it possible for our organization to serve over 31,000 individuals each year. In 1965, Congress passed the Older Americans Act, signed by President Johnson. This established the Administration on Aging (AOA) and State Units on Aging (SUA). This was done in response to an increase in older Americans living beyond retirement. In 1973, Area Agencies on Aging (AAA) were created. In 1979, Missoula County Commissioners established a County Council on Aging (CCOA) which worked in conjunction with the Area Agency on Aging based in Kalispell. In 1982, Missoula County Commissioners established a private non-profit organization called Missoula Aging Services (MAS) and withdrew from the Kalispell Area Agency on Aging to become a single county Area Agency on Aging. In July 2003 Ravalli County Council on Aging (RCCOA) petitioned the State to align with Missoula Aging Services making us a multi-County Area Agency on Aging. For the past 32 years, Missoula Aging Services has promoted the independence, dignity and health of older adults, and those who care for them, through a wide variety of programs, services, advocacy, education and volunteer opportunities. Each year thousands of older adults, caregivers, family members and community members benefit from the many programs and services provided. In order to serve the most vulnerable, Missoula Aging Services must seek funding each year from individuals, businesses, foundations and corporations. Many of our highly trained staff members have been with the organization for over 10 years. For example, Susan Kohler, CEO, has been with Missoula Aging Services for over 30 years which demonstrates the organization's stability.

We are currently on year two of our Three Year Strategic Plan (2020 - 2022), with some accomplishments recorded across all Strategic Priorities including: evaluating current programs to improve existing programs and develop new programs as needed to meet the needs of clients, assuring financial sustainability, increasing advocacy on aging issues, building awareness of needs and resources, developing and leveraging volunteers, and strengthening administrative support to meet the needs of our growing programs and services. All progress has resulted in our ability to serve the ever-increasing population of older adults in Missoula County, Montana.

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 shared information about our current feedback practices.
  • Who are the people you serve with your mission?

    We serve older adults, people with disabilities, and their caregivers throughout Missoula County, MT both in urban and rural areas of the county.

  • How is your organization collecting feedback from the people you serve?

    Electronic surveys (by email, tablet, etc.), Paper surveys, Focus groups or interviews (by phone or in person), Case management notes,

  • 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?

    Because of the COVID-19 pandemic, we were unable to distribute paper surveys to our clients which is the method most applicable for our demographic. However, we discovered through our Care Management Program that the needs of our clients exceeded post-medical interventions so we modified the program to address more social determinants of health.

  • With whom is the organization sharing feedback?

    Our board, Our funders, Our community partners,

  • How has asking for feedback from the people you serve changed your relationship?

    This has never been an issue with our clients.

  • 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 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,

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback,

Financials

Missoula Aging Services
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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

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

Missoula Aging Services

Board of directors
as of 6/17/2021
SOURCE: Self-reported by organization
Board chair

Ms. Roberta Smith

Retired

Larry White

Retired

James McKay

St. Patrick Hospital

Roberta Smith

Amanda Cahill

American Heart Association

Kristin Page-Nei

American Cancer Society

Chris Flohr

St. Paul Lutheran Church

Gayle Hudgins

Retired

Jolynn McDermott

Berkshire Hathaway Realty

Juanita Vero

Missoula County Commissioner

Deb Lawton

Kim McKelvey

Kutak Rock LLP

John Contos

Missoula City Council

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 06/17/2021

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
White/Caucasian/European
Gender identity
Female, Not transgender (cisgender)
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

 

Sexual orientation

No data

Disability

Equity strategies

Last updated: 06/17/2021

Policies and practices developed in partnership with Equity in the Center, a project that works to shift mindsets, practices, and systems within the social sector to increase racial equity. Learn more

Data
  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
Policies and processes
  • We have community representation at the board level, either on the board itself or through a community advisory board.