PLATINUM2022

American Society on Aging

The American Society on Aging unites, empowers and champions everyone striving to improve aging.

aka ASA   |   San Francisco, CA   |  http://www.asaging.org

Mission

Since 1954, ASA has developed and led the largest, most diverse community of professionals working in aging in America. As a result, ASA has become the go-to source to cultivate leadership, advance knowledge and strengthen the skills of our members and others who work with and on behalf of older adults. As we unite, empower and champion our community, we have the unique responsibility to be a strong voice and thought leader on critical systemic issues that influence how we age. As America struggles with how best to respond to the need for greater inclusivity, anti-ageism and equity, ASA sees its responsibility as a leader to drive the discourse and advocate for the change necessary to address these issues in aging.

Notes from the nonprofit

Since 1954, ASA has developed and led the largest, most diverse community of professionals working in aging in America. As a result, ASA has become the go-to source to cultivate leadership, advance knowledge and strengthen the skills of our members and others who work with and on behalf of older adults. As we unite, empower and champion our community, we have the unique responsibility to be a strong voice and thought leader on critical systemic issues that influence how we age. As America struggles with how best to respond to the need for greater inclusivity, anti-ageism and equity, ASA sees its responsibility as a leader to drive the discourse and advocate for the change necessary to address these issues in aging.

Ruling year info

2015

President & CEO

Mr. Peter S Kaldes

Chair, Board of Directors

Ms Lisa Gables

Main address

548 Market St PMB 85589

San Francisco, CA 94104 USA

Show more contact info

Formerly known as

Western Gerontological Society

EIN

94-2292868

NTEE code info

Professional Societies, Associations (Y03)

IRS filing requirement

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

Sign in or create an account to view Form(s) 990 for 2020, 2019 and 2018.
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Communication

Blog

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

Approved in 2019, our five-year strategic plan was devised to ensure ASA’s impact on optimizing the quality of life for older adults in America. By 2024, ASA will continue to lead the field of aging, institute stronger diversity, equity and inclusion practices, expand our membership and launch our policy and advocacy efforts. ASA’s work is framed around five priorities: Ageism & Culture, Economic Security, Innovation & Social Impact, Health & Well-being and Equity & Justice. ASA’s programs are designed to promote actionable change in each of these areas individually, and as they intersect.

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?

ASA Publications

Insightful, timely and widely respected, ASA's publications are a premier resource for thousands of professionals in the field of aging. ASA members receive Generations Journal, ASA's quarterly journal, and Generations Today, a bimonthly news and features publication. Members also have unlimited access to ASA's Generations Now, which features articles from members and other stakeholders in aging. https://generations.asaging.org

Population(s) Served
Adults

ASA’s professional education and training opportunities, headlined by the annual conference, provide nationally-recognized continuing education across a range of disciplines. ASA's annual conference, Aging in America, is the nation’s largest gathering of a diverse, multidisciplinary community of professionals in healthcare, social service, government, business and philanthropy with expertise in providing services and products for older adults.

Population(s) Served
Adults

The field of aging needs more leaders of color—and a modern, sustainable leadership program to support them. Aging in the United States has never been an equitable experience across the barriers of economic and social justice. Exacerbating this issue is the fact that those who can best drive the change we need are often the people who were raised, live and work in the communities most affected by these inequities. And so, much too often, the same inequities and lack of justice that require our response are those that prevent the most qualified people from having access to lead that response.

ASA RISE Will Change This.

Simply put, ASA RISE is a launching pad for the next generation of aging leadership. Our vision for ASA RISE is that it will lead to improved well-being across an increasingly diverse aging population by creating a BIPOC leadership pool that improves policies and programs at the local, state and national levels.

Population(s) Served

ASA web seminars are our most-used educational resource. They are a convenient learning tool and are presented both live with attendee participation via chat, and also available in a recorded version on ASA’s website post-event. Web seminars are 1-hour in length and offer interaction between presenters and attendees through polling tools and a chat function. An average of 200 to 500 professionals, and up to 1,000, register to attend a single event. ASA makes continuing education units available to participants of live and recorded web seminars. CEUs are a powerful magnet for participation. After viewing a program, attendees download the CEU application form and follow the instructions to claim their credits.

Population(s) Served
Adults

In collaboration with the University of Southern California's Leonard Davis School of Gerontology, ASA offers a 5-week online course in the "Fundamentals of Gerontology. See http://www.asaging.org/USC-gero

Population(s) Served
Adults

ASA’s Generations Forums are virtual, interactive, multiday deep dives into topics important to our members and society. Held three times per year, Forums offer the ability to learn, network and take action through a series of curated live and on-demand events over the course of one week. Now the idea-generation and network-building that occur organically at our annual conferences will continue throughout the year, at Generations Forums.

Population(s) Served
Adults
Adults

Where we work

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 participants attending course/session/workshop

This metric is no longer tracked.
Totals By Year
Related Program

ASA Web Seminars

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Number of people attending 52 webinars in 2021–22.

Number of multi-year grants received

This metric is no longer tracked.
Totals By Year
Related Program

ASA RISE

Type of Metric

Input - describing resources we use

Direction of Success

Increasing

Number of new grants received

This metric is no longer tracked.
Totals By Year
Type of Metric

Input - describing resources we use

Direction of Success

Increasing

Number of program graduates

This metric is no longer tracked.
Totals By Year
Related Program

ASA RISE

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context Notes

ASA RISE, a unique leadership development program for professionals of color in aging, graduated its first two cohorts of Fellows in June 2022.

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.

By 2024 ASA will have:

1. Built upon a substantial track-record and continued the momentum in cultivating and strengthening the skills of leaders in the aging field, and will be identified as the preeminent multidisciplinary Aging organization.

2. Enhanced, modernized and reframed the membership model.

3. Launched and made progress towards a strategy for defining and implementing a diversity, equity and inclusion vision for board, staff and membership, and achieved recognition as the go-to resource and leading repository of expertise for both professionals and organizations with regard to best practices in diversity, inclusion and equity.

4. Expanded member engagement in policy development and advocacy as determined in each annual operating plan and significantly strengthened ASA’s role and voice as one of the country’s leading aging sector advocates.

Goal 1 Strategies
Use our vast network of seasoned leaders to serve as a catalyst and inspiration for emerging leaders.
Develop and provide executive leadership training for those rising into aging organizational leadership positions (i.e. C-Suite).
Support and assist leaders to understand crucial issues and systems that impact older adults.
Encourage the next generation of leaders by systematically seeking their input.
Develop alliances with traditional and non-traditional aging organizations.
Develop metrics and benchmarks for competent aging organizations.
Build on the knowledge ASA has and share it widely.
Explore certification and credentialing programs for individuals and organizations.

Goal 2 Strategies
Design a clear value proposition for younger-age potential members.
Design a clear value proposition for each workspan segment of our membership: for students and emerging professionals through STEP; for mid-career professionals; and for those in late-career into retirement through CAPs.
Widen programs and offerings for non-members, such as customers, consumers, employers, sponsors and influencers.
Develop messages and “causes” to attract a diverse membership.
Build on our strengths, such as the conference, publications, online learning platforms and the engagement of constituent groups.
Enhance leadership opportunities for all with additional focus on opportunities for women, younger professionals, and members with diverse backgrounds and skills.

Goal 3 Strategies
Develop a DEI process and training curriculum for staff, the board and leaders of the constituent groups.
Refine organizational policies and processes with a DEI centered approach related to hiring, recruitment, retention, leave policies, and more.
Provide DEI training to staff, the board and leaders of the constituent groups.
Review and evaluate constituent group structure and identify opportunities to further promote DEI in programs, membership and advocacy.
Increase diversity among board, staff and members.
Build a Center of Excellence, with promising practices, how-to-guides, and other resources and tools that are disseminated to ASA members and community-based organizations. The Center of Excellence will provide orientation and training for companies and providers to serve older adults effectively.

Goal 4 Strategies
Develop principles to guide the development of policy positions, shape our advocacy and engage our members both on soliciting input and driving action.
Build a process with board and staff leadership to create and perfect the unified message of what ASA stands for and what are our core values.
Share the unified message actively and strategically.
Support members in their efforts to advocate with and on behalf of the older adults they serve.
Track and evaluate members’ engagement in policy and advocacy.
Cultivate strategic alliances and partnerships.

Over the last 50 years, ASA has served more than 100,000 professionals from across the field of aging and provided them with relevant, research-to-practice content, skill development, and leadership volunteer opportunities. ASA provides these services through
membership, major conferences, seminars, publications, webinars, and other vehicles.

While other organizations, such as National Association of Area Agencies on Aging (N4A) or The Gerontological Society of America (GSA), focus on subsets of professionals in the field of aging, ASA is a multi-disciplinary, generalist organization that serves a wide array of professionals and organizations in a continuum of content areas. ASA's breadth, combined with services that span the direct needs of professionals (both specialists and non-specialists), makes ASA uniquely positioned to meet the needs of both its member
professionals and the broader field.

The field of aging encompasses the broad spectrum of professionals from the private and non-profit sectors who help shape and influence the quality of life for older adults. The field of professionals is diverse and highly skilled in the issues and opportunities facing older adults. The American Society on Aging (ASA), fostering and driving innovation through partnerships and collaborations, will be guided by a strategic framework that optimizes the knowledge of the aging professional community, while continuing to build a strong resource base.

ASA RISE, a unique leadership development program for professionals of color, completed it first cohort of 32 Fellows.

The ASA membership model has been substantially modified as have the volunteer opportunities available to members, to strengthen their ability to have impact in the field.

ASA has established its policy and advocacy priorities to lead in the objectives Accelerating Digital Inclusion, Tackling Ageism, Advancing Health Equity, and Fighting Climate Change. ASA's member-led Public Policy Committee is organizing itself around these priorities.

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?

    Since 1954, ASA has developed and led the largest, most diverse community of professionals working in aging in America. As a result, ASA has become the go-to source to cultivate leadership, advance knowledge and strengthen the skills of our members and others who work with and on behalf of older adults.

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

    Electronic surveys (by email, tablet, etc.), Focus groups or interviews (by phone or in person), Community meetings/Town halls, Constituent (client or resident, etc.) advisory committees,

  • 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 inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, 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?

    In the past 18 months we have completely overhauled our volunteer leadership opportunities in the organization to make them more strongly aligned with the strategic goals established by the organization's Board. We are also making substantive changes to our membership programs in response to member feedback.

  • With whom is the organization sharing feedback?

    The people we serve, Our staff, Our board,

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

    ASA has always been a member-driven organization and remains so.

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We aim to collect feedback from as many people we serve as possible, 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 act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback,

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, Staff find it hard to prioritize feedback collection and review due to lack of time, It is difficult to identify actionable feedback,

Financials

American Society on Aging
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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.

American Society on Aging

Board of directors
as of 12/08/2022
SOURCE: Self-reported by organization
Board chair

Ms Lisa Gables

American Academy of Physician Associates

Term: 2022 - 2024

Lisa Gables

American Association of Physician Assistants

Rebecca Morgan

Stetson University School of Law

Richard Browdie

Browdie Consulting

Maria Henke

University of Southern California Leonard Davis School of Gerontology

Ginna Baik

Amazon

Robert Espinoza

PHI

Amy Herr

West Health

Joyce Walker

PK Management LLC

Rani Snyder

The John A. Hartford Foundation

Mary Alexander

Honor

Richard Ashworth

Tivity Health

Najja Orr

Philadelphia Corporation for Aging

Joon Bang

Iona Senior Services

Aiyshen Padilla

Amazon

Melissa Tischler

Lippincott

Simona Valanciute

San Diego Oasis

Jeffrey Klein

Nevada Senior Services

Davis Park

Front Porch Center for Innovation and Wellbeing

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? No

Organizational demographics

SOURCE: Self-reported; last updated 7/1/2022

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
Male, Not transgender (cisgender)
Sexual orientation
Gay, Lesbian, Bisexual, or other sexual orientations in the LGBTQIA+ community
Disability status
Person without a disability

The organization's co-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

Disability

We do not display disability information for organizations with fewer than 15 staff.

Equity strategies

Last updated: 07/01/2022

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

Data
  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
Policies and processes
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • 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.