Bay Aging
EIN: 54-1085032
as of November 2023
as of November 13, 2023
Programs and results
What we aim to solve
Bay Aging's service region includes 10 rural counties. Four of the ten counties are characterized as the "grayest" in the state of Virginia - Lancaster, Northumberland, Mathews and Middlesex. By 2030 it is estimated that between 30-40% of the population will be 60 and older. This brings to light the need to help people live independently with dignity for as long as they can. Some of the major issues include: 1) affordable housing for seniors; 2) transportation; and 3) healthcare services.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Community Living
Includes - Coaching, Options Counseling, Bay Home Care (fee for service), In-Home and Personal Care, Transitional Care, Respite Care, Legal Aid, Insurance Counseling, Ombudsman, Senior Employment Training, Veteran Directed Care, Adult Day Care, Senior Centers, Meals on Wheels, Retired and Senior Volunteer Program, Care Coordination, Advance Care Planning, Prevention Education, Information and Referral.
Bay Transit
Public transportation services for people of all ages and for all reasons. Operates in 12 rural counties. Is the ONLY public transportation provider in the region. New Freedom Mobility Management is designed to give seniors and people with disabilities access to health care services outside the Bay Transit service region and operating times. Many need access to care that is not available locally so they travel to Richmond, Norfolk, Newport News, Yorktown, and Williamsburg.
Bay Family Housing
Senior Apartments - HUD 202 senior housing with supportive services. Attractive, well designed, energy efficient homes that offer aging adults (62 years and older) an alternative in housing and maintaining their independence. Ten apartment communities are managed by Bay Aging. There is a waiting list of 800 seniors seeking safe, affordable housing.
Single Family Housing - offers many significant opportunities for people: Emergency Home Repair, Indoor Plumbing Rehabilitation, Weatherization, Housing Choice Voucher Program (section 8 housing). Single Family Housing staff partner with planning district commissions, counties and towns to develop successful community revitalization projects utilizing Community Development Block Grants.
Where we work
External reviews

Our results
How does this organization measure their results? It's a hard question but an important one.
Number of meals delivered
This metric is no longer tracked.Totals By Year
Related Program
Community Living
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Number of homeless participants engaged in housing services
This metric is no longer tracked.Totals By Year
Related Program
Bay Family Housing
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Goals & Strategy
Reports and documents
Download strategic planLearn 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?
A very brief outline includes:
1) develop low-income tax credit housing for seniors
2) provide emergency home repairs and other housing services so seniors can live in their own homes safely
3) provide different transportation opportunities - demand/response, mobility management for healthcare access, deviated direct-route services; regardless of the opportunities, providing public transportation in a large 2600 square mile region is very challenging
4) delivering exceptional home and community services from home delivered meals to in-home care and dementia respite services and health services for veterans
What are the organization's key strategies for making this happen?
1) develop low-income tax credit housing for seniors
2) provide emergency home repairs and other housing services so seniors can live in their own homes safely
3) provide different transportation opportunities - demand/response, mobility management for healthcare access, deviated direct-route services; regardless of the opportunities, providing public transportation in a large 2600 square mile region is very challenging
4) delivering exceptional home and community services from home delivered meals to in-home care and dementia respite services and health services for veterans
What are the organization's capabilities for doing this?
Bay Aging is one of region's largest employers with 100 full-time staff and 200+ part-time. Offices are located in six different locations throughout the 10 counties. Partnerships are important to successful service delivery. Bay Aging is proud to have successful partnerships with 12 counties (transportation services are available in two other counties outside of the traditional Bay Aging service area) 4 towns and 2 planning district commissions. Bay Aging also values partnerships with federal, state and local organizations to provide some of the funding needed to deliver services. Partnerships also include community and civic groups, health systems, insurers, the faith community and local businesses. Bay Aging is the lead organization in a statewide coalition of Area Agencies on Aging (VAAACares - Virginia Area Agencies on Aging Caring for the Commonwealth) to deliver transitional care services across Virginia. Bay Aging contracts with health systems and insurers to provide services to their members. Bay Aging is also the only Area Agency on Aging in Virginia to provide award winning Veteran Directed Care services to veterans of any age deemed to be nursing home eligible. As an extension of that Bay Aging provides Financial Management Services for veterans in the program. These services are available to veterans referred to Bay Aging from a Veterans Administration Medical Center in Virginia, Maryland, North Carolina and South Carolina. The multi-family housing division is well respected and sought after by commercial companies to manage their properties throughout Virginia.
What have they accomplished so far and what's next?
Bay Aging is one of region's largest employers with 100 full-time staff and 200+ part-time. Offices are located in six different locations throughout the 10 counties. Partnerships are important to successful service delivery. Bay Aging is proud to have successful partnerships with 12 counties (transportation services are available in two other counties outside of the traditional Bay Aging service area) 4 towns and 2 planning district commissions. Bay Aging also values partnerships with federal, state and local organizations to provide some of the funding needed to deliver services. Partnerships also include community and civic groups, health systems, insurers, the faith community and local businesses. Bay Aging is the lead organization in a statewide coalition of Area Agencies on Aging (VAAACares - Virginia Area Agencies on Aging Caring for the Commonwealth) to deliver transitional care services across Virginia. Bay Aging contracts with health systems and insurers to provide services to their members. Bay Aging is also the only Area Agency on Aging in Virginia to provide award winning Veteran Directed Care services to veterans of any age deemed to be nursing home eligible. As an extension of that Bay Aging provides Financial Management Services for veterans in the program. These services are available to veterans referred to Bay Aging from a Veterans Administration Medical Center in Virginia, Maryland, North Carolina and South Carolina. The multi-family housing division is well respected and sought after by commercial companies to manage their properties throughout Virginia.
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
1.45
Months of cash in 2022 info
2.8
Fringe rate in 2022 info
15%
Funding sources info
Assets & liabilities info
Financial data
Bay Aging
Balance sheetFiscal Year: Oct 01 - Sep 30
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Fiscal Year: Oct 01 - Sep 30
This snapshot of Bay Aging’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
Created in partnership with
Business model indicators
Profitability info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | $763,992 | $963,483 | $1,203,315 | $2,639,136 | $2,542,122 |
As % of expenses | 4.9% | 5.8% | 6.1% | 10.3% | 7.8% |
Unrestricted surplus (deficit) after depreciation | -$329,180 | -$110,375 | $125,804 | $1,533,334 | $1,371,907 |
As % of expenses | -2.0% | -0.6% | 0.6% | 5.7% | 4.1% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $16,335,475 | $17,612,370 | $20,939,151 | $28,384,644 | $34,968,154 |
Total revenue, % change over prior year | 7.3% | 7.8% | 18.9% | 35.6% | 23.2% |
Program services revenue | 55.4% | 55.5% | 58.5% | 60.2% | 67.5% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 0.3% | 0.4% | 0.3% | 0.1% | 0.1% |
Government grants | 43.9% | 43.4% | 39.9% | 38.8% | 29.3% |
All other grants and contributions | 0.4% | 0.7% | 1.1% | 0.9% | 3.1% |
Other revenue | 0.0% | 0.0% | 0.1% | 0.0% | 0.0% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $15,688,785 | $16,706,943 | $19,784,336 | $25,742,871 | $32,409,780 |
Total expenses, % change over prior year | 8.1% | 6.5% | 18.4% | 30.1% | 25.9% |
Personnel | 47.0% | 42.7% | 38.6% | 34.7% | 33.2% |
Professional fees | 28.1% | 36.7% | 40.3% | 45.3% | 50.4% |
Occupancy | 1.7% | 1.6% | 1.2% | 1.4% | 1.1% |
Interest | 0.1% | 0.0% | 0.0% | 0.2% | 0.4% |
Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other expenses | 23.2% | 18.9% | 19.8% | 18.3% | 14.9% |
Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $16,781,957 | $17,780,801 | $20,861,847 | $26,848,673 | $33,579,995 |
One month of savings | $1,307,399 | $1,392,245 | $1,648,695 | $2,145,239 | $2,700,815 |
Debt principal payment | $59,840 | $60,550 | $0 | $0 | $0 |
Fixed asset additions | $0 | $0 | $2,387,540 | $2,862,104 | $2,565,917 |
Total full costs (estimated) | $18,149,196 | $19,233,596 | $24,898,082 | $31,856,016 | $38,846,727 |
Capital structure indicators
Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Months of cash | 4.2 | 3.1 | 5.0 | 2.3 | 2.8 |
Months of cash and investments | 4.2 | 3.3 | 5.2 | 2.5 | 2.9 |
Months of estimated liquid unrestricted net assets | 4.0 | 3.9 | 4.1 | 3.7 | 3.3 |
Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Cash | $5,493,750 | $4,358,580 | $8,304,847 | $5,007,980 | $7,494,557 |
Investments | $50,645 | $170,930 | $291,876 | $459,206 | $428,976 |
Receivables | $2,184,763 | $3,714,641 | $1,888,974 | $5,981,233 | $4,759,131 |
Gross land, buildings, equipment (LBE) | $16,493,872 | $16,941,464 | $18,515,892 | $21,377,996 | $23,495,190 |
Accumulated depreciation (as a % of LBE) | 37.3% | 41.8% | 39.6% | 39.5% | 39.0% |
Liabilities (as a % of assets) | 14.2% | 15.9% | 32.1% | 30.3% | 30.9% |
Unrestricted net assets | $15,280,847 | $15,170,472 | $15,296,276 | $16,829,610 | $18,201,517 |
Temporarily restricted net assets | $469,003 | $410,947 | N/A | N/A | N/A |
Permanently restricted net assets | $0 | $0 | N/A | N/A | N/A |
Total restricted net assets | $469,003 | $410,947 | $362,447 | $365,084 | $861,005 |
Total net assets | $15,749,850 | $15,581,419 | $15,658,723 | $17,194,694 | $19,062,522 |
Key data checks
Key data checks info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
President & CEO
Mrs. Kathy Vesley
Former positions: Deputy Commissioner of the Virginia Department for the Aging, Director of the Virginia Office of Volunteerism, Acting & Deputy Director of the Virginia Department of the Deaf and Hard of Hearing, appointee to 7 local housing boards and volunteers time by serving on a varity of community organizations. Graduate of the College of William and Mary with a BA in History and Sociology. Completed graduate work at Virginia Commonwealth University, Marshall-Wythe School of Law, and Galluadet University.
Number of employees
Source: IRS Form 990
Bay Aging
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
Bay Aging
Highest paid employeesSOURCE: IRS Form 990
Compensation data
Bay Aging
Board of directorsas of 11/13/2023
Board of directors data
Mr. James Carter, Jr.
Rappahannock General Hospital
Term: 2022 - 2024
Cynthia Talcott
Retired, worked with adults with disabilities in supported employment programs; active community volunteer.
Karen Lewis
Assistant County Administrator for Westmoreland; community volunteer; advocate for seniors and people with disabilities.
James Carter
Foundation Director for Rappahannock General Hospital; very active community volunteer.
Stanley Clarke
Retired Sheriff of Essex County; volunteers through his church community and civic groups.
Athilla Harris
Associate Minister; active in her church community; strong advocate for people with disabilities.
Charles Adkins
Retired King and Queen County Commonwealth's Attorney; active community volunteer.
Ron Saunders
Dominion Power (Retired)
Belinda Johnson
Works for Westmoreland Co.; advocate for the disenfranchised; volunteers through several civic organizations
Bruce Craig
Retired; Community Volunteer
Barry Gross
Practicing physician; Former 17yr CMO and EVP for Riverside Health System; very active in many health care related organizations
James Dudley
Retired Director of McGuire Veterans Medical Center; Retired Director of Medical Services for the Paralyzed Veterans of America; Vestry governing board of his Church
Bill Doyle
Retired from a career in banking; Retired Vice President of Finance and Admin Services at Rappahannock Community College; Active in civic organizations and LEAD River Counties
Vera Lee
Retired assistant to Children’s Library Director in Lancaster; Previous Director of Wellness, Child Care/Teen Center at Northern Neck YMCA; worked in Oncology at Rappahannock General Hospital for 20 years.
Sieglende Smith
Retired IT professional on Wall Street; Active member of Mathews Co. CERT and active community volunteer.
Robert Wilbanks
VP of IT at LifeSpire of Virginia; non-profit board/volunteerism experience; interested in the betterment of the community.
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
No data
Gender identity
No data
No data
Sexual orientation
No data
Disability
No data