Fox Valley Older Adult Services

Your Key to Independent Living

Sandwich, IL   |
GuideStar Charity Check

Fox Valley Older Adult Services

EIN: 36-2738669


The mission of Fox Valley Older Adult Services, a non-profit senior services agency is to: provide programs and services, improve and enrich vital, independent living, enhance dignity and self-respect and encourage participation in community life.

Ruling year info


Executive Director

Suzanne Kinsey

Main address

1406 Suydam Rd

Sandwich, IL 60548 USA

Show more contact info



Subject area info

Human services

Senior services

Population served info



NTEE code info

Senior Centers/Services (P81)

Human Service Organizations (P20)

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

Fox Valley Community Services (FVCS) aims to address the needs of seniors in the community by offering comprehensive services and programs that enhance quality of life. We focus on promoting healthy aging, social engagement, and lifelong learning. Our mission also involves empowering seniors to live independently, particularly those in rural areas, while advocating for their rights through policy influence. Through our work, we strive to create a supportive, vibrant environment where seniors can truly live their lives to the fullest.

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?

Active Adult Senior Center

Located in Sandwich, IL, Fox Valley Older Adult Services is a full service Senior Center offering programs that improve mind, body and spirit through nutrition, transportation, exercise, crafts, games, travel, a computer lab and general socialization.

Population(s) Served

Adult Day Service provides social, physical and mental stimulation in a family oriented setting with meals and activities daily Monday through Friday from 8-4. This program is supervised by a registered nurse and provided for adults who cannot stay home during the day without supervision.

Population(s) Served

Home Services Aides go into the Senior's home and assist them with light housekeeping, laundry, errands, meal preparation, personal grooming and companionship.

Population(s) Served

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.

Average number of service recipients per month

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

Older adults, Seniors

Related Program

Home Services Program

Type of Metric

Output - describing our activities and reach

Direction of Success


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.

Enhance Service Delivery:

Continuously expand and improve our range of programs and services to meet the evolving needs of seniors.

Strive for excellence in the delivery of caregiver support, wellness programs, and more.

Community Engagement and Partnerships:

Foster strong collaborative relationships with community partners to create a comprehensive network of resources for seniors.

Increase community awareness and engagement through targeted outreach programs and events.

Support Independent Living:

Empower seniors to age in place with dignity, respect, and independence by providing programs that support independent living.

Address the challenges faced by elderly people living in rural areas through tailored support and assistance.

Financial Sustainability and Growth:

Secure sustainable funding sources through grants, donations, and community support to ensure the longevity and expansion of our services.

Explore innovative revenue streams to support financial health and program development.

Organizational Excellence:

Uphold a culture of continuous improvement, accountability, and transparency within the organization.

Attract, develop, and retain skilled staff and volunteers who are committed to our mission and vision.

Advocacy and Policy Influence:

Act as a voice for seniors in the community, advocating for policies that promote healthy aging and protect the rights of seniors.

Engage in public policy discussions and initiatives that impact seniors and their quality of life.

Lifelong Learning and Engagement:

Provide opportunities for seniors to engage in lifelong learning, creative arts, and cultural programs that enrich their lives.

Encourage social engagement amongst seniors to combat isolation and promote a sense of community.

Service Enhancement: Continually improve and diversify programs and services for seniors to meet evolving needs.

Community Collaboration: Develop alliances with community partners to create a broad resources network for seniors.

Promotion of Independent Living: Implement programs that support seniors to age with dignity in their own homes, especially in rural areas.

Sustainability and Growth: Secure long-term funding sources and explore innovative ways to generate revenue.

Organizational Development: Foster a culture of accountability and improvement; attract and retain skilled personnel.

Policy Advocacy: Champion senior rights through policy influence and advocacy.

Lifelong Learning & Engagement: Offer creative, enriching lifelong learning and social engagement opportunities for seniors.

Programmatic Excellence: A broad spectrum of high-quality services dedicated to senior care, including wellness programs, nutrition services, caregiver support, and transportation assistance. The organization continuously assesses and evolves these services to meet the changing needs of the senior population.

Partnerships and Community Integration: Strong collaborative relationships with healthcare providers, local businesses, community organizations, and government agencies. These partnerships enhance resource availability and facilitate comprehensive support for seniors.

Financial Health: Diverse funding sources encompass grants, donations, fundraisers, and service fees, ensuring financial sustainability and the ability to weather economic fluctuations. Financial strategies are in place for both immediate and long-term needs.

Human Resources: A dedicated team of FVCS staff who are not only skilled but also passionate about improving the lives of seniors. Ongoing training ensures that the team remains at the forefront of best practices in senior care and nonprofit management.

Advocacy and Influence: Active engagement in advocacy efforts to shape policies affecting senior citizens. This capacity ensures that the organization can act as a powerful voice for its community, influencing legislation and public opinion for the betterment of senior care.

Operational Efficiency: Effective use of technology and methodologies for efficient operation, including management systems for client data, communication tools, and program evaluation frameworks. This ensures that resources are used effectively and that the organization can scale its impact.

Community Engagement: Strong communication strategies to engage the community, raise awareness about the organization's mission, and stimulate volunteerism and donations. This also involves fostering a culture of giving and support within the community.

Technology Access Improvements: Through a partnership with Meta-DeKalb Data Center, FVCS is currently enhancing technology access for seniors, an essential step in ensuring that seniors can stay connected with their communities and access online resources.

Expanded Community Support: The organization has successfully broadened its support within the community, marked by an increase in community partnerships and collaborations. This expansion not only extends the reach of FVCS but also deepens its impact.

Leadership Engagement: Reflecting FVCS's commitment to community integration, the Executive Director has joined the local Sandwich Chamber board of directors. This involvement is poised to further enhance support and advocacy for seniors within the community.

Collaboration with Local Entities: FVCS has fostered meaningful partnerships with local clubs, groups, and businesses by offering its great hall for fundraisers, events, and training sessions. This not only aids in community building but also allows FVCS to support a wide range of community efforts, reinforcing its role as a key community player.


Fox Valley Older Adult Services
Fiscal year: Jan 01 - Dec 31
Financial documents
2022 Kara Trost
done  Yes, financials were audited by an independent accountant. info

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2022 info

SOURCE: IRS Form 990


Average of 0.84 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990


Average of 1.8 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990


Average of 8% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

Fox Valley Older Adult Services

Revenue & expenses

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Fox Valley Older Adult Services

Balance sheet

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

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 ending: cloud_download Download Data

Fox Valley Older Adult Services

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

This snapshot of Fox Valley Older Adult Services’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.

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Business model indicators

Profitability info 2018 2019 2020 2021 2022
Unrestricted surplus (deficit) before depreciation -$50,357 -$49,686 $416,530 -$233,532 $365,954
As % of expenses -2.9% -2.5% 23.0% -9.8% 13.4%
Unrestricted surplus (deficit) after depreciation -$72,513 -$71,842 $394,374 -$243,946 $348,867
As % of expenses -4.1% -3.5% 21.6% -10.2% 12.7%
Revenue composition info
Total revenue (unrestricted & restricted) $1,705,988 $1,966,302 $2,223,920 $2,148,644 $3,088,587
Total revenue, % change over prior year -14.6% 15.3% 13.1% -3.4% 43.7%
Program services revenue 73.4% 84.7% 62.7% 72.1% 73.8%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.0% 0.0% 0.0% 0.0% 0.0%
Government grants 0.0% 0.0% 0.0% 0.0% 0.0%
All other grants and contributions 26.6% 15.3% 37.3% 27.9% 26.2%
Other revenue 0.0% 0.0% 0.0% 0.0% 0.0%
Expense composition info
Total expenses before depreciation $1,756,345 $2,015,988 $1,807,390 $2,382,176 $2,722,633
Total expenses, % change over prior year 7.7% 14.8% -10.3% 31.8% 14.3%
Personnel 79.4% 72.1% 79.2% 70.8% 77.2%
Professional fees 1.1% 0.0% 0.0% 0.0% 0.8%
Occupancy 0.0% 0.0% 0.0% 0.0% 2.3%
Interest 1.3% 1.1% 1.1% 0.9% 0.7%
Pass-through 0.0% 0.0% 0.0% 0.0% 0.0%
All other expenses 18.2% 26.8% 19.7% 28.3% 19.0%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $1,778,501 $2,038,144 $1,829,546 $2,392,590 $2,739,720
One month of savings $146,362 $167,999 $150,616 $198,515 $226,886
Debt principal payment $49,997 $4,629 $18,825 $18,303 $20,755
Fixed asset additions $0 $0 $0 $0 $74,885
Total full costs (estimated) $1,974,860 $2,210,772 $1,998,987 $2,609,408 $3,062,246

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 2.1 1.9 5.1 2.7 2.6
Months of cash and investments 2.1 1.9 5.1 2.7 2.6
Months of estimated liquid unrestricted net assets 1.4 0.8 3.5 1.5 2.8
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $301,323 $320,316 $773,301 $526,351 $588,123
Investments $0 $0 $0 $0 $0
Receivables $108,233 $38,936 $0 $0 $197,200
Gross land, buildings, equipment (LBE) $670,680 $670,680 $670,680 $670,680 $745,568
Accumulated depreciation (as a % of LBE) 61.5% 64.8% 68.1% 69.7% 65.0%
Liabilities (as a % of assets) 68.6% 76.9% 46.1% 60.5% 43.9%
Unrestricted net assets $209,389 $137,547 $531,921 $287,975 $636,842
Temporarily restricted net assets $0 N/A N/A N/A N/A
Permanently restricted net assets $0 N/A N/A N/A N/A
Total restricted net assets $0 $0 $0 $0 $0
Total net assets $209,389 $137,547 $531,921 $287,975 $636,842

Key data checks

Key data checks info 2018 2019 2020 2021 2022
Material data errors No No No No No


The people, governance practices, and partners that make the organization tick.

Form 1023/1024 is not available for this organization

Executive Director

Suzanne Kinsey

Number of employees

Source: IRS Form 990

Fox Valley Older Adult Services

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

There are no highest paid employees recorded for this organization.

Fox Valley Older Adult Services

Board of directors
as of 05/08/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Rhonda Aubart-Chase

Complete Tax Solutions

Craig Elliott

Kym Kowalski

Northern Illinois University

Lanette Yingling

Mid-Day Play

George Daniel

Dawn Weekly

Legacy Law Firm

Sherry Paul

Virgil Beukelman

Organizational demographics

SOURCE: Self-reported; last updated 4/11/2024

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.


The organization's leader identifies as:

Race & ethnicity
Gender identity

Race & ethnicity

No data

Gender identity

No data

Transgender Identity

No data

Sexual orientation

No data


No data

Equity strategies

Last updated: 05/08/2024

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

  • 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.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We use a vetting process to identify vendors and partners that share our commitment to race equity.
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • 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.