The Jubilee Association of Maryland, Inc.
EIN: 52-1102174
Mission
Jubilee Association of Maryland provides opportunities and support for people with intellectual and other developmental disabilities to live in and enrich their community while fulfilling their personal, family, social, and spiritual needs.
Ruling year
1978
Executive Director
Mr. Steve Keener
Main address
10408 Montgomery Ave
Kensington, MD 20895 USA
EIN
52-1102174
Human services
Shelter and residential care
Special population support
Developmental disability services
Population served
People with intellectual disabilities
People with learning disabilities
People with disabilities
NTEE code
Developmentally Disabled Services/Centers (P82)
Services to Promote the Independence of Specific Populations (P80)
Alliance/Advocacy Organizations (P01)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Tax forms
Communication
Affiliations
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
More than 150 adults in Montgomery County, Maryland, rely on Jubilee for support that promotes independence, secures housing, and connects friends. Some people we support need round the clock care and advanced nursing to help with feeding, medications, and other physical needs, as well as emotional and behavioral supports. Others need help paying bills, cooking healthy meals, organizing and taking medicine, getting to appointments, jobs, and social outings. Everyone needs community to combat loneliness and isolation, and Jubilee connects friends through volunteers, special events, and activities for the people we support.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Residential Services for Persons with Intellectual and Developmental Disabilities
Jubilee provides community-based residential services to adults who have intellectual and developmental disabilities.
Jubilee supports adults with a range of needs based on their intellectual or developmental disability with services that support them in the home and out in the community. Our in-home support services from our highly trained professional staff range from drop-in support to help with bills, shopping and attending medical visits to live-in and round-the-clock support for those with greater care needs. Jubilee services are designed around the specific strengths, needs and preferences of each person we support. Everyone Jubilee supports participates in an annual Person-Centered Plan to ensure that their goals and vision for the year are clearly identified and supported.
As part of our commitment to inclusion, we support people where they want to live, including in their own apartments, family homes and group homes managed by Jubilee or our partner organizations. Our innovative hiring program includes the people we support in the staff hiring process to make matches that last based on shared interests and personality.
Housing Opportunities
Jubilee helps the people we support find homes of their own with housing vouchers and partnerships with inclusion-minded developers and landlords. Our support services are separate from people’s decisions about where they want to live. By uncoupling services from housing decisions, the people we support gain greater independence and decision-making autonomy without fear of losing support services.
Currently, 60 percent of the people we support live in a home they own or lease themselves, 32 percent live in group homes owned by Jubilee or our partners and eight percent live in a family home. As we look to the future we are working closely as partners and advocates for inclusive housing that puts the people we support in the driver’s seat. In fact, innovation in housing has been a Jubilee hallmark since opening our first group home in 1978 as an alternative to state run institutions, and in 2008 Jubilee stopped purchasing group homes in order to prioritize supporting people where they want to live.
Creating Community
Battling loneliness and isolation through programs, events, and volunteer connections has always been integral to Jubilee’s mission. We offer virtual and in-person programs like fitness classes, picnics, educational classes, fiber arts, and dance parties to build community and keep people connected.
Where we work
External reviews
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
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?
Jubilee Association is dedicated to helping adults with disabilities lead their best lives with top-notch residential support services and programs that create community. People with intellectual and developmental disabilities have hopes, dreams and plans, and with Jubilee’s support, they can achieve them. Our mission is to provide opportunities and support for adults with disabilities so they can fulfill their own personal, family, social, and spiritual needs.
What are the organization's key strategies for making this happen?
As an industry leader, Jubilee continuously innovates to provide high-quality services and programs emphasizing inclusion, community and serving people where they want to live. Our strategies are based on a pragmatic approach to empowering the people we serve to make choices that enrich their lives .
• Training. All Jubilee staff receive training to ensure that they are knowledgeable and capable to provide needed supports.
• Personalized engagement. Staff members are matched to the people they support, building strong relationships and personal understanding.
• Respect. Respect for others is key to Jubilee’s strategy. We recognize the basic humanity of all people and treat them equally and with utmost respect, regardless of their level of ability.
• Advocacy. We advocate for justice with and on behalf of the people we support, and we are committed to serving and employing people of diverse cultures, races, religions and economic circumstances.
• Innovation. Jubilee is continually working to improve to better serve the people we support. Examples include a new pilot program that involves the people we support in the hiring process to make matches that last, and new housing partnerships that give the people we support greater choice and control over where they live.
What are the organization's capabilities for doing this?
Jubilee is recognized as an industry leader in the field. We employ more than 300 people as Direct Support Professionals to provide daily living support and nursing delegations for the people we serve. Jubilee has one of the most stable workforces in the industry. The national average turnover rate for professionals supporting people with disabilities is 51%. At Jubilee, due to a combination of passion, pay, benefits and culture, the turnover rate is 19%. Consistency of staff provides better care, comfort and satisfaction for the people we support.
Jubilee is a:
• Licensed Organized Healthcare Provider with the Maryland Department of Health.
• Founding member of the Maryland Association of Community Services for Persons with Developmental Disabilities (MACS) a nonprofit organization dedicated to strengthening agencies to better support people with developmental disabilities and their families in their own communities.
• Member of the Mennonite Health Service (MHS) Alliance.
• Founding partner of the Maryland Direct Support Professional Consortium, which is creating a professional development training program to improve Direct Support Professional retention using nationally recognized standards of practice.
• Member of the National Leadership Consortium on Developmental Disabilities, which seeks to assure the quality and commitment of the next generation of leaders for government and nonprofit organizations serving people with developmental disabilities.
What have they accomplished so far and what's next?
Jubilee has been an industry pioneer since its founding in 1978 by Hyattsville Mennonite Church. From the beginning, Jubilee focused on inclusion. The aim was to move people out of institutions and into homes where they could be a part of the community. In 2007, Jubilee stopped purchasing group homes to prioritize supporting people where they want to live. In fact, Jubilee was one of the first agencies in Maryland to support adults with disabilities in their own homes. Today, 60 percent of the people we support live in homes and apartments they lease/own themselves, 32 percent live in group homes and 8 percent live in family homes. As we look to the future we are working to support a larger and more diverse group of adults with disabilities in Montgomery County; create more opportunities for people to have homes of their own; and develop sustainable staffing models that benefit staff and the people we support.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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Who are the people you serve with your mission?
Jubilee supports adults with intellectual and developmental disabilities.
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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 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
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What significant change resulted from feedback?
Our clients expressed the desire to live in homes they own or lease. More than two thirds of our clients now own/lease, and we developed our Housing Supports program to help people achieve their ideal living situation.
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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 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
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What challenges does the organization face when collecting feedback?
It is difficult to find the ongoing funding to support feedback collection, Many of the people we serve do not read and don't have access to technology.
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
2.29
Months of cash in 2022 info
6.8
Fringe rate in 2022 info
15%
Funding sources info
Assets & liabilities info
The Jubilee Association of Maryland, Inc.
Revenue & expensesFiscal Year: Jul 01 - Jun 30
SOURCE: IRS Form 990
The Jubilee Association of Maryland, Inc.
Balance sheetFiscal Year: Jul 01 - Jun 30
SOURCE: IRS Form 990
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: Jul 01 - Jun 30
SOURCE: IRS Form 990
This snapshot of The Jubilee Association of Maryland, Inc.’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 | $954,680 | $876,762 | $768,775 | $3,281,281 | $9,783,261 |
| As % of expenses | 9.3% | 7.9% | 6.2% | 20.0% | 45.8% |
| Unrestricted surplus (deficit) after depreciation | $652,951 | $547,281 | $429,194 | $2,985,811 | $9,497,887 |
| As % of expenses | 6.2% | 4.8% | 3.3% | 17.8% | 43.8% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $11,235,214 | $12,045,633 | $13,288,396 | $19,591,149 | $31,088,640 |
| Total revenue, % change over prior year | 7.1% | 7.2% | 10.3% | 47.4% | 58.7% |
| Program services revenue | 93.7% | 95.7% | 97.1% | 93.5% | 89.1% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.3% | 0.4% | 0.4% | 0.2% | 0.8% |
| Government grants | 1.8% | 0.0% | 0.0% | 0.0% | 6.9% |
| All other grants and contributions | 2.8% | 2.4% | 1.8% | 4.4% | 2.2% |
| Other revenue | 1.5% | 1.5% | 0.8% | 1.9% | 1.0% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $10,299,150 | $11,126,894 | $12,489,225 | $16,441,492 | $21,380,187 |
| Total expenses, % change over prior year | 2.0% | 8.0% | 12.2% | 31.6% | 30.0% |
| Personnel | 84.4% | 84.7% | 87.0% | 89.5% | 88.6% |
| Professional fees | 0.9% | 0.9% | 0.9% | 0.9% | 1.6% |
| Occupancy | 3.2% | 3.1% | 2.7% | 2.0% | 1.7% |
| Interest | 0.3% | 0.3% | 0.1% | 0.2% | 0.2% |
| Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other expenses | 11.1% | 10.9% | 9.2% | 7.4% | 7.8% |
| Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $10,600,879 | $11,456,375 | $12,828,806 | $16,736,962 | $21,665,561 |
| One month of savings | $858,263 | $927,241 | $1,040,769 | $1,370,124 | $1,781,682 |
| Debt principal payment | $105,777 | $106,056 | $0 | $91,072 | $2,159,590 |
| Fixed asset additions | $517,746 | $0 | $0 | $0 | $0 |
| Total full costs (estimated) | $12,082,665 | $12,489,672 | $13,869,575 | $18,198,158 | $25,606,833 |
Capital structure indicators
| Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Months of cash | 1.0 | 1.5 | 3.7 | 6.6 | 6.8 |
| Months of cash and investments | 1.5 | 2.2 | 4.3 | 7.2 | 10.7 |
| Months of estimated liquid unrestricted net assets | 0.3 | 0.7 | 1.2 | 3.2 | 7.7 |
| Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Cash | $823,399 | $1,417,392 | $3,835,343 | $9,106,049 | $12,083,770 |
| Investments | $445,339 | $603,117 | $622,250 | $752,634 | $7,039,627 |
| Receivables | $821,014 | $527,574 | $697,681 | $3,273,131 | $7,262,337 |
| Gross land, buildings, equipment (LBE) | $8,251,020 | $8,447,944 | $8,464,619 | $8,566,323 | $8,647,221 |
| Accumulated depreciation (as a % of LBE) | 53.6% | 54.7% | 58.0% | 60.7% | 61.4% |
| Liabilities (as a % of assets) | 35.7% | 31.0% | 44.3% | 53.3% | 36.9% |
| Unrestricted net assets | $3,429,579 | $3,976,860 | $4,406,054 | $7,391,865 | $16,889,752 |
| Temporarily restricted net assets | $453,382 | $508,703 | N/A | N/A | N/A |
| Permanently restricted net assets | $0 | $0 | N/A | N/A | N/A |
| Total restricted net assets | $453,382 | $508,703 | $537,588 | $494,896 | $2,176,183 |
| Total net assets | $3,882,961 | $4,485,563 | $4,943,642 | $7,886,761 | $19,065,935 |
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
Executive Director
Mr. Steve Keener
A passionate advocate for combating loneliness by building community and belonging, Steve Keener has been leading Jubilee since 2019. Overseeing all aspects of Jubilee, including its strong response to the COVID-19 pandemic, Steve’s vision for the future of Jubilee includes: serving a larger and more diverse group of adults with disabilities in Montgomery County, creating more opportunities for people to have homes of their own and piloting new and innovative sustainable staffing models that benefit both our staff and the people they support. Steve previously served as Corporate Counsel and Assistant Secretary at Special Olympics International. Prior to that he was Chief Operating Officer and General Counsel for L’Arche Greater Washington, D.C. Steve’s passion for this work began as a young man when he and his newlywed wife volunteered to move in with two men with disabilities who needed live-in caregiving. He received his law degree from the University of Notre Dame.
Number of employees
Source: IRS Form 990
The Jubilee Association of Maryland, Inc.
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
The Jubilee Association of Maryland, Inc.
Highest paid employeesSOURCE: IRS Form 990
Compensation data
The Jubilee Association of Maryland, Inc.
Board of directorsas of 01/20/2023
Board of directors data
Ms Jeanette Stoltzfus
NatureServ
Daniel Miller
National Institutes of Health
Carol Fried
Psychotherapist
David Deal
Build Consulting
Tammie Howard
Retired, US Public Health Service
Cindy Lapp
Hyattsville Mennonite Church
Jared Solomon
Maryland House of Delegates
Kathleen Zook
US Department of Justice
Ben Apt
Attorney, Legal Aid Justice Center
Ben Collins
Speical Olympics International
Marie Bonnet
Community Engagement Coach, SEEC
aNeatha Christmas
Client Relations and Discovery Professional
Joan Fidler
Retired, EPA
Maia Gauvin
WesBanco
Tabitha Gingerich
Family Nurse Practitioner
Michael Hoffman
Direct Support Professional, Makom
Cynthia Roldan
MD
Dodd White
VP Affiliate Services, Volunteers of America
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
Contractors
Fiscal year endingProfessional fundraisers
Fiscal year endingSOURCE: IRS Form 990 Schedule G
Solicitation activities
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