Mary Wade Home
118 Clinton Avenue
New Haven CT 06513-3100
Contact Information
Address 118 Clinton Avenue
New Haven, CT 06513-3100
Telephone (203) 562-7222 x
Fax 203-848-1415
E-mail dhunter@marywade.org
Web and Social Media
Mission
The Mary Wade Home provides the highest quality medical and social programs and supervised residential services for those in need. We support a community of caring to promote individual abilities on our traditional, dignified, and comfortable campus as well as connecting with the broader community.
At A Glance
Year of Incorporation 1934
Former Names
Home for the Friendless
Organization's type of tax exempt status Exempt-Other
Organization received a competitive grant from the community foundation in the past five years Yes
Leadership
CEO/Executive Director Mr. David V. Hunter
Board Chair Mr. Alfred Goldberg
Board Chair Company Affiliation None
Financial Summary
 
Projected Revenue $15,163,138.00
Projected Expenses $14,440,919.00
Statements
Mission The Mary Wade Home provides the highest quality medical and social programs and supervised residential services for those in need. We support a community of caring to promote individual abilities on our traditional, dignified, and comfortable campus as well as connecting with the broader community.
Background

Founded as the Home for the Friendless on November 20, 1866, under the leadership of Mrs. Eli Whitney, the goal of the Mary Wade Home has consistently been to provide a friendly, home-like atmosphere for individuals who need a temporary or permanent residence. In its early years, the Mary Wade Home provided shelter to young, homeless girls and women who needed support and guidance.

 

As social trends changed and new needs arose, the original focus of Mary Wade’s services shifted to meet those needs, specifically, residential care for mature adults. Today, the same founding philosophy of personal service and gentle care prevails.

 

In addition to providing housing for elders, Mary Wade offers a broad array of additional services and programs to the greater community, including, but not limited to:
  • A medical model Adult Day Center (ADC) that operates seven days a week and provides medical assistance, supervision, nutritious snacks and meals, and recreational programs and activities. Transportation is provided to and from the ADC and medical/dental appointments to reduce absenteeism and promote continuity and consistency.
  • The Center for Outpatient Rehabilitation (COR), which provides physical, occupational, and speech therapy to residents and community clients.
  • Donation-based weekend transportation for individuals 60 years of age and older in the greater New Haven metropolitan area on Saturdays and Sundays from 8:00 a.m. to 4:00 p.m.
  • Donation-based medical transportation for individuals 60 years of age and older, who are not receiving Title XIX, in the greater New Haven metropolitan area Monday through Friday from 8:30 a.m. to 4:30 p.m.
  • Nine rental properties and 13 rental units in the area immediately surrounding the Home owned and managed by MWH Holdings, Inc., a subsidiary of Mary Wade, that serve as beautiful, safe homes for low-income families.
  • Partnerships with and support of community programs, groups, and initiatives.

 

Impact
The vision of the Mary Wade Home affirms its services as an integral part of a community that offers a continuum of coordinated, innovative, and high quality care in which compassion, human dignity, diversity, and social responsibility are primary concerns. It also seeks to expand this philosophy in the broader community.  
 
 Mary Wade's accomplishments for 2013-2014 include:
  • Mary Wade's new website will be completed in 2014.
  • Mary Wade received a grant from the Department of Social Services (DSS) to establish a home-marker companion agency to increase the supply of direct-care workers in New Haven, expand person-centered educational opportunities, and establish community navigators to assist people with connecting to local community supports.
  • Acquisition of 109 Atwater Street to expand our property to increase the portfolio for our affordable housing properties.
 
Needs
  • Funding to offset future expansion for either Affordable Assisted Living or congregate housing.  
  • Funding for a new assisted living facility across from the main campus.
  • Funding for the renovation of our assisted living wing, the Boardman residence. 
  • Culture change training for Mary Wade staff.
  • Increased IT capacity for the organization.
  • Renovation of the facade of the front entrance of Mary Wade.
CEO Statement

The Mary Wade Home is a nonprofit organization that provides a continuum of long-term care and community services to aging and elderly adults on a single campus. However, Mary Wade is committed to playing a positive role and being fully engaged in the surrounding community outside of the physical campus walls, as well.

 

The healthcare industry, long-term care specifically, has been undergoing changes as a result of lawmakers seeking to control costs and make public policy that will accommodate the continuing growth of the aging population. The reductions in Medicare and Medicaid funding for acute care have led to major changes in the delivery of skilled nursing services, and the healthcare field is placing emphasis on major cost-cutting measures while becoming more competitive.  

A successful $11 million expansion has increased the capacity of the Adult Day Center and Skilled Nursing Facilities.  Mary Wade established a new short-term rehabilitation program that meets the needs of aging adults after being hospitalized.  Future plans include establishing a new facility across the street of the main campus on Pine Street. 

Mary Wade is fiscally strong and sound, maintains a high occupancy and census rate in all areas of care, and has a strong and stable workforce.

Mary Wade and subsidiary MWH Holdings are committed to serving as an anchor in the neighborhood in which Mary Wade has stood for 148 years. Since 2001, MWH Holdings has acquired nine residential properties on streets surrounding the campus. MWH Holdings assumes all management and maintenance responsibilities for these rental properties, which include five single-family and four two-family homes, 13 units of which are currently occupied. Competitive grants received from public and private sources helped offset the costs of the renovation process and were invaluable resources in assisting MWH Holdings, Inc. create beautiful, safe homes for low-income families.

Board Chair Statement

As Town Selectman for the Town of Madison, I recognize the need for quality healthcare services for the elderly.  Mary Wade has had a tremendous amount of success in its 148 years in the Fair Haven Community.  While many nursing homes throughout the state are facing challenges, Mary Wade has embraced new business models to navigate a turbulent economic and regulatory environment.  We have undergone strategic planning to expand our skilled nursing and adult day center services and currently offer short-term rehabilitation services in addition to affordable assisted living, outpatient rehabilitation, hospice care, Alzheimer’s care, and respite care.  New construction has increased our capacity building to include 34 additional skilled nursing beds and 60 members in our Adult Day Center.  Our transportation programs meet the Medical and Weekend Transportation needs of seniors in our community and are available 7 days a week.  Mary Wade opened its doors in 1866 in Fair Haven, and we are still here today as stabilizing force in our community.  We are committed to providing safe, affordable housing for low-income families, and are constantly looking for other avenues to improve, beautify, and celebrate our Fair Haven Community.

Mary Wade is challenged daily by the increased healthcare demands for the elderly.  Currently, the nation is preparing for the silver tsunami that will take place by 2020.  Homecare is an area of service that Mary Wade will be exploring to address the changing demographics and needs of our baby boomers.  The Board of Managers will need to have the resolve and commitment to assess the future needs and continued growth of Mary Wade.  Although Mary Wade provides quality, affordable assisted living, the current structure is in need of renovation and updating.  Future discussions among the Board will also include a new structure to be built across from the main campus on Pine Street.   Funding for this new building will require the Board to make critical decisions about which healthcare services should be delivered by Mary Wade at this time in our history.  Regulations in the national healthcare laws are continually changing.  This will create an environment of growth at Mary Wade, which will require flexibility towards culture change on campus and the learning of new electronic reporting systems.  As federal and state budgets are diminishing, Mary Wade will need to seek ways to provide additional funding as cutbacks are administered.  The importance of Board development in fundraising and marketing activities to raise monies and increase census will be imperative.  

Service Categories
Primary Organization Category Health Care / Nursing Facilities
Secondary Organization Category Housing, Shelter / Senior Citizens' Housing, Retirement Communities
Tertiary Organization Category Human Services / Senior Centers/Services
Areas Served
East Haven
Hamden
New Haven
North Haven
West Haven
Branford
Programs
Description

The Boardman Residence has accommodations for 45 individuals and offers assisted living services and a short-term/respite stay program to provide primary caregivers with assistance and a reprieve from caring for aging loved ones.

Population Served Aging, Elderly, Senior Citizens / /
Program is linked to organization’s mission and strategy Yes
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service. Elders living alone are often at risk for poor nutrition, depression, and falls. Living within the warm and supportive environment of the Boardman Residence, three home-cooked and nutritionally sound meals are provided daily and served in a charming country style family dining room. Residents converse with one another, get to know staff, and become part of the Mary Wade family. Those who move into the community are screened by the on site physical therapist for posture, gait, and appropriate assistive devices like cane or walkers, if necessary. These are proactive measures to reduce the risk of falls and potential injury.
Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state.

The Boardman Residence offers elder men and women with modest or no private resources the opportunity to live a full life in a supportive setting, within the community of the Mary Wade Home. Activities and volunteer opportunities abound for those with mild to even moderate dementia and/or physical disability. Onsite access to world class geriatric medical and social services promote health and safety and prevent unnecessary hospitalization and/or premature admission to a nursing home.

Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. Success is measured by length of stay, family and resident satisfaction, and regular surveys by the State of Connecticut Department of Public Health. Occupancy is always at or near 100% capacity. Multiple home and community based agencies in the greater New Haven area refer clients to the Boardman Residence as a unique, holistic alternative to institutional living for frail seniors.
Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success. The occupancy rate in the Boardman Residence has been at or near 100% capacity for the last 28 years, including 2014, when other residential care homes are experiencing a significant number of vacancies. One current resident, who has been living within the Mary Wade community since 2006, had been hospitalized after a stroke and been told he would never walk again. He and his family credit the onsite Center for Outpatient Rehabilitation and the community of caring of the Boardman Residence for providing him with the emotional support and clinical services he needed to learn to walk independently and to continue to live a full life.
Description

The Kimberly Center can accommodate 94 individuals.  A successful expansion and renovation has been able to accommodate an additional 34 beds. Mary Wade provides 24-hour medical services for short-term care, chronic illness, and end-of-life care via the Kimberly Center skilled nursing center.

Population Served Aging, Elderly, Senior Citizens / /
Program is linked to organization’s mission and strategy Yes
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service.

The Mary Wade Home fully believes in and commits to participation in the culture change movement sweeping the nation’s nursing homes. Mary Wade has instituted fine dining and individual menu selections, which fosters freedom of choice throughout the residents’ day, and has formed learning circles inclusive of all members of the community to improve quality of life. Residents have a strong voice through the formal Resident Council.

Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state. With the support of a world class medical team of geriatricians through the Yale Nursing Home Practice and a highly skilled and proactive Director of Clinical Services, the Kimberly Center offers the best in geriatric healthcare to people with complex medical and dementia diagnoses. The ideal condition for those residing in the Kimberly Center is health maintenance, which allows frail persons the opportunity to live a full life, engage in meaningful and fulfilling activities, and feel a seamless connection with their families and the larger community.
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. The Kimberly Center is monitored on a continuous basis by the State of Connecticut Department of Public Health and the federal agency, Centers for Medicare and Medicaid Advocacy, through the submission of statistics related to clinical outcomes. The outcomes are compiled by category into quality indicators and measures and compared to state and national averages. The Mary Wade Home consistently scores at the top. For the past 13 years, Mary Wade has been near or deficiency-free at each annual survey of the State of Connecticut Department of Public Health. Resident and family satisfaction is consistently high, and Mary Wade enjoys an exemplary reputation in the community.
Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.

Compared to state averages, the occupancy rates and private pay ratio of the Kimberly Center have been consistently high during each of the past 23 years with at or near 100% occupancy. Residents and their families provide testimony through letters, speeches, and donations. In 2012 and 2013, a family donated monies to sponsor the Family Fun Concert, in honor of their mother and father, for our residents, clients, and the community.  In 2010, one family member paid for a full-page advertisement in the New Haven Register that thanked Mary Wade for its exemplary care of his father. He also gave a moving speech to 70 employees gathered at the annual employee recognition luncheon.  In 2012, Mary Wade received a Community Development Block Grant (CDBG) to update the existing windows for Kimberly, Mary Wade's skilled nursing facility. The new windows will be more energy efficient and provide a cleaner appearance from both our residents' rooms and outside for our community to view.

Description

The medical model Adult Day Center (ADC) can accommodate up to 60 individuals each day.  The ADC operates seven days a week and provides medical assistance, supervision, nutritious snacks and meals, and recreational programs and activities.

Population Served Aging, Elderly, Senior Citizens / /
Program is linked to organization’s mission and strategy Yes
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service. Much of clients’ success with ADC programming and services hinges on attendance. Those individuals who attend the ADC regularly (i.e., as scheduled) have greater potential for improvements in overall condition in areas stated previously. Regular attendance reduces caregiver burden while allowing ADC staff to get to know the client, understand his/her needs, and help coordinate/monitor his/her care and health. Regular attendance also affords clients the opportunity to form connections and friendships with other ADC clients. This can improve overall quality of life and clients’ feelings of purpose and meaning.
Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state. The Mary Wade Adult Day Center provides its members with a safe and supervised environment seven days a week. The ADC allows its members to remain in the community, maintain independence, and gives family members/caregivers much needed respite in order to avoid caregiver stress and burnout. ADC staff assists members and their families with problem solving their care needs and helps those with Alzheimer’s or dementia flourish. While attending the therapeutic and structured environment of ADC, clients experience improvements in overall health and their abilities to perform activities of daily living and demonstrate increased attention and socialization capacity.
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. Program success is measured via external audits conducted by the Connecticut Association of Adult Day Centers and the Area Agency of South Central Connecticut in which the organizations both assess and monitor the ADC’s compliance with state standards and quality of programming. Surveys for the ADC and variety of programs offered are done no less than annually and distributed to both clients and their families. Survey results are compiled and summarized to provide the ADC with goals for the upcoming year. Success can be measured by length of clients’ tenure at the ADC. Continued participation is an indication that clients and their families are satisfied with services and that need for nursing home care has been postponed. Anecdotal evidence of success is also gathered through regular client interaction, family feedback, and correspondences from clients and families regarding quality of care provided.
Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success. The ADC has a consistent census and reputation in the community for providing excellent care and services. Recently, the ADC received a referral for a gentleman suffering from dementia who needed adult day center services. He is a younger man in his 60s whose wife had been the sole provider of care since his dementia diagnosis several years earlier. She had been with him 24 hours a day seven days a week without any outside assistance. While the transition was difficult and required collaboration between the ADC and the client’s geriatrician, the ADC was able to help him transition slowly with one half day per week. This small change gave his wife an opportunity to shop independently, run errands, and savor some much needed relaxation, which were things she had been unable to do for years. After the wife had an accident at home and she temporarily could not care for her husband, the family was able to reach out and coordinate additional services through the ADC and receive counseling on how to manage this new situation.
Description

The Center for Short-Term and Outpatient Rehabilitation (COR) provides physical, occupational, and speech therapy to residents and community clients.

Population Served Aging, Elderly, Senior Citizens / /
Program is linked to organization’s mission and strategy Yes
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service. Center for Outpatient Rehabilitation clients gain confidence and strength, returning to prior levels of functioning and mobility. Therapy may be required as a result of a sudden change in medical condition (e.g., a broken hip or a fracture) or as a result of the formation of poor physical habits developed as people age. The therapists’ goal is to teach new habits, motivate their clients to continue to work towards optimal health, and to continue to maintain it. Exercise equipment within the center allows clients to continue to practice their routines even after being discharged from formal care.
Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state. One of the greatest threats to elders is injury as a result of a fall. The therapists at the Center for Outpatient Rehabilitation work proactively to assess the living environment of seniors to promote a safe environment. Placement of furniture, throw rugs, adaptive equipment, ease of getting to and from the bathroom at night, and assistive devices such as canes and walkers are assessed and recommendations are made for maximum safety. The goal is that those wishing to remain or return home or to a lower level of medical oversight may do so safely.
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. Clinical outcomes are reviewed to measure success. Clinicians review whether stated goals have been met, why or why not, and, if not, if the goals can be met. The Center is surveyed annually by the State of Connecticut Department of Public Health and has consistently had no deficiencies. Center clients return for as long as necessary to utilize exercise equipment, ask questions, and seek assistance to maintain optimal level of functioning and health.
Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.

Thanks to appropriate therapy, clients are able to safely remain in their own homes. Others can receive continuity of care following an inpatient hospital or nursing home stay while they continue to gain strength. Elders recovering from a hip fracture or hospital stay for other medical reasons while not needing inpatient care are often weak and frail and in need of support and encouragement to work on a program of rehabilitation.

Description

Medical transportation is available to individuals 60 years of age and older in the greater New Haven metropolitan area.  The Medical Transportation Program requires only 48 to 72 hours advance notice with rides provided on a first come-first-served basis. 

Weekend transportation is available to individuals 60 years of age and older in the greater New Haven metropolitan area on Saturdays and Sundays from 8:30 a.m. to 5:00 p.m.  Elders are able to utilize this service for activities such as grocery shopping, attending social functions and/or religious services.  Elders are given the opportunity to maintain social connections they may have otherwise lost in the community.  Caregivers are given some reprieve from the responsibility of having to constantly provide transportation for their loved one.  This program allows the elder to voluntarily relinquish his/her driver’s license without the feeling of becoming a burden on their loved ones who always provide them transportation, thereby maintaining some sense of independence.
 
Both programs provide transportation to individuals age 60 and older throughout the greater New Haven metropolitan area and surrounding communities, including, but not limited to, East Haven, Hamden, New Haven, North Haven, and West Haven. Within this demographic, we focus our efforts on the physically frail and cognitively impaired, those who are of low-income including low-income historically underrepresented groups.  In summary, we target groups representing those with the greatest financial need and those with the greatest social need who might otherwise suffer from isolation.
 
Population Served Aging, Elderly, Senior Citizens / /
Program is linked to organization’s mission and strategy Yes
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service.
Success for the transportation programs are based on usage: the more riders Mary Wade serves for each of our transportation programs, the more successful the program is. An increase in the number of riders is the greatest obstacle to the programs, because funding sources for transportation are limited. Ideally riders would increase substantially, particularly those riders who belong to minority groups in underserved communities. Transportation costs related to operating expenses are the most limiting factor. The need for transportation far outweighs the supply. Each day Mary Wade has to turn away clients looking to meet their transportation needs.

Over the course of fiscal year 2012-2013 (i.e., 7/1/12 to 6/30/13), Mary Wade provided 2150 trips to residents of New Haven who are 60 years of age or older. Medical appointment rides totaled 1,576, weekend transportation rides totaled 574, and 194 unduplicated clients were served during this grant cycle.

Number of minority clients: 76 

Number of Low/Moderate 132

Number of Low 45

Number of Female Head of Household 149

Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state. Access to transportation has long been looked at as one of the most significant obstacles to seniors maintaining their independence in the community. Through the Mary Wade Weekend and Medical Transportation programs, seniors in New Haven and surrounding communities are able to arrange their own rides with minimal reservation times required, which is critical in Medical Transportation for visits to doctors as healthcare issues arise.  Mary Wade is unique in providing door-to-door services that are critical during the winter months and needed as a seniors condition becomes more frail.  Trips to church, the salon, family gatherings, grocery store, community functions, medical appointments, and/or other destinations are provided by Mary Wade. Our transportation services promote independence among seniors while providing quality, personalized transportation.
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.

Program success is monitored by usage. Target numbers are set at the beginning of each fiscal year for both the medical and weekend transportation programs. Meeting 100% of targeted number of rides is the goal.  For the 2014 fiscal year, the goals were 56 rides per month for weekend transportation and 111 rides per month for medical transportation. Weekend transportation goals are met each year, but Mary Wade falls short in meeting medical transportation target numbers due to a number of economic factors. Satisfaction with the program is determined by repeat client usage and client satisfaction. Formal, written surveys are sent out to riders no less than annually. Results are gathered and used to set new goals for client service. The Agency on Aging of South Central Connecticut and City of New Haven conduct yearly site visits to monitor success, compliance, and quality of programs.

 

Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.

 

For the recent months of January and February 2014, Mary Wade provided 64 and 50 weekend transportation rides, respectively, and 84 and 62 medical transportation rides. Rides for January and February were significantly lowered due to inclement weather, but we are on track to exceed our goals for the upcoming months. The numbers of clients served could be greatly increased if we had more funding to grow, maintain, and fund our fleet of vehicles. New vans have successfully been secured through the State Department of Transportation 5310 van grant.

 

Description

MWH Holdings, Inc., a subsidiary of Mary Wade, owns and manages nine rental properties consisting of 13 units in the area immediately surrounding Mary Wade that serve as beautiful, safe, affordable homes for families.

Population Served Families / /
Program is linked to organization’s mission and strategy Yes
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service. MWH Holdings received $96,000 in lead abatement grant funding for six homes (i.e., $12,000 per unit for eight units) and $24,000 for two homes (i.e., $8,000 per unit for three units) to ensure that the homes were lead-safe, and this grant stipulates that households with children under six years of age receive first priority, as this age group is the most vulnerable and susceptible to lead poisoning. Two of the homes were recipients of lead abatement grant funding only, which stipulates that all units (three total) must be occupied by households with incomes below 80% of the area wide median income (e.g., $64,000 for a family of four).  In 2010, Citizen's Bank also provided $10,000 in funding to assist with our Atwater Street rental property renovations.  
Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state. Since 2001, MWH Holdings has acquired nine residential properties on streets surrounding the Mary Wade campus. MWH Holdings assumes all management and maintenance responsibilities for these rental properties, which include five single family and four two-family homes comprised of 13 individual units, 10 of which are currently occupied (one single-family home and one two-family home have not yet been renovated and, thus, are not ready for occupancy). Four of the single-family homes are three-bedroom homes, and one of the homes is a two-bedroom home. Three of the two-family homes are comprised of two two-bedroom units (i.e., four two-bedroom units total), and one of the two-family homes has one one-bedroom unit and one two-bedroom unit.
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.

In 2011, Mary Wade received $50,000 from the Community Development Block Grant to renovate our 115 and 117-119 Atwater Street properties. 
The success of MWH Holdings’ property acquisition and rehabilitation process is qualitatively and objectively measured via the completion of necessary renovations, beautification of the home, improved energy-efficiency, and occupancy.

Examples of Program SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success. Mary Wade was recognized on October 23, 2008, at the Greater New Haven Chamber of Commerce Annual Awards Luncheon as the winner of the 2008 Business Leadership Award for Developer Investment, and Mary Wade Home Chief Executive Officer David V. Hunter was presented with the Greater New Haven Community Loan Fund (GNCLF) 2008 Housing Good Egg Award. Director of Facilities Management Rufina Durazzo is responsible for the oversight of all building and renovation projects and property management for both the Mary Wade Home and MWH Holdings. Ms. Durazzo is truly the face and the soul of Mary Wade in the community. She is known throughout the neighborhood and New Haven as the Mary Wade lady, and she is respected for her knowledge of neighborhood and community dynamics, her familiarity with municipal codes and procedures, her warm and personable demeanor, and her earnestness, work ethic, and approachability. She is a priceless asset to Mary Wade, MWH Holdings, and the community; and, on May 8, 2007, she was honored at the New Haven Police Department's Profiles in Courage awards ceremony, where she received the Fair Haven District's award for outstanding contribution.
CEO/Executive Director
Mr. David V. Hunter
Term Start Dec 1981
Email dhunter@marywade.org
Experience
David Hunter has been at the helm of Mary Wade for 32 years.  He serves on numerous boards and councils for a variety of agencies and organizations, including the Interagency Council on Aging, the Louis and Joan M. Sirico Center for Elders and Families at SCSU, the Ethics Committee at Franciscan home Care in Meriden, the Connecticut Association of Homes and Services for the Aging, the Institute for Long Term Care Policy, the Cheshire Commission on Aging, Sage Services of Connecticut, Connecticut Community Care Inc., the Health Systems Planning Agency, the American College of Nursing Home Administrators, and he was recently appointed president of the board of the Connecticut Coalition to Improve End-of-Life-Care.  Mr. Hunter has a bachelor's degree in business economics from Southern Connecticut State University and a master of business administration from the University of New Haven.
Staff
Number of Full Time Staff 133
Number of Part Time Staff 56
Number of Volunteers 41
Number of Contract Staff 0
Staff Retention Rate 83%
Staff Demographics - Ethnicity
African American/Black 74
Asian American/Pacific Islander 3
Caucasian 81
Hispanic/Latino 27
Native American/American Indian 0
Other 4 Two or more Ethnicities & Unknown
Staff Demographics - Gender
Male 23
Female 166
Unspecified 0
Senior Staff
Title Chief Financial Officer
Experience/Biography

Mrs. Shirley became the Chief Financial Officer of Mary Wade in September 2013.  She came to Mary Wade with 22 years of experience in the healthcare field, including 9 years in the insurance industry.  Prior to joining the Mary Wade team, Mrs. Shirley served for 7 years as Director of Finance and Business Operations at Jefferson House, a skilled nursing facility that is part of the Hartford Healthcare network, and 6 years as Controller/Director of Finance at Duncaster Retirement Community in Bloomfield, CT.

 

She is an active board member of the Association for Long Term Care Financial Managers (ALTCFM), and serves as chair of the Website Committee. She also serves on the National Government Services Provider Outreach and Education Committee. Mrs. Shirley is a graduate of Bentley University where she received a Bachelors of Science in Accountancy. Mrs. Shirley passed the CPA exam in 2000.

Title Administrator
Experience/Biography

Mary Wade has chosen Andrew J. Tarutis, LNHA to serve as our new Administrator.  Andrew has dedicated his whole career to serving the elderly and is a highly accomplished healthcare management Administrator.  He has an extensive senior management background in long term care and an involvement with quality Skilled Nursing Facilities, Assisted Living Centers, and Independent Senior Housing communities who received quality ratings by the Federal Government and public awards from the American Health Care Association to receive one of the best surveys in the State while winning a Bronze Award from the American Healthcare Association, one of ten awarded in 2010 in Connecticut. 

As a member of the senior management at TransCon’s Long Term Care Division, Andrew oversaw a portfolio of quality communities in Greenwich, Wilton, New Milford, Danbury, and Hamden, CT. Andrew believes in Golden Rule Management and excellence in staff recruitment, support, and retention. He has expressed a strong dedication to pursuing excellent outcomes in care delivery and customer service and culture change initiatives at Mary Wade - for the benefit of our Residents and their loved ones . Throughout his career, Andrew has worked in the State of Connecticut and according to him, “Working at Mary Wade will be a homecoming for me. I grew up in New Haven, graduated from Quinnipiac University, and began my career at St. Raphael’s Hospital. It is an honor and a privilege to return to New Haven where my career began and have this opportunity to grow and develop the Mary Wade community.”

Title Director of Nursing Services
Experience/Biography

Kelly Mercer, RN, MSN, is the Director of Nursing Services at Mary Wade. Ms. Mercer has thirty years of experience as a registered nurse with the last 15 years of experience in Long Term Care.  Her progressive leadership experience in Long Term focuses on staff development, infection control, and as Assistant Director of Nursing, she had a strong focus on performance improvement with demonstrated improvement in focus areas such as fall prevention and prevention of pressure ulcers.  Ms. Mercer has served as the Assistant Director of Nursing at Aurora Senior Living of New Britain and was responsibility for the quality of care to residents of a 282 bed long term care facility.  She participated in performance improvement activities, regulatory compliance activites, state and federal survey preparation and follow-up, and writing and administering performance evaluations.  At Elim Park Baptist Home Ms. Mercer served as the Staff Development Coordinator and was responsible for the development and presentation of mandatory education and continuing education programs for nursing and non nursing staff in addition to participating in performance improvement activities and supervision of nursing staff. Ms Mercer has also served as a Staff Nurse at Yale New Haven Hospital.  She has a Master of Science in Nursing Administration and a Bachelor of Science in Nursing from Southern Connecticut State University in New Haven, CT.


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Title Director of the Adult Day Center
Experience/Biography

Mrs. Gilbert became the Director of the Adult Day Center in June 2010. She was promoted internally from Director of Resident Services for the Boardman Residence, Mary Wade's assisted living wing, where she was responsible for all aspects of resident care for the past six years, including management of staff, delivery of all services, and communication with family members.  Mrs. Gilbert is an ardent advocate for the elderly, supporting their special needs, day-to-day requirements, and comfort; and she runs a monthly support group sponsored by the Alzheimer's Association. She has a bachelor's degree in social work from Southern Connecticut State University and a master's degree in social work from Fordham University. She serves as a Connecticut Association of Residential Care Homes board member, a member and external auditor of the Agency on Aging of South Central Connecticut, and a field education supervisor and professor in the School of Social Work at Southern Connecticut State University.

Title Property Manager
Experience/Biography

Property Manager, Ivette Oliveras, is responsible for all of the residential properties for MWH Holdings, Inc. and Fair Haven Properties LLC.  Ms. Oliveras will manage all rents, leases and maintenance staff along with recertification of all tenants.  As the Property Manager she attends all Fair Haven Management Team meetings and coordinates the Fair Haven Community Parade along with staff and members of the community.  Previously, Ms. Oliveras worked as the Assistant Community Manager of Berger Apartments and Community Renewal Team as the Administrative Coordinator for the Facilities Department where she managed commercial properties to ensure the safety of all properties and repairs along with serving on the Social Planning Committee, Emergency Evacuation, and Safety Committee.  Ms. Oliveras began at Mary Wade on September of 2013.  Her ten years of experience in the housing industry will serve as a wonderful addition to the Mary Wade team.


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Title Director of Development
Experience/Biography Ms. DeMarchis is the Director of Development and oversees all Marketing for Mary Wade.  Ms. DeMarchis has a masters degree in Higher Education Development and an undergraduate degree in Communications.  She has a background in Development from the United Way and Shubert Theatre in New Haven.  She is an active leader in the community and has served as a Founder of the Greater New Haven Chamber of Commerce Women's Business Council and Founder of the Greater New Haven Exchange Club.  Ms. DeMarchis is also an Executive Board Member of the Connecticut Association of Fundraising Professionals and serves as a Co-Chair for their Connecticut National Philanthropy Day Conference.
Formal Evaluations
CEO Formal Evaluation Yes
CEO/Executive Formal Evaluation Frequency Annually
Senior Management Formal Evaluation Yes
Senior Management Formal Evaluation Frequency Annually
Non Management Formal Evaluation Yes
Non Management Formal Evaluation Frequency Annually
Collaborations
The Agency on Aging of South Central Connecticut, The Department of Public Health, The Department of Social Services, The City of New Haven, Physician Providers throughout all of Greater New Haven, Yale New Haven Hospital and St. Raphael's campus, The Adler Geriatric Assessment Clinic, The St. Raphael's Geriatric Assessment Clinic campus, The Fair Haven Health Clinic, Southern CT State University, Gateway Community College, The University of New Haven, CT Association of Non-for-Profits Providers for the Aging, Faith Haven Management Team, The Community Foundation for Greater New Haven, American Association of Homes and Services for the Aging, Social Service Agencies throughout the Greater New Haven area, VNA Community Health, VNA of South Central Connecticut, Franciscan Hospice and Home Health Care, The Consultation Center at Yale University, The Yale Child and Adult Center, Hillhouse Center, Wilbur Cross High School, St. Francis School, Clinton Avenue School, St. Francis Church, Center Church, Church of the Redeemer, Chatham Square Neighborhood Association, The Grand Avenue Village Association, Greater New Haven Chamber of Commerce, CT Coalition to Improve End of Life Care, New England Technical Institute, Job Corps, Life Haven, Chapel Haven, Alheimer's Association, the Inter-Agency Council of the Agency on Aging of South Central Connecticut, the RSVP Retired Senior Volunteer Program, Senior Companion Program, the Society of Human Resource Management, the CT Association of Directors of Nursing and National Association of Directors of Nursing, the American College of Healthcare Administrators, the Association for Long Term Care Financial Managers, the Health Education Network, the Workers Compensation Trust, and LeadingAge Connecticut.
Affiliations
AffiliationYear
Greater New Haven Chamber of Commerce1970
Awards
Award/RecognitionOrganizationYear
Pathways to Greatness AwardAmerican Association of Homes and Services for the Aging and Larson Allen, Inc.2010
Best Nursing HomeU.S. News and World Report2010
Five Star Quality RatingU.S. Centers for Medicare and Medicaid2010
Leadership in Healthcare AwardGreater New Haven Chamber of Commerce2008
Good EggCommunity Loan Fund2008
Board Chair
Mr. Alfred Goldberg
Company Affiliation None
Term Jan 2012 to Dec 2014
Email gooser60@aol.com
Board of Directors
NameAffiliation
Mrs. MaryBeth Canavan H. Pearce Real Estate
Ms. Mary E. Davis Yale University
Mrs. Patricia A. GaNun Risk Management Consultant
Mrs. Moira Hambleton Retired
Mr. Richard A. Hutchinson Financial Consultant
Mr. Lawrence Iannotti Retired
Mrs. Lucie Iannotti Retired
Mr. Luis A. Pagan The First Church of Christ in New Haven
Mr. Raymond J. Peach
Mr. William H. Placke
Mr. Harold S. Spitzer Architect
Mr. David H. Stahelski Crossroads Orthopaedic Sub Specialists LLC / Practice Manager
Kevin Twohig M.D.Pulmonary Associates of New Haven PC
Mr. Brian E. Wnek New Haven Health Department
Board Demographics - Ethnicity
African American/Black 0
Asian American/Pacific Islander 0
Caucasian 14
Hispanic/Latino 1
Native American/American Indian 0
Other 0 0
Board Demographics - Gender
Male 10
Female 5
Risk Management Provisions
Accident and Injury Coverage
Automobile Insurance and Umbrella or Excess Insurance
Boiler and Machinery
Builders Risk
Business Income
Accident and Injury Coverage
Automobile Insurance
Automobile Insurance and Umbrella or Excess Insurance
Blanket Personal Property
Boiler and Machinery
Builders Risk
Business Income
Commercial General Insurance
Commercial General Liability
Commercial General Liability and D and O and Umbrella or Excess and Automobile and Professional
Commercial General Liability and Medical Malpractice
Computer Equipment and Software
Directors and Officers Policy
Disability Insurance
Employee Benefits Liability
Employee Dishonesty
Employment Practices Liability
Extra Expense Insurance
Fiduciary Liability
Fine Arts and Collectibles
General Property Coverage and Professional Liability
Improper Sexual Conduct/Sexual Abuse
Internet Liability Insurance
Life Insurance
Medical Health Insurance
Medical Malpractice
Professional Liability
Risk Management Provisions
Special Event Liability
Umbrella or Excess Insurance
Workers Compensation and Employers' Liability
Workplace Violence
Standing Committees
Advisory Board / Advisory Council
Board Development / Board Orientation
Board Governance
Building
By-laws
Campus Planning and Development
Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
Executive
Finance
Membership
Additional Board/s Members and Affiliations
NameAffiliation
Ms. Katrina Clark Fair Haven Community Health Center
Ms. Louise Endel Community Volunteer
Mr. A. Walter Esdaile City of New Haven
Mr. Jerry Frumento West Haven High School, Southern Connecticut State University
Ms. Elizabeth Gambardella Farnam Neighborhood House
Ms. Donna Hunter Hunter's Ambulance
Mr. Ronald Manning City of New Haven
Mr. Thomas McKeon Retired
Mr. Michael Morand Yale University
Mr. Eric H. Opin The Law Offices of Eric H. Opin & Associates LLC
Mr. Alan Plattus Yale University
Ms. Emily Prokop Yale Bookstore
Mr. Anthony Rescigno Greater New Haven Chamber of Commerce
Mr. Michael Rosen Planetree
Ms. Sheila Solernou Gateway Community College
Mr. Stanley Welch Office of Congresswoman Rosa DeLauro
Mr. Donald Werner Retired
CEO Comments
      
 
 
Financials
Fiscal Year Start Oct 01 2014
Fiscal Year End Sept 30 2015
Projected Revenue $15,163,138.00
Projected Expenses $14,440,919.00
Spending Policy N/A
Detailed Financials
Prior Three Years Total Revenue and Expense Totals ChartHelpFinancial data for prior years is entered by foundation staff based on the documents submitted by nonprofit organizations.Foundation staff members enter this information to assure consistency in the presentation of financial data across all organizations.
Fiscal Year201320122011
Total Revenue$13,837,286$13,138,921$9,853,056
Total Expenses$13,679,583$12,817,261$10,441,415
Prior Three Years Revenue Sources ChartHelpThe financial analysis involves a comparison of the IRS Form 990 and the audit report (when available) and revenue sources may not sum to total based on reconciliation differences. Revenue from foundations and corporations may include individual contributions when not itemized separately.
Fiscal Year201320122011
Foundation and
Corporation Contributions
$7,989$56,905$91,901
Government Contributions$44,756$206,000$0
Federal------
State------
Local------
Unspecified$44,756$206,000--
Individual Contributions------
------
$13,681,333$12,781,684$9,645,739
Investment Income, Net of Losses$17,032$5$24,191
Membership Dues------
Special Events$36,560$39,353$88,750
Revenue In-Kind------
Other$49,616$54,974$2,475
Prior Three Years Expense Allocations Chart
Fiscal Year201320122011
Program Expense$11,411,592$10,685,580$8,625,799
Administration Expense$1,975,273$1,805,527$1,493,818
Fundraising Expense$292,718$326,154$321,798
Payments to Affiliates------
Total Revenue/Total Expenses1.011.030.94
Program Expense/Total Expenses83%83%83%
Fundraising Expense/Contributed Revenue328%108%178%
Prior Three Years Assets and Liabilities Chart
Fiscal Year201320122011
Total Assets$20,186,546$20,335,927$19,551,816
Current Assets$2,490,158$2,777,594$1,992,807
Long-Term Liabilities$13,702,753$14,054,715$13,775,633
Current Liabilities$1,382,786$1,337,908$934,376
Total Net Assets$5,101,007$4,943,304$4,841,807
Prior Three Years Top Three Funding Sources
Fiscal Year201320122011
Top Funding Source & Dollar AmountIndependent Outdoor $7,000Medicaid & Other $7,485,643Medicaid & Other $5,955,893
Second Highest Funding Source & Dollar Amount --Private Sector $2,568,326Private Sector $1,882,705
Third Highest Funding Source & Dollar Amount --Federal Government $1,374,731Federal Government $791,727
Solvency
Short Term Solvency
Fiscal Year201320122011
Current Ratio: Current Assets/Current Liabilities1.802.082.13
Long Term Solvency
Fiscal Year201320122011
Long-Term Liabilities/Total Assets68%69%70%
Capitial Campaign
Currently in a Capital Campaign? No
Comments
CEO Comments The financial difference of 722,219 for fiscal year 2014-2015 will be spent on Capital Improvements. 
Foundation Staff Comments

This profile, including the financial summaries prepared and submitted by the organization based on its own independent and/or internal audit processes and regulatory submissions, has been read by the Foundation. Financial information is inputted by Foundation staff directly from the organization’s IRS Form 990, audited financial statements or other financial documents approved by the nonprofit’s board. The Foundation has not audited the organization’s financial statements or tax filings, and makes no representations or warranties thereon. The Community Foundation is continuing to receive information submitted by the organization and may periodically update the organization’s profile to reflect the most current financial and other information available. The organization has completed the fields required by The Community Foundation and updated their profile in the last year. To see if the organization has received a competitive grant from The Community Foundation in the last five years, please go to the General Information Tab of the profile.

Address 118 Clinton Avenue
New Haven, CT 065133100
Primary Phone 203 562-7222
Contact Email dhunter@marywade.org
CEO/Executive Director Mr. David V. Hunter
Board Chair Mr. Alfred Goldberg
Board Chair Company Affiliation None

 

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