Agency on Aging of South Central Connecticut
One Long Wharf Drive, Suite 1L
New Haven CT 06511
Contact Information
Address One Long Wharf Drive, Suite 1L
New Haven, CT 06511-
Telephone (203) 785-8533 x
Fax 203-785-8873
E-mail info@aoascc.org
Web and Social Media
Mission
The Mission of the Agency on Aging of South Central Connecticut is to empower adults to remain as independent and engaged as possible within their communities through advocacy, information and services.  
At A Glance
Year of Incorporation 1974
Former Names
South Central Connecticut Agency on Aging
Organization's type of tax exempt status Public Supported Charity
Organization received a competitive grant from the community foundation in the past five years No
Leadership
CEO/Executive Director Theodore Surh
Board Chair Mr. Robert Bohannon
Board Chair Company Affiliation Retired
Financial Summary
 
Projected Revenue $13,209,810.00
Projected Expenses $13,495,260.00
Statements
Mission
The Mission of the Agency on Aging of South Central Connecticut is to empower adults to remain as independent and engaged as possible within their communities through advocacy, information and services.  
Background
HISTORY

The Agency on Aging of South Central Connecticut, Inc. (AASCC), incorporated in 1974, was the first established agency on aging in the state of Connecticut. It now acts in partnership with four other regional agencies on aging to serve the needs of elderly individuals throughout the state.  AASCC serves consumers in the 20 towns surrounding New Haven.  In 1996, AASCC was awarded the south central region contract for the Connecticut Home Care Program Elders (CHCPE) through a competitive bid process. For the purposes of providing CHCPE services, assumption of this contract expanded the agency’s original south central Connecticut service area by seventeen towns that lie in the eastern region of the state.

 
PURPOSE

The Older Americans Act intends that the Area Agency on Aging shall serve a wide range of functions related to advocacy, planning, coordination, inter-agency linkages, information sharing, brokering, monitoring and evaluation, designed to lead to the development or enhancement of comprehensive and coordinated community based systems in or serving each community in the planning and service area. 
The AASCC provides caremanagement services through the CHCPE & Statewide Respite;  Information and assistance to caregivers through the Family Caregiver Support Program; Medicare & Medicaid counseling through the CHOICES program; financial literacy throught the CT Money School; nutrition assessment through the Home Delivered Meals program; employment counseling and training through the Senior Employment Program; volunteer opportunities through RSVP; mentoring and support to school children through Experience Corps and health & wellness progress through our Outreach Programs. In addition, AASCC convenves the Interagency Counsel, a group of health and social service providers who work with older adults in the greater New Haven area.
Impact

Accomplishments 2013:

1)     Information counselors provided assistance to 12,931 callers.  3,422 callers were assisted with Medicare issues and 9,498 older adults and individuals with disabilities received information and assistance about community resources.
2)  319 individuals received assessments for Meals on Wheels.
3)  Nearly 3,200 individuals remained safely and comfortably in their own homes as a result of care management services. 
4)  73 individuals were assisted as they transitioned from institutional settings to living at home in the community.
5)  Vulnerable older adults were provided support to help reduce the risk of their readmission to the hospital.
6)  Presentations about community resources were given at locations throughout south central Connecticut.
7)  10,000 hours of literacy tutoring and classroom assistance were provided to K-4 students in Hamden and, for the first year, a school in New Haven. 
8) 20,000 hours of services were added to the New Haven community's effort to improve educational opportunities for its students, achieved by the expansion from 8 to 14 volunteers.
9) Over 145,000 volunteer hours were given, providing companion services to frail older adults and mentoring to children.
10) Older adults were given assistance to achieve financial security. 
11)  43 older adults  received skills and employment training, and ten were successfully placed into unsubsidized employment.
12)  90 people completed a 10-week Moving for Better Balance (Tai Chi) training.
13) Almost 100 works of art were displayed by local older adults at our first annual Art Show.
14) Twenty-one centenarians from nine towns were honored at our 27th annual Centenarian Luncheon. 
Needs
1)    Need to enhance infrastructure of our current IT capacity to improve management of data, ensure adequate disaster recovery, and ability for staff to access data and intranet in the field.

2)  Need to expand our ability to meet the increased demand for services due to an increasing population of older adults and down-turn in economy, including resources to provide additional information services ($100,000), employment counseling and placement ($95,000) and care management for persons that do not qualify for government programs ($100,000).
 
3)  Need to expand opportunities for baby boomers to engage more effectively with the agency.
 
 
4) Need to identify revenvue sources that will increase sustainability in the face of decreasing state and federal resources.
CEO Statement
AASCC continues its commitment to identifying and addressing the needs of older adults and individuals with disabilities in our region.  The severe economic climate in which we operate necessitates our commitment to becoming a more self-sustainable organization.  We will accomplish this by expanding our reach into local communities and developing new revenue opportunities.
Redesigning our workflow, updating our IT capacity and building our brand will enable us to meet the challenges we face as a non-profit dedicated to continuing to support people in their desire to remain active and independent in the community.
Board Chair Statement

I began my volunteer work with the Agency on Aging of South Central Connecticut in the fall of 2005 when I trained to become a CHOICES counselor, which involves health insurance assistance, outreach, information and referral, counseling, and eligibility screening for older adults and individuals with disabilities. The introductory year for the Medicare Prescription Drug Program was 2006, and it was the year I came face-to-face with the needs and fears of older adults. Helping these folks understand programs available to them, information that arrives in their mail, determining their eligibility for assistance provided through state and federal programs, and explaining their Medicare benefits and how to avail themselves of available services became the most important and rewarding activity of my retirement.

Shortly after I became an active volunteer at AASCC, I was privileged to become a member of the Board of Directors, which provided a much expanded opportunity to see and learn firsthand how AASCC employees and volunteers devote their efforts to advocacy, coordination, and execution of a plethora of programs designed to fulfill the mission of empowering older adults and people with disabilities to remain as independent and engaged as possible within their communities. Because I believe so deeply in providing assistance to older adults and individuals with disabilities, I have continued my volunteer CHOICES counseling activities even as I have become the President of our Board. Through the privilege of both positions I am able to see “from the top down” and “the bottom up” the great good that  people do for others and the sincere appreciation of those in need. It is also a vantage point to see the needs of our most vulnerable citizens.

Our Board, Advisory Council, employees, and volunteers work diligently on a daily basis to provide for the needs of our constituents, even as funding for programs is being curtailed and programs are scaled back or eliminated. The program reductions and eliminations typically affect the most vulnerable among us, and as these realities set in, our employees are re-doubling their efforts, and at times at personal sacrifice, to continue providing the quality and level of service that has made our Agency great.

AASCC has highly trained and competent people to implement and oversee programs such as the Connecticut Home Care Program for Elders, which serves over 3,000 clients; Veterans Directed Home and Community Based Services Program, which serves veterans of any age who are at risk of nursing home placement and their caregivers; Respite Care Management programs which provide much needed services for caregivers who have family members with physical and/or cognitive disabilities; and numerous other programs such as home-delivered and congregate meals, adult day care, transportation, legal, homemaking, and in-home support services; volunteer opportunities, and health screening and promotion.

It is understandable that providing these programs at any level requires adequate funding and, as the state and federal funding is insufficient to meet the growing needs of our community, it is incumbent on all of us to do what we can to help the less fortunate, whether it is through volunteering our time or sharing our resources.

Service Categories
Primary Organization Category Health Care / Community Health Systems
Secondary Organization Category Human Services / Developmentally Disabled Services/Centers
Tertiary Organization Category Human Services / In-Home Assistance
Areas Served
In a specific U.S. city, cities, state(s) and/or region.
Ansonia
Bethany
Branford
Derby
East Haven
Guilford
Hamden
Lower Naugatuck Valley
Madison
Milford
New Haven
North Branford
North Haven
Orange
Oxford
Seymour
Shelton
Shoreline
Wallingford
West Haven
Woodbridge
Other

The agency serves the twenty towns of Greater New Haven.  Additionally, the agency also administers the Connecticut Homecare Program for Elders in Centerbrook, Chester, Clinton, Cromwell, Deep River, Durham, East Haddam, East Hampton, Essex, Haddam, Higganum, Ivoryton, Killingworth, Lyme, Middlefield, Middletown, Moodus, Northford, Old Lyme, Old Saybrook, Portland, Rockfall, Westbrook

Programs
Description

The Care Management Department empowers older adults and persons with disabilities to remain in the community as independently as possible with the highest personal quality of life.  The department provides comprehensive assessments, advocacy, information, and care management services addressing both short and long term needs.  Payment for homecare services can be secured through the many publicly funded programs administered within this department.  

Population Served Elderly and/or Disabled / Other Health/Disability / Poor,Economically Disadvantaged,Indigent
Program is linked to organization’s mission and strategy Yes
Program is frequently assessed based on predetermined program goals 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.

·        Reduce readmissions to the hospital within the first 30 days by 20%.

·        Reduce admission to skilled nursing facilities by 5%.

·        Improve participants of the Care Management Department programs quality of life response on client satisfaction surveys by 2%.

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.

To allow frail elders and individuals with disabilities to remain in the community as functionally independent as possible with the highest personal quality of life. 

Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.

Success of the program is monitored through client database reporting as well as client satisfaction surveys.

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

•        As part AASCC's effort to helpConnecticutrebalance long-term care, Money Follows the Person (MFP) transitioned 69 individuals to community living, 97% of whom continued to live in the community at year-end.

•        AASCC purchased a total of $1,879 worth of necessary items for 21 individuals via the staff and board-supported Client Fund.

•        The Bridge Program supported 39 individuals with a median age of 76, 61% of whom were below 150% of the federal poverty line.

•        CT Home Care Program for Disabled Adults (CHCPD) and CT Home Care Program for Elders (CHCPE) programs served 3,958 individuals 95% of whom credited the program with helping them remain in their homes.

•        The Statewide Respite Care program served 248 individuals; 48% had income below 150% of the federal poverty line.

•        Veterans Directed Home and Community Based Services (VDHCBS) assisted 31 individuals.


 

 

Description

The Aging andDisabilityResourceCenter is a hub of information for older adults, individuals with disabilities across the lifespan, caregivers, and professionals in the aging network.  The information topics include benefits, caregiving, community resources, fraud prevention, housing, Medicaid, Medicare, Long-Term Care health insurance and a wide variety of topics related to aging and independant living.  Additionally the department screens for benefits eligibility, assists with the completion of benefits applications and counsels individuals and their families on options for long-term care. Programs includes CHOICES, Community Choices (ADRC), Senior Medicare Patrol, Tai Chi and the National Family Caregiver Support Program. The CT Money School provides financial education to equip indivdiuals living in nursing homes with the skills needed to manage their budgets when returning to the community.

Population Served Elderly and/or Disabled / Adults / Unemployed, Underemployed, Dislocated
Program is linked to organization’s mission and strategy Yes
Program is frequently assessed based on predetermined program goals 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.

·        Provided evidenced-based Tai Chi programs at nine locations to 130 older adults.

·        Provided financial literacy education at 55 locations to 300 participants.

·        Provided options counseling services to consumers with disabilities and their family caregivers to 86 families.

·        Organized Greater New Haven Senior, Disability & Caregiver Expo attended by 1,200 older adults and people with disabilities.

·        Hosted Fearless Caregiver Conference for 309 family caregivers.

·        Responded to requests for information and assistance from 18,000 callers.

·        Completed 700 nutrition assessments and reassessments for older adults in need of home-delivered meals.

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.

·        Operate the CHOICES program with 93 volunteers for the past 15 years.

·        Provide information, assistance, training, and support group services to family caregivers since the inception of the National Family Caregiver Support Program in 2000.

·        Convene Hispanic Outreach Plan for Elders (H.O.P.E.) for service providers to improve the Hispanic community's connections with the aging network resulting in enhanced program for Hispanic older adults throughout the region since 2005.

·        Provide expert information and assistance to consumers and professionals for the past 30 years.

·        Established the first Aging & Disability Resource Center in Connecticut in 2008.

Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.

·        Quarterly reporting to the Department of Social Services (DSS) for the CHOICES program, Family Caregiver program, and Senior Medicare Patrol.

·        Monthly reporting to the Department of Social Services (DSS) for nutrition assessments.

·        Biannual reporting to the AASCC Grants and Communications Department for information and assistance and Tai Chi programs.

·        Social Assistance Management System (SAMS) reporting to the Department of Social Services for caregiver training and nutrition assessments.

·        Grant reporting to private funders per requirements.

·        Monthly reporting to the Centers for Medicare & Medicaid Services for health insurance counseling, fraud and safety counseling, and outreach.

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

·        1,200 people attended the annual Greater New Haven Senior, Disability & Caregiver Expo.

  309 family caregivers attended the annual Fearless Caregiver Conference.

·        130 older adults learned Tai Chi. This program uses the U.S. Administration on Aging's evidence-based Tai Chi model.

·        18,000 callers received information and assistance counseling services.

·        Participated in achieving  CT's  ranking of second in United States for Medicare outreach activities.

Description

The Volunteer and Training Department provides volunteer and employment  Opportunities for older adults aged 55+. The volunteer programs place older volunteers  in rewarding positions  at over 100 local not-for-profit organizations. Several programs offer stipends to eligible individuals who are interested in serving as mentors/tutors to children or interested in serving as companions to frail older adults. The senior employment program assists income eligible individuals 55+ to find part-time employment and offers training opportunities to individuals looking to start a new career or to develop new skills that will lead to employment. Working with area school systems, Experience Corps provides seniors as tutors to school aged children.

Population Served Adults / Aging, Elderly, Senior Citizens / Other Economic Level
Program is linked to organization’s mission and strategy Yes
Program is frequently assessed based on predetermined program goals 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.

·        Provided volunteer opportunities for 450 individuals age 55+.

·        Provided employment and training opportunities for 50 individuals age 55+.

·        Provided tutoring opportunities for 35 older adults age 55+.

·        Provided one-to-one companionship to 17 older adults with intellectual disabilities.

·        Provided 10 individuals with the opportunity to serve as VISTA volunteers in theNew Haven.


 

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.

·        Provided meaningful volunteer opportunities  for older adults for the past 25 years.

·        Increased employment and income security for older workers for the past 15 years.

·        Increased community participation to older adults with intellectual disabilities for the past 25 years.

·        Increased literacy skills to children through tutoring by older adults for the past seven years.

·        Placed over 100 older workers  ( 30% of program participants ) into unsubsidized employment and improved their economic security


 

Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.

 

·        Annual onsite program visit from Department of Social Services (DSS) staff and annual program reports.

·        Annual onsite program visit from Department of Developmental Services (DDS) staff and annual program reports.

·        Annual onsite program visit from Corporation for National and Community Service (CNCS) staff and annual program progress reports.

·        Annual Experience Corps tutoring effectiveness evaluation.

·        Annual RSVP volunteer surveys and site visits.

 

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

·        One hundred forty-six (146) older adults and adults with disabilities were screened for benefits and entitlements through the RSVP Benefits CheckUp Program.

·        Senior Community Service Employment Program (SCSEP) enrolled 50 older workers, successfully placed 15 into unsubsidized employment, and provided over 3,000 hours of computer training to 50 program participants.

·        Experience Corps enrolled 37 older adults as literacy tutors in nineHamdenelementary schools and provided more than 10,000 hours of service. Literacy assessment scores improved in 88% of students assigned to Experience Corps tutors, and Experience Corps members gave more than 4,000 new and gently used books to children attending community events inHamdenandNew Haven.

·        Senior companions and foster grandparents provided 150,000 cumulative hours of service to frail older adults and children with special needs.

·        Opportunities for Older Adults (OOA) provided 7,800 hours of service to older adults with developmental disabilities. 

Description

The Grants and Communications Department evaluates proposals, allocates funding, and oversees Older Americans Act Title III funds and state funds that support in-home and community-based services for individuals age 60 and older. Requests for proposals are issued annually. The department also advocates and educates elected officials and the public on the needs of older adults and individuals with disabilities, seeks and pursues private and public funding opportunities to offset programmatic costs, and increases awareness of AASCC events and services through social media, public relations, and print media.

Population Served Aging, Elderly, Senior Citizens / At-Risk Populations / US& International
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.

·        Award Older Americans Act (OAA) Title III funds to one additional agency or program to provide mental health outreach and counseling services to older adults.

·        Convene mandatory technical assistance trainings at least annually for all grantees to increase the quality of funded services by providing information on long-term care programs, navigating the provider network maze and best practices for serving older adults.

·        Obtain funding from five new private or public grant-making organizations to increase program capacity.

·        Work with elderly nutrition providers to open a second congregate restaurant meal site and/or an evening meal site at a senior housing complex.

·        At least 30% of clients receiving Title III in-home services are not admitted to a long-term care institution for at least six months after receiving initial services.

·        At least 40% of clients receiving Title III home delivered meals will have a nutritional risk score that has not increased after 12 months of continuous meal program participation.

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.

·        Partner with local transportation providers to develop and implement a mobility management model that will provide non-emergency medical transportation more efficiently and cost-effectively to a greater number of older adults.

·        Increase departmental staff’s cultural competency in order to enhance the capacity for Title III-funded programs to serve older adult Latinos with culturally relevant services.

·        Provide services that increase the ability of older adults to remain in their homes with the highest possible quality of life for as long as possible.

·        Develop a fundraising model that increases the amount of nongovernmental dollars coming into the agency by 10% annually.

·        Increase awareness, advocate and educate state and municipal leaders and the public about the needs of AASCC’s constituencies through an increasingly sophisticated mix of social media, public relations and print media.

Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.

Success of the department is monitored through grantee reporting, regular site visits to provider organizations, programmatic and fiscal assessments by the Connecticut Department of Social Services, success in obtaining additional funding from private and public entities, event attendance, and media coverage.

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

·       AASCC convened a group of transportation providers who submitted a federal funding application to create and implement a mobility management model.

·       AASCC recruited a second agency to provide mental health outreach and counseling for two years.

·       Successfully advocated to restore the cut to the Statewide Respite Program included in the Governor’s FY’13 Mid-Term Budget.

Program Comments
CEO Comments
The economic climate in which we operate has inspired AASCC to to become a more self-sustaining organization.  Our target population continues to be low-income older adults and persons with disabilities but we are expanding our services to encompass all individuals who can use our services.  We are creating and providing programs and opportunities to interact with staff which can become revenue generating sources.  We will  fill an information gap that exists and help ensure the  economic viability of our organiazation well into the future.  Creative use of technology will expand our capacity to serve more people without expanding our organizational base.
CEO/Executive Director
Theodore Surh
Term Start Dec 2012
Email tsurh@aoascc.org
Experience
Ted Surh is the former CFO of AASCC.  He assumed the position of acting director  CEO in August of 2012. He has an MBA and has worked extensively in healthcare and health insurance prior to his employment at AASCC.  He brings an innovative approach to non-profit management which will enable the agency to move forward in a competitive environment.
Co-CEO
Experience
      
   
Staff
Number of Full Time Staff 121
Number of Part Time Staff 30
Number of Volunteers 3
Number of Contract Staff 0
Staff Retention Rate 80%
Staff Demographics - Ethnicity
African American/Black 32
Asian American/Pacific Islander 1
Caucasian 104
Hispanic/Latino 14
Native American/American Indian 0
Other 0 0
Staff Demographics - Gender
Male 8
Female 143
Unspecified 0
Former CEOs and Terms
NameTerm
Ms. Neysa Stallman Guerino Oct 1989 - Oct 2012
Senior Staff
Title Human Resources Director
Title Aging and Disability Resources Center Director
Title Volunteer and Training Director
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

AASCC’s Grants Department currently collaborates with 19 grantee organizations. The Care Management Department contracts with 101 home and community-based service providers. The Volunteer and Training Department has 111 memorandums of understanding (MOUs) with volunteer placement organizations, 23 MOUs with potential employers for older adults, eight MOUs withHamdenpublic schools for volunteer tutor placement, and agreements with five partner organizations for the VISTANew Haven Education Project. The Aging andDisabilityResourceCenterhas MOUs with the Center for Disability Rights, Southern CT State University, Western CT State University, and the CT Department of Social Services for Community Choices. AASCC also collaborates with federal, state, municipal, and local entities such as the CT departments of Developmental Services and Public Health, the Corporation for National and Community Service, the New Haven departments of Elderly and Disability services, VA Connecticut Healthcare, United Way of Greater New Haven, senior centers, and senior housing. AASCC recently partnered with Yale-New Haven Hospital and the Hospital of St. Raphael to form the Greater New Haven Coalition for Safe Transitions and Readmission Reductions.

Awards
Award/RecognitionOrganizationYear
Changing Systems AwardAdministration on Aging/Center for Medicare and Medicaid2010
Comments
CEO Comments
We are in the final stage of our five-year Area Plan which serves as our strategic planning document.  Staff and a consultant are currently developing the plan for the next five years.  The plan will be implemented in October 2013.
Board Chair
Mr. Robert Bohannon
Company Affiliation Retired
Term Oct 2014 to Sept 2017
Email rbohannon@snet.net
Board of Directors
NameAffiliation
Gerald Cohen EsqRetired
Pamela Feinberg Esq.Retired
Carol Grasso Retired
Michael Levine Retired
Donna Levine EsqLaw Office of Donna R. Levine
Patricia Loving Retired
Edward Mapp Retired
Gerald Mattingly Retired
Thomas Penna Elim Park Baptist Home, Inc.
Ginny Steller Retired
Kathleen Tynan-McKiernan RN, MSNYale-New Haven Hospital
Dal Ugrin Retired
Richard Weiss Eder Bros. Inc.
Board Demographics - Ethnicity
African American/Black 1
Asian American/Pacific Islander 0
Caucasian 13
Hispanic/Latino 0
Native American/American Indian 0
Other 0 0
Board Demographics - Gender
Male 7
Female 7
Standing Committees
Executive
Finance
Board Development / Board Orientation
Distributions / Grant Making
Additional Board/s Members and Affiliations
NameAffiliation
Judy Amarone Town of North Haven
Judy Amarone Town of North Haven
Elizabeth Bennett Community Volunteer
Jean Bowen Retired
Jean Cherni Community Volunteer
Stephanie Evans-Ariker Orchard House
Donna Fedus The Consultation Center
Ms. Elieen Flynn Wallingford Senior Center
Tracy Gilbert Mary Wade
Donna Marino Primary Residential Mortgages, Inc.
Brian Nicoletti Woodview Associates
Kathy Pontin FSW Inc. CT
Laura Pringleton Retired
Peaches Quinn Community Volunteer
Lynn Schmidt Assisted Living Services, Inc
Sheri Valentin Gateway Community College
Bonnie Wilkes Municipal Agent - Town of Seymour
Marsha Ziebell Fairbanks Apartments
 
 
Financials
Fiscal Year Start Oct 01 2014
Fiscal Year End Sept 30 2015
Projected Revenue $13,209,810.00
Projected Expenses $13,495,260.00
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$44,481,958$44,853,194$43,361,607
Total Expenses$44,452,864$44,964,359$43,600,003
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
$809,230----
Government Contributions$42,663,937$44,480,407$42,941,694
Federal--$4,808,145$5,187,000
State--$38,762,805$37,390,897
Local--$909,457$363,797
Unspecified$42,663,937----
Individual Contributions$29,810$9,462$6,519
------
$511,484----
Investment Income, Net of Losses$329,614$136,673$128,132
Membership Dues------
Special Events--$162,312--
Revenue In-Kind--$64,340--
Other$137,883--$285,262
Prior Three Years Expense Allocations Chart
Fiscal Year201320122011
Program Expense$42,591,342$43,094,190$41,935,672
Administration Expense$1,861,522$1,870,169$1,664,331
Fundraising Expense------
Payments to Affiliates------
Total Revenue/Total Expenses1.001.000.99
Program Expense/Total Expenses96%96%96%
Fundraising Expense/Contributed Revenue0%0%0%
Prior Three Years Assets and Liabilities Chart
Fiscal Year201320122011
Total Assets$10,183,914$15,914,353$15,594,812
Current Assets$5,231,180$15,740,456$15,362,779
Long-Term Liabilities$479,050$476,207$561,192
Current Liabilities$2,865,491$8,128,457$8,159,698
Total Net Assets$6,839,373$7,309,689$6,873,922
Prior Three Years Top Three Funding Sources
Fiscal Year201320122011
Top Funding Source & Dollar Amount --CT Dept. of Social Services $38,648,395CT Dept. of Social Services $37,502,010
Second Highest Funding Source & Dollar Amount --US DHS via CT DSS $3,023,285US DHS via CT DSS $3,202,531
Third Highest Funding Source & Dollar Amount --CNCS $850,107CNCS $921,176
Solvency
Short Term Solvency
Fiscal Year201320122011
Current Ratio: Current Assets/Current Liabilities1.831.941.88
Long Term Solvency
Fiscal Year201320122011
Long-Term Liabilities/Total Assets5%3%4%
Capitial Campaign
Currently in a Capital Campaign? No
Capital Campaign Anticipated in Next 5 Years? No
Comments
CEO Comments AASCC is in the process of implementing technology updates which will enhance productivity thereby improving financial outcomes.  In addition, AASCC will reduce program expenses in the event final awards and fundraising efforts do not meet revenue shortfall. Final award figures may be received up to June 30 for state funded programs or September 30 for federal funded programs.
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 One Long Wharf Drive, Suite 1L
New Haven, CT 06511
Primary Phone 203 785-8533
Contact Email info@aoascc.org
CEO/Executive Director Theodore Surh
Board Chair Mr. Robert Bohannon
Board Chair Company Affiliation Retired

 

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Ensure Health & Wellness

A healthy community is a rich community. When we enjoy good health, when we engage in wellness activities – and when we support people living with disease or disabilities -- there are profound physical and psychological benefits. Simply put, we are all stronger and happier. To support the health and wellness initiatives in your community is to put good health within reach of all.