Orchard House
421 Shore Dr
Branford CT 06405
Contact Information
Address 421 Shore Dr
Branford, CT 06405-
Telephone (203) 481-7110 x
Fax 203-481-2064
E-mail info@theorchardhouse.org
Web and Social Media
Mission
The mission of Orchard House is to restore, maintain or improve a clients' functional abilities and enhance their quality of life by providing a therapeutic setting that encourages independence and fosters friendship.

Additionally, Orchard House provides respite to families and caregivers.

At A Glance
Year of Incorporation 1982
Former Names
East Shore Regional Adult Day Care Center, Inc.
Organization's type of tax exempt status Public Supported Charity
Organization received a competitive grant from the community foundation in the past five years Yes
Leadership
CEO/Executive Director Ms. Stephanie Evans-Ariker
Board Chair Mr. Albert Canosa
Board Chair Company Affiliation Mosaic Printing
Financial Summary
Revenue vs Expenses Bar Graph - All Years
Statements
Mission The mission of Orchard House is to restore, maintain or improve a clients' functional abilities and enhance their quality of life by providing a therapeutic setting that encourages independence and fosters friendship.

Additionally, Orchard House provides respite to families and caregivers.

Background
Orchard House has been providing aging adults with day programming and medical services, in a safe and nurturing environment, for over 30 years. For family caregivers, the services offered by Orchard House are invaluable as a source of respite from the difficulties of caring for an aging loved one.
 
Onsite RN's provide nursing care, medication management,  and social service coordination to aging adults while attending the day program.  Certified Nursing Assistants and support staff provide personal care, dietary support, and financial assistance to clients and their families.
 
Transportation in wheelchair equipped vans allows seniors with mobility issues, who may otherwise be confined to their home, the ability to attend Orchard House and receive therapeutic programming, nursing care, and nutritious meals daily.
 
A Certified Dementia Practitioner and Recreation Therapist creates programming that addresses the needs and interests of Orchard House clients.  Programs such as Expressive Arts, gardening, musical entertainment, Pet Therapy, intergenerational programs, and computer classes are just a few of the offerings that Orchard House clients enjoy which  improve overall emotional, social, and medical well-being.
 
The Dementia Care Program addresses the individualized needs of clients and their families who have been diagnosed with a Dementia related disorder. For family caregivers who desire more support in their role, Orchard House offers a Caregiver Support group monthly, along with educational seminars given by professionals in the field of aging.  
Impact
Accomplishments:
1. In July 2014, Orchard House was recognized as a "Champion in Action", for strengthening communities through family support, by Citizen's Bank & WTNH News 8.  
2. "Dementia Care Program" has decreased short term hospitalizations for members by 29% . The program is providing services to adults ages 52-101 who are living with the disease at different stages. The program offers specialized care to aging adults living with a dementia related disorder and supportive services to the family caregivers. Staff wide training is provided annually to educate and empower Orchard House staff to better care for participants with a dementia related diagnosis.
3. Expansion of the Expressive Arts Therapy program which encourages member participation in various art forms.  
4. Collaboration with a local Gerontologist in providing educational classes to family caregivers which responded to some of the biggest issues/concerns for families caring for loved ones. 
5. Overall member participation has increased by 27% . 
 
Goals:
1. Expand Board of Directors to include members with specific skills such as fund development, public relations/marketing , & IT
2.Complete Strategic Plan
3.Develop a Bequest Program
4. Increase donor database by 10%
5. Expand our transportation to include medical transportation.
 
 
Needs
1. Pro-Bono Transportation Consultant to assist with determining whether Orchard House has the capacity to expand into medical Transportation.
 
2. Donor support in the amount of $25,000 to underwrite expansion of medical transportation services to older adults with functional disabilities in the broader community.
 
3. Board expansion to include specific skill sets such as outreach/marketing, transportation, and technology 
 
4. Landscaping/gardening volunteers to assist with ongoing upkeep of outdoors gardens & pond.  
 
Service Categories
Primary Organization Category Human Services / Residential Care & Adult Day Programs
Secondary Organization Category Health Care / Patient & Family Support
Areas Served
Branford
East Haven
Guilford
New Haven
North Branford
Shoreline
Programs
Description
1.Nursing Care and oversight
2. In home assessments and case management
3.Medication management
4.Dementia Care Program
5.Handicap accessible transportation
6.USDA approved breakfast, hot lunch, and mid-day snack served daily
7.Therapeutic programming structured to meet the social, emotional, and medical needs of clients
8.Caregiver support group
9.Financial assistance for clients and families
10. Caregiver training and educational support .
 
Population Served Aging, Elderly, Senior Citizens / Families / Elderly and/or Disabled
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.
*100% of members show reduced risk of social isolation
*70% reduced risk of depression related to isolation
*45% improvement in cognitive awareness 
 
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.
*Aging adults are able to remain as valuable members of the community
*Reduces risk of premature institutionalization
*Improves quality of life of aging adult and family caregiver
*Reduces caregiver stress and burnout 
*Minimizes financial hardship on caregiver 
*Improvement in overall health outcomes due to nursing oversight and intervention 
 
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.
The program at Orchard House is audited annually by the Agency on Aging, the USDA, DOT, and CAADC
Program Comments
CEO Comments
Orchard House serves aging adults, and their families, regardless of race, religion, or socio-economic background creating a culturally rich day program. The client mix is diverse ranging in age from 31 to 101 years young, with acute and chronic medical needs including diabetes, cardiovascular issues, COPD, Parkinson's Disease, and dementia; just to name a few.
 
Because many of the clients served are low income, Orchard House receives funding from state and federal programs. Unfortunately, all of these programs have seen reductions in funding which directly affect Orchard House and the aging population served in the Greater New Haven community.
 
In addition to budget cuts for current members, Orchard House is also dealing with a new "crisis"; an increase in requests for dementia care for those living with younger onset dementia (younger than 65 years of age).  As it stands, most services for aging adults only address the needs of "seniors" or those over 65 years of age, therefore leaving those younger than 65 with very few financial resources to support necessary care.  Orchard House has set up a scholarship for these members and others who need a program like ours but cannot afford it due to financial hardship. 
 
Due to the economic landscape and the anticipated cuts to these programs in the future, Orchard House recognizes the need for increased outreach to educate and engage the community. Areas of importance to highlight to members of the community speak to the value of Orchard House in the medical, social, and respite services offered to seniors and their caregivers in a financially responsible manner.  Orchard House can provide much needed nursing care, along with cultural and social enrichment, at a much lower cost than in home care or a long term care setting. 
 
CEO/Executive Director
Ms. Stephanie Evans-Ariker
Term Start Feb 2012
Email sevans-ariker@theorchardhouse.org
Experience
The Executive Director has over 19 years of clinical and management experience, in both acute and long term care settings, which include hospitals, independent & assisted living and dementia care communities, as well as a geriatric care management company.
 
The Executive Director has led cross-discipline teams, coordinated complex care delivery programs; built fiscally sound organizations and developed client-centered care plans. She has successfully transitioned operations following a company acquisition and built operational controls and client and staff morale following rigorous state inspections.
 
While at Orchard House, the Executive Director has focused on increasing outreach and fund development opportunities, updating standards of care, and improving internal operational procedures. 
 
To further address the issues of concern for aging adults and their family members, the Executive Director serves as a member on the Advisory Council for the Agency on Aging of South Central Connecticut and on the  Board of Directors of the Connecticut Coalition on Aging.  The Director is also currently serving as the Vice President of the Interagency Council on Aging of South Central Connecticut. 
 
The director is also active with other affiliations with a focus on aging matters  such as the Shoreline Eldercare Alliance, the CT. Association of Adult Day Centers,  and the Greater New Haven Senior Network. 
 
 
 
 
 
Staff
Number of Full Time Staff 5
Number of Part Time Staff 16
Number of Volunteers 25
Number of Contract Staff 0
Staff Retention Rate 75%
Staff Demographics - Ethnicity
African American/Black 1
Asian American/Pacific Islander 0
Caucasian 19
Hispanic/Latino 1
Native American/American Indian 0
Other 0 0
Staff Demographics - Gender
Male 7
Female 14
Unspecified 0
Former CEOs and Terms
NameTerm
Mr. Thomas Romano June 1982 - Aug 2011
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
Affiliations
AffiliationYear
Greater New Haven Chamber of Commerce2014
Awards
Award/RecognitionOrganizationYear
Champion in ActionCitizens Bank2014
Comments
CEO Comments
Orchard House is certified under the CT. Association of Adult Day Care Centers (CAADC) and has contracts with the CT. Dept. of Social Services, Agency on Aging, the USDA, and DOT and works closely with the VA to provide services to veterans.
 
The industry of adult day care continues to struggle when competing with other long term care options such as residential facilities or home health care. 
Since adult day services are not covered by Medicare, seniors most often choose services that require less out of pocket expense on their part, and therefore, choose staying at home alone or with an occasional visiting nurse instead to render "as needed" care.
 
On a state level, adult day services are reimbursed at rate of $70.22 per client/ per day, far below the cost of running such a program ($102.00 per client/per day).  Because of the disparity,  Orchard House has to bridge the gap through private donations and alternate funding sources in order to continue serving the most vulnerable aging population.
 
From a federal standpoint, programs that have historically supported Orchard House services (Title III, Title 19, DOT)  are continuing to be reduced as a result of economic instability but, in doing so, have made no provisions in how to meet the growing needs of the Silent and Boomer generations.
Board Chair
Mr. Albert Canosa
Company Affiliation Mosaic Printing
Term Jan 2017 to Dec 2020
Board of Directors
NameAffiliation
Ms. Judy Barron Community Dining Room
Mr. Edward Burke Shoret Beach Business Solutions
Ms. Joanne DePalma Financial Services
Ms. Mary Hahn Community Volunteer
Mr. Edward Lazarus Shoreline Chamber of Commerce
Mrs. Jan Lougal East Haven Senior Center
Miss Nicole Marcus New Haven Board of Education
Ms. Mary Underwood Artis Senior Living
Ms. Patti Urban Comfort Keepers
Mrs. Janet Woxland Branford Hills Health Center
Ms. Dorian Yanez Digital Marketing Strategist & Coach
Board Demographics - Ethnicity
African American/Black 0
Asian American/Pacific Islander 0
Caucasian 12
Hispanic/Latino 0
Native American/American Indian 0
Other 0 0
Board Demographics - Gender
Male 3
Female 9
Governance
Board Term Lengths 3
Board Term Limits 2
Written Board Selection Criteria Under Development
Written Conflict of Interest Policy Yes
Percentage Making Monetary Contributions 100%
Percentage Making In-Kind Contributions 100%
Constituency Includes Client Representation Yes
Risk Management Provisions
Workers Compensation and Employers' Liability
Commercial General Liability and D and O and Umbrella or Excess and Automobile and Professional
Standing Committees
Board Governance
Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
Finance
CEO Comments
Orchard House is currently in the process of expanding the Board of Directors to include members of the community with diverse backgrounds and skill sets. Prospective Board member skills in most need include fund development and transportation experience. 
 
 
 
Financials
Fiscal Year Start Jan 01 2017
Fiscal Year End Dec 31 2017
Projected Revenue $885,000.00
Projected Expenses $900,000.00
Spending Policy N/A
Credit Line No
Reserve Fund Yes
Documents
Form 990s
Form 9902015
Form 9902014
Form 9902013
Form 9902012
Form 9902011
Form 9902010
Form 9902009
IRS Letter of Exemption
IRS letter
Other Documents
Other Documents 3
NameYear
Key Compensation Policy2011View
Limited English Proficeincy Plan2011View
Detailed Financials
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 Year201520142013
Foundation and
Corporation Contributions
$113,876$180,790$126,890
Government Contributions$43,259$38,923$82,869
Federal------
State------
Local$43,259$38,923--
Unspecified----$82,869
Individual Contributions------
------
$743,476$645,227$517,271
Investment Income, Net of Losses$131,212$31,705$10,215
Membership Dues------
Special Events$11,790$11,285--
Revenue In-Kind------
Other$1,200$812$1,613
Prior Three Years Expense Allocations Chart
Fiscal Year201520142013
Program Expense$723,074$631,279$683,195
Administration Expense$86,274$137,895$55,083
Fundraising Expense$7,716$5,587$5,909
Payments to Affiliates------
Total Revenue/Total Expenses1.281.170.99
Program Expense/Total Expenses88%81%92%
Fundraising Expense/Contributed Revenue5%2%3%
Prior Three Years Assets and Liabilities Chart
Fiscal Year201520142013
Total Assets$1,059,626$942,820$855,096
Current Assets$829,301$696,368$577,495
Long-Term Liabilities----$14,614
Current Liabilities$21,513$22,117$37,450
Total Net Assets$1,038,113$920,703$803,032
Prior Three Years Top Three Funding Sources
Fiscal Year201520142013
Top Funding Source & Dollar AmountTown of Branford $96,000Town of East Haven $10,000Town of Branford $96,000
Second Highest Funding Source & Dollar AmountTown of East Haven $10,000Town of Guilford $10,000Town of Guilford $10,000
Third Highest Funding Source & Dollar AmountTown of Guilford $10,000Guilford Community Fund $8,500Town of East Haven $10,000
Solvency
Short Term Solvency
Fiscal Year201520142013
Current Ratio: Current Assets/Current Liabilities38.5531.4915.42
Long Term Solvency
Fiscal Year201520142013
Long-Term Liabilities/Total Assets0%0%2%
Capitial Campaign
Currently in a Capital Campaign? No
Comments
CEO Comments
Historically, Orchard House has always relied on "word of mouth" and has relied on financial support through family members and others closely linked to the organization.  The current ED and Board members understand that Orchard House needs to refresh its outreach efforts to capture the  growing audience of donors and to stay relevant in the nonprofit landscape. 
 
Orchard House has created a modified Development Plan and will be putting it in place for 2015 with a review at the end of the 2nd quarter.  Additionally, Orchard House will be creating a Bequest Program.  
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 421 Shore Dr
Branford, CT 06405
Primary Phone 203 481-7110
Contact Email info@theorchardhouse.org
CEO/Executive Director Ms. Stephanie Evans-Ariker
Board Chair Mr. Albert Canosa
Board Chair Company Affiliation Mosaic Printing

 

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