Share |

Mae House

 PO Box 2953
 Newport Beach, CA 92659
[P] (714) 478-5557
[F] --
http://maehouse.org
[email protected]
Annie Bevacqua
FOUNDED: 2016
INCORPORATED: 2016
 Printable 1 Page Summary
 Printable Profile
Organization DBA --
Former Names --
Organization received a competitive grant from the community foundation in the past five years No
Employer Identification Number 47-5501988 00000

Summary


--

Mission StatementMORE »

Our mission is to foster a full and abundant life for adults with developmental disabilities within a supportive and loving residential community.

Mission Statement

Our mission is to foster a full and abundant life for adults with developmental disabilities within a supportive and loving residential community.

FinancialsMORE »

Fiscal Year 2018
Projected Expenses $350,040.00
Projected Revenue $276,000.00

ProgramsMORE »

  • Gardening and Nutrition Program
  • Continued Education for Assistants
  • Mae House - General Operations

Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown (%)

No data available

Expense Breakdown (%)

No data available

For more details regarding the organization's financial information, select the financial tab and review available comments.


Overview


Mission Statement

Our mission is to foster a full and abundant life for adults with developmental disabilities within a supportive and loving residential community.

Background Statement

Hannah Mae Slater was born with a seizure disorder and cortical blindness. When she was only 22 months old and undergoing brain surgery, her parents felt it in their hearts that one day (when the time was right) they would establish a loving and supportive group home for their daughter. The seed for Mae House was planted over two decades ago and manifested itself in January 2018, just months after Hannah’s 28th birthday. While the story began with Hannah, it now unfolds with additional families whose lives are forever impacted by the path that brought Mae House into existence. 

As every organization transforms from idea to reality, there are bumps and unexpected turns along the way. However, our focus, vision, and community of grass-roots support ultimately helped open the doors of Mae House, offering opportunity, freedom, and independence for Hannah and the other members of the home. 

Mae House was established as a public entity versus a private residential home in order to be accessible to families across the socioeconomic continuum, without creating a barrier due to finances. Being a public home also means that Mae House receives financial support from the state of California and the local Regional Center; however, relying on this allotment alone would not be sustainable, as Mae House would operate with a substantial deficit.
 

 


Impact Statement

Mae House has taken significant strides in 2018. These accomplishments include:
  1. Official opening of Mae House in January 2018
  2. Actively recruiting our Members, as of July 2018 we have two young women who are embracing their rite of passage from living at home, to Mae House. 
  3. Expanding our scope of fundraising to the greater Orange County and Southern California region, to meet our financial goals and operate a sustainable Home. 

1)Mae House has five stated goals, which are: 

  1. Provide opportunities for Mae House members to experience a happy and fulfilled life. Mae House is a lovely beach cottage, well-maintained, in a clean and safe environment. But life is not intended to be lived at the home; rather to be explored, to visit new places, live and grow and experience life at its absolute fullest.
  2. Provide opportunities for family caregivers to celebrate the innate beauty of their child or sibling. There is a point where a family caregiver’s age prohibits them from providing the best care for their child or sibling. Mae House can be the respite and reprieve for these dedicated, loving and tired family members. 
  3. Increase each member’s independence as much as they are each able. Each member has an individualized plan for their care and development, supporting them as they live their highest quality life.
  4. Facilitate harmonious relationships and quality communication between members and staff. Not only does this create a peaceful living environment, but also promotes social skills for the members.
  5. Pay staff members a living wage. The funding we are allotted from the state and regional center only accommodates a minimum wage pay for this important position. Our strategy of higher pay is to decrease turnover and increase the quality of applicants we receive for these vital staff positions.

Needs Statement

  1. Funding for Staffing: Our greatest need is funding to offer our staff a livable salary. State funding allocates only enough to provide employees with a salary at or slightly above minimum wage. Although there is a clear need for high quality homes for people with developmental disabilities, it is difficult to attract the kind of skilled, passionate employees we need with only the promise of a minimum wage. Typically low salaries coupled with the challenging nature of the work have given the caregiving industry a reputation of having a notoriously high turnover rate. We at Mae House want to provide our residents with the best quality of care while also providing our staff with wages that are both fair and attractive enough to encourage them to stay, thus maintaining a low staff turnover rate. The lower the staff turnover rate, the better it is for our residents, who need the stability of a strong, trusting relationship with their caregivers. We need monetary donations to bridge the gap between what the state allocates for employee salaries, what we would like to offer to attract high caliber employees, and what employees need to stay with us. We need an estimated $10,000 per month in addition to the state provided $15,000 per month to bridge the gap and offer our staff decent wages. 
  2. Funding for Member Programs: At Mae House, we expand experiences and anticipate wants and needs. We offer a wide spectrum of opportunity and then check in with a meaningful “House Meeting” to assess how the experience resonated with each member. Our goal is to broaden each member’s life experiences in a positive way.

CEO Statement

Mae House is unique among Orange County adult residential facilities because of its size. Our first home will house four residents, a decision we based on state research that concluded four residents to a home was the optimum capacity to create a natural, home-like environment. While we can't offer the same social environment as large adult residential facilities like Casa de Amma or Glennwood, because we are such a small facility, we provide a much more intimate, private setting. Our low facility capacity allows for a high resident to staff ratio, leading to an exceptionally high quality of care. Our goal is to keep the resident-to-staff ratio at 2 to 1. With so few residents to focus on, we can also cater our day programs and activities to our residents' individual needs without wasting funding on programs and activities that don't fit our residents' personalities.


Board Chair Statement

The Dream to start an adult residential facility started 25 years ago when our daughter Hannah was recovering from brain surgery. 
 
We purchased a house in a residential community in Newport Beach, CA and started the process. We have since obtained our 502(c)3 non-profit status and are waiting on approval form the local fire authority and the ultimate "waiting" from the State of California site visit for the issuance of a "License" to operate an adult facility for four level three women.
 
The challenges we have faced have been greater than expected for an organization that addresses services that experience a shortage in the marketplace. Time and money required is most likely the main reason for that shortage.
 
Donors are excited and the potential residents are plenty. We continue to anticipate final state approvals. 

Other Ways to Donate/Volunteer

Mae House was contemplatively brought into existence based on the truth that all people with disabilities deserve a wonderful life. A life filled with laughter, support, a nurturing community and love. The community is inclusive and includes family, friends who are family, and volunteers from our Orange County family. Mae House is actively soliciting financial support to bridge the gap between state allocated funding and our actual operating expenses. We accept mail in checks, PayPal payments (Name: Mae House, Merchant ID: NG2E6TJCYS8G2), and in-kind donations. We are now accepting applications for our new volunteer program. If you have any questions about in-kind donations or volunteering, please contact Annie Mai at [email protected]

Geographic Area Served

South Orange County
Mae House is located at 521 Fullerton Avenue, Newport Beach, CA 92663. It is the only Adult Residential Facility for adults with developmental disabilities in the city of Newport Beach. Mae House serves any female adults with a developmental disability diagnosis who meet the qualifications as outlined by Community Care Licensing of CA, Regional Center of OC, and admissions requirements of Mae House.

Organization Categories

  1. Housing, Shelter - Independent Housing for People With Disabilities
  2. Human Services - Developmentally Disabled Services/Centers
  3. Health Care - Health Support

--

Programs


Gardening and Nutrition Program

Mae House is focused on supporting a healthy lifestyle in all aspects of development. Mae House contracts with a nutritionist who plans healthy, nutritious, and well-balanced meals for the members. Another significant component of our program is our raised bed gardens in the back yard. The members help to plant and tend the garden, harvesting vegetables and contributes to their independence and self-care, as they make healthy decisions.

Budget  $4000
Category  Housing, General/Other Housing Expense Assistance
Population Served Adults Elderly and/or Disabled
Program Short-Term Success  Tending and planting the garden provides an outdoor activity on-site that is purposeful and contributes to the wellbeing of the members and the meal-planning. Harvesting fresh herbs, vegetables and fruits allow our members to be an active part of their health and wellness. 
Program Long-Term Success  At Mae House, we intend to provide the highest quality lifestyle for our members. Providing them with a healthy, balanced meal plan supports their physical health, and the gardening offers some autonomy and empowerment over their food choices. 
Program Success Monitored By  Executive Director and Board Members
Examples of Program Success  --

Continued Education for Assistants

At Mae House, as with every other component of our home environment, we want our assistants to be the best. We see them as part of the Mae House family and want to ensure that they have the skills and education necessary to provide excellent care. In addition, it is a priority that our assistants feel cared for, valued, and see the beauty in their service.

Budget  5,000
Category  Housing, General/Other Housing Support
Population Served Adults Elderly and/or Disabled
Program Short-Term Success  Personal development and professional development tends to be "front of mind" after a meaningful conference or seminar. Our members will benefit from this rejuvenation of the staff's spirit and intention, and the staff will benefit from receiving the support and information on how to be the best caregiver they can. 
Program Long-Term Success  In addition to being able to pay our staff a living wage, we also want to invest in their personal and professional development, giving them the tools they need to be their best in their job, and in their interactions with Mae House members. This investment in our staff raises the bar for their contribution to the members, while also giving them value-added opportunities to grow in their career. We believe in the benefit of long-term staff at Mae House, providing the consistency and longevity of relationships developed. As our members age and develop, it is our hope that our staff will grow alongside our members creating a synergistic relationship.  
Program Success Monitored By  Executive Director and Board 
Examples of Program Success  --

Mae House - General Operations

The program at Mae House consists of the following:
  • Care taking of residents
  • Self help activities to encourage residents' autonomy
  • Community connection to foster the residents' involvement with the local community
Budget  350,000
Category  Human Services, General/Other Residential Care for Individuals with Disabilities
Population Served People/Families with People of Developmental Disabilities Adults
Program Short-Term Success 
Short term goals:
  • To fill capacity of Mae House 
  • Support a living wage for staff 
Program Long-Term Success  Long term successes from this program include 
  • Overall well being of Mae House residents
  • Continued financial support from donors
  • Successful implementation of programs for residents and staff
Program Success Monitored By 
Program success is monitored by:
  • Well being of residents
  • Retention of staff members 
Examples of Program Success  --

Management


CEO/Executive Director Annie Mai
CEO Term Start Jan 2018
CEO Email [email protected]
CEO Experience Annie spent 22 years in the Garden Grove United School District as a Teacher, Mentor, Master Teacher, Teacher Trainer and Administrator. Afterwards, she spent two years overseeing the overall care of a special needs adult before joining Mae House as the manager of daily operations and Executive Director. 

Former CEOs and Terms

Name Start End
-- -- --

Senior Staff

Name Title Experience/Biography
-- -- --

Awards

Award Awarding Organization Year
-- -- --

Affiliations

Affiliation Year
-- --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

--

Staff Information

Number of Full Time Staff 1
Number of Part Time Staff 1
Number of Volunteers 0
Number of Contract Staff 0
Staff Retention Rate % 100%
Staff Professional Development Yes

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 1
Caucasian: 0
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 1
Other (if specified): Other
Gender Female: 2
Male: 0
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Under Development
Years Strategic Plan Considers N/A
Management Succession Plan Yes
Organization Policies And Procedures Yes
Business Continuity of Operations Plan Yes

Risk Management Provisions

Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy No
Directors and Officers Insurance Policy Yes

Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency Yes Semi-Annually
Non Management Formal Evaluation and Frequency Yes Quarterly

Government Licenses

Adult Care/Residential Facilities

CEO Comments

Finding qualified, high caliber employees is challenging, especially at a nonprofit, publicly funded adult residential facility. Direct care at a nonprofit organization is hard, demanding work for what is often times minimum wage. Frequently, the best caregivers choose to work at for-profit facilities over nonprofit facilities simply because for-profits can offer better wages. We need funding to make our staff salaries as competitive as those offered high quality, for-profit adult residential facilities and thus attract high quality caregivers. 

Foundation Comments

--

Governance


Board Chair Lizabeth Slater S
Board Chair Company Affiliation Slater Builders
Board Chair Term Jan 2017 - Dec 2019
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Annie Mai Mae House Voting
Jon Marchiorlatti Shea Properties Voting
John Schimmoler RE/MAX Key Properties Voting
Lizabeth Slater Slater Builders Inc. Voting
Edward Slater, III Lyon Communities Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Additional Board Members and Affiliations

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 1
Caucasian: 4
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 2
Male: 3
Not Specified 0

Board Information

Board Term Lengths --
Board Term Limits --
Board Meeting Attendance % --
Written Board Selection Criteria Under Development
Written Conflict Of Interest Policy Under Development
Percentage of Monetary Contributions 0%
Percentage of In-Kind Contributions 100%
Board Orientation Yes

CEO Comments

--

Foundation Comments

--

Standing Committees

    --

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown (%)

No data available

Expense Breakdown (%)

No data available

Fiscal Year Oct 01, 2017 to Sept 30, 2018
Projected Revenue $276,000.00
Projected Expenses $350,040.00
Form 990s

2016 Form 990

2015 Form 990

2014 Form 990

Audit Documents --
IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2016 -- --
Total Revenue $17,700 -- --
Total Expenses $16,181 -- --

Prior Three Years Revenue Sources

Revenue By Revenue Source
Fiscal Year 2016 -- --
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 -- --
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $17,700 -- --
Indirect Public Support -- -- --
Earned Revenue -- -- --
Investment Income, Net of Losses -- -- --
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind -- -- --
Other -- -- --

Prior Three Years Expense Allocations

Expense By Type
Fiscal Year 2016 -- --
Program Expense $14,884 -- --
Administration Expense $1,297 -- --
Fundraising Expense -- -- --
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.09 -- --
Program Expense/Total Expenses 92% -- --
Fundraising Expense/Contributed Revenue 0% -- --

Prior Three Years Assets and Liabilities

Assets and Liabilities
Fiscal Year 2016 -- --
Total Assets $1,519 -- --
Current Assets $1,519 -- --
Long-Term Liabilities -- -- --
Current Liabilities -- -- --
Total Net Assets $1,519 -- --

Short Term Solvency

Fiscal Year 2016 -- --
Current Ratio: Current Assets/Current Liabilities inf -- --

Long Term Solvency

Fiscal Year 2016 -- --
Long-term Liabilities/Total Assets 0% -- --
Endowment Value $0.00
Spending Policy --
Percentage(If selected) --
Are you currently in a Capital Campaign? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? Yes

CEO Comments

One of the greatest challenges Mae House faces as an Adult Residential Facility for adults with developmental disabilities, is raising the funding necessary to provide top quality care and services for our residents. Since the allotment per resident from the state only allows us to pay our staff members at or very slightly above minimum wage, it is challenging for us find experienced people who are passionate and qualified to do the work required yet willing to be paid at such a low rate. Our residents are some of the most marginalized people in society and deserves to live a rich and fulfilling life. Our residents deserve good caregivers and good caregivers deserve a livable wage.

Direct care is hard, demanding work for minimum wage. There is a high rate of turnover amongst direct care providers. With an increased budget, we can reduce the turnover rate by offering a salary above minimum wage while still hiring highly skilled workers. We need donations to help bridge the gap between what the state provides us for employee salaries and what our staff deserve and need in order to stay with us.

Foundation Comments

Summary financial data is per the Form 990s and consultation with the organization. Foundation/corporate and individual contributions are combined under Foundation and Corporation Contributions.

Documents


Other Documents

RCOC Whistleblower Policy (2017)

No Other Documents currently available.