Metropolitan Better Living Center Inc.
PO Box 36119
Oklahoma City OK 73136-2119
Tax Exempt Status Public Supported Charity
Organization Does Business As (DBA) Name(s)
Organization DBA
Metropolitan Better Living Center Inc.
Mission Statement We are dedicated to  providing quality person-centered Adult-Day Health Services, Medicaid Case Management Services and related health and support services as a community-based alternative to institutional care for aged and aging adults. This is accomplished through partnerships between families, health providers, community organizations and all stakeholders.
Contact Information
Contact Name Jackie Parks
Contact email jparks@metrobetterliving.org
Address PO Box 36119
Oklahoma City, OK 73136 2119
Phone (405) 525-3024
Fax 405-525-3027
County Oklahoma County
Alternate Address 702 Northeast 37th Street
Oklahoma City OK 73105 7210
Alternate Phone 405 525-3022
How to Give
Donate with Credit Card http://metrobetterliving.org/about.html
Other ways to donate, support or volunteer Please mail donation to:
Metropolitan Better Living Center
P. O. Box 36119
Oklahoma City, OK 73136
 
You may also hand deliver your donation to the Center, between the
hours of 7:00 am to 5:30pm, Mondays-Fridays at:
702 N.E. 37th Street
Oklahoma City, OK 73102
 
Please direct questions to Jackie Parks at 405-525-3024 or email her at
jparks@metrobetterliving.org.
Financial Summary
 
 
Projected Revenue $1,209,000.00
Projected Expenses $1,202,539.00
History and Background
Former Names
NameYear
Tenth Street Better Living Center1991
Year Founded 1991
IRS Ruling Year 1991
State Registration Expiration Feb 2014
Statements
Mission We are dedicated to  providing quality person-centered Adult-Day Health Services, Medicaid Case Management Services and related health and support services as a community-based alternative to institutional care for aged and aging adults. This is accomplished through partnerships between families, health providers, community organizations and all stakeholders.
Background MBLC was founded in 1991 as Tenth Street Better Living Center by a caring senior Mrs. Juanita Davis and operated out of one room in a local church with only 3 senior participants (clients). In the beginning, all support was largely from the personal investment of our founder and a few donors, notably the Kirkpatrick Family Fund and our local United Way.  In April 2002, the program was renamed, incorporated as a 501(c)(3) non-profit and  purchased a 16,000 sq.ft modern facility to serve more elderly and disabled community members. Over the years, we have served hundreds of some of the poorest and most at-risk members of our community with funding and support from government, non-profits, healthcare providers, educational institutions, volunteers, stakeholders and community. To build on this service, we are again asking all to help us construct and equip a new building at a cost of  $2.5 million to widen our circle of care and offer more programs and services that are changing lives for the better.  Although we take comfort in knowing we are together responding in a meaningful way to improve the quality of life of our community, there is much more we can do.  Our ultimate goal is to make our Oklahoma City community the healthiest and most caring place in the nation for seniors and persons living with disabilities. Together, we can meet this new challenge as we have done so many times in our proud and compassionate history.      
Impact Three main accomplishments of our organization over the past year were: (1) We stabilized our organization finances and improved financial controls to ensure greater accountability, transparency and financial viability. (2) Enlarged our Board of Directors by adding 3 new members with needed skill-sets to improve governance, performance and community impact. (3) Began providing reimbursable Case Management Services to people in our state served by the Medicaid-Advantage Program in order to better serve the public and generate additional revenue. Over the next 2 years we expect to generate $120,000 after expenses from this program. Some of our goals over the next 12 months include: (a) to begin transitioning into a senior resource center to become the ' go-to place in our community of 'one-stop shop ' for older older adults and families,  (b) to actively engage stakeholders, donors and community in helping our organization build a new center to create more service space, and meet current and future needs, (c) to continue introducing programs and services that pay for themselves and generate revenue for self-support.   
Needs The five most urgent needs of our organization are: (a) funding support to construct a new center to meet consumer demand, (b) building on our current board membership for age, ethnic and skills-set diversification, (c) community volunteers to reduce operating cost and improve community engagement, (d) care products, clothing and other things that seniors can use to improve quality of life, and (e) support with our free specialized senior transportation service (MetroAccess).  
CEO/Executive Director Statement
MBLC legacy of service, innovation, collaboration, adaptability and putting elderly and disabled community members first is alive and well. This legacy is deeply routed in our proud tradition of 'kinship-care'  that was once a hallmark of our African-American tradition. We are rekindling this spirit of 'kinship-care and extending it to all in communities we are honored to serve. Our little know non-profit is fast becoming a juggernaut in providing quality and reliable health maintenance and social services with far reaching impact. This is not because we have eminence resources for we struggle each day to make ends meet. It is not because we are the best at what we do, although we can make strong argument. This new recognition is because the people of our community have come to know that 'we' truly care. But caring is not enough to bring about the change we envision. To do this, we must continue to build valuable partnerships with all, near and far,  to do even  more. We must tailor our programs and services to be more cost- effective, efficient and affordable to address each person and family specific and unique needs. We must build and grow. I am confident that we will succeed as we work together as a caring community with a shared purpose; a commitment to one another, and a resolve to always help less fortunate members of our communities who live among us.  
 
Board Chair Statement One of the distinguished features of non-profits is its voluntary nature. The sense of freely giving one’s money, time, knowledge, skills and resources to help others without coercion is one of the greatest triumphs of the human spirit.  It is this spirit that captures our imagination to become bigger and better in helping others out of understanding.   It is this spirit that has caused me to serve this little known organization for many years on its board, and now make me proud to be of greater service as its board’s President to help in guiding the organization into the future.  Over my years of service, I’ve learned that when you are small and want to do big things, with very little, you must have a strategy on building commitment and connection through volunteerism. For 22 years our organization has grown and prospered as a result of the triumph nature of volunteerism that exist in our community. Almost one-half  our support comes from people who voluntarily give,  not because they have to, but choose to. Year-round, some 40 to 50 caring individuals, old and young, lend their skills and expertise in an array of human and social services to help us stay in business by providing unpaid services. We are grateful that our community is so engaged. We are even more grateful that they support our mission and believe in our vision.  It is this triumphant spirit of voluntarily giving out of understanding and care that make us confident to face the future in spite of the complexities of the challenges and uncertainties of the outcomes.  As we build and grow, it will be so nice if all could join us in doing the right thing, for the right people, at the right time, for the right reason, and with the right results.       
Area Served
Area Served
Geographic Area Served
Central Oklahoma
MBLC serves greater Oklahoma City and the neighboring communities of Edmond, Yukon, Midwest City, Spencer, Moore and Norman.
Service Categories
Secondary Organizational Category Human Services/Senior Centers/Services
Tertiary Organizational Category Human Services/Developmentally Disabled Services/Centers
Programs
Description This program provides various health, therapeutic and social services to the aged, aging and developmentally disabled to improve their quality of life. It also provides respite for caregivers enabling them to continue working outside of their homes while receiving assistance caring for their loved ones in a safe and loving environment.
Strategy
Population Served Aging, Elderly, Senior Citizens People/Families with People of Developmental Disabilities Adults
Description Our health enhancement activities program offers a variety of mentally-focused and family/caregivers-focused services to young adults with developmental disabilities to improve their basic life skills, health and well-being.
Strategy
Population Served Adults People/Families with People of Developmental Disabilities Families
Description A Medicaid home and community based services reimbursable waiver program that provides a community alternative to nursing facility care for eligible Oklahomans.
Strategy
Population Served Adults Aging, Elderly, Senior Citizens Elderly and/or Disabled
Program Short-term SuccessHelpDescription of short-term achievement(s) or improvement(s) that will result from this program. MBLC will generate additional income by providing ADvantage Case Management Services in addition to preventing community members from premature nursing home placement and enabling individuals in need of assistance to reside in their homes an in the community of their choosing. Services under this program also includes home delivered meals, extended respite, nursing facility respite, environmental modification, specialized medical equipment and supplies, prescriptions, hospice and transitioning into assisted living centers.
Program Long-term SuccessHelpDescription of the ultimate change(s) that will result from this program. This may be far into the future or represent an ideal state. ADvantage Case Management is a member driven service that prevents premature nursing home placement through the planning, coordination, implementation and monitoring of informal and formal care and support to members.
Program Success MonitoringHelpDescription of the tools used to measure or track program impact. The OKDHS-ADvantage Program supervise and regulate our Case management service under contract with the Oklahoma Health Care Authority (OHCA). As a license agency we operate under the standards, rules and service delivery system of the ADvantage Program. We can retain our license and provide services to assigned members under the program for as long as we meet the requirements of the program.
Examples of Program SuccessHelpSpecific examples of changes in behaviors or testimonies of changes that demonstrate program success. In just under a year of operations, we are serving 42 members under this program with an assignment rate of 7 cases per month. We are on track to serving 150 members by June 2014. By providing this service, we have also been able to obtain new clients in our adult-day health program and help non-enrolled elderly and disabled community members with transportation to meet mobility needs.
Disaster Programs
Description To continue providing care and services to clients and emergency assistance to members of our community during times of major emergencies and/or natural disasters, MBLC coordinates and collaborates with government and United Way of Central Oklahoma to activate and implement evacuation and emergency assistance policies, practices and procedures upon declaration by local government of a major emergency or disaster. Our management, staff and volunteers work with and directly under the guidance and supervision of our local authorities and/or the United Way Disaster Relief Program to assist clients, family caregivers, seniors, persons with disabilities and all members of communities served by providing emergency medical attention, respite care, transportation, hot meals and day-time shelter to community members, especially those that are affected. Our disaster plans and assistance are in accordance with local and federal rescue and assistance regulations, standards and guidance, and the United Way of Central Oklahoma Disaster Preparedness & Readiness Plans for our service area. It is the responsibility of our Executive Director to activate, implement and execute our disaster assistance policies and procedures under the guidance of authorized state and federal authorities and/or the United Way Disaster Relief Program.
Previous Disaster ExperienceHelpOrganization's previous experience during the immediate response, recovery or rebuilding phases following a disaster. Recently, we were very active in helping community members affected by the Moore Tornado under the guidance of United Way. Our center provided hot meals, volunteer nurses assistance, hot meals, water, clean-up crews and free adult-day health services to the residents of that community who were in need.
Comments on Programs
CEO/Executive Director/Board Comments Although long-term care spending on home and community services has increased through government waiver programs, not enough attention has been paid to adult-day health services (ADH), especially services like ours that provide the more expensive combination social/medical model of care. Government low reimbursements for services threatens the survival of almost all ADH centers in our state,  and discourages programs from expanding and growing in spite of high demand. Low reimbursement also creates a problem of overly relying on non-profits and organizations, who too are experiencing financial challenge, for funding and support. This situation creates not only problems for us, but more important, for those who rely on our help. To remain sustainable, our organization has had to deny services to some, reduce services to others, and shorten service hours to all. We also scaled-back on vital community outreach support as health screening, preventive health education and providing hot meals to home-bound seniors. It is obvious that our biggest challenge is having enough funding to operate, serve and grow. This challenge is not only a result of low government reimbursement and uncertain stakeholders support. We believe there are a number of things our ADH industry can and should do to become more self-supporting and to become the preferred choice long-term care policymakers. Two of these are: (1) We can engage in massive public education efforts to alter erroneous public perception that our services are 'only for the poor', only for 'old people', or only for people with dementia. Without greater public recognition of the of our service in improving the health, wellness and well-being of all, it is unlikely ADH program will see an increase in public support and attract people who can afford to private-pay for services. (2) Inform and educate policymakers (in both government and the private sector) about the current and potential role of ADH in our healthcare and long-term care system by providing evidenced-based research and program outcome measurements to demonstrate the effectiveness of the service, the impact on clients and community, the cost savings to taxpayers, and how it improves the quality of life and state of health of us all. We at Metropolitan will continue to do all we can to engage partners, stakeholders,government and community in the value of this service, for we know that it is the preferred long-term care option of seniors and their family caregivers. As we do more for the community, we know more in the community will support our efforts. Our partners can assist in enlarging our community footprint, and by extension, have greater impact in advancing their own mission in the community.  
CEO/Executive Director
CEO/Executive Director Jackie Parks
Start Date Jan 2000
Email jparks@metrobetterliving.org
Experience Mrs. Jackie Parks was appointed Executive Director of MBLC in 2000 by the Board of Directors after  volunteering on the board and working with the organization in an unpaid capacity for 8 years. Prior to leading our organization, she work for 20 years at C-TEC, a private financial electronic fund transfer and imaging and data processing corporation in Oklahoma City, serving at the time she left as Vice-President. Ms. Parks' passion for building a compassionate community began at an early age with the Oklahoma Community Action Agency Program where she helped low-income community residents become more self-sufficient through the proper utilization of community services. Later on in life it was easy to redirect her passion for helping people when she joined our adult-day health organization in assisting seniors and families live a better quality of life. "Jackie", as she is commonly called is a staunch advocate for seniors and served on the Oklahoma State Council on Aging. She is a member of Tabitha Baptist Church in Oklahoma City and holds a number of certifications in geriatric care management, non-profit management and social services delivery. Jackie also hold a number of awards and citations for her dedicated commitment and service to the elderly and disabled.
Senior Staff
NameTitle
Maurice BanksProgram Developer
Staff
Number of Full-time Staff 10
Number of Part-time Staff 12
Number of Contract Staff 2
Number of Volunteers 52
Staff Retention Rate 90
Are professional development opportunities provided? Yes
Does CEO/Executive Director have formal evaluations? Yes
Management reports to board? Yes
Staff Demographics - Ethnicity
African American/Black 20
Caucasian 1
Hispanic/Latino 1
Staff Demographics - Gender
Male 8
Female 14
Organizational Plans
Fundraising Plan Under Development
Policy against commission-based compensation for fundraising consultant No
Communication Plan Under Development
Strategic Plan Under Development
Number of Years Strategic Plan Considers 5
Date Strategic Plan Adopted July 2013
Management Succession Plan Under Development
Organization Policies and Procedures Under Development
Collaborations
Oklahoma Department of Human Services, Oklahoma State Department of Health, Oklahoma Department of Education (Nutrition Program), Oklahoma County, Board of County Commissioners, United Way of Central Oklahoma, Kirkpatrick Family Funds, Oklahoma City Community Foundation, local universities, home health agencies and other local non-profits.
 
Affiliations
AffiliationYear
National Council on Aging2000
External Assessments and Accreditations
Assessment/AccreditationYear
Developmental Disabilities Services Division (DDSD)2000
Awards
Awards
Award/RecognitionOrganizationYear
ONE AWARD-Finalist Senior ServicesOklahoma Center for Non-Profits2011
Government Licenses
Is your organization licensed by the government (federal, state and/or local)? Yes
Comments on Staff & Management
CEO/Executive Director/Board Comments Although long-term care spending on home and community services has increased through Medicaid waiver programs, not enough attention has been paid to adult day health services (ADS), especially services that offer a more expensive social and medical model of care. Low reimbursement by government for services threatens survival of almost all ADH centers in our state, and discourages investing in new ones in spite of excessive demand.  Low reimbursement creates a situation in which ADS programs have to overly rely on funding support from other non-profits and organizations that too are experiencing financial difficulties due to a weak economy. To remain sustainable, our organization has had to deny services to some, reduce services to others, and shorten service options and hours to all. Obviously our biggest challenge is having enough funding to operate and grow, but this is not only a result of low government reimbursement and uncertain stakeholders support. We believe there are a number of things the ADS industry can and should do to become a more viable long-term care option and better serve. Two of these are: (1) Engage in a massive public education efforts to alter erroneous perception that our service is “only for the poor”, only for “old people”, or only for people with dementia. Without greater recognition of the role of ADS in improving the health, wellness and well-being of all, it is unlikely that ADH programs will see an increase in public support and private-pay participation. (2) Inform policymakers about the current and potential role of ADS in the healthcare and long-term care system by providing research and evidence-based based information about its cost effectiveness to taxpayers, impact and outcomes to beneficiaries, and how the service improves the quality of life of all. We at Metropolitan will continue to do all we can to engage the public and community in realizing the value of our service and similar services, and the need to support them. We hope that others will join us in this effort.
Board Chair
Name Mr. Wayne Reid
Company Affiliation Oklahoma County Government
Term Jan 2012 to Jan 2015
Email c.cleopor@oklahomacounty.org
Board of Directors
List Current as of July 01, 2016
Board of Directors List
NameAffiliationStatus
Ethel Broiles Voting
Ms. Valenthia Doolin First MortgageVoting
Claire Dowers-Nichols Oklahoma Healty Aging InitiativeVoting
Dr. Carvason Griffith RetiredExofficio
Suzie James Voting
Larry Jeffries Voting
Shontai Mouton LovesVoting
Johnny Nubine Voting
Jacquelyn Parks Executive Director of MBLCNonVoting
Marie Peterson Voting
Wayne Reid Reid Electric LLCVoting
Board Demographics - Ethnicity
African American/Black 6
Asian American/Pacific Islander 0
Caucasian 3
Hispanic/Latino 0
Native American/American Indian 1
Other 0 0
Board Demographics - Gender
Male 4
Female 6
Not specified 0
Governance
Board Term Lengths 9 years
Percentage of Board Making Monetary Contributions to the Organization 100 %
Percentage of Board Making In-Kind Contributions to the Organization 100 %
Board Orientation Yes
Constituency Includes Client Representation Yes
Written Board Selection Criteria? Under Development
Current Fiscal Year
Fiscal Year July 01, 2014-June 30, 2015
Current Year Budgeted Total Income $1,209,000
Current Year Budgeted Total Expenses $1,202,539
Financial Documents
Audit2016
Audit2015
MBLC Audit2014
Audit2013
Audit2012
Audit2011
IRS Letter of Determination
Prior Three Years' Financial History
Revenue and ExpensesHelpFinancial 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 Year201620152014
Total Revenue$1,359,655$1,241,296$1,201,424
Total Expenses$1,298,788$1,211,309$1,106,812
Revenue Less Expenses$60,867$29,987$94,612
Revenue SourcesHelpThe 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 Year201620152014
Contributions------
Foundation and
Corporation Contributions
------
Government Contributions$854,928$830,048$826,094
Federal------
State$854,928$830,048$826,094
Local------
Unspecified------
Individual Contributions$95,804$66,709$77,013
$135,879$108,000$100,000
$256,438$225,039$185,157
Investment Income, Net of Losses$260$401$344
Unrealized Gain/Loss$500--($68)
Membership Dues------
Special Events------
Revenue In-Kind------
Other$15,846$11,099$12,884
Expense Allocation
Fiscal Year201620152014
Program Expense$1,065,982$990,442$908,684
Administration Expense$217,411$204,984$189,135
Fundraising Expense$15,395$15,883$8,993
Payments to Affiliates------
Total Revenue/Total Expenses1.051.021.09
Program Expense/Total Expenses82%82%82%
Fundraising Expense/Contributed Revenue1%2%1%
Assets and Liabilities
Fiscal Year201620152014
Total Assets$1,156,625$915,968$886,719
Current Assets$213,987$242,547$250,860
Long-Term Liabilities$498,510$310,991$319,045
Current Liabilities$22,875$30,604$23,288
Total Net Assets$635,240$574,373$544,386
Solvency
Short Term Solvency
Fiscal Year201620152014
Current Ratio: Current Assets/Current Liabilities9.357.9310.77
Long Term Solvency
Fiscal Year201620152014
Long-Term Liabilities/Total Assets43%34%36%
Funding Sources
Top Funding Sources
Fiscal Year201620152014
Top Funding Source & Dollar AmountGovt - State $854,928Govt - State $830,048Govt - State $826,094
Second Highest Funding Source & Dollar AmountEarned Revenue $256,438Earned Revenue $225,039Earned Revenue $185,157
Third Highest Funding Source & Dollar AmountIndirect Public Support $135,879Indirect Public Support $108,000Indirect Public Support $100,000
Capital Campaign
Currently in a Capital Campaign? Yes
Campaign Purpose To build a new facility, named MBLC Senior Resource Center to address current problem of service space, provide enrollment to 400 more seniors and disabled adults in the community, and expand services to include programs that are self-supporting.
Campaign Goal $2,500,000
Campaign Dates Jan 2014 to Dec 2017
Amount Raised To Date $25,000 as of Mar 2015
Capital Campaign Anticipated in Next Five Years? Yes
Comments on Financials
Foundation Staff Comments
All prior year financial information is from the IRS Form 990s.
 
Contributions from foundations and corporations are listed under individuals when the breakout was not available.

The financial information presented is obtained from the following sources: IRS Form 990, independent audit reports, financial statements – board approved when available, and supplemental information from the organization. We do not warrant or guarantee the timeliness, errors or inaccuracies. With respect to information regarding financial performance, nothing on this website should be interpreted as a statement or interpretation by OCCF staff.

Organizations with a GiveSmartOKC profile are responsible for updating information annually within 45 days following the end of their fiscal year.

Address PO Box 36119
Oklahoma City, OK 73136 2119
Primary Phone 405 525-3024
CEO/Executive Director Jackie Parks
Board Chair Mr. Wayne Reid
Board Chair Company Affiliation Oklahoma County Government

 

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