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WE SUPPORT INDIVIDUALS, FAMILIES, AND THE COMMUNITY WITH OUR CONTINUUM OF CARE SERVICES WITH INTEGRATED, CULTURALLY COMPETENT BEHAVIORAL HEALTH, SUBSTANCE USE RECOVERY, AND REHABILITATIVE JUSTICE SERVICES.
Source: IRS Form 990 (Tax Year 2023)
Source: IRS e-Filed Form 990 (from the IRS e-File system), Tax Year 2022
Total Revenue
▼$29.5M
Program Spending
89%
of total expenses go to program services
Total Contributions
$2.6M
Total Expenses
▼$28.9M
Total Assets
$19.1M
Total Liabilities
▼$12.5M
Net Assets
$6.6M
Officer Compensation
→$812.4K
Other Salaries
$19.8M
Investment Income
$14.4K
Fundraising
▼N/A
Source: USAspending.gov · Searched by organization name
Total Federal Funding
$8.4M
Awards Found
5
Department of Health and Human Services
$3.6M
SAMHSA CMHC 2021 - BAY STATE COMMUNITY SERVICES (BSCS) IS COMMITTED TO ADDRESSING THE SOCIAL, EMOTIONAL, DEVELOPMENTAL, AND ACADEMIC NEEDS OF CHILDREN BETWEEN THE AGES OF 3-18 WHO HAVE BEEN ADVERSELY IMPACTED BY THE PANDEMIC. BSCS WILL SUPPORT 800 YOUTH AND FAMILIES OVER A TWO-YEAR PERIOD BY STABILIZING, RESTORING, AND ENHANCING OUR CMHC. WE ARE FULLY COMMITTED EQUAL ACCESS AND CULTURALLY COMPETENT CARE TO THE BLACK, INDIGENOUS, PEOPLE OF COLOR (BIPOC) COMMUNITIES. FOR THE PAST 50 YEARS, BAY STATE COMMUNITY SERVICES (BSCS) HAS BEEN THE COMMUNITY MENTAL HEALTH CENTER (CMHC) AND THE “SAFETY NET” AGENCY THAT CHILDREN AND FAMILIES THROUGHOUT OUR COMMUNITIES TURN TO FOR COMPREHENSIVE CLINICAL SERVICES, PEER TO PEER SUPPORTS, REHABILITATION, AND HOPE. WHILE THE PANDEMIC HAS CHALLENGED OUR RESOURCES, IT HAS, AT THE SAME TIME, REVEALED THE OVERWHELMING BEHAVIORAL HEALTH NEEDS OF THE POOR, MARGINALIZED, AND UNDERSERVED INDIVIDUALS IN OUR COMMUNITIES. NOW, MORE THAN EVER, WE ARE SEEING THE UNMET NEEDS OF INDIVIDUALS AND FAMILIES, WHICH HAVE BEEN EXACERBATED BY THE PANDEMIC. AS AN AGENCY, BSCS HAS DEEPENED OUR COMMITMENT TO CONTINUING AND ADAPTING OUR COMPREHENSIVE CONTINUUM OF CARE TO MEET THE NEEDS OF OUR COMMUNITIES DURING AND BEYOND THIS PUBLIC HEALTH CRISIS. WITH THE SAMHSA CMHC 2021 GRANT, BSCS’ CMHC WILL INCREASE SERVICES TO YOUTH BY 75% BY ENHANCING WALK-IN SAME DAY APPOINTMENTS FOR CHILDREN AND FAMILIES; INCREASING CONSULTATIONS AND CLINICAL SERVICES TO INCLUDE SCHOOLS AND CHILD SERVING AGENCIES; PROVIDING A COMPREHENSIVE CONTINUUM OF CARE WITH UTILIZATION OF EVIDENCE-BASED PRACTICES (EBP) IN 80% OF CARE; OFFERING ENGAGEMENT AND CONNECTIONS FROM INDIVIDUALS WITH LIVED EXPERIENCE AND HAVING 100% OF STAFF DEVELOP COMPREHENSIVE SELF-CARE PLANS TO ENSURE THEIR WELL-BEING AS FRONT-LINE HEALTH CARE WORKERS.
Department of Health and Human Services
$625K
IMPACT QUINCY COALITION - COMMUNITY PRVENTION PROGRAM
Department of Health and Human Services
$250K
CDC DFC SUPPORT PROGRAM 2024 - THE PURPOSE OF THE HEY RANDOLPH COALITION IS TO EQUITABLY PROMOTE WELLBEING IN THE TOWN OF RANDOLPH, MA; TO PREVENT AND REDUCE YOUTH SUBSTANCE MISUSE THROUGH EFFECTIVE COMMUNICATION, COORDINATION, COLLABORATION, AND ACTION IN A CULTURALLY RELEVANT WAY. THE FOCUS POPULATIONS FOR THIS PROJECT INCLUDES APPROXIMATELY 1266 STUDENTS IN GRADES 6 - 12, WITH AN EMPHASIS ON YOUTH WHO IDENTIFY AS LOW INCOME, BIPOC, MALE, IMMIGRANTS, AND LGBTQ+. THE SHORT TERM EXPECTED OUTCOMES INCLUDE: INCREASE PARENT AND GUARDIAN KNOWLEDGE REGARDING PATTERNS OF YOUTH SUBSTANCE USE BY EXPANDING EXISTING ALCOHOL PREVENTION CAMPAIGNS (SUCH AS TALK THEY HEAR YOU) TO REACH 75% OF RANDOLPH PARENTS/GUARDIANS IN GRADES 6-12; IMPROVE KNOWLEDGE OF COALITION EFFORTS TO ADDRESS YOUTH SUBSTANCE USE IN THE COMMUNITY BY ESTABLISHING A COMMUNICATION PLAN FOR THE COMMUNITY AT LARGE, AS WELL AS REACHING 75% OF RANDOLPH PARENTS GUARDIANS IN GRADES 6-12 AS MEASURED BY IMPRESSIONS (CLICKS AND COMPLETION RATES), OPENED EMAILS, AND MATERIALS DISTRIBUTED; INCREASE THE CAPACITY OF LOCAL AGENCIES AND ORGANIZATIONS TO ADDRESS YOUTH SUBSTANCE USE BY INCREASING THE HEY RANDOLPH LEADERSHIP DEVELOPMENT BY TRAINING THEM WITH INFORMATION FROM THE NATIONAL COALITION ACADEMY AND BY INCREASING MEMBERSHIP BY 10% (WITH A FOCUS ON INCREASING REPRESENTATION FROM HEALTH EQUITY PRIORITY POPULATIONS); CREATE POLICY, YOUTH AND HEALTH EQUITY ACTION TEAMS TO IMPLEMENT THE WORK OF THE COALITION; INCREASE OUTREACH TO RELEVANT SECTORS OF THE COMMUNITY TO ADDRESS YOUTH SUBSTANCE USE BY DIRECT OUTREACH TO AT LEAST 4 PARTNER ORGANIZATIONS, CONDUCTING PRESENTATIONS WITHIN THE COMMUNITY AND CREATING AN ORIENTATION MANUAL WHICH MEMBERS WILL USE TO OUTREACH AND RECRUIT TO SECTORS. THE INTERMEDIATE EXPECTED OUTCOMES ARE: TO USE DATA COLLECTED IN YEAR ONE OF DFC FUNDING, TO IDENTIFY LOCAL FACTORS THAT MINIMIZE THE RISK OF SUBSTANCE USE AND CREATE A PLAN TO INCREASE THESE FACTORS; USE DATA COLLECTED IN YEAR ONE OF DFC FUNDING, TO IDENTIFY LOCAL FACTORS THAT REDUCE FACTORS IN THE COMMUNITY THAT INCREASE THE RISK OF SUBSTANCE USE; UTILIZE A HEALTHY EQUITY TEAM WHO WILL CREATE A PLAN TO ADDRESS HEALTH DISPARITIES IN THE COMMUNITY TO REDUCE FACTOR THAT INCREASE THE RISK OF SUBSTANCE USE; INCREASE ACCESS TO SUBSTANCE FREE AFTER SCHOOL PROGRAMS EMPHASIZING SELF EFFICACY AND LEARNING SKILLS THAT PREVENT SUBSTANCE USE RESULTING IN A 10% INCREASE IN ATTENDANCE AS MEASURED BY COMPARING ATTENDANCE RECORDS FROM 2024 TO 2026; INCREASE YOUTH ACCESS TO TREATMENT FOR MENTAL HEALTH AND SUBSTANCE USE TREATMENT UTILIZING THE COMMUNITY HEALTH CENTER AT RANDOLPH HIGH SCHOOL WITH THE GOAL OF INCREASING THE NUMBER OF YOUTH GRADES 9-12 WHO USE THE CENTER BY 5% AS MEASURED FROM YEAR ONE TO YEAR 3; AND DECREASE THE EASE, ABILITY AND OPPORTUNITY FOR YOUTH TO ACCESS SUBSTANCES BY RECOMMENDING AT LEAST (1) EVIDENCE BASED POLICY TO LIMIT ALCOHOL TO THE COMMUNITY TO ADOPT. THE LONG TERM EXPECTED OUTCOMES BY YEAR 5 ARE: TO ESTABLISH AND STRENGTHEN COLLABORATION AMONG COMMUNITY MEMBERS AND ORGANIZATIONS TO ADDRESS YOUTH SUBSTANCE USE BY INCREASING MEMBERSHIP AND CAPACITY BY 25% FROM YEAR 1-5; A 5% DECREASE IN THE NUMBER OF YOUTH IN GRADES 6-12 WHO USE ALCOHOL BY YEAR 5 AS MEASURED FROM THE BASELINE YRBS 2024 TO YRBS 2028 AND A 5% DECREASE IN THE NUMBER OF YOUTH IN GRADES 6-12 WHO USE MARIJUANA BY YEAR 5 AS MEASURED FROM THE BASELINE YRBS 2024 TO YRBS 2028.
Department of Health and Human Services
$180K
SAMSHA STOP ACT 2024 - PROJECT NAME: BAY STATE COMMUNITY SERVICES (BSCS): IMPACT QUINCY PROJECT SUMMARY: IMPACT QUINCY (IQ) COALITION WILL REDUCE ONSET AND PROGRESSION OF ALCOHOL MISUSE AND RELATED PROBLEMS FOR YOUTH (12-20 YEARS) IN QUINCY, MA WHO IDENTIFY AS BIPOC, IMMIGRANT, AND/OR LGBTQ+ BY STRENGTHENING EQUITABLE YOUTH-LED, COMMUNITY PREVENTION CAPACITY AND BY DEVELOPING/DELIVERING/EVALUATING CULTURALLY AND LINGUISTICALLY APPROPRIATE EVIDENCE-BASED STRATEGIES TO ADDRESS YOUTH SOCIAL NORMS, POLICY CHANGE, & CAREGIVER KNOWLEDGE. WE WILL UTILIZE THE SPF TO: GOAL 1: EXPAND AND STRENGTHEN EQUITABLE COMMUNITY-LEVEL AND YOUTH-LED PRIMARY PREVENTION INFRASTRUCTURE & CAPACITY IN QUINCY. 1.A BY OCTOBER 2024, IQ WILL HIRE A PART-TIME PROJECT COORDINATOR TO FOCUS ON PREVENTION OF YOUTH ALCOHOL MISUSE. 1.B IN THE FIRST 180 DAYS, IQ WILL BEGIN MONTHLY COMMUNITY-WIDE COALITION MEETINGS FOCUSING ON YOUTH ALCOHOL MISUSE WITH REPRESENTATION FROM FOCUS POPULATION AND SAMSHA'S 12 SECTORS. 1.C BY THE END OF YEAR 1, IQ WILL ESTABLISH A YOUTH ACTION TEAM OF AT LEAST 5 YOUTH TO PARTICIPATE IN COALITION AND ALCOHOL PREVENTION ACTIVITIES; AT LEAST 60% OF YOUTH WILL BE FROM UNDERSERVED POPULATIONS. 1.D BY THE END OF YEAR 4, ALL STAFF AND IQ MEMBERS WILL BE TRAINED IN THE SPF. 1.E BY THE END OF YEAR 1, IQ WILL CONVENE AT LEAST 2 TOWN HALL MEETINGS (FOCUSING ON UNDERSERVED COMMUNITIES) TO OBTAIN PUBLIC FEEDBACK ABOUT ISSUES RELATED TO UNDERAGE DRINKING. AT LEAST 2 TOWN HALLS WILL BE HOSTED EACH YEAR AFTER. 1.F. WITHIN THE 1ST YEAR, IQ WILL ESTABLISH A HEALTH EQUITY ACTION TEAM OF AT LEAST 3 MEMBERS WHO WILL MEET MONTHLY TO REVIEW STRATEGIES/ACTIVITIES TO ENSURE THEY ARE EQUITABLE & ALIGNED WITH THE DISPARITIES IMPACT STATEMENT. 1.G CONDUCT A BIENNIAL YRBS IN FALL 2024 WITH PARTICIPATION FROM AT LEAST 75% OF QUINCY HIGH AND MIDDLE SCHOOL STUDENTS TO MEASURE ALCOHOL USE RATES AND RELATED DATA. 1.H CONDUCT BIENNIAL FOCUS GROUPS IN SPRING 2025 WITH AT LEAST 15 YOUTH, 10 CAREGIVERS, & 6 YOUTH SERVICE PROVIDERS TO ENHANCE YRBS DATA. GOAL 2: REDUCE 30-DAY USE RATES OF ALCOHOL AMONG HIGH SCHOOL STUDENTS IN QUINCY BY 2% BY SEPTEMBER 2028. 2.A BY THE END OF YEAR 4, IQ WILL ENHANCE INTERGOVERNMENTAL COOPERATION & COORDINATION TO ADOPT/STRENGTHEN MODEL REGULATIONS FOR ALCOHOL, INCLUDING QUARTERLY COMPLIANCE CHECKS. 2.B BY THE END OF YEAR 1, IQ WILL PARTNER WITH THE BUY POLICY ACTION TEAM TO CREATE MODEL RECOMMENDATIONS FOR LOCAL AND STATE-LEVEL ALCOHOL PREVENTION POLICIES. 2.C YEARLY, QUINCY YOUTH WILL EDUCATE THEIR LEGISLATURES ON ALCOHOL POLICY, AND ITS IMPACTS THROUGH AT LEAST 1 STATEWIDE BRIEFING OR MEETINGS WITH STATE LEGISLATORS. 2.D STARTING FALL OF YEAR 2, IQ WILL INCREASE CAREGIVER KNOWLEDGE OF YOUTH SUBSTANCE USE PREVENTION STRATEGIES BY PROMOTING THE TALK THEY HEAR YOU CAMPAIGN TO REACH 75% OF CAREGIVERS OF STUDENTS GRADES 6-12. 2.E IN YEAR 3, IQ WILL PARTNER WITH QUINCY SCHOOLS TO IMPLEMENT YOUTH SOCIAL NORMS CAMPAIGN TO INCREASE ACCURACY OF PERCEPTIONS AROUND PEER ALCOHOL BEHAVIORS BY 10% BY END OF YEAR 4. ANNUALLY, THIS PROJECT WILL REACH THE MAJORITY OF THE 5,380 STUDENTS IN QUINCY PUBLIC MIDDLE AND HIGH SCHOOLS. OVER THE LIFETIME OF THE PROJECT, WE EXPECT TO REACH ALL 101,727 RESIDENTS IN QUINCY.
Source: Federal Audit Clearinghouse (fac.gov)
Total Audits
8
Clean Audits
8
Material Weakness
No
Noncompliance Issues
No
| Year | Status | Financial Report | Federal Expenditure | Low Risk | Accepted |
|---|---|---|---|---|---|
| 2025 | Clean | Unmodified (Clean) | $5.9M | Yes | 2026-01-22 |
| 2024 | Clean | Unmodified (Clean) | $5.8M | Yes | 2025-01-07 |
| 2023 | Clean | Unmodified (Clean) | $5.1M | No | 2024-01-17 |
| 2022 | Clean | Unmodified (Clean) | $4.2M | Yes | 2022-11-21 |
| 2019 | Clean | Unmodified (Clean) | $1M | Yes | 2019-11-19 |
| 2018 | Clean | Unmodified (Clean) | $825.2K | Yes | 2018-11-26 |
| 2017 | Clean | Unmodified (Clean) | $880.4K | Yes | 2017-11-13 |
| 2016 | Clean | Unmodified (Clean) | $823.9K | Yes | 2016-12-06 |
Financial Report
Unmodified (Clean)
Federal Expenditure
$5.9M
Financial Report
Unmodified (Clean)
Federal Expenditure
$5.8M
Financial Report
Unmodified (Clean)
Federal Expenditure
$5.1M
Financial Report
Unmodified (Clean)
Federal Expenditure
$4.2M
Financial Report
Unmodified (Clean)
Federal Expenditure
$1M
Financial Report
Unmodified (Clean)
Federal Expenditure
$825.2K
Financial Report
Unmodified (Clean)
Federal Expenditure
$880.4K
Financial Report
Unmodified (Clean)
Federal Expenditure
$823.9K
Tax Year 2022 · Source: IRS e-Filed Form 990Schedule J available
Individuals serving as officers, directors, or trustees of the organization.
| Name | Title | Hrs/Wk | Compensation | Related Orgs | Other |
|---|
Source: IRS Publication 78, Auto-Revocation List & e-Postcard Data
Tax-deductible contributions: Yes
Deductibility code: PC
Sources: IRS e-Filed Form 990 (XML) & ProPublica Nonprofit Explorer
Scroll →
| Year | Revenue | Contributions | Expenses | Assets | Net Assets |
|---|---|---|---|---|---|
| 2023 | $29.5M | $2.6M | $28.9M | $19.1M | $6.6M |
| 2022IRS e-File | $29.5M | $2.6M | $28.9M | $19.1M | $6.6M |
| 2021 | $25M | $5.3M | $22.5M | $10.4M | $5.5M |
| 2020 | $21.4M | $304.4K | $21M |
Sources: ProPublica Nonprofit Explorer & IRS e-File Index
Financial data: IRS e-Filed Form 990 (Tax Year 2022)
Leadership & compensation: IRS e-Filed Form 990, Part VII (Tax Year 2022)
Federal grants: USAspending.gov (live)
Organization info: IRS Business Master File
Tax-deductibility: IRS Publication 78
| Total |
|---|
| Daurice Cox | President/executive Director | 40 | $189.1K | $0 | $36.1K | $225.3K |
| Wanda Nascimento | Treasurer/cfo | 40 | $159.9K | $0 | $15.6K | $175.4K |
| Robert King | Chairman | 15 | $0 | $0 | $0 | $0 |
| Thomas Williams | Secretary | 15 | $0 | $0 | $0 | $0 |
Daurice Cox
President/executive Director
$225.3K
Hrs/Wk
40
Compensation
$189.1K
Related Orgs
$0
Other
$36.1K
Wanda Nascimento
Treasurer/cfo
$175.4K
Hrs/Wk
40
Compensation
$159.9K
Related Orgs
$0
Other
$15.6K
Robert King
Chairman
$0
Hrs/Wk
15
Compensation
$0
Related Orgs
$0
Other
$0
Thomas Williams
Secretary
$0
Hrs/Wk
15
Compensation
$0
Related Orgs
$0
Other
$0
Highest compensated employees who are not officers or directors.
| Name | Title | Hrs/Wk | Compensation | Related Orgs | Other | Total |
|---|---|---|---|---|---|---|
| Theresa Burke | Executive Vice President | 40 | $141.5K | $0 | $22.7K | $164.2K |
| Maria Melpignano | Sr. VP Of Residential Services & Public Health | 40 | $119.5K | $0 | $29.8K | $149.2K |
| Rita Mackinnon | Chief Operating Officer | 40 | $115.8K | $0 | $10.4K | $126.2K |
Theresa Burke
Executive Vice President
$164.2K
Hrs/Wk
40
Compensation
$141.5K
Related Orgs
$0
Other
$22.7K
Maria Melpignano
Sr. VP Of Residential Services & Public Health
$149.2K
Hrs/Wk
40
Compensation
$119.5K
Related Orgs
$0
Other
$29.8K
Rita Mackinnon
Chief Operating Officer
$126.2K
Hrs/Wk
40
Compensation
$115.8K
Related Orgs
$0
Other
$10.4K
Members of the governing board. Board members often serve without compensation.
| Name | Title | Hrs/Wk | Compensation | Related Orgs | Other | Total |
|---|---|---|---|---|---|---|
| Christine Driscoll O'Neill | Director | 10 | $0 | $0 | $0 | $0 |
| Donna Milani Luther | Director | 10 | $0 | $0 | $0 | $0 |
| Ian Cain | Director | 10 | $0 | $0 | $0 | $0 |
| Janet Laberge | Director | 10 | $0 | $0 | $0 | $0 |
| Jason Tracy | Director | 10 | $0 | $0 | $0 | $0 |
| Jennifer Pompeo | Director |
Christine Driscoll O'Neill
Director
$0
Hrs/Wk
10
Compensation
$0
Related Orgs
$0
Other
$0
Donna Milani Luther
Director
$0
Hrs/Wk
10
Compensation
$0
Related Orgs
$0
Other
$0
Ian Cain
Director
$0
Hrs/Wk
10
Compensation
$0
Related Orgs
$0
Other
$0
| $10.9M |
| $2.7M |
| 2019 | $19.8M | $97.8K | $19.8M | $7M | $2.3M |
| 2018 | $18M | $106.9K | $18.1M | $7M | $2.3M |
| 2017 | $18.4M | $83.6K | $18.2M | $6.9M | $2.4M |
| 2016 | $17.6M | $124.6K | $17.3M | $6M | $2.2M |
| 2015 | $17.3M | $139.7K | $16.7M | $6.5M | $1.9M |
| 2014 | $15.9M | $277K | $15.9M | $2.9M | $1.4M |
| 2013 | $16M | $401.3K | $16.2M | $2.8M | $1.4M |
| 2012 | $14.8M | $210.9K | $14.7M | $2.6M | $1.5M |
| 2011 | $14.3M | $118.2K | $14.1M | $2.5M | $1.4M |
| 2021 | 990 | Data | PDF not yet published by IRS |
| 2020 | 990 | Data | PDF not yet published by IRS |
| 2019 | 990 | Data |
| 2018 | 990 | Data |
| 2017 | 990 | Data |
| 2016 | 990 | Data |
| 2015 | 990 | Data |
| 2014 | 990 | Data |
| 2013 | 990 | Data |
| 2012 | 990 | Data |
| 2011 | 990 | Data |
| 2010 | 990 | — |
| 2009 | 990 | — |
| 2008 | 990 | — |
| 2007 | 990 | — |
| 2006 | 990 | — |
| 2005 | 990 | — |
| 2004 | 990 | — |
| 2003 | 990 | — |
| 2001 | 990 | — |
| 10 |
| $0 |
| $0 |
| $0 |
| $0 |
| Joseph Yotts | Director | 10 | $0 | $0 | $0 | $0 |
| Leslie Brown | Director | 10 | $0 | $0 | $0 | $0 |
| Linda Stice | Director | 10 | $0 | $0 | $0 | $0 |
| Matthew Yohe | Director | 10 | $0 | $0 | $0 | $0 |
Janet Laberge
Director
$0
Hrs/Wk
10
Compensation
$0
Related Orgs
$0
Other
$0
Jason Tracy
Director
$0
Hrs/Wk
10
Compensation
$0
Related Orgs
$0
Other
$0
Jennifer Pompeo
Director
$0
Hrs/Wk
10
Compensation
$0
Related Orgs
$0
Other
$0
Joseph Yotts
Director
$0
Hrs/Wk
10
Compensation
$0
Related Orgs
$0
Other
$0
Leslie Brown
Director
$0
Hrs/Wk
10
Compensation
$0
Related Orgs
$0
Other
$0
Linda Stice
Director
$0
Hrs/Wk
10
Compensation
$0
Related Orgs
$0
Other
$0
Matthew Yohe
Director
$0
Hrs/Wk
10
Compensation
$0
Related Orgs
$0
Other
$0