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TO EMPOWER AND SUPPORT INDIVIDUALS AND FAMILIES TO ACHIEVE EMOTIONAL AND PHYSICAL WELLNESS BY PROVIDING QUALITY HEALTH AND SOCIAL SERVICES.
Source: IRS Form 990 (Tax Year 2024)
Source: IRS e-Filed Form 990 (from the IRS e-File system), Tax Year 2023
Total Revenue
▼$107.7M
Program Spending
89%
of total expenses go to program services
Total Contributions
$40.3M
Total Expenses
▼$106.4M
Total Assets
$107M
Total Liabilities
▼$57.7M
Net Assets
$49.4M
Officer Compensation
→N/A
Other Salaries
$55.7M
Investment Income
$1.7M
Fundraising
▼$0
Source: USAspending.gov · Searched by organization name
Total Federal Funding
$25M
Awards Found
27
Department of Health and Human Services
$4.2M
OAKS INTEGRATED CARE - CERTIFIED COMMUNITY BEHAVIORAL HEALTH CLINIC EXPANSION IN CAMDEN COUNTY, NEW JERSEY
Department of Health and Human Services
$4M
OAKS INTEGRATED CARE - MERCER COUNTY CERTIFIED COMMUNITY BEHAVIORAL HEALTH CLINIC IMPROVEMENT AND ADVANCEMENT - OAKS INTEGRATED CARE (OAKS) IS SEEKING TO IMPROVE AND ADVANCE ITS EXISTING CCBHC PROGRAM IN MERCER COUNTY, NEW JERSEY TO CONTINUE SERVING INDIVIDUALS THAT PRESENT WITH COMPLEX HEALTH NEEDS, INCLUDING INDIVIDUALS WITH SERIOUS MENTAL ILLNESS (SMI), SUBSTANCE USE DISORDERS (SUD), CO-OCCURRING MENTAL AND SUBSTANCE DISORDERS (COD), YOUTH AND ADOLESCENTS WITH SERIOUS EMOTIONAL DISTURBANCES (SED), VETERANS, PREGNANT WOMEN, INDIGENOUS PEOPLE, AND THE GENERAL POPULATION RECEIVING BEHAVIORAL HEALTH (BH) TREATMENT IN NEED OF COORDINATED WRAPAROUND CARE. ADVANCEMENT FUNDING FOR THE MERCER COUNTY CCBHC IS AN OPPORTUNITY TO CONTINUE ADDRESSING THE PRIMARY OBSTACLES TO TREATMENT ACCESS, ADDRESS GAPS IN CARE, AND PROVIDE CENTRALIZED AND COORDINATED CARE. DESPITE THE SIGNIFICANT NUMBER OF AGENCIES THAT SERVE THE TARGET POPULATIONS IN MERCER COUNTY, THE LACK OF ADEQUATE COORDINATION RESULTS IN FRACTURED CARE THAT DOES NOT TREAT THE HOLISTIC NEEDS OF INDIVIDUALS AND PRODUCES POOR OUTCOMES OF CARE. THE CCBHC IS CRUCIAL IN ADDRESSING THE PRIMARY OBSTACLES TO TREATMENT ACCESS, GAPS IN CARE, AND PROVIDING CENTRALIZED AND COORDINATED CARE. THE CCBHC PROVIDES BEHAVIORAL HEALTH SERVICES TREATMENTS TO MEET THE CHALLENGES OF BOTH SERIOUS MENTAL ILLNESS AND SUBSTANCE ABUSE DISORDER. THE MERCER COUNTY CCBHC EXPECTS TO SERVE A TOTAL OF 2,800 INDIVIDUALS AND FAMILIES OVER THE 4-YEAR PROJECT PERIOD. THE PRIMARY AREAS OF ADVANCEMENT THAT THIS PROPOSED GRANT FOCUSES ON ARE: ENHANCING OUR PSYCHIATRIC REHABILITATION SERVICE OFFERINGS THROUGH THE INTRODUCTION OF HOUSING AND EDUCATIONAL/VOCATIONAL SPECIALISTS; ENHANCING CAPACITY TO SUPPORT MOBILE OUTREACH AND PARTNER COORDINATION FOR INDIVIDUALS UTILIZING THE UPCOMING 988 INITIATIVE; LICENSING OUR YPC FACILITY TO PROVIDE TRADITIONAL OP MH SERVICES WITH NEW STAFF; INTRODUCING AN EPB SPECIALIST TO PROVIDE OVERSIGHT OF FIDELITY MONITORING; AND WORKING WITH AND TRAINING LOCAL CLERGY TO ASSIST INDIVIDUALS IN NEED OF SERVICES. WITH THE FUNDS PROVIDED BY THE US DEPARTMENT OF HEALTH AND HUMAN SERVICES, SUBSTANCE ABUSE AND MENTAL HEALTH SERVICES ADMINISTRATION (SAMHSA), THE MERCER COUNTY CCBHC WILL CONTINUE TO PROVIDE A SINGLE POINT OF CONTACT FOR THOSE WITH BEHAVIORAL HEALTH ISSUES TO OBTAIN BEHAVIORAL AND RELATED PHYSICAL HEALTH SERVICES, EVALUATIONS, AND SCREENINGS.
Department of Health and Human Services
$4M
OAKS INTEGRATED CARE - CAMDEN COUNTY CERTIFIED COMMUNITY BEHAVIORAL HEALTH CLINIC IMPROVEMENT AND ADVANCEMENT - OAKS INTEGRATED CARE (OAKS) IS SEEKING TO IMPROVE AND ADVANCE ITS EXISTING CCBHC PROGRAM IN CAMDEN COUNTY, NEW JERSEY TO CONTINUE SERVING INDIVIDUALS THAT PRESENT WITH COMPLEX HEALTH NEEDS, INCLUDING INDIVIDUALS WITH SERIOUS MENTAL ILLNESS (SMI), SUBSTANCE USE DISORDERS (SUD), CO-OCCURRING MENTAL AND SUBSTANCE DISORDERS (COD), YOUTH AND ADOLESCENTS WITH SERIOUS EMOTIONAL DISTURBANCES (SED), VETERANS, PREGNANT WOMEN, INDIGENOUS PEOPLE, AND THE GENERAL POPULATION RECEIVING BEHAVIORAL HEALTH (BH) TREATMENT IN NEED OF COORDINATED WRAPAROUND CARE. ADVANCEMENT FUNDING FOR THE CAMDEN COUNTY CCBHC IS AN OPPORTUNITY TO CONTINUE ADDRESSING THE PRIMARY OBSTACLES TO TREATMENT ACCESS, ADDRESS GAPS IN CARE, AND PROVIDE CENTRALIZED AND COORDINATED CARE. DESPITE THE SIGNIFICANT NUMBER OF AGENCIES THAT SERVE THE TARGET POPULATIONS IN CAMDEN COUNTY, THE LACK OF ADEQUATE COORDINATION RESULTS IN FRACTURED CARE THAT DOES NOT TREAT THE HOLISTIC NEEDS OF INDIVIDUALS AND PRODUCES POOR OUTCOMES OF CARE. THE CCBHC IS CRUCIAL IN ADDRESSING THE PRIMARY OBSTACLES TO TREATMENT ACCESS, GAPS IN CARE, AND PROVIDING CENTRALIZED AND COORDINATED CARE. THE CCBHC PROVIDES BEHAVIORAL HEALTH SERVICES TREATMENTS TO MEET THE CHALLENGES OF BOTH SERIOUS MENTAL ILLNESS AND SUBSTANCE ABUSE DISORDER. THE CAMDEN COUNTY CCBHC EXPECTS TO SERVE A TOTAL OF 2,400 INDIVIDUALS AND FAMILIES OVER THE 4-YEAR PROJECT PERIOD. THE PRIMARY AREAS OF ADVANCEMENT THAT THIS PROPOSED GRANT FOCUSES ON ARE: EMBEDDING CLINICAL SERVICES IN PRIMARY CARE SETTINGS, ENHANCING CAPACITY TO SUPPORT MOBILE OUTREACH AND PARTNER COORDINATION FOR INDIVIDUALS UTILIZING THE UPCOMING 988 INITIATIVE; INTRODUCING AN EPB SPECIALIST TO PROVIDE OVERSIGHT OF FIDELITY MONITORING; AND WORKING WITH AND TRAINING LOCAL CLERGY TO ASSIST INDIVIDUALS IN NEED OF SERVICES. WITH THE FUNDS PROVIDED BY THE US DEPARTMENT OF HEALTH AND HUMAN SERVICES, SUBSTANCE ABUSE AND MENTAL HEALTH SERVICES ADMINISTRATION (SAMHSA), THE CAMDEN COUNTY CCBHC WILL CONTINUE TO PROVIDE A SINGLE POINT OF CONTACT FOR THOSE WITH BEHAVIORAL HEALTH ISSUES TO OBTAIN BEHAVIORAL AND RELATED PHYSICAL HEALTH SERVICES, EVALUATIONS, AND SCREENINGS.
Department of Health and Human Services
$4M
OAKS INTEGRATED CARE - BURLINGTON COUNTY CERTIFIED COMMUNITY BEHAVIORAL HEALTH CLINIC DEVELOPMENT AND IMPLEMENTATION PROPOSAL - OAKS INTEGRATED CARE (OAKS) IS SEEKING TO DEVELOP AND IMPLEMENT A CCBHC IN BURLINGTON COUNTY, NEW JERSEY TO SERVE INDIVIDUALS THAT PRESENT WITH COMPLEX HEALTH NEEDS, INCLUDING INDIVIDUALS WITH SERIOUS MENTAL ILLNESS (SMI), SUBSTANCE USE DISORDERS (SUD), CO-OCCURRING MENTAL AND SUBSTANCE DISORDERS (COD), YOUTH AND ADOLESCENTS WITH SERIOUS EMOTIONAL DISTURBANCES (SED), VETERANS, AND THE GENERAL POPULATION RECEIVING BEHAVIORAL HEALTH (BH) TREATMENT IN NEED OF COORDINATED WRAPAROUND CARE. OAKS IS ONE OF THE LARGEST BEHAVIORAL HEALTH CARE PROVIDERS IN THE STATE OF NEW JERSEY AND HAS BEEN A KEY PLAYER IN IMPLEMENTING SIMILAR INNOVATIVE, EVIDENCE-BASED AND PILOT PROGRAMS. DESPITE THE SIGNIFICANT NUMBER OF AGENCIES THAT SERVE THE TARGET POPULATIONS IN BURLINGTON COUNTY, THE LACK OF ADEQUATE COORDINATION RESULTS IN FRACTURED CARE THAT DOES NOT TREAT THE HOLISTIC NEEDS OF INDIVIDUALS AND PRODUCES POOR OUTCOMES OF CARE. THE IMPLEMENTATION OF A CCBHC IN BURLINGTON COUNTY IS AN OPPORTUNITY TO ADDRESS THE PRIMARY OBSTACLES TO TREATMENT ACCESS, ADDRESS GAPS IN CARE, AND PROVIDE CENTRALIZED AND COORDINATED CARE. THE CCBHC WILL PROVIDE BEHAVIORAL HEALTH SERVICES TREATMENTS TO MEET THE CHALLENGES OF BOTH SERIOUS MENTAL ILLNESS AND SUBSTANCE ABUSE DISORDER. THE BURLINGTON COUNTY CCBHC EXPECTS TO SERVE A TOTAL OF 2,400 INDIVIDUALS AND FAMILIES OVER THE 4-YEAR PROJECT PERIOD. WITH THE FUNDS PROVIDED BY THE US DEPARTMENT OF HEALTH AND HUMAN SERVICES, SUBSTANCE ABUSE AND MENTAL HEALTH SERVICES ADMINISTRATION (SAMHSA), THE BURLINGTON COUNTY CCBHC WILL PROVIDE A SINGLE POINT OF CONTACT FOR THOSE WITH BEHAVIORAL HEALTH ISSUES TO OBTAIN BEHAVIORAL AND RELATED PHYSICAL HEALTH SERVICES, EVALUATIONS, AND SCREENINGS. AS A CURRENT CCBHC PROVIDER IN BOTH CAMDEN AND MERCER COUNTY, OAKS WILL PROVIDE NUMEROUS SPECIALIZED SERVICES SUCH AS CRISIS SERVICES, SPECIALIZED THERAPIES, CARE MANAGEMENT TEAMS, AND EXPANDED PARTNERSHIPS TO BETTER COORDINATE CARE AND IMPROVE OUTCOMES FOR THE MOST VULNERABLE POPULATIONS. OUR MISSION PARALLELS THE GOALS OF THE CCBHC, FOCUSING ON THE WHOLE INDIVIDUAL IN ORDER TO ADDRESS MENTAL HEALTH, SUBSTANCE USE, PHYSICAL HEALTH AND SOCIAL DETERMINANTS THAT IMPACT HEALTH. LIKE ITS EXISTING COUNTERPARTS, THE BURLINGTON CCBHC WILL TARGET THE UNMET NEEDS OF INDIVIDUALS AND FAMILIES WITH SERIOUS MENTAL ILLNESS AND/OR SUBSTANCE USE DISORDERS, CHILDREN WITH SERIOUS EMOTIONAL DISORDERS, AND MEMBERS OF THE ARMED FORCES AND VETERANS.
Department of Health and Human Services
$4M
OAKS INTEGRATED CARE - CUMBERLAND COUNTY CERTIFIED COMMUNITY BEHAVIORAL HEALTH CLINIC DEVELOPMENT AND IMPLEMENTATION PROPOSAL - OAKS INTEGRATED CARE (OAKS) IS SEEKING TO DEVELOP AND IMPLEMENT A CCBHC IN CUMBERLAND COUNTY, NEW JERSEY TO SERVE INDIVIDUALS THAT PRESENT WITH COMPLEX HEALTH NEEDS, INCLUDING INDIVIDUALS WITH SERIOUS MENTAL ILLNESS (SMI), SUBSTANCE USE DISORDERS (SUD), CO-OCCURRING MENTAL AND SUBSTANCE DISORDERS (COD), YOUTH AND ADOLESCENTS WITH SERIOUS EMOTIONAL DISTURBANCES (SED), VETERANS, AND THE GENERAL POPULATION RECEIVING BEHAVIORAL HEALTH (BH) TREATMENT IN NEED OF COORDINATED WRAPAROUND CARE. OAKS IS ONE OF THE LARGEST BEHAVIORAL HEALTH CARE PROVIDERS IN THE STATE OF NEW JERSEY AND HAS BEEN A KEY PLAYER IN IMPLEMENTING SIMILAR INNOVATIVE, EVIDENCE-BASED AND PILOT PROGRAMS. DESPITE THE SIGNIFICANT NUMBER OF AGENCIES THAT SERVE THE TARGET POPULATIONS IN CUMBERLAND COUNTY, THE LACK OF ADEQUATE COORDINATION RESULTS IN FRACTURED CARE THAT DOES NOT TREAT THE HOLISTIC NEEDS OF INDIVIDUALS AND PRODUCES POOR OUTCOMES OF CARE. THE IMPLEMENTATION OF A CCBHC IN CUMBERLAND COUNTY IS AN OPPORTUNITY TO ADDRESS THE PRIMARY OBSTACLES TO TREATMENT ACCESS, ADDRESS GAPS IN CARE, AND PROVIDE CENTRALIZED AND COORDINATED CARE. THE CCBHC WILL PROVIDE BEHAVIORAL HEALTH SERVICES TREATMENTS TO MEET THE CHALLENGES OF BOTH SERIOUS MENTAL ILLNESS AND SUBSTANCE ABUSE DISORDER. THE CUMBERLAND COUNTY CCBHC EXPECTS TO SERVE A TOTAL OF 1,600 INDIVIDUALS AND FAMILIES OVER THE 4-YEAR PROJECT PERIOD. WITH THE FUNDS PROVIDED BY THE US DEPARTMENT OF HEALTH AND HUMAN SERVICES, SUBSTANCE ABUSE AND MENTAL HEALTH SERVICES ADMINISTRATION (SAMHSA), THE CUMBERLAND COUNTY CCBHC WILL PROVIDE A SINGLE POINT OF CONTACT FOR THOSE WITH BEHAVIORAL HEALTH ISSUES TO OBTAIN BEHAVIORAL AND RELATED PHYSICAL HEALTH SERVICES, EVALUATIONS, AND SCREENINGS. AS A CURRENT CCBHC PROVIDER IN BOTH CAMDEN AND MERCER COUNTY, OAKS WILL PROVIDE NUMEROUS SPECIALIZED SERVICES SUCH AS CRISIS SERVICES, SPECIALIZED THERAPIES, CARE MANAGEMENT TEAMS, AND EXPANDED PARTNERSHIPS TO BETTER COORDINATE CARE AND IMPROVE OUTCOMES FOR THE MOST VULNERABLE POPULATIONS. THE OAKS MISSION PARALLELS THE GOALS OF THE CCBHC, FOCUSING ON THE WHOLE INDIVIDUAL IN ORDER TO ADDRESS MENTAL HEALTH, SUBSTANCE USE, PHYSICAL HEALTH AND SOCIAL DETERMINANTS THAT IMPACT HEALTH. LIKE ITS EXISTING COUNTERPARTS, THE CUMBERLAND CCBHC WILL TARGET THE UNMET NEEDS OF INDIVIDUALS AND FAMILIES WITH SERIOUS MENTAL ILLNESS AND/OR SUBSTANCE USE DISORDERS, CHILDREN WITH SERIOUS EMOTIONAL DISORDERS, AND MEMBERS OF THE ARMED FORCES AND VETERANS.
Department of Health and Human Services
$2.6M
MAT CAPACITY EXPANSION PROJECT IN BURLINGTON, CAMDEN, AND MERCER COUNTY, NEW JERSEY. - OAKS INTEGRATED CARE (OAKS) IS SEEKING TO EXPAND CAPACITY OF THE PROVISION OF OUR MEDICATION ASSISTED TREATMENT (MAT) SERVICES IN BURLINGTON, CAMDEN, AND MERCER COUNTIES IN NEW JERSEY TO INDIVIDUALS WHO PRESENT WITH AN OPIOID USE DISORDER (OUD). OAKS' EXPANSION OF MAT SERVICES WILL CONTINUE TO FILL A STRONG NEED FOR INDIGENT BURLINGTON, CAMDEN, AND MERCER RESIDENTS WHO SEEK TREATMENT, BY ENABLING US TO SIGNIFICANTLY INCREASE THE AMOUNT OF MAT WE ARE ABLE TO OFFER TO THESE CRITICAL POPULATIONS. NEW JERSEY HAS SEEN AN INCREASE IN OVERDOSE RATES WITHIN THE PAST YEAR DUE IN PART OF THE PANDEMIC, BUT ALSO THE PRESENCE OF FENTANYL AND OTHER SYNTHETIC OPIATES THAT ARE MUCH MORE LETHAL AND PRESENT IN THE SUBSTANCES BEING USED. OAKS HAS IDENTIFIED THE 3 COUNTIES AS ITS TARGET POPULATIONS BASED ON THE CRITERIA THAT: 1) THERE IS A SIGNIFICANT POPULATION OF INDIVIDUALS WITH AN OUD IN THESE 3 COUNTIES WHO WILL BENEFIT FROM MAT SERVICES; 2) THERE ARE EXISTING SERVICE GAPS, INCLUDING A LACK OF MAT AVAILABILITY AND RELUCTANCE OF INPATIENT PRESCRIPTIONS STEMMING FROM A LACK OF LINKAGE TO COMMUNITY PROVIDERS, WHICH SERVE AS MAJOR BARRIERS TO ACCESS OF CARE FOR INDIVIDUALS WITH AN OUD; 3) THERE IS AN EXISTING NEED TO ENSURE PROPER TRANSITION AND COORDINATION OF CARE FOR INDIVIDUALS ENTERING AND EXITING THE EMERGENCY DEPARTMENT (ED), JAIL SYSTEMS, AND INPATIENT FACILITIES WHO ARE INDUCED ON OR RELIANT ON MAT SERVICES FOR THEIR CARE AND RECOVERY. THE GOAL OF OAKS' MAT CAPACITY EXPANSION IS TO ENSURE ACCESS THAT IS AS IMMEDIATE AS POSSIBLE WITHOUT COMPROMISING THE QUALITY OF CARE. THE EXPANDED CAPACITY AFFORDED THROUGH THIS FUNDING WILL SERVE AN ADDITIONAL 120 UNDUPLICATED INDIVIDUALS ANNUALLY, OR 600 UNDUPLICATED TOTAL INDIVIDUALS THROUGHOUT THE 5-YEAR PROJECT PERIOD. THIS NUMBER IS PROJECT FROM THE NUMBER OF CONSUMERS THAT WE CURRENTLY PROVIDED MAT SERVICES TO WITHIN THESE 3 COUNTIES.
Department of Health and Human Services
$504.9K
OAKS INTEGRATED CARE - OUTREACH, HOUSING, AND SUPPORTIVE SERVICES TO HOMELESS FAM
Department of Health and Human Services
$400K
OAKS INTEGRATED CARE - OUTREACH, HOUSING, AND SUPPORTIVE SERVICES TO HOMELESS FAMILIES IN NJ
Department of Housing and Urban Development
$117.7K
PURPOSE: THE CONTINUUM OF CARE (COC) PROGRAM IS DESIGNED TO PROMOTE COMMUNITY-WIDE COMMITMENT TO THE GOAL OF ENDING HOMELESSNESS; PROVIDE FUNDING FOR EFFORTS BY NONPROFIT PROVIDERS, STATES, AND LOCAL GOVERNMENTS TO QUICKLY HOUSE HOMELESS INDIVIDUALS AND FAMILIES WHILE MINIMIZING THE TRAUMA AND DISLOCATION CAUSED TO HOMELESS INDIVIDUALS, FAMILIES, AND COMMUNITIES BY HOMELESSNESS; PROMOTE ACCESS TO AND EFFECTIVE UTILIZATION OF MAINSTREAM PROGRAMS BY HOMELESS INDIVIDUALS AND FAMILIES; AND OPTIMIZE SELF-SUFFICIENCY AMONG INDIVIDUALS AND FAMILIES EXPERIENCING HOMELESSNESS. THE MOST RECENT COC AWARD ANNOUNCEMENT LISTING AWARDS BY STATE AND COC IS ACCESSIBLE AT HTTPS://WWW.HUD.GOV/PROGRAM_OFFICES/COMM_PLANNING/COC/AWARDS. SELECT THE LINK UNDER THE FUNDING AND AWARD INFORMATION SECTION FOR THE APPROPRIATE FISCAL YEAR.; ACTIVITIES TO BE PERFORMED: CONTINUUM OF CARE PROGRAM FUNDS MAY BE USED TO PAY FOR THE ELIGIBLE COSTS USED TO ESTABLISH AND OPERATE PROJECTS UNDER FIVE PROGRAM COMPONENTS: (1) PERMANENT HOUSING, WHICH INCLUDES PERMANENT SUPPORTIVE HOUSING FOR PERSONS WITH DISABILITIES, AND RAPID REHOUSING; (2) TRANSITIONAL HOUSING; (3) SUPPORTIVE SERVICES ONLY; (4) HOMELESS MANAGEMENT INFORMATION SYSTEMS (HMIS), AND (5) IN SOME CASES, HOMELESSNESS PREVENTION. THIRTEEN TYPES OF ASSISTANCE MAY BE PROVIDED THROUGH THE CONTINUUM OF CARE (COC) PROGRAM: (1) COC PLANNING ACTIVITIES/COSTS FOR DESIGNING AND CARRYING OUT A COLLABORATIVE PROCESS FOR THE DEVELOPMENT OF AN APPLICATION TO HUD; (2) UNITED FUNDING AGENCY (UFA) COSTS FOR FISCAL CONTROL AND ACCOUNTING NECESSARY TO ASSURE THE PROPER DISBURSAL OF, AND ACCOUNTING FOR, FEDERAL FUNDS AWARDED TO SUBRECIPIENTS UNDER THE CONTINUUM OF CARE PROGRAM, (3) ACQUISITION OF REAL PROPERTY (INCLUDING STRUCTURES) FOR USE IN THE PROVISION OF HOUSING OR SUPPORTIVE SERVICES; (4) REHABILITATION OF STRUCTURES TO PROVIDE HOUSING OR SUPPORTIVE SERVICES; (5) NEW CONSTRUCTION, INCLUDING THE BUILDING OF A NEW STRUCTURE OR BUILDING AN ADDITION TO AN EXISTING STRUCTURE FOR USE AS SUPPORTIVE HOUSING; (6) LEASING OF A STRUCTURE OR STRUCTURES, OR PORTIONS THEREOF, TO PROVIDE HOUSING OR SUPPORTIVE SERVICES; (7) RENTAL ASSISTANCE, WHICH MAY BE SHORT-TERM, MEDIUM-TERM, OR LONG-TERM, AS WELL AS TENANT-BASED, PROJECT-BASED, OR SPONSOR-BASED, FOR TRANSITIONAL OR PERMANENT HOUSING; (8) SUPPORTIVE SERVICES TO ASSIST PROGRAM PARTICIPANTS OBTAIN AND MAINTAIN HOUSING; (9) OPERATING COSTS OF SUPPORTIVE HOUSING; (10) COSTS OF IMPLEMENTING AND OPERATING HMIS; (11) PROJECT ADMINISTRATIVE COSTS; (12) RELOCATION COSTS; AND (13) INDIRECT COSTS IN ACCORDANCE WITH 2 CFR PARTS 200, AS APPLICABLE. IN ADDITION TO USING GRANT FUNDS FOR THE ELIGIBLE COSTS DESCRIBED ABOVE, RECIPIENTS AND SUBRECIPIENTS IN CONTINUUMS OF CARE DESIGNATED AS HIGH PERFORMING COMMUNITIES MAY ALSO USE GRANT FUNDS TO PROVIDE HOUSING RELOCATION AND STABILIZATION SERVICES AND SHORT- AND/OR MEDIUM-TERM RENTAL ASSISTANCE TO INDIVIDUALS AND FAMILIES AT RISK OF HOMELESSNESS AS SET FORTH IN 24 CFR 576.103 AND 24 CFR 576.104, IF NECESSARY TO PREVENT THE INDIVIDUAL OR FAMILY FROM BECOMING HOMELESS. LIMITATION ON USE OF FUNDS: NO ASSISTANCE PROVIDED UNDER PROGRAM (OR ANY STATE OR LOCAL GOVERNMENT FUNDS USED TO SUPPLEMENT THIS ASSISTANCE) MAY BE USED TO REPLACE STATE OR LOCAL FUNDS PREVIOUSLY USED, OR DESIGNATED FOR USE, TO ASSIST HOMELESS PERSONS OR PERSONS AT-RISK OF HOMELESSNESS.; EXPECTED OUTCOMES: DECREASE IN THE NUMBER INDIVIDUALS AND FAMILIES EXPERIENCING HOMELESSNESS, MORE SPECIFICALLY USING PERFORMANCE INDICATORS SUCH AS THE LENGTH OF TIME HOMELESS, RETURNS TO HOMELESSNESS OVER TIME, AND EXITS TO PERMANENT HOUSING. COC PERFORMANCE PROFILE REPORTS CAN BE FOUND AT HTTPS://WWW.HUDEXCHANGE.INFO/PROGRAMS/COC/COC-PERFORMANCE-PROFILE-REPORTS/.; INTENDED BENEFICIARIES: INDIVIDUALS AND FAMILIES EXPERIENCING HOMELESSNESS.; SUBRECIPIENT ACTIVITIES: THE SUBRECIPIENT ACTIVITIES ARE UNKNOWN AT THE TIME OF AWARD.
Department of Housing and Urban Development
$110.3K
CONTINUUM OF CARE PROGRAM
Department of Housing and Urban Development
$101.2K
CONTINUUM OF CARE PROGRAM
Department of Housing and Urban Development
$101.2K
CONTINUUM OF CARE PROGRAM
Department of Housing and Urban Development
$99K
CONTINUUM OF CARE PROGRAM
Department of Housing and Urban Development
$94.1K
CONTINUUM OF CARE PROGRAM
Department of Housing and Urban Development
$88K
CONTINUUM OF CARE PROGRAM
Department of Housing and Urban Development
$63.7K
CONTINUUM OF CARE PROGRAM
Department of Housing and Urban Development
$42K
CONTINUUM OF CARE PROGRAM
Department of Housing and Urban Development
$40.7K
CONTINUUM OF CARE PROGRAM
Department of Housing and Urban Development
$40K
CONTINUUM OF CARE PROGRAM
Source: Federal Audit Clearinghouse (fac.gov)
Total Audits
10
Clean Audits
10
Material Weakness
No
Noncompliance Issues
No
| Year | Status | Financial Report | Federal Expenditure | Low Risk | Accepted |
|---|---|---|---|---|---|
| 2025 | Clean | Unmodified (Clean) | $11M | Yes | 2026-02-26 |
| 2024 | Clean | Unmodified (Clean) | $10.5M | Yes | 2024-12-18 |
| 2023 | Clean | Unmodified (Clean) | $9M | Yes | 2024-01-02 |
| 2022 | Clean | Unmodified (Clean) | $8.5M | Yes | 2022-12-08 |
| 2021 | Clean | Unmodified (Clean) | $5.4M | Yes | 2022-01-05 |
| 2020 | Clean | Unmodified (Clean) | $7.7M | Yes | 2021-03-12 |
| 2019 | Clean | Unmodified (Clean) | $6.3M | Yes | 2020-01-23 |
| 2018 | Clean | Unmodified (Clean) | $4.2M | Yes | 2019-01-03 |
| 2017 | Clean | Unmodified (Clean) | $4M | Yes | 2017-11-21 |
| 2016 | Clean | Unmodified (Clean) | $4.4M | Yes | 2016-12-29 |
Financial Report
Unmodified (Clean)
Federal Expenditure
$11M
Financial Report
Unmodified (Clean)
Federal Expenditure
$10.5M
Financial Report
Unmodified (Clean)
Federal Expenditure
$9M
Financial Report
Unmodified (Clean)
Federal Expenditure
$8.5M
Financial Report
Unmodified (Clean)
Federal Expenditure
$5.4M
Financial Report
Unmodified (Clean)
Federal Expenditure
$7.7M
Financial Report
Unmodified (Clean)
Federal Expenditure
$6.3M
Financial Report
Unmodified (Clean)
Federal Expenditure
$4.2M
Financial Report
Unmodified (Clean)
Federal Expenditure
$4M
Financial Report
Unmodified (Clean)
Federal Expenditure
$4.4M
Tax Year 2024 · 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 |
|---|---|---|---|---|---|
| 2023IRS e-File | $107.7M | $40.3M | $106.4M | $107M | $49.4M |
| 2022IRS e-File | $104M | $36.6M | $103.4M | $103.5M | $44.8M |
| 2021 | $101.6M | $35.8M | $101.4M | $100.4M | $45.8M |
| 2020 | $98.8M |
Sources: ProPublica Nonprofit Explorer & IRS e-File Index
Financial data: IRS e-Filed Form 990 (Tax Year 2023)
Leadership & compensation: IRS e-Filed Form 990, Part VII (Tax Year 2024)
Federal grants: USAspending.gov (live)
Organization info: IRS Business Master File
Tax-deductibility: IRS Publication 78
| Total |
|---|
| Derry Holland | CEO | 40 | $567K | $0 | $59.1K | $626.1K |
| Qindi Shi | CFO | 40 | $374.3K | $0 | $59.3K | $433.5K |
| Aaron Nelson | 1st Vice Chair | 1 | $0 | $0 | $0 | $0 |
| Chelsea Carter | Co-secretary/treasurer | 1 | $0 | $0 | $0 | $0 |
| Colleen Crandall | Co-secretary/treasurer | 1 | $0 | $0 | $0 | $0 |
| Marianne Aleardi | Chair | 1 | $0 | $0 | $0 | $0 |
Derry Holland
CEO
$626.1K
Hrs/Wk
40
Compensation
$567K
Related Orgs
$0
Other
$59.1K
Qindi Shi
CFO
$433.5K
Hrs/Wk
40
Compensation
$374.3K
Related Orgs
$0
Other
$59.3K
Aaron Nelson
1st Vice Chair
$0
Hrs/Wk
1
Compensation
$0
Related Orgs
$0
Other
$0
Chelsea Carter
Co-secretary/treasurer
$0
Hrs/Wk
1
Compensation
$0
Related Orgs
$0
Other
$0
Colleen Crandall
Co-secretary/treasurer
$0
Hrs/Wk
1
Compensation
$0
Related Orgs
$0
Other
$0
Marianne Aleardi
Chair
$0
Hrs/Wk
1
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 |
|---|---|---|---|---|---|---|
| Karen Tanger | COO | 40 | $483.8K | $0 | $62.5K | $546.3K |
| Sheri Bell | Chief Human Resources Offi | 40 | $229.3K | $0 | $79.3K | $308.6K |
| Michael D'Amico | Vice President | 40 | $184.6K | $0 | $39.5K |
Karen Tanger
COO
$546.3K
Hrs/Wk
40
Compensation
$483.8K
Related Orgs
$0
Other
$62.5K
Sheri Bell
Chief Human Resources Offi
$308.6K
Hrs/Wk
40
Compensation
$229.3K
Related Orgs
$0
Other
$79.3K
Michael D'Amico
Vice President
$224.2K
Hrs/Wk
40
Compensation
$184.6K
Related Orgs
$0
Other
$39.5K
Members of the governing board. Board members often serve without compensation.
| Name | Title | Hrs/Wk | Compensation | Related Orgs | Other | Total |
|---|---|---|---|---|---|---|
| Christopher Warren | Trustee | 1 | $0 | $0 | $0 | $0 |
| David Gaskin | Trustee | 1 | $0 | $0 | $0 | $0 |
| David Prensky | Trustee | 1 | $0 | $0 | $0 | $0 |
| David Salewski | Trustee | 1 | $0 | $0 | $0 | $0 |
| Francis Dehel | Trustee | 1 | $0 | $0 | $0 | $0 |
| Grace Hanlon | Trustee | 1 |
Christopher Warren
Trustee
$0
Hrs/Wk
1
Compensation
$0
Related Orgs
$0
Other
$0
David Gaskin
Trustee
$0
Hrs/Wk
1
Compensation
$0
Related Orgs
$0
Other
$0
David Prensky
Trustee
$0
Hrs/Wk
1
Compensation
$0
Related Orgs
$0
Other
$0
| $32.2M |
| $98.2M |
| $95.4M |
| $40.8M |
| 2019 | $100.5M | $36.5M | $100.5M | $93.2M | $40.7M |
| 2018 | $103.8M | $53.2M | $100.3M | $99.1M | $40.7M |
| 2017 | $103.8M | $61.6M | $100.9M | $92.3M | $36.7M |
| 2016 | $102.6M | $68.7M | $101M | $83.8M | $32.6M |
| 2015 | $83.3M | $50.4M | $80.5M | $70.4M | $29.2M |
| 2014 | $73.5M | $44.4M | $71.9M | $66.4M | $26.8M |
| 2013 | $69.8M | $42.8M | $67.8M | $61.2M | $24.3M |
| 2012 | $67.3M | $40.6M | $66.3M | $60.6M | $22.2M |
| 2011 | $47.2M | $25.7M | $45.7M | $48M | $19.5M |
| 2021 | 990 | Data |
| 2020 | 990 | Data |
| 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 | — |
| 2002 | 990 | — |
| 2001 | 990 | — |
| $224.2K |
| Brenda Brown-Goggins | Chief Of Quality And Healt | 40 | $166.7K | $0 | $51.1K | $217.8K |
| Tamirra Williams | Vice President | 40 | $150.5K | $0 | $58.7K | $209.2K |
| Pamela Brown | VP Of Development Disabili | 40 | $163K | $0 | $44.8K | $207.8K |
Brenda Brown-Goggins
Chief Of Quality And Healt
$217.8K
Hrs/Wk
40
Compensation
$166.7K
Related Orgs
$0
Other
$51.1K
Tamirra Williams
Vice President
$209.2K
Hrs/Wk
40
Compensation
$150.5K
Related Orgs
$0
Other
$58.7K
Pamela Brown
VP Of Development Disabili
$207.8K
Hrs/Wk
40
Compensation
$163K
Related Orgs
$0
Other
$44.8K
| $0 |
| $0 |
| $0 |
| $0 |
| Julie Herb | Trustee | 1 | $0 | $0 | $0 | $0 |
| Mary Foukleva | Trustee | 1 | $0 | $0 | $0 | $0 |
| Stephen Trimboli | Trustee | 1 | $0 | $0 | $0 | $0 |
| Thomas Rosamillia | Trustee | 1 | $0 | $0 | $0 | $0 |
| Thomas Tranovich | Trustee | 1 | $0 | $0 | $0 | $0 |
| Toni Brown | Trustee | 1 | $0 | $0 | $0 | $0 |
David Salewski
Trustee
$0
Hrs/Wk
1
Compensation
$0
Related Orgs
$0
Other
$0
Francis Dehel
Trustee
$0
Hrs/Wk
1
Compensation
$0
Related Orgs
$0
Other
$0
Grace Hanlon
Trustee
$0
Hrs/Wk
1
Compensation
$0
Related Orgs
$0
Other
$0
Julie Herb
Trustee
$0
Hrs/Wk
1
Compensation
$0
Related Orgs
$0
Other
$0
Mary Foukleva
Trustee
$0
Hrs/Wk
1
Compensation
$0
Related Orgs
$0
Other
$0
Stephen Trimboli
Trustee
$0
Hrs/Wk
1
Compensation
$0
Related Orgs
$0
Other
$0
Thomas Rosamillia
Trustee
$0
Hrs/Wk
1
Compensation
$0
Related Orgs
$0
Other
$0
Thomas Tranovich
Trustee
$0
Hrs/Wk
1
Compensation
$0
Related Orgs
$0
Other
$0
Toni Brown
Trustee
$0
Hrs/Wk
1
Compensation
$0
Related Orgs
$0
Other
$0