COMMUNITY CARE ALLIANCE

As filed

Subsection

03

NTEE code

F320

Classification

1250

Street

PO BOX 1400

These codes are the IRS's own and are shown exactly as filed. What each one means is in the Business Master File documentation (opens in a new tab).

Mission and programs · 2024

• Withheld by Nonprofiteer: this text may name a private individual.

  Expenses $8,487,730 · Revenue $42,923,078

• SOCIAL HEALTH SERVICES (FORMERLY HOUSING. WORKFORCE DEVELOPMENT & BASIC NEEDS SERVICES)SOCIAL HEALTH SERVICES ADDRESS ISSUES THAT GO BEYOND PHYSICAL HEALTH AND PROVIDES SUPPORTS FOR MULTIPLE FACTORS THAT INCLUDE EDUCATION, EMPLOYMENT, HOUSING, INCOME AND SOCIAL STATUS, AND RELATIONSHIPS, TO NAME JUST A FEW. THE WOONSOCKET FAMILY SHELTER HOUSED 104 INDIVIDUALS. NEARLY HALF OF ALL CLIENTS SERVED WERE CHILDREN (47 OF 104), UNDERSCORING THE PROGRAM'S ROLE IN FAMILY STABILIZATION. SPECIAL POPULATIONS SERVED INCLUDED 27 CHRONICALLY HOMELESS, 5 YOUTH UNDER AGE 25, AND 3 PARENTING YOUTH UNDER 25 YEARS OF AGE WITH CHILDREN. OF 51 LEAVERS, 29.4% (15 HOUSEHOLDS) EXITED INTO PERMANENT HOUSING. THIS INCLUDED 6 WITH SUBSIDY, 2 WITHOUT SUBSIDY, AND 7 REUNIFIED WITH FAMILY/FRIENDS. 33% (17 LEAVERS) TRANSFERRED INTO OTHER EMERGENCY SHELTERS, REMAINING CONNECTED WITHIN THE HOMELESS RESPONSE SYSTEM. IF TRANSFERS ARE EXCLUDED, 44.1% OF HOUSEHOLDS (15 OF 34) EXITED TO PERMANENT HOUSING STILL BELOW THE 70% GOAL, BUT MORE REFLECTIVE OF TRUE PROGRAM COMPLETIONS. OF 29 ADULT LEAVERS, 20 (69%) EXITED WITH INCOME AND 9 (31%) EXITED WITHOUT INCOME. WHILE ONLY 2 LEAVERS (6.9%) INCREASED THEIR INCOME DURING PARTICIPATION, THIS MIRRORS FY24 LEVELS (7.3%). INCOME SOURCES INCLUDED SSI (8), SSDI (4), TANF (5), OTHER BENEFITS (2), AND EARNED INCOME (2). AMONG ADULT LEAVERS, 76% (22 OF 29) EXITED WITH SNAP AND 100% (29 OF 29) EXITED WITH MEDICAID, EXCEEDING THE 70% BENCHMARK. MEDICAID RETENTION IMPROVED DRAMATICALLY, WITH ALL ADULT LEAVERS (100%) EXITING COVERED, UP FROM JUST 56% IN FY24. MEDICARE (17%) AND SCHIP (59%) WERE ALSO ACCESSED. THIS REFLECTS STRONGER CASE MANAGEMENT FOLLOW-THROUGH AND REPRESENTS A MAJOR IMPROVEMENT FROM FY24, WHEN ONLY 56% OF LEAVERS EXITED WITH MEDICAID. ENSURING UNIVERSAL MEDICAID COVERAGE AT EXIT IS A SIGNIFICANT ACHIEVEMENT, SAFEGUARDING CONTINUED ACCESS TO HEALTHCARE. SNAP RETENTION ALSO REMAINED STRONG AT 76%.THE NORTHERN RHODE ISLAND SHELTER SERVED 200 INDIVIDUALS IN 71 HOUSEHOLDS136 ADULTS AND 64 CHILDREN. PEOPLE SERVED INCLUDED 73 CHRONICALLY HOMELESS PERSONS, 4 VETERANS, AND 24 ADULTS FLEEING DOMESTIC VIOLENCE, DEMONSTRATING IMPACT ACROSS HIGHLY VULNERABLE GROUPS. 106 INDIVIDUALS LEFT THE SHELTER AND 94 STAYED. THE AVERAGE LENGTH OF STAY WAS 167 DAYS. OF 106 LEAVERS, 44 (42.3%) EXITED INTO PERMANENT HOUSING, INCLUDING 19 RENTALS WITH SUBSIDY, 10 RENTALS WITHOUT SUBSIDY, AND 15 REUNIFIED WITH FAMILY/FRIENDS ON A PERMANENT BASIS. ANOTHER 22 (21%) TRANSFERRED INTO OTHER SHELTERS, AND 18 (17%) EXITED TO UNSHELTERED SITUATIONS. OF THOSE WHO STAYED, THE AVERAGE LENGTH OF STAY WAS 346 DAYS. MEDICAID COVERAGE AT EXIT ROSE FROM 56% TO 61%, AND SNAP REMAINED HIGH (71% 56%, A SLIGHT DECLINE). SCHIP WAS NOTABLE AT 46%.OVERALL, FY25 REFLECTS PROGRESS IN HOUSING OUTCOMES AND BENEFIT R ETENTION, WHILE INCOME STABILITY REMAINS A CHALLENGE.THE DIGNITY BUS IS AN OVERNIGHT EMERGENCY SHELTER LOCATED AT THE HOLY FAMILY CHURCH IN WOONSOCKET THAT PROVIDED 2636 BED NIGHTS BETWEEN JANUARY 6, 2025 AND JUNE 30, 2025 (75% AVERAGE CAPACITY). 133 UNDUPLICATED PEOPLE UTILIZED THE BUS FOR SHELTER. CLIENTS USING THE DIGNITY BUS HELP EACH OTHER AS THEY FORMED A COMMUNAL BOND AND WATCH OUT FOR ONE ANOTHER ON THE STREETS. WE HAVE DIRECTED CLIENTS TO OTHER CCA FACILITIES WHERE THEY COULD GET FURTHER ASSISTANCE. MULTIPLE CLIENTS WERE TRANSFERRED TO FULL TIME SHELTERS AS OPENINGS AROSE.THE HOME STABILIZATION PROGRAM RENDERED 464 SERVICES (330 BILLABLE HOURS) SUCH AS RENTAL ASSISTANCE, CASE MANAGEMENT AND COLLABORATIONS WITH LANDLORDS OR HOUSING AUTHORITIES; AND ENROLLED 113 HOUSEHOLDS. WE PLACED 10 CLIENTS SUCCESSFULLY TO PERMENANT LOCATIONS. IT IS EXTREMELY DIFFICULT WITH THE LACK OF AVAILABLE UNITS, SUBSIDIES AND PRICES OF FAIR MARKET RENTS. OF THE 10 CLIENTS PLACED WE WERE ABLE TO PERFORM HOME MAINTENANCE SERVICES TO 8 OF THEM ENSURING THEY COULD STAY IN THEIR HOME. CCA'S COMMUNITY ACTION PROGRAMS SERVED 4052 INDIVIDUAL CLIENTS, AS PART OF 3670 HOUSEHOLDS. THE FAMILY SUPPORT CENTER (FSC) OFFERS BASIC NEEDS ASSISTANCE TO LOW INCOME, WOONSOCKET HOUSEHOLDS OFFERING ASSESSMENTS, GUIDED REFERRALS, ADVOCACY AND FINANCIAL ASSISTANCE TO STRENGTHEN FINANCIAL CONDITION. FSC SERVED 3,481 PEOPLE WITH SUPPLEMENTAL FOOD AND 2,947 WITH FOOD VOUCHERS, PROVIDED 874 HOUSEHOLDS WITH CLOTHING VOUCHERS, AND 1,840 HOUSEHOLDS WITH UTILITY ASSISTANCE VIA LIHEAP, GNEF, GLOBAL PARTNERS AND JB WILLIAMS FUNDING SOURCES. STAFF REFERRED 928 HOUSEHOLDS TO OTHER SERVICES INCLUDING WEATHERIZATION THROUGH BVCAP (170) AND LOW INCOME PAYMENT PLAN ADVOCACY WITH RI ENERGY (675). 125 HOUSEHOLD RECEIVED RENTAL ASSISTANCE VIA DHS-HSP AND EMERGENCY FUNDS. EMPLOYMENT, EDUCATION & SUPPORT SERVICES HELPS PEOPLE GET BACK INTO THE WORKFORCE, INCLUDING SKILLS-BUILDING CLASSES, WORK READINESS, JOB SHADOWING AND JOB PLACEMENT AND ACADEMIC ENRICHMENT. PROJECT LEARN PROVIDED ESL, GED AND ADULT BASIC EDUCATION (ABE) CLASSES TO 116 STUDENTS WITH A 111 COMPLETING 40 HOURS OF INSTRUCTION TO ACHIEVE A MEASURABLE ACADEMIC GAIN IN POST TESTING. FIVE OF THESE STUDENTS WORKED WITH A TRAINING/VOCATIONAL PROGRAM TO ASSIST SUCCESS IN JOB DEVELOPMENT, COMMUNITY-BASED WORK EXPERIENCE AND ONGOING JOB PLACEMENT. THE PROGRAM HIRED TWO NEW EDUCATORS AND USE A SYSTEM CALLED NEARPOD TO SUPPORT EDUCATION IN AND OUT OF THE CLASSROOM BY CREATING INTERACTIVE LESSON MODULES. CCA PARTNERS WITH OTHER CAP AGENCIES TO PROVIDE RI WORKS (RIW), ENROLLING 241 LOW-INCOME CLIENTS FACING BARRIERS TO EMPLOYMENT IN VARIOUS RIW COMPONENTS. 136 FAMILIES WERE ABLE TO RECEIVE SUPPORTS, SUCH AS COUNSELING, BASIC NEEDS, RESOURCES, AND WORKSHOPS TO DECREASE BARRIERS TO EMPLOYMENT. TEEN AND FAMILY DEVELOPMENT SERVED 5 PREGNANT TEENS TO EARN A HIGH SCHOOL DIPLOMA OR GED. THE VOCATIONAL COMPONENT ENGAGED 61 PEOPLE IN EXPLORATIVE PROGRAMMING AND TRAININGS, CASE MANAGEMENT AND SETTING SMART GOALS. 39 COMPLETED THE 4TH COMPONENT CONTINUING TO PURSUE CAREER EXPLORATION AND EMPLOYMENT. THE PROGRAM ALMOST DOUBLED PERFOMANCE OUTCOMES, RESULTING IN AN INCREASE IN PERFORMANCE BILLING. THE RIW PROGRAM ALSO HAD 13 PARTICIPANTS CLOSE TO THE RHODE ISLAND WORKS PROGRAM AS THEY OBTAINED EMPLOYMENT THAT SURPASSED THE INCOME GUIDELINE LIMIT SET BY DHS. THE HARBOUR YOUTH CENTER (HYC) PROVIDES CAREER ENGAGEMENT OPPORTUNITIES TO TEENS AND YOUNG ADULTS OFFERING 14 PROGRAM ELEMENTS/SERVICES TO ALL CLIENTS. OVER 450 YOUTH UTILIZED THE DROP-IN CENTER SERVICES, AND 160 CLIENTS CONNECTED TO 120 DIFFERENT JOBS. ROUGHLY 300 YOUTH RECEIVED CASE MANAGEMENT AND/OR CRISIS INTERVENTION SERVICES. OVER 250 YOUTH AND YOUNG ADULT PARTICIPANTS RECEIVED REFERRAL SERVICES AND CAREER EXPLORATION SERVICES AT 3 LOCAL MIDDLE AND HIGH SCHOOLS AND IN THE HYC. PAID STUDENTS CONTINUE TO ENGAGE IN CAREER PATHWAY SERVICES, JOB COACHING SERVICES AND FINANCIAL LITERACY SUPPORTS WHEN NECESSARY. 20 PAID CLIENTS COMPLETED CLASS AND INTERNSHIP HOURS, AND 15 (75%) PLACED IN EMPLOYMENT. 30 YOUTH HAVE ENGAGED IN AFTERSCHOOL HOMEWORK HUB. THE YOUTH CENTER SUCCESSFULLY ENROLLED 25 OF THE 27 WORKFORCE INNOVATION AND OPPORTUNITY ACT (WIOA) AVAILABLE OPENIINGS. THE HYC SUCCESSFULLY COMPLETED ITS 2ND YEAR OF THE NO LIMITS PROGRAM FROM SAMSHA TO OFFER PREVENTION, HARM REDUCTION AND RECOVERY SERVICES TO YOUTH, AGES 12-25. 101 NO LIMITS CLIENTS WERE SCREENED WITH CRAFFT 2.1N+ AND ASSESSED WITH GPRA. CONTINUED PARTNERSHIP WITH ROB ROY ACADEMY HAS GROWN INTO A MAJOR REFERRAL SOURCE, AS WELL AS ANOTHER INDUSTRY RECOGNIZED TRAINING OPPORTUNITY FOR OUR YOUTH. WE HAVE ALSO CONTINUED OUR RELATIONSHIP WITH FEEDRI AND STONELINK PROPERTIES IN ORDER TO OPEN A FULLY FUNCTIONING FOOD PANTRY FOR ALL HYC CLIENTS AND THEIR FAMILIES.SAFE HAVEN IS A WARMING, DROP-IN CENTER FOR INDIVIDUALS WHO ARE UNHOUSED OR INSECURELY HOUSED. THERE WERE 150 NEW "MEMBERS" WHO CAME TO SAFE HAVEN THIS YEAR AND 300 MEMBERS CONNECTED TO MENTAL HEALTH/SUBSTANCE USE TREATMENT. THE PROGRAM DISTRIBUTED 12,091 HARM REDUCTION MATERIALS, 2750 BASIC NEEDS ITEMS, 2458 BUS PASSES AND 738 SURVIVAL ITEMS, 1440 RECEIVED HELP WITH OBTAINING VITAL DOCUMENTS. 300 MEMBERS RECEIVED A CRISIS HOUSING ASSESSMENTS, 2 WERE PLACED IN RESIDENTIAL PROGRAMS AND 6 IN SOBER RECOVERY HOUSING. OF UNHOUSED MEMBERS, 20 WERE PLACED ON THE DIGNITY BUS FOR OVERNIGHT SHELTER AND 40 WERE PLACED AT THE OVERNIGHT WARMING CENTER. SEVEN MEMBERS BECAME GAINFULLY EMPLOYED.THE SERENITY CENTER, A PEER-RUN RECOVERY SUPPORT CENTER, ENROLLED 42 NEW CLIENTS INCLUDING 15 DUALLY ENROLLED IN OTHER CCBHC PROGRAMS. TWENTY-TWO UNIQUE CLIENTS ATTENDED 86 GROUP SESSIONS. CLIENTS ATTENDED 143 COUNSELING SESSIONS, 95 PEER SUPPORT SESSIONS AND RECEIVED 25 ASSESSMENTS.AGAPE HIV SUPPORTS PROGRAM SERVES INDIVIDUALS LIVING WITH HIV/AIDS. THE PROGRAM NEWLY ENGAGED OR REENGAGED 4 CLIENTS TOTALING 40 CLIENTS RECEIVING IN CASE MANAGEMENT SERVICES. 30 ADDITIONAL CLIENTS RECEIVED BASIC NEEDS SERVICES. THE PROGRAM PROVIDED 102 PREPARED MEALS AND MEDICAL NUTRITION THERAPY TO 8 PEOPLE.

  Expenses $8,934,724

• FAMILY WELL BEING AND PERMANENCYOUR BEHAVIORAL HEALTH PROGRAMS PROVIDE FAMILY-CENTERED, TRAUMA-INFORMED CARE INCLUDING OFFICE-BASED CLINICAL SERVICES FOR CHILDREN AND FAMILIES STRUGGLING WITH BEHAVIORAL HEALTH ISSUES, AND INTENSIVE, COMMUNITY-BASED SERVICES FOR INDIVIDUALS IN ACUTE DISTRESS AND AT HIGH RISK OF HARM TO SELF OR OTHERS. THE ADULT GENERAL OUTPATIENT PROGRAM PROVIDED INDIVIDUALIZED MENTAL HEALTH, SUBSTANCE USE AND CO-OCCURRING COUNSELING TO 806 INDIVIDUALS, ENROLLING 344 NEW CLIENTS. UTILIZING SOCIAL DETERMINANTS OF HEALTH AND TARGET HEALTH CONDITIONS QUESTIONNAIRE SCREENING TOOLS HELPED IDENTIFY 259 CLIENTS NEEDING CASE MANAGEMENT. A SUBSTANCE USE OUTPATIENT PROGRAM WAS DEVELOPED TO SERVE PEOPLE WITH SU-RELATED NEEDS. IN OUR CHILDREN'S OUTPATIENT PROGRAM, 730 CHILDREN (68 FEWER THAN LAST YEAR) RECEIVED SERVICES, AND OUR CHILDREN'S INTENSIVE SERVICES PROGRAM WORKED WITH 182 CHILDREN (15 FEWER THAN LAST YEAR). HOWEVER, BOTH PROGRAMS INCREASED BILLABLE SERVICE HOURS, ADDING 2,185 HOURS, WHICH MAY BE A RESULT OF AN INCREASE IN WORK FORCE, EFFICIENCY OF CARE, AND CCBHC STANDARDS AND EXPECTATIONS. CLINICAL PRODUCTIVITY CONCLUDED WITH 11,419 BILLABLE SERVICE HOURS. THERE WERE NO WAIT PERIODS FOR CHILDREN RECEIVING EITHER OP OR CIS LEVELS OF CARE, AND INTAKE ASSESSMENTS INCREASED BY 12 WHEN COMPARED TO THE PREVIOUS YEAR. ADDITIONALLY, HOSPITALIZATIONS DECREASED BY 42% OVER THE PAST YEAR, WITH 73 ADMISSIONS. THIS MAY BE A RESULT OF A CONCERTED EFFORT AROUND MOBILE CRISIS INTERVENTION AND PREVENTION. STAFF MAINTAINED THE COLLABORATIVE PARTNERSHIP WITH TIDES MOBILE RESPONSE AND STABILIZATION SERVICES (MRSS). CRISIS EVALUATIONS INCREASED FROM 57 LAST YEAR TO 98 THIS YEAR. THIS NUMBER, ALONG WITH THE DECREASE IN HOSPITAL ADMISSIONS, MAY INDICATE BETTER STABILIZATION WITHIN THE HOME-BASED PROGRAMS IN DECREASING DEPRESSIVE AND ANXIETY SYMPTOMS, INCLUDING SUICIDAL IDEATION, SELF-HARM, AND VIOLENCE. STAFF CONTINUE COLLABORATIVE PARTNERSHIPS WITH SCHOOL DEPARTMENTS, DEPARTMENT OF CHILDREN YOUTH AND FAMILIES, BUTLER HOSPITAL AND OTHER COMMUNITY PROVIDERS TO OPTIMIZE CLIENT FUNCTIONING AND IMPROVE CARE COORDINATION. STAFF IMPROVE ACCESS, CONTINUING TO PROVIDE SERVICES FOR IMMIGRANT FAMILIES, ESPECIALLY HELPING WITH NAVIGATING LANGUAGE BARRIERS, SYSTEMIC BARRIERS, AND CHANGES IN POLITICAL POLICIES. THE HEALTHY TRANSITIONS TEAM PROVIDES A COMPREHENSIVE ARRAY OF SERVICES TO YOUNG PEOPLE AGED 16-25 WITH SERIOUS MENTAL HEALTH CONCERNS OR CO-OCCURRING DISORDERS IN THEIR TRANSITION FROM ADOLESCENCE INTO ADULTHOOD. THE PROGRAMS SERVED 69 INDIVIDUALS. ENROLLMENT INCREASED FROM 28 TO 47 CLIENTS IN ONE MONTH (JULY) AND AVERAGED 40 MONTHLY ENROLLMENTS THROUGHOUT THE YEAR. 82% ENGAGED IN FIRST SERVICE FOLLOWING THE INTAKE ASSESSMENT AND UP TO 98% RECEIVED ANOTHER SERVICE WITHIN 30 DAYS.24% OF CLIENTS RECEIVED ENHANCED SERVICES, SUCH AS NURSING (11%), CASE MANAGEMENT (15%) AND PEER SERVICES (1%). THE PROGRAM DISCHARGED 238 CLIENTS, WITH 40% IMPROVING DURING THE COURSE OF TREATMENT.THE FAMILY CARE COMMUNITY PARTNERSHIP (FCCP) IS DCYF'S PRIMARY PREVENTION PROGRAM, AIMING TO PROVIDE FAMILIES WITH THE SERVICES AND SUPPORT THEY NEED TO AVOID DCYF INVOLVEMENT. THE FCCP PROGRAM WORKED WITH 365 FAMILIES. FCCPS BECAME THE MAIN PROVIDER FOR REGIONAL CCBHC FOR INTENSTIVE CARE COORDINATION SERVICES. THE PROGRAM TRANSITIONED 8 FAMILIES FROM HOTEL TO PERMANENT HOUSING. SIX FAMILY COMMUNITY ADVISORY BOARDS WERE CONVENED IN THE YEAR. 99% OF FAMILIES SERVED THROUGHOUT THE TRANSITION PHASE MET THEIR GOALS.THE NORTHERN RHODE ISLAND VISITATION CENTER (NRIVC) PROVIDES SUPERVISED VISITATION SERVICES FOR DCYF-INVOLVED FAMILIES (CHILDREN OF ALL AGES) WHO ARE ACTIVELY WORKING TOWARD REUNIFICATION. NRIVC PROVIDED SERVICES TO 68 FAMILIES, 8 THAT LIVED WITH DEVELOPMENTAL DISABILITIES. 63% OF CHILDREN OBTAINED PERMANENCY. PARENTS DEMONSTRATED IMPROVEMENT IN PARENTING SKILLS 93% OF THE TIME AND 80% OF FAMILIES ACHIEVED PLANNED GOALS. THE CONSOLIDATION OF PRIMARY VISITATION TO WOONSOCKET AND THE DEVELOPMENT OF THE NORTHERN RI COMMUNITY COLLABORATIVE (NRICC) FOR COMPLEX FAMILIES AND INCREASED COLLABORATION WITH DCYF REGION IV IMPROVED ACCESS AND ADVANCED PROGRAMMING. NURTURING EARLY CONNECTIONS (NEC) IS EMBEDDED IN THE VISITATION CENTER AND SERVES PARENTS WITH CHILDREN AGES 0 2 THAT ARE WORKING TOWARD UNIFICATION. NEC SERVED 32 FAMILIES, 12 WITH DEVELOPMENTAL DELAYS. 51% ACHIEVED REUNIFICATION WITH A PARENT OR OTHER POSITIVE PERMANENCY OPTION. 90% OF PARENTS DEMONSTRATED IMPROVED PARENTING SKILLS ACROSS THE 10 FAST/NCFAS DOMAINS. 85% OF PARENTS AND 97% OF CHILDREN ACHIEVED OR MADE PROGRESS TOWARDS INDIVIDUAL SERVICE PLAN GOALS. FAMILIES OPEN TO NEC MORE THAN SIX MONTHS, HAD AN 82% POSITIVE PERMANENCY RATE.IN OUR EARLY CHILDHOOD PROGRAMS: EARLY INTERVENTION PROVIDED SERVICES FOR THE GROWTH AND DEVELOPMENT OF INFANTS AND TODDLERS UNTIL AGE 3 WHO HAVE A DEVELOPMENTAL DISABILITY OR DELAY IN ONE OR MORE AREAS. EI SERVED 370 CHILDREN, BOTH NEWLY ENROLLED AND CONTINUING FAMILIES. THE PROGRAM COMPLETED 65% OF INDIVIDUAL FAMILY SERVICE PLANS (IFSP) MEETINGS WITHIN 45-DAYS AND PROVIDED SERVICES WITHIN 30 DAYS OF IFSP COMPLETION FOR ALL ELIGIBLE CHILDREN. IFSP TRANSITIONED 95% CHILDREN ELIGIBLE FOR PART B SPECIAL EDUCATION SERVICES. 90% OF ENROLLED CHILDREN IMPROVED CHILD FUNCTIONAL SKILLS ACROSS DEVELOPMENTAL DOMAINS AS MEASURED BY EXIT CHILD OUTCOME SCORES (COS). FAMILY COMPETNENCES RELATIVE TO UNDERSTANDING THEIR CHILD'S DEVELOPMENT IMPROVED FOR 90% OF FAMILIES AS MEASURED BY THE FAMILY SURVEY TOOL. IN FIRST CONNECTIONS (FC), HOME VISITS ARE PROVIDED TO PREGNANT WOMEN, AND TO FAMILIES WITH CHILDREN UP TO AGE THREE. AVAILABLE SERVICES INCLUDE HEALTH EDUCATION, CHILD WELLNESS SCREENINGS, AND CONNECTIONS WITH HEALTHCARE SERVICES, SOCIAL SERVICES AND COMMUNITY RESOURCES. THE PROGRAM RECEIVED 409 REFERRALS IN A SEVEN-MONTH PERIOD (DATA LOST ON OTHER MONTHS). IN A THREE-MONTH PERIOD 71% OF HIGH-RISK CAPTA REFERRALS ACCEPTED AN INTAKE APPOINTMENT, EXCEEDING 60% OVERALL CAPTURE RATE FOR THESE KINDS OF REFERRALS BY 11%. FC SUCCESSFULLY HIRED AND ONBOARDED A FULL-TIME RN WITH EXPERIENCE AS LABOR AND DELIVERY RN AT LANDMARK HOSPITAL. HEALTHY FAMILIES AMERICA IS A PROGRAM WITH LONG-TERM SUPPORT FOR FAMILIES WITH CHILDREN UP TO AGE FOUR. LAST YEAR, THIS PROGRAM SERVED 34 FAMILIES, PROVIDING 468 HOME VISITS TO PRENATAL MOMS, OFFERING SUPPORT FOR BONDING AND ATTACHMENT WITH NEWBORNS, CHILD DEVELOPMENT INFORMATION AND ACTIVITIES, AND REFERRALS TO COMMUNITY RESOURCES. THREE FAMILIES RECEIVED THE FIRST VISIT PRENATALLY. LEADERSHIP CHANGED WITHIN THE YEAR UPON THE RETIREMENT OF LONG-TIME PROGRAM MANAGER.

  Expenses $11,323,588

• ACUTE SERVICESEMERGENCY SERVICES IS A KEY POINT OF ENTRY TO TREATMENT AND AFFORDS ACCESS TO THE ARRAY OF SERVICES OFFERED THROUGHOUT THE AGENCY. OUR ADULT INTAKE DEPARTMENT PROVIDES COMPREHENSIVE SCREENING AND ASSESSMENT SERVICES TO ENSURE CLIENTS RECEIVE THE APPROPRIATE SERVICES. THE INTAKE DEPARTMENT COMPLETED 313 BIOPSYCHOSOCIAL ASSESSMENTS AND 442 CRISIS ASSESSMENTS, WHICH INCLUDES MOBILE CRISIS RESPONSES AS PART OF EXPANDED CCBHC SERVICES. 187 OF THE NEW MEDICAL SCREENING FORMS WERE COMPLETED IN FY25, AN INCREASE OF 136%, AND 100% WERE REVIEWED BY THE RN WITH RECOMMENDATIONS FOR MEDICAL FOLLOW UP. THE NEW FORM LED TO BETTER CONNECTIONS WITH ONGOING MEDICAL SERVICES, PARTICULARLY FOR CLIENTS WITHOUT PCPS. THE MOBILE CRISIS TEAM EXPANDED SERVICES AFTER HOURS AND ON WEEKENDS AND ES AND MOBILE CRISIS TEAM STAFF INCREASED COMMUNICATION BETWEEN SHIFTS, HIGHLIGHTING RECOMMENDED FOLLOW-UP WITH DAILY SHIFT REPORT REVIEWS. 100% OF CLIENTS IN CRISIS RECEIVE THE ASQ SCREENING TOOL TO DETERMINE SUICIDE RISK AND SAFETY PLAN SINCE IMPLEMENTATION OF FORM IN OCTOBER. EMERGENCY SERVICES IMPROVED OUTREACH AND ACCESS WITH OTHER DIVISIONS, INCLUDING SOCIAL HEALTH SERVICES PROGRAMS, PERFORMING 200 HOURS OF CRISIS DE-ESCALATION AT SAFE HAVEN AND 22 INTAKE ASSESSMENTS AT SERENITY. ACCESS TO MEDICAL UBER INCREASED ABILITY TO REFER TO ASU AND BH LINK. THE AMBULATORY DETOX PROGRAM HAD LOW PARTICIPATION DUE TO LOW DEMAND AND SPECIFIC ELIGIBILITY CRITERIA.THE ACUTE STABILIZATION UNIT ADMITTED 714 INDIVIDUALS AND HELD AN AVERAGE DAILY CENSUS OF 12 CLIENTS. THE AVERAGE CLIENT LENGTH OF STAY OF 7 DAYS (WITHIN TARGET RANGE OF 3 TO 7-DAY AVERAGE). NARCAN TRAININGS ARE OFFERED TO EVERY CLIENT. 113 ASQ SUICIDE SCREENINGS WERE COMPLETED ON CLIENTS BY ASU STAFF OR BY CCA REFERRING PROGRAM. THE ASU MANAGERS MET WITH CCA PROGRAMS, INCLUDING BH LINK, EMERGENCY SERVICES, INTENSIVE OUTPATIENT (IOP), WILSON HOUSE, AND JELLISON HOUSE TO IMPROVE REFERRAL PROCESSES AND COORDINATION OF CARE. NURSES PROVIDED ONE GROUP PER WEEK WITH TOPICS SUCH AS PERSONAL HYGEINE, EXPECTATIONS, MENTAL HEALTH GOALS, COMMUNAL LIVING. THE ASU HIRED A 24/7 ON-CALL MEDICAL PROVIDER WHO IS BOARD CERTIFIED IN ADDICTION MEDICINE, PSYCHIATRY AND PRIMARY CARE.BH-LINK, A WALK-IN, 24/7 COMMUNITY-BASED FACILITY WHERE CLINICIANS CONNECT PEOPLE TO IMMEDIATE, STABILIZING EMERGENCY BEHAVIORAL HEALTH SERVICES, AND LONG-TERM CARE AND RECOVERY SUPPORTS, PROVIDED 1780 ASSESSMENTS (THE MAIN INDICATOR OF NUMBER OF CLIENTS SERVED). 91% OF CLIENTS SERVED EACH MONTH AVOIDED HOSPITAL EMERGENCY DEPARTMENT VISITS RELATED TO BEHAVIORAL HEALTH NEEDS, AS WELL AS ENHANCED CONTINUITY OF CARE AS MEASURED BY SCHEDULED APPOINTMENTS, DIRECT TRANSFER OF CARE OR CASE MANAGEMENT FOLLOW-UP. BH LINK DOUBLED ITS STAFF AND MANAGERS TO MEET CALL DEMAND AND TO ENSURE INCREASED CAPACITY FOR TEXT AND CHAT CALLS. 2098 CALLERS ASKING FOR INFORMATION WERE REFERRED TO SERVICES OR PROVIDED DIRECT TRANSPORT TO BH LINK. THE CALL CENTER TEAM WHICH ANSWERS BOTH 988 LIFELINE AND 414-LINK CALLS ANSWERED MORE THAN 22,500 CALLS, ACHIEVING AN AVERAGE ANSWER RATE OF 1.9 SECONDS, AND AVERAGED A 98% IN-STATE ANSWER RATE (WHICH WAS CONSISTENTLY THE HIGHEST IN THE NATION). OVER 95% OF THESE CALLS WERE RESOLVED WITHOUT NEED FOR 911, POLICE, FIRE, OR EMS INTERVENTION. THE INTENSIVE OUTPATIENT PROGRAM, PROVIDES STRUCTURED, EVIDENCE-BASED AND HOLISTIC PROGRAMMING CONDUCTED IN A SMALL GROUP SETTING, AND ONE ON ONE, INDIVIDUALIZED COUNSELING. OVERALL, IOP RETENTION AND ENGAGMENT IMPROVED WITH AN AVERAGE DAILY CENSUS INCREASED FROM 6 TO 7. (50% TO 58%); BPSAS DROPPED SLIGHTLY FROM 127 TO 124, BUT GIVEN THE MARKED INCREASE IN OTHER CCBHCS ACROSS THE STATE OFFERING IOP SERVICES, WE WERE STILL ABLE TO MAINTAIN ENROLLMENTS. 39% OF CLIENTS RECEIVED CASE MANAGEMENT ASSISTANCE FOR TRANSPORTATION. THOSE RECEIVING TRANSPORTATION HAD BETTER INGAGEMENT AND RETENTION RATES, ATTENDING 29% MORE SESSIONS, AND HAVING 60 % LONGER LONGER TREATMENT BY WEEKS. CLIENT RETENTION POST-INTAKE INCREASED FROM 65% TO 69% RETENTION IN FY 25 . CCA OPERATES TWO RESIDENTIAL SUBSTANCE USE TREATMENT PROGRAMS, WILSON AND JELLISON HOUSE. WILSON HOUSE HAD 99 ADMISSIONS WITH AN 80% SUCESSFUL DISCHARGE RATE. 91% OF CLIENTS HAD SAFE AFFORDABLE HOUSING IN PLACE AT DISCHARGE. UPDATED REIMBURSEMENT RATES (EFFECTIVE OCTOBER 1, 2024) ALLOWED FOR ADDITIONAL STAFF. SALARY ADJUSTMENTS, AND EXPANDED SERVICES. JELLISON HOUSE HAD 86 ADMISSIONS AND AN 85% SUCCESSFUL DISCHARGE RATE. CLIENTS OF BOTH HOUSES VOLUNTEERED AT THE RALLY FOR RECOVERY AND PARTICIPATED IN GARDENING AND FISHING ACTIVITIES. ALL RESIDENTIAL CLIENTS WERE EDUCATED ON OVERDOSE PREVENTION DURING THE INTAKE PROCESS, CURRICULUM, AND THROUGH PSYCHOEDUCATION GROUPS.RECOVERY HOUSING ADMITTED 35 MEN. ALL RECOVERY HOUSE RESIDENTS ARE OFFERED FREE PARTICIPATION IN RECOVERY SUPPORT GROUPS HELD ON-SITE AT THE WILSON HOUSE. MANY RESIDENTS UTILIZE THIS OFFERING AND, IN TURN, PROVIDED RESIDENTIAL CLIENTS AT WILSON AND JELLISON HOUSE SIGNIFICANT PEER SUPPORT/MENTORSHIP. 100% OF ELIGIBLE RECOVERY HOUSING RESIDENTS MOVED INTO PERMANENT, STABLE HOUSING. ALL CLIENTS SHOWING A NEED DUE TO DETERIORATION WERE OFFERED A HIGHER LEVEL OF CARE, INCLUDING BH LINK. THE PROGRAM MAINTAINED A CENSUS OF 10 12 CLIENTS DAILY.

  Expenses $10,344,605

As filed on the 2024 return. The filer continues this part on Schedule O, which is not shown here. A text marked withheld matched a screen for wording that may name a private individual, such as an honorific or "in memory of". Most of what it withholds names no one; it is withheld so that what does is never shown.

Officers and directors · 2024

As listed in Part VII of the 2024 return, in the order the filer printed them. Each return names its own; this is not a roster the organization keeps with us.

The first 25 listed. Compensation is as filed in Part VII: reportable pay from this organization and from related organizations, other compensation, and hours per week. The total, marked calculated, is our sum of the three dollar columns, with a blank column counted as $0; the form itself has no total. On a Form 990-EZ the columns are Part IV's instead, and on a Form 990-PF Part VIII's — compensation, contributions to benefit plans, and expense account — and the total sums those. A Schedule J breakdown is as filed: base pay, bonus, other, deferred compensation and nontaxable benefits from this organization, with any from related organizations beside each, and the filer's own total. It is shown with the Part VII listing of the same name on the same return. The form gives no key between the two, so that pairing is ours, and is marked matched by us. Earlier years are each on their own filing page.

Filings

• 2024

  Revenue

  $50,693,104

  Expenses

  $45,635,152

  Contributions

  $6,705,801

  Grants paid

  $0

• 2023

  Revenue

  $41,945,762

  Expenses

  $42,218,583

  Contributions

  $2,424,135

  Grants paid

  $0

• 2022

  Revenue

  $38,677,766

  Expenses

  $38,535,952

  Contributions

  $1,126,532

  Grants paid

  $0

The four totals the IRS asks for on Part I of the Form 990, as filed. A dash means the figure was not present on the return — not that it was zero.

Other returns filed

• 2021 · 990

  Revenue

  $32,893,218

  Expenses

  $33,186,695

  Assets (EOY)

  $12,254,276

• 2020 · 990

  Revenue

  $33,987,903

  Expenses

  $33,058,733

  Assets (EOY)

  $11,075,428

• 2019 · 990

  Revenue

  $31,497,542

  Expenses

  $32,221,414

  Assets (EOY)

  $13,893,573

• 2018 · 990

  Revenue

  $31,311,686

  Expenses

  $31,463,546

  Assets (EOY)

  $12,301,537

• 2017 · 990

  Revenue

  $28,869,632

  Expenses

  $28,922,614

  Assets (EOY)

  $11,598,531

• 2016 · 990

  Revenue

  $27,109,645

  Expenses

  $27,229,494

  Assets (EOY)

  $10,757,804

• 2015 · 990

  Revenue

  $28,934,536

  Expenses

  $29,153,763

  Assets (EOY)

  $10,843,857

• 2014 · 990

  Revenue

  $29,539,504

  Expenses

  $30,007,175

  Assets (EOY)

  $10,884,988

• 2013 · 990

  Revenue

  $21,138,443

  Expenses

  $20,875,401

  Assets (EOY)

  $8,399,549

• 2012 · 990

  Revenue

  — not reported

  Expenses

  $19,043,820

  Assets (EOY)

  $8,318,560

Nonprofiteer parses Forms 990, 990-EZ and 990-PF, in a window of recent tax years. These returns are recorded from the IRS e-file index, so their figures were extracted by that index rather than read from the return here — treat them as a different source from the filings above, not as more of the same record. A dash means the index carries no figure; Form 990-T listings carry none at all. Showing the 10 most recent; the API carries the rest.

Grants made

No itemized grants to organizations. Schedule I is filed only by organizations that granted more than $5,000 to a recipient, so most filers have none.

Grants received

• THE RHODE ISLAND COMMUNITY FOUNDATION

  $210,988

  2023 · BASIC HUMAN NEEDS

• THE RHODE ISLAND COMMUNITY FOUNDATION

  $210,451

  2022 · GENERAL OPERATING SUPPORT

• UNITED WAY OF RHODE ISLAND INC

  $195,712

  2023 · DONOR DESIGNATION/GRANT

• UNITED WAY OF RHODE ISLAND INC

  $184,575

  2024 · DONOR DESIGNATION/GRANT

• UNITED WAY OF RHODE ISLAND INC

  $146,474

  2022 · DESIGNATED DONATION/GRANT

• THE RHODE ISLAND COMMUNITY FOUNDATION

  $122,495

  2024 · BHN - BASIC HUMAN NEEDS (PRIMARY)

• THE RHODE ISLAND COMMUNITY FOUNDATION

  $50,000

  2022 · CCA RENTAL ASSISTANCE AND FOOD INSECURITY

• BETH ISRAEL DEACONESS MEDICAL CENTER INC

  $35,000

  2023 · CARE ACCESS AND/OR TO ADDRESS OTHER IDENTIFIED COMMUNITY HEALTH NEEDS

• BETH ISRAEL DEACONESS MEDICAL CENTER INC

  $35,000

  2024 · CARE ACCESS AND/OR TO ADDRESS OTHER IDENTIFIED COMMUNITY HEALTH NEEDS

• RHODE ISLAND HEALTH CENTER ASSOCIATION INCORPORATED

  $17,172

  2023 · SANS

The 10 largest by cash amount. The API serves every itemized grant.

Related organizations

From Schedule R Part II, where a filer lists the tax-exempt organizations it is related to by control. It does not record shared board members or money.

Other IRS files