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CATHOLIC CHARITIES NEIGHBORHOOD SERVICES INC

EIN 11-2047151 BROOKLYN, NY

Revenue 2024
$120,374,927
Expenses 2024
$123,156,297

Program services were 89.3% of total expenses calculated — Part IX's program-services column over total expenses, both as filed.

As filed

Subsection
03
NTEE code
P200
Classification
1700
Street
191 JORALEMON ST

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).

Group exemption

A subordinate covered by the group exemption of UNITED STATES CATHOLIC CONFERENCE (EIN 53-0196617). matched by us

The IRS lists each organization's group exemption number; we match a subordinate to its central organization by that number and the affiliation code the IRS assigns.

Mission and programs · 2024

Mission

CATHOLIC CHARITIES NEIGHBORHOOD SERVICES, INC. (CCNS) IS A NOT-FOR-PROFIT CORPORATION THAT PROVIDES A VARIETY OF SOCIAL SERVICES THROUGHOUT THE BOROUGHS OF BROOKLYN AND QUEENS. CCNS CURRENTLY OFFERS 160-PLUS PROGRAMS AND SERVICES FOR CHILDREN, YOUTH, ADULTS, SENIORS, THOSE WITH DEVELOPMENTAL DISABILITIES, AND THOSE STRUGGLING WITH MENTAL ILLNESS.

Activities or mission (Part I)

CATHOLIC CHARITIES NEIGHBORHOOD SERVICES PROVIDES QUALITY SOCIAL SERVICES TO THE NEIGHBORHOODS OF BROOKLYN AND QUEENS.

  • EARLY CHILDHOOD SERVICES (ECS) PROVIDE DEVELOPMENTALLY APPROPRIATE EDUCATIONAL AND FAMILY SUPPORT SERVICES FOR CHILDREN FROM BIRTH THROUGH AGE FIVE, INCLUDING EARLY HEAD START AND HEAD START PROGRAMS. ECS OPERATES 13 PROGRAMS SERVING 1,196 CHILDREN AND 48 PREGNANT MOTHERS, INCLUDING 67 FAMILY PROVIDER HOMES, ALL WITH A STRONG FOCUS ON SCHOOL READINESS. EARLY HEAD START HOME-BASED PROGRAMS SPECIFICALLY SUPPORT LOW-INCOME FAMILIES, PREGNANT WOMEN, AND THEIR CHILDREN BY DELIVERING EARLY, CONTINUOUS, INTENSIVE, AND COMPREHENSIVE SERVICES THAT PROMOTE HEALTHY GROWTH AND DEVELOPMENT. SPECIAL EMPHASIS IS PLACED ON THE PRENATAL PERIOD, RECOGNIZING ITS LASTING INFLUENCE ON A CHILD'S DEVELOPMENT FROM BIRTH THROUGH THE FIRST THREE YEARS OF LIFE. IN ADDITION TO EDUCATIONAL SERVICES, ECS PROVIDES EARLY MENTAL HEALTH SUPPORT, PEDIATRIC NURSE SERVICES, AND POSTPARTUM CARE TO SUPPORT PARENTS AND NEWBORNS DURING CRITICAL EARLY STAGES. KEY OUTCOMES: * 54 HEALTHY PREGNANCIES * 32 POSITIVE CHILDBIRTH OUTCOMES * INCREASED FATHER ENGAGEMENT IN THE LIVES OF YOUNG CHILDREN ECS PROGRAMS ACTIVELY PROMOTE PARENTAL INVOLVEMENT AND SUPPORT FAMILIES IN ACHIEVING SELF-SUFFICIENCY THROUGH COLLABORATION WITH COMMUNITY ORGANIZATIONS. NOTABLY, 1,241 MALE PARTICIPANTS WERE ENGAGED ACROSS VARIOUS ECS EARLY CARE AND EDUCATION INITIATIVES, REFLECTING A STRONG COMMITMENT TO INCLUSIVE FAMILY ENGAGEMENT.

    Expenses $26,411,997 · Grants $2,896,910 · Revenue $157,546

  • OLDER ADULT SERVICES' ONE COMMON GOAL FOR CONTINUOUS QUALITY IMPROVEMENT PLANNING FOR ALL PROGRAM MODELS IN FY 2025 REMAINED REINFORCEMENT OF THE NEW APPROACH IN THE AGING FIELD - SUPPORTING CLIENTS IN COMMUNITIES AS MUCH AS POSSIBLE SO SENIORS CAN REMAIN IN THEIR HOMES AS LONG AS POSSIBLE. THE FOCUS HAS BEEN ON BRINGING MOST REQUIRED SERVICES TO THE CLIENTS IN THEIR PLACE, AND MINIMIZE REFERRALS TO NURSING HOMES, ASSISTED LIVING, HOSPITALS, ETC. INTENSIVE OUTREACH AND PARTICIPATION IN ACTIVITIES TO COMBAT AGE- ENCOURAGING AGE-INCLUSIVE COMMUNITIES AND HIGHLIGHTING THE NEGATIVE IMPACTS OF AGEISM ON HEALTH, FINANCE, AND SOCIETY. OLDER ADULT'S CENTERS HAVE CONTINUED WITH AGGRESSIVE OUTREACH AND RE-ENGAGEMENT OF SENIORS TO INCREASE OPERATING CAPACITY. MOST OF SERVICE UNITS HAVE BEEN SHOWING A POSITIVE TREND FOR ON-SITE ACTIVITIES AS WELL CONTINUED INCREASE IN MEAL SERVICES. 9,831 UNDUPLICATED CLIENTS RECEIVED SERVICES AT 19 OLDER ADULT CENTERS. BLOOMING HEALTH, OAS INTERFACING PLATFORM SPECIFIC FOR THE AGING FIELD, EXPANDED THE UTILIZATION ACROSS ALL PROGRAMS. MORE DAILY/WEEKLY REMINDERS, INVITES TO EVENTS, SATISFACTION SURVEYS, INCLEMENT WEATHER AND EMERGENCY ALERTS WERE SENT OUT THROUGH INTERFACE PLATFORM WHICH HELPS TO CAPTURE BIGGER MEMBERSHIP AND SAVES STAFF TIME. PROGRAMS CONTINUED ASSISTING SENIORS IN LEARNING TO ACCESS TECHNOLOGY THROUGH MORE CLASSES AND INTERGENERATIONAL PROGRAMS WHEN COMMUNITY YOUTH HAVE ONE-TO-ONE SESSION WITH SENIORS. IN THE SUMMER, CCNS OLDER ADULT CENTERS WERE ACTIVELY SUPPORTING SENIORS IN COMMUNITIES OF BROOKLYN AND QUEENS DURING HEAT EMERGENCIES AS A PART OF NETWORK OF COOLING CENTERS IN RESPONSE TO CITY'S HEAT EMERGENCY PLAN. CENTERS CONTINUE WITH EDUCATION OF SENIORS REGARDING AGEISM TO PROMOTE AND EMPHASIZE POSITIVE APPROACH TO STAY HEALTHY, MENTALLY AND PHYSICALLY AS WELL AS COORDINATED ALL ADVOCACY EFFORTS FOR FUNDING OF AGING PROGRAMS. WELLNESS ACTIVITIES HAVE BEEN EXPANDING AT CENTERS AS WELL. MORE HEALTH MAINTENANCE PROGRAMS HAVE BEEN OFFERED TO SENIORS. PROGRAMS CONTINUED TO EXPAND AND DEVELOP ESSENTIAL ACTIVITIES FOR SENIORS, SUCH AS TRIPS TO THE PHARMACY OR GROCERY STORES, TO ADDING MORE RECREATIONAL TYPE TRIPS SUCH AS VISITS TO CULTURAL INSTITUTIONS AND OTHER VENUES FOR LEISURE. THIS PLANNING IMPROVED UTILIZATION OF TRANSPORTATION SERVICE UNITS. ALL OUR CENTERS CONSTANTLY UPDATE PROGRAMMING ANNOUNCEMENTS ON CENTERS' WEBSITES ALSO HELPED TO REINFORCE OUTREACH AND RE-ENGAGEMENT OF SENIORS. CASE MANAGEMENT PROGRAMS CONTINUED WITH HOME VISITS AND ASSESSMENTS OF HOMEBOUND CLIENTS. TOTAL CLIENTS FOR FY 25 SERVED BETWEEN SWQ AND BENSON 1638. DECREASE WAS DUE TO MANY FACTORS WHICH INCLUDED CLIENT TERMINATIONS AND NOT HAVING DEDICATED STAFF TO DO OUTREACHES FOR FY 25. PROGRAMS WERE ABLE TO REDUCE WAITING LIST FOR SERVICES DESPITE CONSTANT SHORTAGE IN STAFFING. MORE REPORTING TOOLS HAVE BEEN DEVELOPED BY FUNDING SOURCE NYC AGING, E.G. MONTHLY REVIEWS OF WAITLIST, ASSESSMENT REVIEWS AND MORE. IN JUNE 2025 DFTA TRANSITIONED TO A NEW DATABASE CALLED VIVE FOR QUEENS ALONE AS THEY WERE PART OF A PILOT PROGRAM. DURING FY 24 HOME DELIVERED MEALS PROGRAMS DELIVERED AN AVERAGE OF 1,671 MEALS OVER 249 DAYS 416,079 MEALS OVERALL BY 2 HOME DELIVERED MEALS PROGRAMS- SOUTHWEST QUEENS & NORTHEAST QUEENS HDMPS. SWQ RECEIVED 6 VEHICLES FROM JASA TO COVER NEWLY ADDED CD 14 TRANSFERRED FROM JASA TO CCNS. PROGRAMS ALSO KEPT SOME VEHICLES FROM WESTERN QUEENS. SWQ HDMP MOVED TO THE NEW LOCATION TO HOWARD BEACH, ON THE GROUND OF ST ANASTASIA. SOCIAL ADULT DAY CARE FOR SENIOR WITH ALZHEIMER'S SERVED 40 CLIENTS FOR FY25. IT HAS RECEIVED MUCH POSITIVE FEEDBACK FROM CAREGIVERS ON IMPROVEMENT IN CLIENTS' COGNITION AND GREAT SUPPORT PROVIDED BY PROGRAM'S STAFF. INTENSIVE PROGRAMMING AND WELLNESS/RECREATION ACTIVITIES SHOWED MUCH IMPROVEMENT TO THIS POPULATION. THE PROGRAM PROVIDES MUCH NEEDED SUPPORT TO CAREGIVER WITH ITS MONTHLY CAREGIVER SUPPORT GROUPS. PROGRAM HAS GREAT RECOGNITION IN THE COMMUNITY. PROGRAM RECEIVED CONGRESSIONAL CERTIFICATE OF MERIT FROM CONGRESSMAN GREGORY MEEKS. NORC PROGRAM DISCRETIONARY FUNDING FOR FY 25 REMAINED REDUCED, WHICH LEFT IT WITH LIMITED STAFFING. HOWEVER, PROGRAM CONTINUED TO SUCCESSFULLY SERVE CLIENTS RESIDING IN THE SHEEPSHEAD-NOSTRAND HOUSING DEVELOPMENT IN BROOKLYN WITH MANY GROUP ACTIVITIES, ON SITE AND VIRTUAL. NURSING HOURS FUNDED BY CITY COUNCIL HAVE BEEN APPROVED AND PROGRAM CONTINUED WITH HEALTH PROMOTION SERVICES TO SENIORS IN THE COMMUNITY. IN FY 25 PROGRAM SERVED 260 UNDUPLICATED ACTIVE CLIENTS. THE MEMBERSHIP WAS INCREASED TO 326 MEMBERS. PROGRAM HAD 100% PERFORMANCE AUDIT OUTCOME. GERIATRIC MENTAL HEALTH CONDUCTED 554 MENTAL HEALTH SCREENINGS TO SENIORS IN OAS PORTFOLIO AND SERVED COMMUNITIES. BASED ON RESULTS OF SCREENINGS, 32 CLIENTS RECEIVED SHORT- TERM COUNSELING UNTIL THEY WERE REFERRED TO LONG- TERM PROVIDERS FOR CONTINUUM OF CARE. PROGRAM STAFF HAD PHONE AND GROUPS SERVICES AS WELL. THIS PROJECT HAS BEEN WORKING CLOSELY WITH SENIOR CENTER'S STAFF TO IMPROVE MENTAL HEALTH OF SENIORS.

    Expenses $23,285,774 · Grants $5,089,034 · Revenue $730,786

  • RESIDENTIAL AND HOUSING SERVICES (RHS) SERVE LOW-INCOME ADULT AND SENIOR POPULATIONS WITH CHRONIC MENTAL ILLNESS, SUBSTANCE USE ISSUES AND/OR HISTORIES OF HOMELESSNESS. THERE IS A CONTINUUM OF CARE AND SUPPORT THROUGH DIFFERENT PROGRAM TYPES. 1) THE MORE INTENSE SERVICES ARE PROVIDED IN SCATTERED SITE APARTMENT TREATMENT PROGRAMS WHICH BILL MEDICAID VIA NYS OFFICE OF MENTAL HEALTH (OMH) FOR PROVIDING REHABILITATIVE AND RESTORATIVE SERVICES TO THOSE WITH SEVERE MENTAL HEALTH PROBLEMS. THESE ARE TRANSITIONAL UNITS IN WHICH RESIDENTS RECEIVE WEEKLY VISITS AND HANDS ON SERVICES. IN 2025, CCNS AGAIN INCREASED THE PERSONAL NEEDS ALLOWANCE TO TRY TO ASSIST WITH INFLATION AND INCLUDES CABLE AND WI-FI IN EACH APARTMENT TO IMPROVE THE STANDARD OF LIVING FOR THESE CLIENTS. ONCE RESIDENTS RECEIVE TREATMENT AND IMPROVE, THEY GRADUATE TO A LOWER LEVEL OF CARE. 2) SUPPORTIVE HOUSING SCATTERED SITE UNITS FOR THE MENTALLY ILL PROVIDE SAFE HOMES WITH RENT ASSISTANCE AND SOCIAL SUPPORT SERVICES THROUGH A CONTRACT WITH OMH. SERVICES INCLUDE VISITS AND PHONE CALLS, CASE MANAGEMENT AND CRISIS INTERVENTION. WHEREAS THE GOAL IN APARTMENT TREATMENT IS CLIENT OVERALL IMPROVEMENT, THE GOAL IN SUPPORTIVE APARTMENTS IS FOR CLIENTS TO MAINTAIN INDEPENDENT HOUSING. THE OFFICE OF MENTAL HEALTH, INCREASED UNIT REIMBURSEMENT TO COVER FAIR MARKET VALUE RENTS WHICH HAVE BROUGHT THESE PROGRAMS OUT OF THE RED. CCNS WAS ABLE TO INCREASE DIRECT SERVICE STAFF SALARIES. THERE IS NOW A REASONABLE CLIENT TO STAFF RATIO WITHOUT CONSTANT FEAR OF LOSING STAFF. 3) CARING SUPPORTED HOUSING AND MERCY GARDENS ARE FOUR SUPPORTED SRO BUILDINGS FOR THOSE WITH HISTORIES OF MENTAL ILLNESS, HOMELESSNESS AND SUBSTANCE USE. CCNS HAS A NYC DEPARTMENT OF HEALTH AND MENTAL HYGIENE CONTRACT FOR STAFF TO WORK ON-SITE TO PROVIDE SOCIAL SERVICES TO ENSURE TENANTS WITH HISTORIES OF MENTAL ILLNESS DO NOT REGRESS TO HOMELESSNESS. 4) CCNS PROVIDES SUPPORTIVE SOCIAL SERVICES IN LOW INCOME HOUSING BUILDINGS. THERE ARE SEVERAL PROGRAMS OPERATING. SENIOR HOUSING SUPPORT SERVICES OPERATES IN TEN POP MANAGEMENT LOW-INCOME HOUSING BUILDINGS FOR SENIORS. A GERIATRIC WELLNESS NURSE, HOUSING WELLNESS COORDINATOR PROVIDING CASE MANAGEMENT AND A SOCIAL WORKER VISIT EACH BUILDING EACH WEEK. THEY EVALUATE TENANTS AND ASSESS EACH BUILDING FOR PRIORITY NEEDS. THE STAFF IS AVAILABLE TO ASSIST POP WITH DIFFICULT TENANTS AS WELL AS TO ADD SERVICES FOR RESIDENTS TO CONTINUE TO AGE IN PLACE, AVOIDING HOSPITALIZATIONS AND MAINTAINING CONNECTIONS IN THE COMMUNITY. IN 2025 WE WERE ABLE TO MAINTAIN FULL STAFF. 5) RHS PROVIDES 31 UNITS LOCATED IN POP MANAGEMENT'S BISHOP VALERO APTS WITH SUPPORT SERVICES VIA A NYC 15/15 CONTRACT FOR SERVICE STAFF. THERE ARE TWO RESIDENT WELLNESS COORDINATORS, A PART-TIME NURSE, A SUPERVISOR AND A PART-TIME BENEFIT COUNSELOR. ALTHOUGH THE CONTRACT IS FOR 31 TENANTS HOUSED IN THE BUILDING, STAFF ARE AVAILABLE TO ASSIST OTHERS IN EMERGENCY. IN 2025 WE BEGAN OFFERING ON-SITE SUBSTANCE USE TREATMENT IN RESPONSE TO AN EVALUATED NEED. 6) RHS' POPE FRANCIS SUPPORT SERVICES ASSISTS 81 TENANTS LIVING IN POP MANAGEMENT'S LORETTO II BUILDINGS VIA A NYS DEPARTMENT OF HEALTH ESSHI GRANT. EIGHTY-ONE FRAIL ELDERLY INDIVIDUALS WHO WERE HOMELESS OR AT RISK OF HOMELESSNESS ARE HOUSED WITH SPECIAL SUPPORTIVE SERVICES IN PLACE. POPE FRANCIS PROVIDES GROUP EVENTS AND ACTIVITIES TO ENHANCE THE SENSE OF COMMUNITY AND BUILD A SOCIAL NETWORK FOR TENANTS. RESIDENTIAL AND HOUSING SERVICES ASSISTED 642 INDIVIDUALS WITH HOUSING AND RESIDENTIAL SERVICES IN 2025. ADDITIONALLY, VIA CONTRACT WITH COORDINATED BEHAVIORAL CARE, THE HOUSING ENGAGEMENT, LOCATION AND PLACEMENT SERVICES PROGRAM (HELPS) ASSISTED 286 INDIVIDUALS LEAVING NYC HEALTH AND HOSPITALS, LOOK FOR AND OBTAIN HOUSING. CCNS SUPPORTIVE HOUSING SCATTERED SITE APARTMENTS AND CONGREGATE HOUSING FOR PERSONS LIVING WITH HIV/AIDS+ SUNSET IN 2025.

    Expenses $19,811,595 · Grants $8,878,194 · Revenue $11,609,925

  • FAMILY STABILIZATION - PREVENTION PROGRAMS TAILORED FOR AT-RISK FAMILIES TO HOMELESS PREVENTION PROGRAMS THAT HELP PEOPLE IN DANGER OF LOSING THEIR HOMES. FAMILY SERVICES PROGRAMS STRENGTHEN FAMILIES AND HELP THEM STAY TOGETHER. FOR YOUNG ADULTS, WE PROVIDE A SECOND CHANCE TO KEEP THEM OFF THE STREETS AND GIVE THEM REAL PURPOSE FOR THE FUTURE, THROUGH SUCH PROGRAMS AS THE YAIP, SYEP, OB & RO WLG, AND PTYF. OUR OUT OF SCHOOL TIME AFTERSCHOOL PROGRAMS PROVIDE A MIX OF ACADEMIC, RECREATIONAL AND CULTURAL ACTIVITIES AND FAMILY SUPPORT FOR YOUNG PEOPLE (GRADES K-5) AFTER SCHOOL, DURING HOLIDAYS AND IN THE SUMMER, IN A SAFE AND SUPPORTIVE ENVIRONMENT. ESL, CIVICS AND IMMIGRANT ASSISTANCE PROGRAMS WHICH HELP WITH LANGUAGE AND SERVICES. FOOD AND NUTRITION SERVICES THRU WIC AND FOOD PANTRIES. FAMILY STABILIZATION SERVED 17,883 PEOPLE.

    Expenses $17,881,453 · Grants $715,846 · Revenue $4,981

  • THE CLINIC, REHABILITATION AND RECOVERY SERVICES (CRR) PORTFOLIO OFFERS A VARIETY OF SERVICE DELIVERY MODELS. 1) TRADITIONAL MENTAL HEALTH SERVICES VIA NYS MENTAL HEALTH OUTPATIENT TREATMENT AND REHABILITATIVE SERVICES (MHTORS), NOW WITH FOUR OF THE FIVE DESIGNATED AS CERTIFIED COMMUNITY BEHAVIORAL HEALTH CLINICS (CCBHC) - DEMONSTRATION PROJECTS OFFERING BOTH MENTAL HEALTH AND SUBSTANCE USE DISORDER SERVICES. 2) AN ARTICLE 32 MEDICALLY SUPERVISED SUBSTANCE USE CLINIC. ALL OF WHICH BILL MEDICAID, MEDICARE AND THIRD-PARTY INSURANCES FOR INDIVIDUAL VERBAL THERAPY, PSYCHIATRIST VISITS/MEDICATION, MEDICATED ASSISTED TREATMENT AND ADDICTION/MENTAL HEALTH RECOVERY GROUPS. FLATBUSH AND ROCKAWAY CLINICS MEET STANDARDS VIA SAMHSA CERTIFIED COMMUNITY BEHAVIORAL HEALTH CLINIC IMPROVEMENT AND ADVANCEMENT GRANTS. HOWEVER, ROCKAWAY WAS RECENTLY ADDED TO THE DEMO PROJECT. THE CORONA CLINIC BECAME A CCBHC DEMONSTRATION PROGRAM, WITH JAMAICA AND JFC WOODHAVEN AS SATELLITES IN JULY 2024 AND HAVE SUCCESSFULLY GROWN THROUGHOUT 2025. THE DEMONSTRATION PROGRAMS GET A HIGHER REIMBURSEMENT RATE BASED ON HIGH STANDARDS AND WRAPPING SERVICES AROUND EACH CLIENT TO ENSURE SUCCESS. 3) ADDITIONALLY, CCNS CURRENTLY OPERATES SEVERAL SCHOOL SATELLITES: MASPETH HIGH SCHOOL IN QUEENS, THE CHALLENGE CHARTER SCHOOL IN FAR ROCKAWAY, MIDWOOD HIGH SCHOOL IN BROOKLYN, PS 280 AND PS 90 GRAMMAR SCHOOLS IN JACKSON HEIGHTS/CORONA QUEENS. DURING 2025, WE HAVE APPLIED FOR TWO MORE SATELLITES, ONE AT A GRAMMAR SCHOOL IN BROOKLYN, PS 345 AND ANOTHER BROOKLYN HIGH SCHOOL, LEON GOLDSTEIN. MENTAL HEALTH CLINICS AND SATELLITES SERVED 3,309 UNIQUE PEOPLE THROUGH DELIVERY OF 41,285 SERVICES. 4) REHAB AND RECOVERY PROVIDED 21,245 SERVICES TO AN ADDITIONAL 434 PEOPLE. THESE SERVICES INCLUDE THREE PROS PROGRAMS, THE FLATBUSH PROS OPENING IN 2025 TO JOIN THE LONGSTANDING CORONA AND ROCKAWAY PROS PROGRAMS. THESE PROGRAMS BILL MEDICAID. THE CLUBHOUSE SUNSET IN FISCAL YEAR 2025 AFTER 40 YEARS OF SERVICE, SERVING 93 CLIENTS DURING ITS FINAL YEAR. PEER ADVOCACY, HOME AND COMMUNITY BASED SERVICES (HCBS) FOR THOSE WITH BEHAVIORAL HEALTH NEEDS, AND CORE SERVICES (COMMUNITY ORIENTED RECOVERY AND EMPOWERMENT) CONTRIBUTED TO THE REHABILITATION PORTFOLIO'S LEVELS OF SERVICE ASSISTING AN ADDITIONAL 194 INDIVIDUALS WITH 9,987 SERVICES. 5) CRR ALSO RUNS A CALL CENTER WHICH ACTS AS A CONDUIT FOR AGENCY PROGRAMS INCLUDING THE CLINICS AND OTHER BEHAVIORAL HEALTH PROGRAMS WHICH RECEIVED 12,064 CALLS IN FISCAL YEAR 2025. THE NEW ACCESS TEAM BEGAN RECEIVING MENTAL HEALTH CALLS TO SCREEN AND SET UP APPOINTMENTS DIRECTLY WITH THE PROGRAMS.

    Expenses $16,797,619 · Grants $117,107 · Revenue $9,358,270

  • CARE COORDINATION AND CASE MANAGEMENT (CCCM)- CARE COORDINATION AND CASE MANAGEMENT, INCLUDE SCREENING AND OUTREACH SERVICES, PROVIDING COORDINATION FOR INDIVIDUALS' BEHAVIORAL, ADDICTION AND PHYSICAL HEALTH CARE NEEDS AND ASSESSING AND ASSISTING WITH CLIENTS' SOCIAL DETERMINANTS OF HEALTH NEEDS. PROGRAMS DIFFER TO THE EXTENT THAT SERVICES ARE PROVIDED TO SPECIFIC POPULATIONS: SERIOUSLY MENTALLY ILL WITH POOR TREATMENT COMPLIANCE, HIGH MEDICAID AND EMERGENCY DEPARTMENT UTILIZERS, JUVENILES INVOLVED WITH THE CRIMINAL JUSTICE SYSTEM, CHILDREN, THOSE TRANSITIONING OUT OF PSYCHIATRIC FACILITIES AND THOSE IN CRISIS. THE PROGRAMS EVALUATE CLIENTS' SOCIAL SERVICE NEEDS, SCREEN FOR MENTAL HEALTH, TRAUMA AND SUBSTANCE USE DISORDERS AND GO INTO THE COMMUNITY TO FIND AND ASSIST CLIENTS IN NEED. ONCE CONTACTED, ASSESSED AND SCREENED, PLANS ARE CREATED WITH EACH CLIENT TO ADDRESS THEIR INDIVIDUAL NEEDS, AND THEN HELP IS PROVIDED TO ENSURE NEEDS ARE MET. 1,002 UNIQUE INDIVIDUALS RECEIVED 29,582 CARE MANAGEMENT SERVICES IN FY2025. THIS MODEL OF SERVICE DELIVERY WRAPS SERVICES AROUND THE CLIENT TO INCREASE THE LIKELIHOOD OF SUCCESS. ACT, ASSISTED COMMUNITY TREATMENT, IS OUR NEWEST PROGRAM IN THE PORTFOLIO AND ASSISTS CLIENTS WHO HAVE GREAT DIFFICULTY MAKING AND KEEPING APPOINTMENTS, STAYING FAITHFUL TO MEDICATION REGIMENS AND GENERALLY LACK THE SKILLS NEEDED FOR LOWER LEVELS OF ASSISTANCE. STAFF GO INTO THE COMMUNITY TO FIND CLIENTS AND PROVIDE TREATMENT. THE PROGRAM MAINTAINS A VERY STRICT STAFF TO CLIENT RATIO (1:10) WHICH THE PROGRAMS MUST ADHERE TO AT ALL TIMES.

    Expenses $5,085,578 · Grants $210,464 · Revenue $2,809,550

  • INTELLECTUAL AND DEVELOPMENTAL DISABILITIES (IDD) - THROUGH CATHOLIC CHARITIES' RESIDENTIAL AND COMMUNITY HABILITATION PROGRAM (COMHAB), COMPASSIONATE STAFF MEMBERS PROVIDED CARE AND SUPPORT TO INDIVIDUALS WITH INTELLECTUAL AND DEVELOPMENTAL DISABILITIES. 131 UNIQUE ADULTS AND CHILDREN WITH IDD ISSUES RECEIVED 11,199 SKILLS TRAINING SESSIONS IN THEIR HOMES AND COMMUNITIES. SKILLS THAT PROMOTE INDEPENDENCE IN THE HOME (SELF-CARE, SELF-FEEDING, GETTING DRESSED) AND THE COMMUNITY (TRAVELING, USING A LIBRARY, SHOPPING) GUIDE OUR CLIENTS TO A HIGHER LEVEL OF SELF SUFFICIENCY AND GREATER INDEPENDENCE. IN 2025, WE MADE STRIDES IN STABILIZING STAFF AND INCREASING UNITS OF SERVICES BEING DELIVERED.

    Expenses $729,572 · Grants $584,022

As filed on the 2024 return. The filer continues this part on Schedule O, which is not shown here.

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.

  • JOHN MURPHY JR

    TREASURER

    Total calculated
    $0
    Hours/week
    1

  • MICHELLE P GUERRIER

    VICE CHAIR

    Total calculated
    $0
    Hours/week
    1

  • REV MSGR ALFRED P LOPINTO

    EXECUTIVE VP & CEO

    Total calculated
    $49,769
    From this org
    $0
    From related orgs
    $37,000
    Other
    $12,769
    Hours/week
    12 + 23 related

  • SANTOS RODRIGUEZ

    CHAIR

    Total calculated
    $0
    Hours/week
    1

  • VALERIE STEWART-LOVELL

    SECRETARY

    Total calculated
    $0
    Hours/week
    1

  • VERY REV PATRICK KEATING

    DEPUTY CEO

    Total calculated
    $46,981
    From this org
    $0
    From related orgs
    $45,000
    Other
    $1,981
    Hours/week
    10 + 25 related

  • CAROL COHEN

    DIRECTOR

    Total calculated
    $0
    Hours/week
    1

  • CORINNE JS SYMIETZ

    DIRECTOR

    Total calculated
    $0
    Hours/week
    1

  • DANIEL GREENE

    DIRECTOR

    Total calculated
    $0
    Hours/week
    1 + 1 related

  • David Ferguson

    DIRECTOR

    Total calculated
    $0
    Hours/week
    1

  • DAWN A HEWITT

    DIRECTOR

    Total calculated
    $0
    Hours/week
    1

  • PAUL CAPURSO

    DIRECTOR

    Total calculated
    $0
    Hours/week
    1

  • PETER F CASTELLANA III

    DIRECTOR

    Total calculated
    $0
    Hours/week
    1

  • ROBERT C GOLDEN

    DIRECTOR

    Total calculated
    $0
    Hours/week
    1

  • ROBERT MARQUEZ

    DIRECTOR

    Total calculated
    $0
    Hours/week
    1

  • CHRISTINE D'OTTAVIO

    CFO

    Total calculated
    $325,584
    From this org
    $288,825
    From related orgs
    $0
    Other
    $36,759
    Hours/week
    20 + 15 related

    Schedule J breakdown matched by us

    Base
    $287,797
    Bonus
    $0
    Other
    $1,028
    Deferred
    $10,208
    Nontaxable benefits
    $26,551
    Filer's total
    $325,584

  • EMMIE GLYNN RYAN

    COO/CHIEF OF STAFF/GENERAL COUNSEL

    Total calculated
    $364,408
    From this org
    $0
    From related orgs
    $328,884
    Other
    $35,524
    Hours/week
    20 + 15 related

    Schedule J breakdown matched by us

    Base
    $0 + $328,884 related
    Bonus
    $0
    Other
    $0
    Deferred
    $0 + $15,822 related
    Nontaxable benefits
    $0 + $19,702 related
    Filer's total
    $0 + $364,408 related

  • JEANNE M DIULIO

    ASSOCIATE GENERAL COUNSEL

    Total calculated
    $224,002
    From this org
    $197,286
    From related orgs
    $0
    Other
    $26,716
    Hours/week
    30 + 5.2 related

    Schedule J breakdown matched by us

    Base
    $197,286
    Bonus
    $0
    Other
    $0
    Deferred
    $11,990
    Nontaxable benefits
    $14,726
    Filer's total
    $224,002

  • GLADYS RODRIGUEZ

    SVP/CPO PROGRAM MANAGEMENT

    Total calculated
    $304,494
    From this org
    $261,752
    From related orgs
    $0
    Other
    $42,742
    Hours/week
    35

    Schedule J breakdown matched by us

    Base
    $261,752
    Bonus
    $0
    Other
    $0
    Deferred
    $12,900
    Nontaxable benefits
    $29,842
    Filer's total
    $304,494

  • PATRICIA COLLINS

    SVP/CPO PROGRAM MANAGEMENT

    Total calculated
    $340,804
    From this org
    $324,588
    From related orgs
    $0
    Other
    $16,216
    Hours/week
    35

    Schedule J breakdown matched by us

    Base
    $324,588
    Bonus
    $0
    Other
    $0
    Deferred
    $15,687
    Nontaxable benefits
    $529
    Filer's total
    $340,804

  • PATRICK MAHON

    CIO/CSO

    Total calculated
    $274,154
    From this org
    $253,624
    From related orgs
    $0
    Other
    $20,530
    Hours/week
    35

    Schedule J breakdown matched by us

    Base
    $253,624
    Bonus
    $0
    Other
    $0
    Deferred
    $14,862
    Nontaxable benefits
    $5,668
    Filer's total
    $274,154

  • CLAUDIA SALAZAR

    VP PROGRAM MANAGEMENT

    Total calculated
    $218,164
    From this org
    $195,468
    From related orgs
    $0
    Other
    $22,696
    Hours/week
    35

    Schedule J breakdown matched by us

    Base
    $195,468
    Bonus
    $0
    Other
    $0
    Deferred
    $7,898
    Nontaxable benefits
    $14,798
    Filer's total
    $218,164

  • DELROY DAVEY

    VP PROGRAM MANAGEMENT

    Total calculated
    $233,350
    From this org
    $194,881
    From related orgs
    $0
    Other
    $38,469
    Hours/week
    35

    Schedule J breakdown matched by us

    Base
    $194,881
    Bonus
    $0
    Other
    $0
    Deferred
    $9,896
    Nontaxable benefits
    $28,573
    Filer's total
    $233,350

  • DESIREE A JACKSON-FRYSON

    VP PROGRAM MANAGEMENT

    Total calculated
    $226,655
    From this org
    $190,392
    From related orgs
    $0
    Other
    $36,263
    Hours/week
    35

    Schedule J breakdown matched by us

    Base
    $190,392
    Bonus
    $0
    Other
    $0
    Deferred
    $6,335
    Nontaxable benefits
    $29,928
    Filer's total
    $226,655

  • MARY HURSON

    VP PROGRAM MANAGEMENT

    Total calculated
    $231,845
    From this org
    $201,061
    From related orgs
    $0
    Other
    $30,784
    Hours/week
    35

    Schedule J breakdown matched by us

    Base
    $201,061
    Bonus
    $0
    Other
    $0
    Deferred
    $11,958
    Nontaxable benefits
    $18,826
    Filer's total
    $231,845

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
    $120,374,927
    Expenses
    $123,156,297
    Contributions
    $91,547,772
    Grants paid
    $18,491,577
  • 2023
    Revenue
    $120,713,404
    Expenses
    $122,143,609
    Contributions
    $96,012,124
    Grants paid
    $25,100,267
  • 2022
    Revenue
    $118,875,218
    Expenses
    $118,447,389
    Contributions
    $92,667,449
    Grants paid
    $25,954,137

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
    $116,003,581
    Expenses
    $114,393,624
    Assets (EOY)
    $32,235,600

  • 2020 · 990

    Revenue
    $107,898,705
    Expenses
    $109,826,721
    Assets (EOY)
    $26,716,847

  • 2019 · 990

    Revenue
    $110,826,999
    Expenses
    $112,457,447
    Assets (EOY)
    $27,095,216

  • 2018 · 990

    Revenue
    $104,478,595
    Expenses
    $105,999,734
    Assets (EOY)
    $37,114,339

  • 2017 · 990

    Revenue
    $110,383,790
    Expenses
    $108,833,745
    Assets (EOY)
    $37,128,332

  • 2017 · 990

    Revenue
    $110,383,790
    Expenses
    $108,833,745
    Assets (EOY)
    $37,128,332

  • 2016 · 990

    Revenue
    $120,776,053
    Expenses
    $115,203,337
    Assets (EOY)
    $32,667,670

  • 2015 · 990

    Revenue
    $133,392,509
    Expenses
    $130,246,949
    Assets (EOY)
    $37,816,469

  • 2014 · 990

    Revenue
    $144,701,297
    Expenses
    $139,432,222
    Assets (EOY)
    $39,662,500

  • 2013 · 990

    Revenue
    $130,101,004
    Expenses
    $137,116,685
    Assets (EOY)
    $36,457,664

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

Where these grants went next →

Grants received

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.

Declared on its 2024 return

The first 25 as filed. The return lists every one.

Declared as related by

Taxable family

From Schedule R Parts I, III and IV: entities that legally are the filer, and taxable partnerships, corporations and trusts it is related to. These record ownership and control, not shared board members or money.

Related partnerships on its 2024 return

Related corporations and trusts on its 2024 return

The first 25 as filed. The return lists the rest.

Other IRS files

Auto-Revocation List

Not listed. The IRS publishes this list for organizations whose exemption was automatically revoked for failing to file for three consecutive years.

Publication 78

Not present in the most recent drop.

These are two separate IRS files on two separate schedules, shown as published and not reconciled with each other. Neither is a statement about whether a contribution is deductible today: 19,245 organizations appear in Publication 78 while the IRS's own revocation file lists them as currently revoked, more than half of those revoked before 2019. Absence from Publication 78 is evidence of nothing, and presence is not evidence either. Verify current status with the IRS before relying on it.

What this page reflects

The registration facts above come from the IRS Business Master File published 13 October 2026 and read 26 October 2026, for every organization at once. Returns through tax year 2024, the newest we have parsed for this organization.