COMMUNITY CARE ALLIANCE

Financials

From the e-filed returns the IRS publishes as XML (latest three processing years; amended returns replace the original). PDF copies at the IRS.

Officers, directors and key employees

As listed on the 990 for the year ended June 30, 2025, highest compensation first.

Address and contacts

Address (IRS master file)

PO BOX 1700, WOONSOCKET, RI 02895-0856

Principal officer (990 for 2024)

BENEDICT F LESSING JR, 800 CLINTON STREET, WOONSOCKET, RI 02895

Signed the 990

BENEDICT F LESSING JR, PRESIDENT & CEO

Phone

(401) 235-7000

Website

WWW.COMMUNITYCARERI.ORG

Return prepared by

KAHN LITWIN RENZA & CO LTD

Mission

THROUGH PROGRAMS, ADVOCACY AND COLLABORATION, PEOPLE ARE EMPOWERED TO DISCOVER THEIR POTENTIAL AND LIVE AS ENGAGED CITIZENS, FREE OF STIGMA, WITHIN A THRIVING COMMUNITY.

Program accomplishments

• COMMUNITY SUPPORT & RECOVERY SERVICES THE COMMUNITY SUPPORT PROGRAM (CSP) PROVIDES CLINICAL AND SUPPORT SERVICES TO INDIVIDUALS WITH LONG-TERM MENTAL ILLNESS AND/OR SUBSTANCE USE NEEDS. THE GOAL IS TO HELP PEOPLE LIVE AS INDEPENDENTLY AND FULLY INTEGRATED WITHIN THE COMMUNITY AS POSSIBLE, REDUCING HOSPITALIZATIONS AND INSTITUTIONAL CARE.THE INTEGRATED COMMUNITY HEALTH HOME IS A MULTI-DISCIPLINARY TEAM OF PROFESSIONALS PROVIDE SERVICES ARE CENTERED AROUND INDIVIDUAL NEEDS AND MAY INCLUDE LONG AND SHORT-TERM BEHAVIORAL HEALTH RECOVERY SERVICES, CARE COORDINATION, AND HEALTH EDUCATION. 641 CLIENTS WERE SERVED, INCLUDING 145 NEW ADMISSIONS. IN FY25, 184 WERE DISCHARGED. ALL TEAM STAFF COMPLETED TRAINING ON NEW SCREENING TOOLS AND PROCESSES FOR DISPOSITIONS CONTINUE TO BE ASSESSED FOR IMPROVEMENTS, PARTICULARLY AS IT RELATES TO HOUSING. SCREENINGS ARE IMPLEMENTED AT THE TIME OF RECOVERY PLANNING TOOLS WITH A 90% COMPLETION RATE. SINCE THE START OF CCBHC, STAFFING PATTERNS HAVE BEEN MORE CONSISTENT, BUT VACANCIES AND LEAVES OF ABSENCE STILL REMAIN CHALLENGES FOR CASE MANAGEMENT STAFFING AND MAINTAINING PRODUCTIVITY. A DECREASE IN CENSUS IS A RESULT OF FEWER REFERRALS AND CHANGES IN DLA REQUIREMENTS (CHANGED TO UNDER 4), AS WELL AS PRESCRIBING PRACTICES FOR CONTROLLED SUBSTANCES. CLIENTS WHO WERE CHOOSING TO HAVE "MEDS ONLY" TREATMENT WERE DISCHARGED.PSYCHOSOCIAL REHABILITATION SERVICES FOCUSES ON SUPPORTING INDIVIDUALS WITH MENTAL AND EMOTIONAL CHALLENGES TO LIVE MEANINGFUL, INDEPENDENT LIVES. THE ASSERTIVE COMMUNITY TREATMENT (ACT) TEAMS SERVED 107 PEOPLE, DISCHARGING 5 INDIVIDUALS. CSP UTILIZED CHECKLISTS SYSTEM, ALREADY IN PLACE, TO PROMPT COMPLETION OF SCREENING TOOL AND FOCUSED ON ACHIEVING CCBHC CLINICAL CARE STANDARDS. ABOUT 80% OF CLIENTS RECEIVE 3 DIFFERENT TYPES OF SERVICES (NURSING, VOCATIONAL, SUBSTANCE USE, CASE MANAGEMENT AND PSYCHIATRY). REFERRAL TRACKERS ON ALL INTERNAL AND EXTERNAL REFERRALS AND PROCESSES FOR COMPLETING DISPOSITION CONTINUES TO BE ASSESSED, ESPECIALLY AS IT RELATES TO HOUSING. VOCATIONAL SERVICES PROVIDES INDIVIDUAL PLACEMENT AND SUPPORTS (IPS) TO MAXIMIZE EMPLOYMENT FOR PEOPLE WITH MENTAL HEALTH CONDITIONS. THE PROGRAM SERVED 74 INDIVIDUALS64 RECEIVED IPS AND 12 RECEIVED PSYCH REHAB SERVICES. JOB STARTS FOR THOSE IN PSYCH REHAB SERVICES TARGETS INDIVIDUALS PREPARING TO ENGAGE IN EMPLOYMENT IN THE FUTURE WITH MORE FOCUS ON JOB PREPARATION. THESE CLIENTS HAD A SLIGHT DECREASE IN JOB STARTS. 20 CLIENTS STARTED NEW JOBS. 11 OF THE 20 (55%) MAINTAINED EMPLOYMENT BEYOND THE END OF THE FISCAL YEAR. THERE WAS A SIGNIFICANT INCREASE IN JOB RETENTION OVER THE PREVIOUS YEAR, AND THREE CLIENTS TRANSITION TO FULL TIME EMPLOYMENT, TERMINATING THEIR DISABILITY BENEFITS.GROUP LIVING SERVICES PROVIDE TRANSITIONAL PLACEMENTS FOR PEOPLE DISCHARGED FROM LONG-TERM HOSPITALIZATION WHO REQUIRE 24/7 SUPPORT IN ORDER TO DEVELOP INDEPENDENT LIVING SKILLS. SERVICES PROVIDED BY MENTAL HEALTH PSYCHIATRIC REHABILITATION RESIDENCES (MHPRR) SERVED 29 CLIENTS IN THREE RESIDENTIAL HOUSES, CHICOINE, SUTHERLAND AND TANGUAY. THE AVERAGE CENSUS FOR ALL THREE WAS 94%. LEADERSHIP AND STAFF TOURED/EXPLORED LOCAL ADULT DAY PROGRAMS FOR CONNECTIONS FOR CURRENT MHPRR RESIDENTS (E.G., GENERATIONS, ELMWOOD) AT LEAST 50% OF CLIENTS ATTENDED DAY PROGRAMS FOR AT 2-3 DAYS OF THE WEEK. RISK MANAGEMENT DISCUSSIONS AND DOCUMENTATIONS WERE IMPROVED WITH A DAILY COMMUNICATION LOG TO TRACK CLIENT MEDICATION ISSUES, MED VISITS, AND OTHER MEDICAL ISSUES. CHICOINE MADE IMPROVEMENTS TO COMMON AREAS CREATING A MORE WELCOMING ENVIRONMENT. MHPRR EXPERIENCED CHALLENGES IN KEY LEADERSHIP ROLESLOSING A DIRECTOR LEVEL POSITION AND HAVING 2 VACANT HOUSE MANAGEMENT LEADERSHIP POSITIONS, MAKING IT DIFFICULT TO PURSUE ACTIVITIES AND GOALS. EVERGREEN ASSISTED LIVING AVERAGE CENSUS WAS 22/RESIDENTS PER MONTH. COMMUNITY SUPPORT PROGRAM CLIENTS RECEIVE THERAPEUTIC, AND HEALTH AND WELLNESS GROUPS AT THE WELLNESS AND RECOVERY CENTER, A WELCOMING PLACE TO MEET PEERS. NEW EFFORTS TO COORDINATE RIDES WITH SECURITY STAFF ALLOWED RESIDENTS TO ATTEND WELLNESS CENTER ACTIVITIES AND INCREASED THEIR COMMUNITY INVOLVEMENT. CHICOINE RESIDENTS ALSO ROUTINELY ATTENDED WEEKLY GROUPS.
  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

What it must file and when

IRS records say it files Form 990 or 990-EZ. Based on its last return; a smaller organization may file the 990-N. Its accounting year ends in June, so each return is due on the 15th day of the 5th month after that.

IRS record

EIN

05-0312278

Tax-exempt status

501(c)(3): Charitable, religious, educational or scientific organization

Foundation status

Publicly supported organization (170(b)(1)(A)(vi))

Donations deductible (Pub 78)

Public charity, 50% deduction limit

Exempt since

1966

Accounting year ends

June

Files

Form 990 or 990-EZ

Category (NTEE)

Mental health and crisis intervention (F320)

Assets (IRS master file)

$21,636,929

Income (IRS master file)

$50,698,136

Filing history

990-N: the IRS bulk file holds only the latest e-Postcard per organization; earlier years come from archived copies of that file since 2020 and can have gaps (the IRS e-Postcard search lists every one). 990, 990-EZ, 990-PF, 990-T: every e-filed return in the IRS e-file index since 2019; XML for the latest three processing years, amounts from the IRS Statistics of Income extracts before that. PDF copies and determination letters at the IRS (search EIN 05-0312278).

Questions about COMMUNITY CARE ALLIANCE

What is the EIN of COMMUNITY CARE ALLIANCE?

The employer identification number (EIN) of COMMUNITY CARE ALLIANCE is 05-0312278.

Is COMMUNITY CARE ALLIANCE tax-exempt?

Yes. The IRS lists it as tax-exempt under section 501(c)(3) since 1966.

Are donations to COMMUNITY CARE ALLIANCE tax-deductible?

Yes. It is listed in IRS Publication 78 (Public charity, 50% deduction limit).

Which annual return does COMMUNITY CARE ALLIANCE file?

Form 990 or 990-EZ. Based on its last return; a smaller organization may file the 990-N.

When is the next return of COMMUNITY CARE ALLIANCE due?

The return for tax year 2025 (the year ending June 30, 2026) is due November 16, 2026. Form 8868 extends it by six months; the 990-N cannot be extended.

When did COMMUNITY CARE ALLIANCE last file with the IRS?

The latest return in the IRS public files is the 990 for the year ended June 2025.

Who is the principal officer of COMMUNITY CARE ALLIANCE?

The 990 for the year ended June 30, 2025 names BENEDICT F LESSING JR.

Who are the officers and directors of COMMUNITY CARE ALLIANCE?

The 990 for the year ended June 30, 2025 lists 29 people; 13 received compensation from the organization, the highest $309,720 (KAZI M SALAHUDDIN, MEDICAL DIRECTOR).

How much revenue does COMMUNITY CARE ALLIANCE have?

On its 990 for the year ended June 30, 2025 it reported revenue of $50,693,104, expenses of $45,635,152 and total assets of $21,636,929 at year end.

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