2025-05-15T11:25:53-04:00 2024-06-30 341602442 H & J CERTIFIED PUBLIC ACCOUNTANTS INC 7555 FREDLE DR STE 110 CONCORD OH 44077 990 2023-07-01 201418132 COMMUNITY SERVICE ALLIANCE COMM 2169390610 4001 TRENT AVE CLEVELAND OH 44109 TIM GLEASON EXECUTIVE DIRECTOR 2169390610 2025-05-14 true true ROLLAND B STANDISH P00169705 4409512997 2025-05-15 2023 2025-03-06 01:10:19Z WILLIAM DILLINGHAM 4001 TRENT ROAD CLEVELAND OH 44109 467405 false X WWW.COMSERVEALLIANCE.ORG X 2004 OH TO BE A CATALYST OF SUBSIDIZED LOW-RENT HOUSING, TRAINING AND TRANSITIONAL JOB OPPORTUNITIES FOR HOMELESS MEN SO THAT SHELTER POPULATION AND ACCOMPANYING PUBLIC COSTS ARE REDUCED. 13 13 2 112 0 247975 267201 139873 175914 3 14960 0 387851 458075 0 0 170608 182682 0 12557 258419 274187 429027 456869 -41176 1206 307929 328420 14346 5566 293583 322854 X TO BE A CATALYST OF SUBSIDIZED LOW-RENT HOUSING, TRAINING AND TRANSITIONAL JOB OPPORTUNITIES FOR HOMELESS MEN SO THAT SHELTER POPULATION AND ACCOMPANYING PUBLIC COSTS ARE REDUCED. false false 397476 175914 2024 AND THE FIRST QUARTER OF 2025 HAVE BEEN EXCITING TIMES FOR CSA AND OUR ONGOING EFFORTS TO ASSIST THE MEN WE SERVE TO MAKE THE TRANSITION FROM POVERTY, HOMELESSNESS AND ADDICTION TO INDEPENDENCE AND SELF-SUFFICIENCY. IN EARLY 2024, THE AGENCY'S BOARD OF DIRECTORS ENGAGED IN A STRATEGIC PLANNING RETREAT THAT NOT ONLY ENHANCED OUR MISSION, VISION AND VALUES, BUT ALSO RESULTED IN A STRATEGIC BLUEPRINT FOR THE NEXT SEVERAL YEARS. MUCH OF OUR EFFORTS SINCE HAVE FOCUSED ON THE FIVE STRATEGIC GOALS RESULTING FROM THAT RETREAT: BOARD DEVELOPMENT; ENHANCED INFRASTRUCTURE AND ADMINISTRATIVE CAPABILITIES; GROWTH AND DIVERSIFICATION OF FUND DEVELOPMENT EFFORTS; A STRONG CONTINUUM OF SERVICES TO RESIDENTS; AND BRAND AWARENESS AND STRENGTHENING. SOME OF THE SPECIFIC SUCCESSES WE'VE SEEN INCLUDE: INCREASED BOARD ENGAGEMENT AND BOARD RECRUITMENT; A SIGNIFICANTLY ENHANCED BOARD COMMITTEE STRUCTURE AND BOARD MEMBER INVOLVEMENT IN THOSE EFFORTS; CREATION OF A FUND DEVELOPMENT COMMITTEE WHICH IS WORKING WITH STAFF TO COMPLETE A COMPREHENSIVE FUNDING PLAN TO ENSURE A HEALTHY MIX OF FUNDING INTO THE FUTURE; EARLY PLANNING TO IMPLEMENT A STREAMLINED INTAKE PROCESS THAT WILL ALSO ALLOW FOR IMPROVED OUTCOME MEASUREMENT AND IMPACT ANALYSIS; AND A WELL-ORGANIZED AND EXPANDED SOCIAL MEDIA AND MARKETING PROGRAM TO BUILD BETTER AWARENESS OF CSA AND OUR IMPACT. WE ALSO HAD A HIGHLY SUCCESSFUL AND SEAMLESS TRANSITION IN STAFFING FROM OUR LONG-TERM PROGRAM MANAGER WHO RETIRED IN JUNE, TO A NEW PROGRAM MANAGER WHO HAS TAKEN THE REINS WITH NO INTERRUPTION OR IMPACT ON THE SERVICES WE DELIVER TO OUR RESIDENTS. WITHIN OUR HOUSING PROGRAM, THIS PAST YEAR SAW OCCUPANCY RATES AT ALL FOUR OF OUR HOUSING SITES HIT PEAK LEVELS, VERY RARELY DROPPING BELOW 98%-100% OCCUPANCY. BEYOND THE NUMBERS, WE'VE ALSO SEEN A MUCH GREATER INVOLVEMENT AND COMMITMENT IN OUR RESIDENTS THAN WE'VE FOUND IN THE PAST. THERE IS A HEIGHTENED SENSE OF BELONGING, CONNECTION AND GRATEFULNESS AMONG THE MEN WE SERVE, PRIMARILY AS A RESULT OF THE ENHANCED PROGRAMMING AND SUPPORT WE'VE ACTIVELY PUT IN PLACE THROUGH ADDITIONAL BIG BOOK STUDIES, BIBLE STUDIES, GROUP MEALS, AND GROUP SERVICE PROJECTS WITH PILGRIM UCC, WESTLAKE PORTER PUBLIC LIBRARY, GREATER CLEVELAND FOOD BANK, AND OTHERS THAT PROVIDE OUR RESIDENTS WITH AN OPPORTUNITY TO GIVE BACK TO THE LARGER COMMUNITY. IN ADDITION, OUR HOMEWARD PROGRAM HAS CONTINUED TO ASSIST RESIDENTS WHO ARE PREPARED TO MOVE ON FROM CSA TO MORE EASILY SETTLE INTO THEIR NEW HOMES WITH FURNITURE AND OTHER HOUSEHOLD ITEMS. AND OUR JOB ASSISTANCE PROGRAM CONTINUES TO SHOW UNPRECEDENTED SUCCESS IN THE ABILITY TO HELP SECURE PART-TIME OR FULL-TIME EMPLOYMENT FOR OUR MEN. OVER THE YEAR, THE RATE OF EMPLOYMENT OF CSA RESIDENTS HAS ALSO CONSISTENTLY HIT 95%-100% LEVELS. FINALLY, WE BEGAN THE EARLY STAGES OF EXPANSION OF OUR MISSION IN THE CLARK-FULTON COMMUNITY WITH THE DEVELOPMENT OF A COMMUNITY RESOURCE CENTER AND THE CONCURRENT EXPANSION OF FULTON HOUSE TO ADD FIVE ADDITIONAL RESIDENT ROOMS TO SERVE MORE MEN IN NEED OF HOUSING. OUR GOAL IS TO INCREASE OUR OWN HOUSING CAPABILITY AND CAPACITY, BETTER SERVE CSA RESIDENTS AND ALUMNI, AND ENGAGE WITH THE GREATER CLARK-FULTON NEIGHBORHOOD. WE ARE EXCITED BY THE OPPORTUNITIES THAT EXIST TO USE 2025 TO CONTINUE TO ENHANCE AND BUILD UPON THE SUCCESSES OF THE PAST YEAR. 397476 true false false false false false false false false true true false false false false true true false false false false false false false true false false false false false false false false false false false false false false false false false false false false false false true 3 0 true 2 true false false false false false true true false false false false false false X 13 13 false false false false false false false true true false false true true true true true true true true false OH X TIM GLEASON 2169390610 4001 TRENT ROAD CLEVELAND OH 44109 TIM GLEASON EXECUTIVE DI 40.00 X 84716 0 0 WILLIAM DILLINGHAM PRESIDENT 5.00 X X 0 0 0 TIM RANKIN TREASURER 5.00 X X 0 0 0 BENJAMIN BAKER DIRECTOR 1.00 X 0 0 0 JEFFERY COMI DIRECTOR 1.00 X 0 0 0 JOANNA CULLINAN DIRECTOR 1.00 X 0 0 0 DR CHARLES DULL DIRECTOR 1.00 X 0 0 0 BILL GRULICH DIRECTOR 1.00 X 0 0 0 BARBARA JACOBUS DIRECTOR 1.00 X 0 0 0 MARA KAMPE DIRECTOR 1.00 X 0 0 0 RYAN NEUMEYER DIRECTOR 1.00 X 0 0 0 ARTIE PARKS DIRECTOR 1.00 X 0 0 0 DONALD STARK DIRECTOR 1.00 X 0 0 0 ALEX ZARYCKI DIRECTOR 1.00 X 0 0 0 84716 false false false 17219 249982 267201 TENANT RENTAL INCOME 531110 170702 170702 PROGRAM REVENUE 624310 5212 5212 175914 14960 14960 9330 17219 9330 458075 175914 14960 88952 82598 4236 2118 61844 56888 3304 1652 18545 17154 927 464 13341 12340 667 334 18713 18713 20164 6654 6856 6654 10636 9359 1064 213 166418 162050 3326 1042 3204 3204 15982 15582 320 80 15117 14636 481 PROGRAM SUPPLIES 9882 9882 MISSION SERVICE 7129 7129 BOARD DEVELOPMENT 6942 6942 456869 397476 46836 12557 18390 16615 10005 10140 5095 3516 376762 229298 163446 147464 110993 150685 307929 328420 7967 1000 6379 4566 14346 5566 X 193583 222854 100000 100000 293583 322854 307929 328420 1206 28065 X true false true false X 251700 289535 226411 247975 267201 1282822 251700 289535 226411 247975 267201 1282822 106040 1176782 1302 3303 14 3 14960 19582 1302404 715720 0.90350 0.88640 X PART II, LINE 10 OTHER INCOME 0 100000 100000 100000 100000 100000 100000 100000 100000 103500 3500 100000 1.00000 true false 196286 102059 94227 147478 96789 50689 32998 30450 2548 147464 X 458075 458075 458075 456869 456869 456869 SCHEDULE D, PAGE 2, PART V, LINE 4 INVESTMENT INCOME REALIZED FROM ENDOWMENT FUNDS IS USED IN TO FULFILL CSA'S MISSION-RELATED PROGRAM ACTIVITIES. SCHEDULE D, PAGE 3, PART X CSA IS EXEMPT FROM FEDERAL INCOME TAXES UNDER SECTION 501(C)(3) OF THE INTERNAL REVENUE CODE (THE "CODE") AS A CHARITABLE ORGANIZATION WHEREBY ONLY UNRELATED BUSINESS INCOME, AS DEFINED BY SECTION 509(A)(1) OF THE CODE, IS SUBJECT TO FEDERAL INCOME TAX. CSA CURRENTLY HAS NO UNRELATED BUSINESS INCOME. ACCORDINGLY, NO PROVISION FOR INCOME TAXES HAS BEEN RECORDED. SPECIAL EVENTS 26549 17219 9330 9330 26549 17219 9330 9330 9330 FORM 990, PAGE 2, PART III, LINE 4A 2024 AND THE FIRST QUARTER OF 2025 HAVE BEEN EXCITING TIMES FOR CSA AND OUR ONGOING EFFORTS TO ASSIST THE MEN WE SERVE TO MAKE THE TRANSITION FROM POVERTY, HOMELESSNESS AND ADDICTION TO INDEPENDENCE AND SELF-SUFFICIENCY. IN EARLY 2024, THE AGENCY'S BOARD OF DIRECTORS ENGAGED IN A STRATEGIC PLANNING RETREAT THAT NOT ONLY ENHANCED OUR MISSION, VISION AND VALUES, BUT ALSO RESULTED IN A STRATEGIC BLUEPRINT FOR THE NEXT SEVERAL YEARS. MUCH OF OUR EFFORTS SINCE HAVE FOCUSED ON THE FIVE STRATEGIC GOALS RESULTING FROM THAT RETREAT: BOARD DEVELOPMENT; ENHANCED INFRASTRUCTURE AND ADMINISTRATIVE CAPABILITIES; GROWTH AND DIVERSIFICATION OF FUND DEVELOPMENT EFFORTS; A STRONG CONTINUUM OF SERVICES TO RESIDENTS; AND BRAND AWARENESS AND STRENGTHENING. SOME OF THE SPECIFIC SUCCESSES WE'VE SEEN INCLUDE: INCREASED BOARD ENGAGEMENT AND BOARD RECRUITMENT; A SIGNIFICANTLY ENHANCED BOARD COMMITTEE STRUCTURE AND BOARD MEMBER INVOLVEMENT IN THOSE EFFORTS; CREATION OF A FUND DEVELOPMENT COMMITTEE WHICH IS WORKING WITH STAFF TO COMPLETE A COMPREHENSIVE FUNDING PLAN TO ENSURE A HEALTHY MIX OF FUNDING INTO THE FUTURE; EARLY PLANNING TO IMPLEMENT A STREAMLINED INTAKE PROCESS THAT WILL ALSO ALLOW FOR IMPROVED OUTCOME MEASUREMENT AND IMPACT ANALYSIS; AND A WELL-ORGANIZED AND EXPANDED SOCIAL MEDIA AND MARKETING PROGRAM TO BUILD BETTER AWARENESS OF CSA AND OUR IMPACT. WE ALSO HAD A HIGHLY SUCCESSFUL AND SEAMLESS TRANSITION IN STAFFING FROM OUR LONG-TERM PROGRAM MANAGER WHO RETIRED IN JUNE, TO A NEW PROGRAM MANAGER WHO HAS TAKEN THE REINS WITH NO INTERRUPTION OR IMPACT ON THE SERVICES WE DELIVER TO OUR RESIDENTS. WITHIN OUR HOUSING PROGRAM, THIS PAST YEAR SAW OCCUPANCY RATES AT ALL FOUR OF OUR HOUSING SITES HIT PEAK LEVELS, VERY RARELY DROPPING BELOW 98%-100% OCCUPANCY. BEYOND THE NUMBERS, WE'VE ALSO SEEN A MUCH GREATER INVOLVEMENT AND COMMITMENT IN OUR RESIDENTS THAN WE'VE FOUND IN THE PAST. THERE IS A HEIGHTENED SENSE OF BELONGING, CONNECTION AND GRATEFULNESS AMONG THE MEN WE SERVE, PRIMARILY AS A RESULT OF THE ENHANCED PROGRAMMING AND SUPPORT WE'VE ACTIVELY PUT IN PLACE THROUGH ADDITIONAL BIG BOOK STUDIES, BIBLE STUDIES, GROUP MEALS, AND GROUP SERVICE PROJECTS WITH PILGRIM UCC, WESTLAKE PORTER PUBLIC LIBRARY, GREATER CLEVELAND FOOD BANK, AND OTHERS THAT PROVIDE OUR RESIDENTS WITH AN OPPORTUNITY TO GIVE BACK TO THE LARGER COMMUNITY. IN ADDITION, OUR HOMEWARD PROGRAM HAS CONTINUED TO ASSIST RESIDENTS WHO ARE PREPARED TO MOVE ON FROM CSA TO MORE EASILY SETTLE INTO THEIR NEW HOMES WITH FURNITURE AND OTHER HOUSEHOLD ITEMS. AND OUR JOB ASSISTANCE PROGRAM CONTINUES TO SHOW UNPRECEDENTED SUCCESS IN THE ABILITY TO HELP SECURE PART-TIME OR FULL-TIME EMPLOYMENT FOR OUR MEN. OVER THE YEAR, THE RATE OF EMPLOYMENT OF CSA RESIDENTS HAS ALSO CONSISTENTLY HIT 95%-100% LEVELS. FINALLY, WE BEGAN THE EARLY STAGES OF EXPANSION OF OUR MISSION IN THE CLARK-FULTON COMMUNITY WITH THE DEVELOPMENT OF A COMMUNITY RESOURCE CENTER AND THE CONCURRENT EXPANSION OF FULTON HOUSE TO ADD FIVE ADDITIONAL RESIDENT ROOMS TO SERVE MORE MEN IN NEED OF HOUSING. OUR GOAL IS TO INCREASE OUR OWN HOUSING CAPABILITY AND CAPACITY, BETTER SERVE CSA RESIDENTS AND ALUMNI, AND ENGAGE WITH THE GREATER CLARK-FULTON NEIGHBORHOOD. WE ARE EXCITED BY THE OPPORTUNITIES THAT EXIST TO USE 2025 TO CONTINUE TO ENHANCE AND BUILD UPON THE SUCCESSES OF THE PAST YEAR. FORM 990, PAGE 6, PART VI, LINE 11B PRIOR TO FILING WITH THE IRS, THE FORM 990 (AS COMPLETED BY THE ORGANIZATION'S CERTIFIED PUBLIC ACCOUNTANT) IS PRESENTED TO THE TREASURER AND EXECUTIVE DIRECTOR FOR REVIEW AND APPROVAL. THE FORM 990 IS THEN DISTRIBUTED TO THE FULL BOARD OF DIRECTORS ELECTRONICALLY FOR REVIEW. THE DIRECTORS ARE PROVIDED WITH AT LEAST FIVE BUSINESS DAYS TO REVIEW THE FORM, WITH ANY COMMENTS AND QUESTIONS ADDRESSED AS NEEDED. A BOARD OFFICER THEN AUTHORIZES THE FINAL FILING OF THE 990 BY SIGNING FORM 8879-EO AND THE 990 IS ELECTRONICALLY SUBMITTED TO THE IRS. FORM 990, PAGE 6, PART VI, LINE 12C EACH YEAR, THE BOARD MEMBERS ARE ASKED TO REVIEW THE ORGANIZATION'S CONFLICT OF INTEREST POLICY. AMONG OTHER THINGS, THE POLICY MAKES CLEAR THAT ALL DECISIONS OF THE BOARD, OFFICERS, AND EMPLOYEES OF THE ORGANIZATION ARE MADE SOLELY ON THE BASIS OF A DESIRE TO PROMOTE THE BEST INTEREST OF THE ORGANIZATION AND THE PUBLIC GOOD. THE CONFLICT OF INTEREST STATEMENT REQUESTS BOARD MEMBERS TO IDENTIFY TO THE BEST OF THEIR KNOWLEDGE AFFILIATIONS WITH ORGANIZATIONS THAT MAY BE POTENTIALLY RELATED TO THE FINANCIALS OR OTHER SUBSTANTIVE OPERATIONS OF THE ORGANIZATION. THEY ARE ALSO ASKED TO IDENTIFY CIRCUMSTANCES INVOLVING EITHER THEMSELVES, OR A MEMBER OF THEIR EXTENDED FAMILY, THAT MAY BE CONSTRUED AS A CONFLICT OF INTEREST. AT THE STAFF LEVEL, THE ORGANIZATION'S PERSONNEL ALSO ENSURE THAT THERE ARE NO CONFLICTS OF INTEREST WHEN CONSIDERING THE ENGAGEMENT OF A NEW VENDOR. IF A POTENTIAL CONFLICT IS IDENTIFIED, APPROPRIATE STEPS ARE TAKEN TO BOTH ASSESS THE NATURE OF THE POTENTIAL CONFLICT AND, SUBSEQUENTLY, TO ENSURE THAT THE POSSIBILITY OF AN ACTUAL CONFLICT IS MITIGATED. SUCH MITIGATION IS MANAGED AND THE LETTER AND SPIRIT OF THE CONFLICTS POLICY ARE UPHELD. FORM 990, PAGE 6, PART VI, LINE 15A THE EXECUTIVE COMMITTEE ANNUALLY EVALUATES THE PERFORMANCE OF THE EXECUTIVE DIRECTOR. COMPENSATION IS BASED ON PERFORMANCE AND COMPARED TO OTHER AREA MISSION-COMPARABLE ORGANIZATIONS OF SIMILAR SIZE. THE BOARD HAS ADOPTED THE IRS-WRITTEN "REBUTTABLE PRESUMPTION" CHECKLIST WHICH IS COMPLETED CONTEMPORANEOUS WITH THE PERFORMANCE REVIEW. FORM 990, PAGE 6, PART VI, LINE 15B COMPENSATION FOR STAFF WITHIN THE ORGANIZATION IS DETERMINED BY THE EXECUTIVE DIRECTOR. THE LEVEL OF COMPENSATION IS SET BASED ON PERFORMANCE AND IN RELATION TO OTHER AREA MISSION-COMPARABLE ORGANIZATIONS OF SIMILAR SIZE. THIS COMPENSATION IS A COMPONENT OF THE BUDGET, WHICH IS REVIEWED AND APPROVED BY THE FINANCE COMMITTEE AND ALSO BY THE BOARD AS A WHOLE. FORM 990, PAGE 6, PART VI, LINE 19 THE ORGANIZATION'S GOVERNING DOCUMENTS, FORM 1023, FORM 990 CONFLICT OF INTEREST POLICY AND FINANCIAL STATEMENTS ARE MADE AVAILABLE TO THE PUBLIC UPON REQUEST. THE FORM 990, WITHOUT SCHEDULE B) CAN ALSO BE FOUND ON SEVERAL PUBLICLY-ACCESSIBLE WEBSITES.