Human Services

Community Options, Inc.

Supporting People with Disabilities since 1989

aka C.O.I.

Princeton, NJ

Mission

Community Options believes in the dignity of every person, and in the freedom of all people to experience the highest degree of self-determination. Embracing this philosophy, Community Options provides housing, support services and advocacy assistance to help empower people with disabilities.

Notes from the Nonprofit

Winston Churchill said “Never give up on something that you can't go a day without thinking about."

Twenty-nine years ago today when I incorporated Community Options I could never give up then or now what I am always thinking about: the quest to emancipate people with disabilities from institutions to live freely and with cause in this country like every American. To enable families to look at our homes and supports as an alternative to a nursing home or state run institution.

Today we have over 500 homes in 45 cities. We operate 63 commercial sites and with over 5,000 staff support over 2,500 people with significant disabilities. We need to celebrate the fact that we have changed the lives of so many and this is because of the many staff, countless volunteers and committed board members. Thank you for your help and support.

God Bless those we support, those of us that provide the support and Community Options on our 29th anniversary.

Ruling Year

1991

President & CEO

Mr. Robert Stack

Main Address

707 Alexander Road Suite 208

Princeton, NJ 08540 USA

Keywords

employment, housing, job development, people with disabilities, in-home support, mental retardation, development disabilities, entrepreneurial businesses, advocacy

EIN

22-2964056

 Number

4989532340

Cause Area (NTEE Code)

Developmentally Disabled Services/Centers (P82)

Youth Development Programs (O50)

Residential, Custodial Care (Group Home) (P70)

IRS Filing Requirement

This organization is required to file an IRS Form 990 or 990-EZ.

Sign in or create an account to view Form(s) 990 for 2017, 2016 and 2016.
Register now

Social Media

Programs + Results

What we aim to solve New!

Winston Churchill said “Never give up on something that you can't go a day without thinking about."

Twenty-nine years ago today when I incorporated Community Options I could never give up then or now what I am always thinking about: the quest to emancipate people with disabilities from institutions to live freely and with cause in this country like every American. To enable families to look at our homes and supports as an alternative to a nursing home or state run institution.

Today we have over 500 homes in 45 cities. We operate 63 commercial sites and with over 5,000 staff support over 2,500 people with significant disabilities. We need to celebrate the fact that we have changed the lives of so many and this is because of the many staff, countless volunteers and committed board members. Thank you for your help and support.

God Bless those we support, those of us that provide the support and Community Options on our 29th anniversary.

Our programs

What are the organization's current programs, how do they measure success, and who do the programs serve?

SOURCE: Self-reported by organization

Human Services

The Daily Plan It

Where we workNew!

Our Results

How does this organization measure their results? It's a hard question but an important one. These quantitative program results are self-reported by the organization, illustrating their committment to transparency, learning, and interest in helping the whole sector learn and grow.

SOURCE: Self-reported by organization

Number of children with a disability supported to live at home

TOTALS BY YEAR
Population(s) served

People with disabilities

Related program

Human Services

Context notes

Medical Day Programs provides medical, therapeutic and recreational supports to Individuals with Developmental Disabilities. We offer innovative medical supports that are created to assist.

Charting Impact

Five powerful questions that require reflection about what really matters - results.

SOURCE: Self-reported by organization

What is the organization aiming to accomplish?

What are the organization's key strategies for making this happen?

What are the organization's capabilities for doing this?

How will they know if they are making progress?

What have and haven't they accomplished so far?

the quest to emancipate people with disabilities from institutions to live freely and with cause in this country like every American. To enable families to look at our homes and supports as an alternative to a nursing home or state run institution.

Objective 1: Expand Services
Over the past decade the number of individuals receiving services from Community Options has nearly doubled. So significant is our growth that we are now serving more than 2,300 individuals with disabilities in 500 service delivery locations through 48 satellite offices in 10 different states. The conditions are in place and conducive for this level of growth to continue.

Objective 2: Leverage Technology
Through advanced technology we have the opportunity to transform the way we deliver our mission in more effective, efficient and scalable ways. By leveraging technology, we can:
• Create avenues to measure performance toward overall service delivery quality standards,
• Facilitate the professional growth of all employees,
• Create mediums that will facilitate interactive partnerships between systems, stakeholders, community agencies, and business partners, both internally and externally,
• Optimize operational systems, processes and functions,
• Reduce administrative expenditures to improve fiscal stewardship.

Objective 3: Cultivate Personnel
At Community Options our people are our most valuable asset. Thus cultivating a workforce that is actively engaged, healthy, skilled and steadfast is paramount not only to our organization's development, but also to our sustainability. During the preceding years our leadership team enhanced the strengths of our workforce in the following measurable ways:
• Retaining personnel at a rate that is equal to or exceeds industry standard,
• Bringing consistency to our personnel policies,
• Improving our approaches and environments to decrease preventable workforce-related expenses, such as unemployment and workman's compensation,
• Forging strategic partnerships that reduced expenses associated with various HR processes,
• Controlling costs and creating value for employee benefit plans,
• Publishing “Meaningful Day," which brings relevance and purpose to direct client services,
• Initiating the Leadership Academy to create a pipeline for succession planning and internal promotion by enhancing the skills set of potential upper managers,
• Collaborating with Duke University to offer a Certificate in Advanced Leadership Program to deepen and refine the skills of Executive Directors and Vice Presidents.
It is the vision of Community Options to operate as an excellent employer. To that end, the following strategic actions are intended to build an environment of employee engagement, empowerment and involvement where people can offer their best, where managers are equipped with the tools necessary to lead and where avenues and opportunities for advancement exist.

Objective 4: Refine Fiscal Operations
Our obligation for responsible fiscal stewardship is paramount, and central to this core value is our commitment to maintaining low administrative costs so that we may direct the preponderance of our revenue to support mission related programs. In recent years the leadershi

Actions related to the Goals:

• By September 2017 Community Options will develop a comprehensive multi-year fundraising plan that will contain annual organizational fundraising goals, strategies and goal amounts for individual giving, major donor groups, events, online and e-giving, corporate sponsorship, participatory fundraising, and campaigns.

• By September 2018 Executive Directors will develop a comprehensive multi-year fundraising plan that aligns with National fundraising goals and that includes specific strategies designed to reach targeted amount of funds raised.

• By September 2017 Community Options will develop a comprehensive multi-year marketing plan that defines our public presence, leverages social media, and outlines networks which will be used for publicity.

• By 2020 there will be a measured increase in brand recognition, as evidenced through multiple data indicators (ie. Increased funds raised, corporate sponsorships, Cupid's Chase participation, social media hits, number of new relationships that can be leveraged for funding etc.)

• Continual yearly growth,
• Network of offices and staff allows us to ramp up services quickly in new locations,
• Size, diversity and geographic reach makes us an ideal candidate for studies,
• Highly committed and dynamic leaders,
• Qualified and talented trainers,
• Commitment to improvement,
• De-centralized organizational structure allows focused mission delivery in local markets and diversification at the local levels,
• Longevity (26 years),
• Commitment to innovation,
• Commitment to the industry's vision,
• Large workforce (3,500 employees),
• Strong financial indicators.

• Grant-funded service and market research opportunities,
• Expanded CARF accreditation potential,
• PVO Status for USAID creates the potential for international program expansion,
• Industry favorable to expansion and innovation,
• Powerful and well-connected external stakeholders can be cultivated,
• Meaningful Day curriculum as potential revenue source,
• Expanding pool of major and sustaining donors that can be cultivated,
• Favorable fee for service rates in New Jersey,
• Potential for new market expansion based on successful existing models,
• Growth momentum in Pennsylvania,
• Corporate sponsorship opportunities are increasing,
• Potential for expansion of Traumatic Brain Injury niche services,
• The Medicaid final rule provides an opportunity for alternative day services,
• Availability or an array of advanced technology options.

By September 2017 Community Options will develop a comprehensive multi-year fundraising plan that will contain annual organizational fundraising goals, strategies and goal amounts for individual giving, major donor groups, events, online and e-giving, corporate sponsorship, participatory fundraising, and campaigns.

By September 2018 Executive Directors will develop a comprehensive multi-year fundraising plan that aligns with National fundraising goals and that includes specific strategies designed to reach targeted amount of funds raised.


By 2020 there will be a measured increase in brand recognition, as evidenced through multiple data indicators (ie. Increased funds raised, corporate sponsorships, Cupid's Chase participation, social media hits, number of new relationships that can be leveraged for funding etc.)

External Reviews

Financials

Community Options, Inc.

Fiscal year: Jul 01 - Jun 30

Need more info on this nonprofit?

Need more info on this nonprofit?

FREE: Gain immediate access to the following:

  • Address, phone, website and contact information
  • Forms 990 for 2017, 2016 and 2016
A Pro report is also available for this organization for $125.
Click here to view a Sample Report.

Operations

The people, governance practices, and partners that make the organization tick.

Need more info?

FREE: Gain immediate access to the following:

  • Address, phone, website and contact information
  • Forms 990 for 2017, 2016 and 2016
A Pro report is also available for this organization for $125.
Click here to see what's included.

Board Leadership Practices

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

SOURCE: Self-reported by organization

BOARD ORIENTATION & EDUCATION

Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?

Yes

CEO OVERSIGHT

Has the board conducted a formal, written assessment of the chief executive within the past year?

Yes

ETHICS & TRANSPARENCY

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?

No

BOARD COMPOSITION

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?

Yes

BOARD PERFORMANCE

Has the board conducted a formal, written self-assessment of its performance within the past three years?

No

Organizational Demographics

In order to support nonprofits and gain valuable insight for the sector, GuideStar worked with D5—a five-year initiative to advance diversity, equity, and inclusion in philanthropy—in creating a questionnaire. This section is a voluntary questionnaire that empowers organizations to share information on the demographics of who works in and leads organizations. To protect the identity of individuals, we do not display sexual orientation or disability information for organizations with fewer than 15 staff. Any values displayed in this section are percentages of the total number of individuals in each category (e.g. 20% of all Board members for X organization are female).

SOURCE: Self-reported by organization

Gender

This organization reports that it does not collect this information for Senior Staff, Full-Time Staff and Part-Time Staff.

Race & Ethnicity

This organization reports that it does not collect this information for Board Members, Senior Staff, Full-Time Staff and Part-Time Staff.

Sexual Orientation

This organization reports that it does not collect this information for Senior Staff, Full-Time Staff and Part-Time Staff.

Disability

This organization reports that it does not collect this information for Senior Staff, Full-Time Staff and Part-Time Staff.

Diversity Strategies

close
We track retention of staff, board, and volunteers across demographic categories
close
We track income levels of staff, senior staff, and board across demographic categories
close
We track the age of staff, senior staff, and board
close
We track the diversity of vendors (e.g., consultants, professional service firms)
close
We have a diversity committee in place
close
We have a diversity manager in place
close
We have a diversity plan
check_circle
We use other methods to support diversity