Turning Point Inc
EIN: 22-2046926
Programs and results
What we aim to solve
Our mission is to provide quality care for those suffering from substance use and the mental health conditions which can accompany the disease, to anyone, no matter their ability to pay.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Treatment for Alcoholism, drug addiction and their co-occuring disorders
Turning Point treats more than 4,000 individuals on an annual basis, providing sub-acute medical detox, short-term residential, halfway house, sober living, adolescent counseling and outpatient services for adults at facilities in Paterson, Whitehouse Station, Flemington and Pompton Plains. All of our programs are built on evidence based practices with an emphasis on education, treatment and prevention.
Where we work
Awards
Top Addiction Treatment Facility in America 2020
Newsweek
Top Addiction Treatment Facility in America 2021
Newsweek
Top Addiciton Treatment Facility in America 2022
Newsweek
External reviews

Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Reports and documents
Download strategic planLearn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
Turning Point will provide the highest quality of addiction treatment services to increased populations. Turning Point will continue to be a leader in the field of addiction treatment. Turning Point will be self-sustaining with a balance of public and private payers that will assure the long-term viability and organizational sustainability.
Turning Point will seek new opportunities and joint ventures to expand and/or relocate services dependent upon market demand for services and cost benefit analysis.
What are the organization's key strategies for making this happen?
Goals & Strategies to Achieve Vision
I. Provide Quality Treatment
2. Achieve and maintain a leadership role in the addiciton treatment community
3. Ensure adequate human resources to meet the professional development goals and operational plans of the organization.
4. Be Fiscally Viable
5. Adjust to the needs and conditions of the current marketplace and needs of the community.
What are the organization's capabilities for doing this?
Strengths:
1. Committed leadership staff
2. Dedicated staff at all levels of organization
3. A newer facility than most competitors; professional treatment and working environment
4. Effective working relationship with state regulatory and funding body.
5. Keen understanding of government funding mechanisms; ability to adapt to new funding mandates and processes
6. Network provider in most managed behavioral health programs: Horizon, Aetna, Empire Blue Cross, United Behavioral Healthcare and Oxford
7. Understanding of political and regulatory ordinances that control state, county and local governances.
What have they accomplished so far and what's next?
We continue to maintain our addiction treatment licenses and CARF standards.
Continue to strive to maintain a minimum of 50% of clinical staff who hold LCADC/CADC, LCSW or LPC.
Continually evaluate employment benefits and time off policies to attract qualified candidates.
Immediate response to any concerns which may arise by clients in the program.
Quality control of services is reviewed at weekly staff meetings and changes made when needed.
Continue to seek joint ventures with other service providers to enhance our services and eliminate duplication of services.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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Who are the people you serve with your mission?
We serve those suffering from addiction and co-occuring mental health disorders.
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How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To make fundamental changes to our programs and/or operations, To understand people's needs and how we can help them achieve their goals
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, We aim to collect feedback from as many people we serve as possible
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What challenges does the organization face when collecting feedback?
It is difficult to get the people we serve to respond to requests for feedback, Staff find it hard to prioritize feedback collection and review due to lack of time, It is difficult to identify actionable feedback
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
18.15
Months of cash in 2022 info
4.2
Fringe rate in 2022 info
23%
Funding sources info
Assets & liabilities info
Turning Point Inc
Revenue & expensesFiscal Year: Jul 01 - Jun 30
SOURCE: IRS Form 990
Turning Point Inc
Balance sheetFiscal Year: Jul 01 - Jun 30
SOURCE: IRS Form 990
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Fiscal Year: Jul 01 - Jun 30
SOURCE: IRS Form 990
This snapshot of Turning Point Inc’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
Created in partnership with
Business model indicators
Profitability info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | $1,582,769 | $795,844 | $614,586 | $1,697,520 | $346,875 |
As % of expenses | 15.7% | 8.2% | 5.9% | 17.3% | 3.6% |
Unrestricted surplus (deficit) after depreciation | $1,278,585 | $467,817 | $276,499 | $1,352,518 | $19,131 |
As % of expenses | 12.3% | 4.6% | 2.6% | 13.3% | 0.2% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $11,640,361 | $10,733,285 | $11,062,687 | $11,486,191 | $10,071,608 |
Total revenue, % change over prior year | 16.6% | -7.8% | 3.1% | 3.8% | -12.3% |
Program services revenue | 4.2% | 60.2% | 69.4% | 70.0% | 77.5% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 0.0% | 0.0% | 0.1% | 0.0% | 0.1% |
Government grants | 94.0% | 37.7% | 27.3% | 25.9% | 17.8% |
All other grants and contributions | 1.6% | 1.9% | 2.6% | 2.7% | 3.3% |
Other revenue | 0.2% | 0.1% | 0.5% | 1.4% | 1.3% |
Expense composition info | |||||
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Total expenses before depreciation | $10,057,592 | $9,763,434 | $10,438,551 | $9,798,671 | $9,674,030 |
Total expenses, % change over prior year | 21.1% | -2.9% | 6.9% | -6.1% | -1.3% |
Personnel | 64.4% | 67.5% | 69.6% | 69.2% | 69.1% |
Professional fees | 4.5% | 8.1% | 4.9% | 4.1% | 4.1% |
Occupancy | 7.1% | 7.6% | 7.2% | 9.0% | 7.5% |
Interest | 0.1% | 0.1% | 0.0% | 0.0% | 0.0% |
Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other expenses | 23.8% | 16.7% | 18.3% | 17.7% | 19.3% |
Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
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Total expenses (after depreciation) | $10,361,776 | $10,091,461 | $10,776,638 | $10,143,673 | $10,001,774 |
One month of savings | $838,133 | $813,620 | $869,879 | $816,556 | $806,169 |
Debt principal payment | $119,603 | $0 | $0 | $0 | $0 |
Fixed asset additions | $0 | $0 | $0 | $0 | $0 |
Total full costs (estimated) | $11,319,512 | $10,905,081 | $11,646,517 | $10,960,229 | $10,807,943 |
Capital structure indicators
Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Months of cash | 3.2 | 3.8 | 5.8 | 6.6 | 4.2 |
Months of cash and investments | 3.2 | 3.8 | 5.8 | 6.6 | 6.3 |
Months of estimated liquid unrestricted net assets | -3.4 | -2.7 | -1.9 | -0.1 | 0.3 |
Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
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Cash | $2,640,186 | $3,076,796 | $5,069,377 | $5,354,608 | $3,360,197 |
Investments | $0 | $0 | $0 | $0 | $1,700,766 |
Receivables | $824,814 | $881,798 | $724,852 | $820,799 | $1,272,639 |
Gross land, buildings, equipment (LBE) | $8,497,985 | $8,642,920 | $8,695,514 | $8,805,887 | $8,840,729 |
Accumulated depreciation (as a % of LBE) | 31.9% | 34.6% | 38.3% | 41.7% | 45.2% |
Liabilities (as a % of assets) | 6.1% | 4.6% | 15.2% | 4.6% | 3.1% |
Unrestricted net assets | $2,979,473 | $3,447,290 | $3,723,789 | $5,076,307 | $5,095,438 |
Temporarily restricted net assets | $5,747,198 | $5,770,148 | N/A | N/A | N/A |
Permanently restricted net assets | $0 | $0 | N/A | N/A | N/A |
Total restricted net assets | $5,747,198 | $5,770,148 | $5,779,698 | $5,769,698 | $5,772,198 |
Total net assets | $8,726,671 | $9,217,438 | $9,503,487 | $10,846,005 | $10,867,636 |
Key data checks
Key data checks info | 2018 | 2019 | 2020 | 2021 | 2022 |
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Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
CEO
Mr. Robert Detore MPA, MA
Mr.
Thomas Brady
Number of employees
Source: IRS Form 990
Turning Point Inc
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
Turning Point Inc
Highest paid employeesSOURCE: IRS Form 990
Compensation data
Turning Point Inc
Board of directorsas of 03/24/2023
Board of directors data
Ms. Gail Connors
Michael Manginelli
Henry Erwin
Arthur Lobbe
William Palatucci
Robert Masella
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and 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 ? Not applicable -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes -
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
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
The organization's co-leader identifies as:
Race & ethnicity
No data
Gender identity
No data
No data
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 10/03/2022GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- We disaggregate data by demographics, including race, in every policy and program measured.
- We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
- We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
- We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
- We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.