Ossining, NY   |
GuideStar Charity Check


EIN: 13-4132348


Hudson Link for Higher Education in Prison provides college education, life skills, and reentry support to currently and formerly incarcerated people so they can make a positive impact on their own lives, their families, and communities, resulting in lower rates of recidivism and higher rates of employment, community regeneration, cohesiveness, and reciprocity.

Ruling year info


Principal Officer

Sean Pica

Main address

P.O. Box 862

Ossining, NY 10562 USA

Show more contact info



Subject area info


Rehabilitation of offenders

Services for offenders

Offender re-entry


Population served info

Incarcerated people

NTEE code info

Education N.E.C. (B99)

Services to Prisoners/Families (I43)

Employment, Job Related N.E.C. (J99)

What we aim to solve

SOURCE: Self-reported by organization

The incarcerated population in New York is disproportionately undereducated, with 40% of NY’s incarcerated population entering prison without a high school diploma or equivalent. Hudson Link effectively addresses this gap in education using a unique model. We are not a college or university; instead, Hudson Link is a third-party facilitator. This allows us to partner with schools that are local to each of the facilities we serve and commit to preparing our students for college success while advocating on their behalf. Furthermore, all scholars in the six facilities we serve are working toward accredited college degrees, not just college credits; giving them the greatest possible advantage in the job market after release.

Our programs

SOURCE: Self-reported by organization

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

Transitional Services

After more than 25 years of providing college in NYS prisons, over 1,800 Hudson Link students have been
released. We recognize that support during the reentry period is essential to maximizing the impact of the educational work we do inside, and, in turn, provide students transitional services, including:
- Finish Line, a degree completion program that counsels students to (re)enroll in college, vocational training, or graduate school post-release and provides financial support toward barriers to pursuing their desired credential (ie tuition, transportation, childcare, etc.);
- informational trainings and workshops on subjects such as tax literacy, technology how-tos, and OSHA certification courses;
-and transitional housing, including three homes, with a fourth currently under construction, and a dedicated case manager who works with residents to help them set and meet goals and access essential services.
Meet some alumni here:

Population(s) Served

Hudson Link partners with local colleges inside six New York State correctional facilities to provide high-quality post-secondary degree-granting education programs with pre-college work provided as needed. These offerings include:
• opportunities for fully accredited associate and bachelor’s degrees;
• classes are taught by fully paid professors and are equivalent in terms of content, structure, and assessment to classes taught on each accrediting college’s campus;
• pre-college preparatory program is designed to meet students at their current academic levels and prepare them for the challenges and rigors of college-level study;
• and specialized academic coordinators for each facility.
• To meet some of our incarcerated students at our 6th program site, follow this link:
• To meet some of our graduates at our Flag Ship site, Sing Sing, follow this link:

Population(s) Served

The Strategic Initiatives department engages and inspires students and alumni to take collective action in service of the broader Hudson Link community. Recent projects include:
- engaging our alumni in advocacy training, as we believe they should be empowered to use their own voices for the changes they want to see in their communities;
- hosting our new speaker series called Beyond the Block, an all-day event inside a correctional facility where currently incarcerated scholars present subjects that are important to them;
- serving as a leading member of the New York Consortium for Higher Education in Prison (NY-CHEP), an association of programs offering postsecondary coursework in prisons and jails across the state; and
- serving as a co-founder of the annual Rise Up Conference, a conference for, by, and about currently and formerly incarcerated people in the higher education in prison field.

Our first-ever Beyond the Block:

Population(s) Served
Incarcerated people
Economically disadvantaged people
Incarcerated people
Economically disadvantaged people

Where we work

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of students enrolled

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success


Number of program graduates

This metric is no longer tracked.
Totals By Year
Type of Metric

Outcome - describing the effects on people or issues

Direction of Success


Number of program sites

This metric is no longer tracked.
Totals By Year
Type of Metric

Input - describing resources we use

Direction of Success

Holding steady

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive

  • What challenges does the organization face when collecting feedback?

    We don't have any major challenges to collecting feedback


Fiscal year: Jan 01 - Dec 31

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2022 info

SOURCE: IRS Form 990


Average of 18.87 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990


Average of 4.7 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990


Average of 21% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990


Revenue & expenses

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data


Balance sheet

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

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 ending: cloud_download Download Data


Financial trends analysis Glossary & formula definitions

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

This snapshot of HUDSON LINK FOR HIGHER EDUCATION IN PRISON 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 $1,019,091 $95,126 $1,870,249 $520,481 $676,412
As % of expenses 57.6% 3.9% 86.4% 21.3% 19.1%
Unrestricted surplus (deficit) after depreciation $976,771 $59,513 $1,808,017 $458,053 $589,699
As % of expenses 53.9% 2.4% 81.2% 18.3% 16.3%
Revenue composition info
Total revenue (unrestricted & restricted) $2,589,997 $2,164,078 $4,132,247 $4,198,987 $3,524,068
Total revenue, % change over prior year -59.3% -16.4% 90.9% 1.6% -16.1%
Program services revenue 0.7% 1.1% 0.6% 0.0% 0.0%
Membership dues 0.0% 0.0% 0.0% 0.3% 0.0%
Investment income 0.0% 0.0% 0.0% 0.5% 1.2%
Government grants 0.0% 0.0% 4.3% 5.0% 0.0%
All other grants and contributions 98.5% 93.8% 92.2% 93.9% 98.8%
Other revenue 0.8% 5.1% 3.0% 0.3% 0.1%
Expense composition info
Total expenses before depreciation $1,770,013 $2,434,127 $2,165,324 $2,443,298 $3,540,571
Total expenses, % change over prior year -69.4% 37.5% -11.0% 12.8% 44.9%
Personnel 53.5% 45.4% 59.3% 62.6% 50.5%
Professional fees 1.9% 2.0% 1.4% 3.2% 8.6%
Occupancy 3.0% 2.9% 3.3% 4.0% 2.1%
Interest 0.1% 0.0% 0.0% 0.0% 0.0%
Pass-through 0.0% 0.0% 0.0% 0.0% 0.0%
All other expenses 41.4% 49.7% 36.0% 30.2% 38.7%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $1,812,333 $2,469,740 $2,227,556 $2,505,726 $3,627,284
One month of savings $147,501 $202,844 $180,444 $203,608 $295,048
Debt principal payment $0 $0 $0 $0 $0
Fixed asset additions $684,139 $270,050 $0 $229,782 $1,290,732
Total full costs (estimated) $2,643,973 $2,942,634 $2,408,000 $2,939,116 $5,213,064

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 5.4 2.7 14.7 16.3 2.1
Months of cash and investments 5.4 2.7 14.7 22.3 11.5
Months of estimated liquid unrestricted net assets 3.3 1.5 11.9 12.0 6.2
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $794,652 $550,522 $2,649,822 $3,323,703 $614,558
Investments $0 $6,235 $10,107 $1,214,418 $2,781,349
Receivables $252,938 $176,331 $5,000 $293,250 $216,069
Gross land, buildings, equipment (LBE) $1,787,981 $2,058,031 $2,047,523 $2,264,526 $3,555,258
Accumulated depreciation (as a % of LBE) 10.0% 10.4% 11.6% 12.7% 10.5%
Liabilities (as a % of assets) 10.0% 8.4% 2.5% 10.3% 15.7%
Unrestricted net assets $2,092,222 $2,151,735 $3,959,752 $4,417,805 $5,007,504
Temporarily restricted net assets $343,721 N/A N/A N/A N/A
Permanently restricted net assets $0 N/A N/A N/A N/A
Total restricted net assets $343,721 $252,073 $467,208 $1,721,746 $896,907
Total net assets $2,435,943 $2,403,808 $4,426,960 $6,139,551 $5,904,411

Key data checks

Key data checks info 2018 2019 2020 2021 2022
Material data errors No No No No No


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

Form 1023/1024 is not available for this organization

Principal Officer

Sean Pica

Number of employees

Source: IRS Form 990


Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

There are no highest paid employees recorded for this organization.


Board of directors
as of 03/08/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Christian French


Christian French


Brian Fischer

Retired, NYS Department of Corrections

Michael Zweig

Loeb & Loeb, LLP

Annette Johnson

NYU Medical

John Minks

Jones Lang LaSalle

Neal Keller


Elisabeth M. Wells

Retired JP Morgan Chase & Co.

Ellen Dulberger

Ellen Dulberger Enterprises

Robert J. Dobson

Assossiate General Counsel and Assistant Secretary Interpublic Group

Joseph Jean

Pillsbury Winthrop Shaw Pittman LLP

David Rubin

Golenbock Eisenman Assor Bell & Peskoe LLP

Jason Slivka

Mazars USA LLP

Mayo Bartlett

Law Offices of Mayo Bartlett, PLLC

Ismael Diaz

Community Organizer, Center for Community Alternatives

George Timmons

President, Mount Holyoke College

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • 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 ? Yes
  • 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? Yes

Organizational demographics

SOURCE: Self-reported; last updated 3/8/2024

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.


The organization's leader identifies as:

Race & ethnicity
Gender identity
Male, Not transgender

Race & ethnicity

Gender identity

No data

Transgender Identity

No data

Sexual orientation

No data


No data

Equity strategies

Last updated: 08/02/2023

GuideStar 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 review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • 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.
Policies and processes
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • 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.