WASHINGTON, DC
4 risk indicators measuring financial stability and operational resilience
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Sign In — Free (10 views/day)COLLABORATIVE SOLUTIONS FOR COMMUNITIES, founded in 2001, is a community nonprofit in the Crime & Legal sector that reported $9.1M in total revenue in fiscal year 2024. Revenue decreased 16% compared to the prior year. Expenses of $10.6M exceeded revenue, resulting in a 16% operating deficit.
TO BE THE LEADING SOLUTION-FOCUSED RESOURCE IN BUILDING STRONG, SUSTAINABLE FAMILIES AND COMMUNITIES THROUGH FAMILY SUPPORT SERVICES, INNOVATIVE TRAINING, COMMUNITY CAPACITY BUILDING, ECONOMIC DEVELOPMENT AND SOCIAL ENTERPRISE.
CASE MANAGEMENT SERVICESTHE LARGEST DIVISION OF WORK AT THE COLLABORATIVE SOLUTIONS FOR COMMUNITIES (CSC) IS CASE MANAGEMENT SERVICES, TOTALING $3,643,527 IN EXPENSES, WITH THE LARGEST GRANT IN THIS...
CASE MANAGEMENT SERVICESTHE LARGEST DIVISION OF WORK AT THE COLLABORATIVE SOLUTIONS FOR COMMUNITIES (CSC) IS CASE MANAGEMENT SERVICES, TOTALING $3,643,527 IN EXPENSES, WITH THE LARGEST GRANT IN THIS AREA (47%) BEING THE COMMUNITY BASED CHILD WELL-BEING SERVICES, FUNDED BY THE DISTRICT OF COLUMBIA'S CHILD AND FAMILY SERVICES AGENCY (CFSA). THIS PROGRAM DELIVERS COMMUNITY-BASED CHILD WELFARE SERVICES FOCUSED ON KEEPING CHILDREN SAFELY WITH THEIR FAMILIES THROUGH OUR HEALTHY FAMILIES/THRIVING COMMUNITIES COLLABORATIVE. IT ENSURES THAT CHILDREN INVOLVED IN THE PUBLIC CHILD WELFARE SYSTEM GROW UP IN SECURE, PERMANENT HOMES WITH THE SUPPORT OF THEIR FAMILIES OF ORIGIN. EACH FAMILY UNDERGOES COMPREHENSIVE NEEDS ASSESSMENT RANGING FROM CASE MANAGEMENT, FINANCIAL ASSISTANCE, PARENTING EDUCATION, AND TRAUMA-INFORMED CARE TO WORKFORCE DEVELOPMENT, FAMILY GROUP CONFERENCING (FGC), AND TRUANCY PREVENTION SUPPORT. FOR 30 YEARS CSC HAS BEEN SERVING MORE THAN 150 FAMILIES ANNUALLY, PREVENTING UNNECESSARY ENTRY INTO FOSTER CARE, ASSISTING FAMILIES WITH GAINFUL EMPLOYMENT AND FINANCIAL STABILITY.OTHER ESSENTIAL PROGRAMS UNDER THE FAMILY SERVICES DIVISION INCLUDE THE DHS RAPID REHOUSING YOUTH PROGRAM, WHICH ASSISTS YOUNG PEOPLE EXPERIENCING HOMELESSNESS IN SECURING AFFORDABLE PERMANENT HOUSING WHILE SUPPORTING SERVICES TO REDUCE LONG-TERM RELIANCE ON PUBLIC ASSISTANCE. ADDITIONALLY, CSC'S SUCCESS IN REENTRY (SIR) PROGRAM, FUNDED BY THE DC OFFICE OF VICTIM SERVICES AND JUSTICE GRANTS, HELPS RETURNING CITIZENS REINTEGRATE INTO THE COMMUNITY THROUGH RESTORATIVE JUSTICE PRACTICES AND SUPPORT THAT LOWERS RECIDIVISM RISKS. EACH OF THESE TARGETED PROGRAMS SERVES APPROXIMATELY 50 INDIVIDUALS ANNUALLY.FOR OVER A DECADE, CSC IMPLEMENTED THE FAMILY REHOUSING AND STABILIZATION PROGRAM (FRSP), FUNDED BY THE DC DEPARTMENT OF HUMAN SERVICES (DHS) UNTIL THE PROGRAM ENDED IN SEPTEMBER 2025. THE PROGRAM, COMPRISING 30% OF THE DIVISION'S EXPENSES, PROVIDED TIME-LIMITED RENTAL ASSISTANCE AND SUPPORTIVE SERVICES TO FAMILIES TO PREVENT AND END HOMELESSNESS. CSC DELIVERED DIRECT SUPPORT TO APPROXIMATELY 150 HOMELESS FAMILIES WITH CHILDREN, OFFERING CASE MANAGEMENT INCLUDING REFERRALS FOR EMPLOYMENT TRAINING, HEALTHCARE ACCESS, CHILDCARE, AND EDUCATION. FAMILIES ALSO RECEIVED FINANCIAL COUNSELING AND BUDGET PLANNING TO FOSTER LONG-TERM ECONOMIC INDEPENDENCE.
VIOLENCE INTERVENTION AND PREVENTION PROGRAMTHE SECOND LARGEST DIVISION OF WORK AT CSC IS THE VIOLENCE INTERVENTION AND PREVENTION PROGRAM, TOTALING $3,484,841 IN EXPENSES. WITHIN THIS DIVISION, THE...
VIOLENCE INTERVENTION AND PREVENTION PROGRAMTHE SECOND LARGEST DIVISION OF WORK AT CSC IS THE VIOLENCE INTERVENTION AND PREVENTION PROGRAM, TOTALING $3,484,841 IN EXPENSES. WITHIN THIS DIVISION, THE HIGHEST FUNDED PROGRAM IS SAFE PASSAGE, SAFE BLOCKS (SPSB), WHICH ACCOUNTS FOR 92% OF THE EXPENSES IN THIS DIVISION. IT IS FUNDED BY THE DEPUTY MAYOR FOR PUBLIC SAFETY AND JUSTICE (DMPSJ) AND THE OFFICE OF VICTIM SERVICES AND JUSTICE GRANTS (OVSJG). SPSB ENABLES CSC TO ADMINISTER A YOUTH SAFETY PROGRAM ACROSS DC'S WARDS 1, 3, 4, 5, AND 8 OF THE DISTRICT OF COLUMBIA. CSC PROVIDES MONITORING AND ENGAGEMENT SERVICES TO PRE-DESIGNATED ROUTES AND METRO STOPS IN THE WARDS DURING STUDENT COMMUTE HOURS, KEEPING STUDENTS AND THE COMMUNITY SAFE. SUCCESS IS ACHIEVED THROUGH CONFLICT RESOLUTION, MEDIATION SERVICES, AND COMMUNITY RELATIONSHIP BUILDING. IT ENHANCES SCHOOL ATTENDANCE AND REDUCES STUDENT AGGRESSION. CSC HAS BEEN PART OF THE SPSB PROGRAM FOR OVER FIVE YEARS. TWENTY SCHOOLS CURRENTLY BENEFIT FROM THIS PROGRAM.THE SECOND MAJOR VIOLENCE INTERVENTION AND PREVENTION PROGRAM IS THE STOP SCHOOL VIOLENCE PROGRAM (STOP), FUNDED BY THE UNITED STATES DEPARTMENT OF JUSTICE (USDOJ). THIS PROGRAM IMPLEMENTS BEHAVIORAL THREAT ASSESSMENTS AND INTERVENTION AS WELL AS OTHER SCHOOL SAFETY STRATEGIES TO ASSIST IN PREVENTING SCHOOL-BASED VIOLENCE. IT EDUCATES STUDENTS AND TRAINS SCHOOL PERSONNEL ON HOW TO PREVENT SCHOOL VIOLENCE. THIS PROGRAM ALLEVIATES AND OFTEN ELIMINATES SOCIAL AND BEHAVIORAL FACTORS THAT MAY RESULT IN SCHOOL VIOLENCE, HENCE FOSTERING A SAFER SCHOOL ENVIRONMENT. TWO DC SCHOOLS WERE SUCCESSFULLY SERVED AND CONTINUE TO BE SERVED BY THE PROGRAM IN FY25.THE OFFICE OF THE DEPUTY MAYOR FOR EDUCATION FUNDS THE SUMMER STRONG PROGRAM, ENSURING THAT CHILDREN HAVE ACCESS TO SAFE, STRUCTURED ACTIVITIES AND ARE LESS VULNERABLE TO UNSAFE BEHAVIORS WHEN SCHOOLS ARE CLOSED IN THE SUMMER. SIMILARLY, THE SOCCER DIVERSION PROGRAM, PARTLY SUPPORTED BY EVENTS DC USES SOCCER AS PROACTIVE TOOL TO PREVENT GANG INVOLVEMENT AND COMMUNITY VIOLENCE THROUGH WEEKEND AND AFTER-SCHOOL SESSIONS THAT INCLUDE COUNSELING AND MENTORSHIP.
PROGRESSIVE EMPLOYMENT PROGRAMTHE THIRD LARGEST DIVISION AT CSC IS OUR PROGRESSIVE EMPLOYMENT PROGRAM, TOTALING $106,820 IN EXPENSES. THIS PROGRAM, FUNDED BY THE UNITED PLANNING ORGANIZATION (UPO)...
PROGRESSIVE EMPLOYMENT PROGRAMTHE THIRD LARGEST DIVISION AT CSC IS OUR PROGRESSIVE EMPLOYMENT PROGRAM, TOTALING $106,820 IN EXPENSES. THIS PROGRAM, FUNDED BY THE UNITED PLANNING ORGANIZATION (UPO), SERVES AS A CORE WORKFORCE DEVELOPMENT INITIATIVE, SUPPORTING OVER 100 INDIVIDUALS EACH YEAR IN SECURING EMPLOYMENT. THE PROGRAM GOES BEYOND JOB PLACEMENT BY PROVIDING INTENSIVE CASE MANAGEMENT TO ASSIST PARTICIPANTS WITH JOB RETENTION MILESTONES AT 30, 90, 180, 270, AND 365 DAYS, AND BY HELPING CLIENTS ACHIEVE EDUCATIONAL, TRAINING, AND FINANCIAL GOALS. THE PROGRAM INCLUDES THE "THINKING FOR A CHANGE" CURRICULUM, DELIVERED THROUGH A THREE-WEEK COURSE HELD TWO TO THREE TIMES ANNUALLY, WHICH COMBINES COGNITIVE BEHAVIORAL APPROACHES AND SOCIAL SKILLS DEVELOPMENT TO SUPPORT CLIENTS IN ADJUSTING TO THE WORKFORCE, MANAGING RELATIONSHIPS, AND IMPROVING MENTAL HEALTH, ALL CRITICAL FACTORS IN SUSTAINING EMPLOYMENT.
Financial Health Score (300–850) · Liquidity · Solvency · Sustainability · Efficiency
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Liquidity (40%) • Solvency (30%) • Sustainability (20%) • Efficiency (10%)
Sign In — Free (10 views/day)| 2024 | 2023 | Change | |
|---|---|---|---|
| Revenue | $9,120,471 | $10,823,492 | -0.2% |
| Expenses | $10,550,366 | $10,685,813 | 0.0% |
| Net Income | $-1,429,895 | $137,679 | -11.4% |
Comprehensive financial analysis: Altman Z-Score, liquidity, solvency, sustainability, efficiency, and growth metrics
Financial Distress Indicator
Liquidity & Cash Position
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Altman Z-Score • Liquidity Ratios • Solvency Analysis • Growth Indicators • Efficiency Metrics
Sign In| Name | Title | Hours/Week | Role | Reportable Comp | Other Comp | Total |
|---|---|---|---|---|---|---|
| PENELOPE GRIFFITH | EXECUTIVE DIRECTOR | 50.00 |
Officer
Director
|
$316,221 | $55,527 | $371,748 |
| CHARMAINE WEATHERLY | PRESIDENT | 2.00 |
Officer
Director
|
$0 | $0 | $0 |
| ARTHUR MOLA | VICE PRESIDENT | 2.00 |
Officer
Director
|
$0 | $0 | $0 |
| MONICA GOLDSON | SECRETARY | 2.00 |
Officer
Director
|
$0 | $0 | $0 |
| IBRAHIM BAH | TREASURER | 2.00 |
Officer
Director
|
$0 | $0 | $0 |
| ANTOINETTE MURPHY | CHIEF OPERATING OFFICER (AS OF 07/24) | 50.00 |
Officer
|
$76,574 | $763 | $77,337 |
| TAYO COKER | DIRECTOR OF FINANCE (AS OF 12/24) | 50.00 |
Officer
|
$2,788 | $0 | $2,788 |
| BRENDA L CHANDLER | HR DIRECTOR | 50.00 |
Key Emp
|
$156,893 | $28,901 | $185,794 |
| TICIA FAREED COLE | DIR. PROGRAM MONITORING & EVAL. | 50.00 |
Highest
|
$132,931 | $32,082 | $165,013 |
| LURAMON JEAN PIERRE | CONTROLLER | 50.00 |
Highest
|
$110,711 | $12,196 | $122,907 |
| RACQUEL RUSS | SENIOR ACCOUNTANT | 50.00 |
Highest
|
$103,045 | $11,746 | $114,791 |
| MILFORD MOYER | FORMER CFO (UNTIL 08/24) | 50.00 |
|
$111,441 | $2,757 | $114,198 |
| Year | Revenue | Expenses | Assets | Net Income |
|---|---|---|---|---|
| 2025 | $9,120,471 | $10,550,366 | $9,674,823 | $-1,429,895 |
| 2024 | $10,823,492 | $10,685,813 | $9,705,728 | $137,679 |
| 2023 | $15,107,154 | $14,168,158 | $11,524,282 | $938,996 |
| 2022 | $11,426,050 | $10,076,238 | $5,018,732 | $1,349,812 |
| 2021 | $6,303,778 | $6,274,842 | $3,715,617 | $28,936 |
| 2020 | $6,504,145 | $6,503,960 | $3,224,545 | $185 |
| 2019 | $6,552,994 | $6,302,884 | $2,432,321 | $250,110 |
| 2018 | $5,428,289 | $4,959,410 | $2,694,470 | $468,879 |
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