St Josephs Villa
Public records show a registered, tax-exempt organization in good standing.
What it says it does
THE MISSION OF ST. JOSEPH'S VILLA IS TO PROVIDE CHILDREN WITH SPECIAL NEEDS AND THEIR FAMILIES THE OPPORTUNITY TO SUCCEED THROUGH EFFECTIVE AND INNOVATIVE PROGRAMS.
- Income
- $26.0 million
- Spending
- $24.8 million
- Spent on programs
- 83%
- Reserves
- 4.5 months of spending
- Largest source of income
- fees for its services, 69%
- Employees
- 476
- Volunteers
- 507
- Highest pay
- $271,555, chief executive officer
Source: Form 990 for the year ending June 30, 2025, filed with the Internal Revenue Service. Rating method 2026.2. How we rate
Financial health
Good: 85 out of 100. Higher than 80% of charities in its peer group (human services, $10m to $100m).
Reserves
20 of 35Spendable reserves would cover 4.5 months of spending.
Debt
20 of 20It owes 15% of what it owns.
Living within its means
15 of 15Income exceeded spending by 4% of income.
Income trend
15 of 15Income rose 10% on the year before.
Spending floor
15 of 1583% of spending went to programs and raising each dollar of donations cost 9 cents.
Source: Form 990 for the year ending June 30, 2025, filed with the Internal Revenue Service. Rating method 2026.2. How we rate
Governance
Strong: 100 out of 100. Higher than 35% of charities in its peer group (human services, $10m to $100m).
Independent board
25 of 2515 of 15 voting board members are independent.
Conflict of interest policy
15 of 15Has a written conflict of interest policy.
Whistleblower policy
8 of 8Has a written whistleblower policy.
Record keeping policy
7 of 7Has a written policy on keeping and destroying records.
Board minutes
5 of 5Keeps minutes of board meetings.
Board sees the tax return
10 of 10Gave the board a copy of this return before filing it.
Pay set independently
5 of 5Sets its chief executive's pay through independent review and comparison.
Independent check of accounts
15 of 15Its accounts were audited by an independent accountant.
No reported misuse
10 of 10Reports no diversion of assets, excess benefits or loans to insiders.
Source: Form 990 for the year ending June 30, 2025, filed with the Internal Revenue Service. Rating method 2026.2. How we rate
Impact evidence
Describes programs. Its tax return describes what it does but we have found no measurable results in it.
Programs described in its return (7)
- $3.8 million spent. CHILDREN'S EDUCATIONAL SERVICES IS COMPRISED OF DOOLEY SCHOOL AT ST. JOSEPH'S VILLA, DOOLEY CENTER FOR ALTERNATIVE EDUCATION, AND CAREER AND TRANSITION SERVICES. DOOLEY SCHOOL AT ST. JOSEPH'S VILLA ENDED THE SCHOOL YEAR HAVING SERVED 54 STUDENTS FROM 16 DIFFERENT LOCALITIES. ONE DOOLEY STUDENT EARNED AN APPLIED STUDIES DIPLOMA. THREE STUDENTS WERE SUCCESSFULLY RETURNED TO PUBLIC SCHOOL. ALSO, STUDENTS CONTINUED TO PARTICIPATE IN BOTH FALL AND SPRING SPORTS WITH THE RICHMOND ALTERNATIVE SCHOOLS SPORTS LEAGUE. THROUGHOUT THE SCHOOL YEAR STUDENTS PARTICIPATED IN COLLEGE TOURS, VIRGINIA COMMONWEALTH UNIVERSITY'S FOCUS INQUIRY PROGRAM AND VARIOUS OTHER ENRICHING EXPERIENCES PROVIDED BY CAREER AND TRANSITION SERVICES. DCAE THE DOOLEY CENTER FOR ALTERNATIVE EDUCATION (DCAE) CLOSED OUT THE 2023-24 ACADEMIC YEAR ON A HIGH NOTE, PROUDLY CELEBRATING THE ACHIEVEMENTS OF ITS STUDENTS, INCLUDING A SUCCESSFUL GRADUATION. THIS YEAR, THE PROGRAM EXPANDED ITS ENROLLMENT TO 38 STUDENTS, WITH 35 SUCCESSFULLY TRANSITIONING BACK TO PUBLIC SCHOOL AND 3 STUDENTS SET TO RETURN IN THE FALL, EVIDENCE OF THE PROGRAM'S IMPACT AND GROWTH. THROUGHOUT THE SCHOOL YEAR, DCAE EQUIPPED STUDENTS WITH CUTTING-EDGE LEARNING TOOLS, INCLUDING IPADS AND NEW IMAC COMPUTERS, TO ELEVATE THEIR EXPERIENCE WITH SOL REMEDIATION AND ONLINE LEARNING THROUGH PLATFORMS LIKE EDGENUITY. STUDENTS THRIVED IN A BLENDED LEARNING ENVIRONMENT THAT NOT ONLY SUPPORTED CREDIT RECOVERY AND ACADEMIC ACHIEVEMENT BUT ALSO INTRODUCED PROJECT-BASED LEARNING (PBL) TO BETTER MEET INDIVIDUAL LEARNING NEEDS AND FOSTER DEEPER ENGAGEMENT. BEYOND THE CLASSROOM, DCAE STUDENTS BROUGHT ENERGY AND TEAMWORK TO CAMPUS THROUGH THEIR PARTICIPATION IN THE RICHMOND ALTERNATIVE SCHOOLS SPORTS LEAGUE. SUPPORT SERVICES EXTENDED THROUGH THE CATS PROGRAM, WHICH NOT ONLY DELIVERED WEEKLY FOOD ACROSS THE CAMPUS BUT ALSO INCLUDED THE VILLA GROCERY, OFFERING BAGGED GROCERIES FOR STUDENTS AND CLIENTS TO TAKE HOME. CATS FURTHER ENRICHED STUDENT EXPERIENCES WITH ACCESS TO COLLEGE TOURS, JOB TRAINING, AND MEANINGFUL MENTORING OPPORTUNITIES BOTH ON AND OFF CAMPUS. THE 2023-24 SCHOOL YEAR AT DCAE WAS MARKED BY GROWTH, RESILIENCE, AND ACHIEVEMENTLAYING A STRONG FOUNDATION FOR EVEN GREATER SUCCESS IN THE FUTURE. CAREER AND TRANSITION SERVICES (CATS) PREPARE OUR STUDENTS FOR COLLEGE, WORKFORCE AND CONNECTS THE COMMUNITY TO OUR CAMPUS. CATS SERVED 123 STUDENTS FROM THE VILLA'S EDUCATIONAL PROGRAMS DURING THE 2023-2024 SCHOOL YEAR. 3 STUDENTS GOT AND MAINTAINED A JOB. VIRGINIA COMMONWEALTH UNIVERSITY MENTORED AND PROVIDED MORE THAN 800 + VOLUNTEER HOURS WITH OUR STUDENTS BOTH ON-CAMPUS AND AT VCU. THROUGH OUR ON-CAMPUS WORK TRAINING PROGRAMS, CATS PARTICIPANTS AND STAFF PROCESSED OVER 20 TONS OF SHREDDING AND RECYCLABLES IN THE CAMPUS-WIDE RECYCLING PROGRAMS AND PRODUCED 11,384 SNACKS FOR VILLA CLIENTS. CATS TEAM PRODUCED OVER 200 ID BADGES FOR THE CAMPUS. CATS VILLA GROCERY RECEIVED AND DISTRIBUTED OVER 50,000 LBS. OF FOOD DONATIONS FROM THE VILLA GROCERY. WE CONTINUE TO LOOK TO CREATE INNOVATIVE OPPORTUNITIES FOR OUR PARTICIPANTS AND GROW OUR PARTNERSHIP WITH THE COMMUNITY
- $1.4 million spent. DAY TREATMENT SCHOOL BASED: PROVIDES THERAPEUTIC SERVICES TO CHILDREN PUBLIC SCHOOL. ALSO, STUDENTS CONTINUED TO PARTICIPATE IN BOTH FALL AND SPRING SPORTS WITH THE RICHMOND ALTERNATIVE SCHOOLS SPORTS LEAGUE. FINALLY, STUDENTS COULD PARTICIPATE IN COLLEGE TOURS AND OTHER ACTIVITIES THROUGH CAREER AND TRANSITION SERVICES. THE DOOLEY CENTER FOR ALTERNATIVE EDUCATION ENDED THE 2024-2025 SCHOOL AND ADOLESCENTS WHOSE BEHAVIORS MAKE THEM AT RISK OF BEING TAKEN OUT OF THEIR HOMES AND SCHOOLS. THE CHILDREN LEARN STRATEGIES TO MANAGE THEIR BEHAVIORS TO MAINTAIN IN THEIR SCHOOL AND/OR HOME. THE PROGRAM WILL USE PSYCHOTHERAPEUTIC INTERVENTIONS COMBINED WITH EDUCATION AND MENTALMENTAL HEALTH TREATMENT. CLIENTS IN THE PROGRAM WILL RECEIVE A VARIETY OF SERVICES INCLUDING, BUT NOT LIMITED TO: GROUP THERAPY, INDIVIDUAL THERAPY, EDUCATIONAL GROUPS, AND RECREATION. THE PROGRAM'S GOALS ARE: (1) DEVELOPING MORE EFFECTIVE SOCIAL, COPING, AND DAILY LIVING SKILLS, AS WELL AS IMPROVED COMMUNICATION AND ADAPTIVE BEHAVIORS TO IMPROVE INTERPERSONAL SKILLS. (2) ENHANCING FUNCTIONAL LEVEL (3) TO IMPROVE COMMUNITY AWARENESS AND GIVE OPPORTUNITIES FOR COMMUNITY INTEGRATION.INTENSIVE IN-HOME SERVICES (IIHS): OUR TAILORED INTERVENTIONS AND DEDICATED TEAM EFFORTS RESULTED IN 92% OF IIH CLIENTS SUCCESSFULLY AVOIDING ACUTE PSYCHIATRIC HOSPITALIZATION. CLIENTS WORKED TOWARD A COMBINED TOTAL OF 423 SKILL DEVELOPMENT GOALS, WITH AN IMPRESSIVE 85% SHOWING MEASURABLE IMPROVEMENT IN TARGETED AREAS SUCH AS EMOTIONAL REGULATION, COMMUNICATION, AND THEIR OVERALL EXECUTIVE FUNCTIONING. MENTAL HEALTH SKILL-BUILDING (MHSB): THIS PROGRAM ASSISTED 30 ADULTS IN THE CENTRAL VIRGINIA REGION, PROVIDING SERVICES THROUGH FULLY CREDENTIALED QUALIFIED MENTAL HEALTH PROFESSIONALS (QMHP-A). CLIENTS TYPICALLY ENGAGE WITH MHSB SERVICES FROM THREE MONTHS TO A YEAR. A MAJOR HIGHLIGHT OF 2024-2025 WAS OUR ONGOING PARTNERSHIP WITH FLAGLER HOUSING AND HOMELESS SERVICES. THROUGH THIS COLLABORATION, WE SUCCESSFULLY STABILIZED 30 UNIQUE INDIVIDUALS, PROVIDING WRAPAROUND SERVICES THAT BRIDGED MENTAL HEALTH SUPPORT WITH HOUSING STABILITY. THIS PARTNERSHIP HAS PROVEN INSTRUMENTAL IN CLOSING SERVICE GAPS AND OFFERING MORE COMPREHENSIVE, CLIENT-CENTERED CARE. 97% OF CLIENTS DISCHARGED FROM SERVICES HAD SUCCESSFULLY EXPANDED THEIR NATURAL SUPPORT NETWORKS, A KEY INDICATOR OF LONG-TERM COMMUNITY INTEGRATION AND RESILIENCE. CLIENT OUTCOMES AND PROGRAM ACHIEVEMENTS. 100% OF CLIENTS WERE DISCHARGED INTO LESS RESTRICTIVE ENVIRONMENTS, AVOIDING HOSPITALIZATION AND OTHER INSTITUTIONAL PLACEMENTS.COMMUNITY STABILIZATION (CS): IN ITS SIXTH YEAR, THE CS PROGRAM SERVED 21 ADULTS AND YOUTH IN THE CENTRAL VIRGINIA REGION, FOCUSING ON PREVENTING ACUTE HOSPITALIZATIONS AND FOSTERING STABILIZATION THROUGH A HOLISTIC APPROACH. 100% OF CLIENTS DEVELOPED AND IMPROVED THEIR INTERNAL AND EXTERNAL COPING STRATEGIES, AND SIGNIFICANTLY INCREASED THEIR NATURAL AND COMMUNITY SUPPORT BY DISCHARGE. MANAGEMENT) AND EXTERNAL SUPPORT (CONNECTION TO FAMILY, PEERS, AND COMMUNITY RESOURCES). 100% OF CLIENTS WERE SUCCESSFULLY DISCHARGED TO A LESS RESTRICTIVE ENVIRONMENT, AVOIDING PSYCHIATRIC HOSPITALIZATION A KEY INDICATOR OF CRISIS STABILIZATION SUCCESS. ALL CLIENTS EXITED SERVICES WITH A PERSONALIZED SAFETY AND SUPPORT PLAN, EQUIPPING THEM AND THEIR FAMILIES WITH PRACTICAL TOOLS FOR SUSTAINED SUCCESS.
- $8.4 million spent. DEVELOPMENTAL DISABILITIESTHE SARAH DOOLEY CENTER FOR AUTISM SERVED 87 STUDENTS FROM 20 SCHOOL DIVISIONS ACROSS THE CENTRAL VIRGINIA REGION DURING THE YEAR. SIX STUDENTS SUCCESSFULLY GRADUATED FROM THE PROGRAM, AND MORE THAN TEN NEW STUDENTS WERE ENROLLED. STUDENTS DEMONSTRATED MEANINGFUL ACADEMIC AND FUNCTIONAL GROWTH, MASTERING 136 LONG-TERM GOALS AND 4,153 SHORT-TERM OBJECTIVES, AND COLLECTIVELY ACQUIRING MORE THAN 14,000 NEW WORDS. AVERAGE STUDENT ATTENDANCE FOR THE YEAR WAS 90 PERCENT. IN ADDITION TO ACADEMIC PROGRAMMING, STUDENTS PARTICIPATED IN OVER 1,000 COMMUNITY-BASED OUTINGS DESIGNED TO BUILD CRITICAL LIFE AND INDEPENDENCE SKILLS. STUDENTS ALSO ENGAGED IN ON-CAMPUS VOCATIONAL OPPORTUNITIES, INCLUDING PARTICIPATION IN THE VILLA COFFEE SHOP, AND SUCCESSFULLY TRANSITIONED BACK TO PUBLIC SCHOOL SETTINGS. THROUGH STRONG, COLLABORATIVE RELATIONSHIPS WITH SCHOOL DIVISIONS AND INITIATIVES SUCH AS VILLA LOBBY DAY AND LEGISLATIVE TOURS WITH DELEGATES AND SENATORS, THE PROGRAM CONTINUED TO HIGHLIGHT ITS IMPACT WHILE ADVOCATING FOR THE STUDENTS AND FAMILIES IT SERVES. THE CONCLUSION OF THE YEAR MARKED AN IMPORTANT MILESTONE WITH THE PROGRAM'S OFFICIAL NAME CHANGE FROM THE SARAH DOOLEY CENTER FOR AUTISM TO THE VILLA EDUCATION CENTER, REFLECTING A CONTINUED COMMITMENT TO INNOVATION AND A BROADENED VISION FOR SERVING STUDENTS AND FAMILIES.DAY SUPPORT FOR CHILDREN SERVES INDIVIDUALS BETWEEN THE AGES OF 5 AND 22 YEARS WITH DEVELOPMENTAL AND INTELLECTUAL DISABILITIES. SOME EXHIBIT CHALLENGING BEHAVIORS THAT MAY BE SELF-INJURIOUS, AGGRESSIVE, OPPOSITIONAL AND DISRUPTIVE. THE AFTER-SCHOOL PROGRAM HAS BEEN IN OPERATION FOR NUMEROUS YEARS AND SERVED TWELVE CLIENTS IN THE 2023-2024 FISCAL YEAR. DAY SUPPORT FOR ADULTS LAUNCHED IN SEPTEMBER 2015 TO OFFER A CONTINUUM OF SERVICES FOR A VERY VULNERABLE POPULATION. THE PROGRAM IS A CENTER-BASED SERVICE DELIVERY MODEL, LOCATED ON THE VILLA CAMPUS. SERVICES ARE ALL STRUCTURED TO MEET EACH INDIVIDUAL'S PHYSICAL AND EMOTIONAL NEEDS; PROVIDE PROTECTION, GUIDANCE, AND SUPERVISION; AND MEET THE OBJECTIVES OF THE INDIVIDUALIZED SERVICE PLAN. COMMUNITY PARTNERSHIPS WITH LOCAL ORGANIZATIONS SUCH AS MEALS ON WHEELS ENABLE CLIENTS TO BUILD SOCIAL AND VOCATIONAL SKILLS. THE CLIENTS PARTICIPATE IN AN ARRAY OF VOLUNTEER AND SKILL ENHANCEMENTS ON AND OFF CAMPUS. THE PROGRAM SERVED 41 CLIENTS IN 2024-2025. OUTPATIENT BEHAVIORAL THERAPY (OBT) OUR OUTPATIENT BEHAVIORAL THERAPY PROGRAM HAS ESTABLISHED A SOLID REPUTATION FOR PROVIDING QUALITY SERVICES. THIS REPUTATION HAS POSITIONED OBT AS A PREFERRED PROVIDER WITHIN THE MEDICAL AND CENTRAL VIRGINIA COMMUNITIES. THE PROGRAM'S ABILITY TO ADAPT TO CHANGING CIRCUMSTANCES AND MAINTAIN ITS COMMITMENT TO DELIVERING EFFECTIVE THERAPY SERVICES HAS CONTRIBUTED TO ITS CONTINUED SUCCESS. 87% OF GOALS THAT WERE TARGETED THE CLIENTS WERE EITHER MAKING INITIAL PROGRESS, MAKING PROGRESS, LINEAR PROGRESS OR HAVE MASTERED THE GOAL. DEVELOPMENTAL BEHAVIOR CHECKLIST (DBC-P) ASSESSMENT SCALE REVEALED 82% OF PARENTS REPORTED AN IMPROVEMENT IN THEIR INITIAL ASSESSMENT SCORE. 100% OF GOALS THAT WERE TARGETED BY THE CLIENTS WERE EITHER MAKING INITIAL PROGRESS, MAKING PROGRESS, LINEAR PROGRESS OR HAVE MASTERED THE GOAL. 100% OF PARENTS REPORTED THAT 1 OR MORE FAMILY MEMBERS WERE PARTICIPATING IN A SESSION EACH WEEK. 96% OF PARENTS MEASURED REPORTED THAT THEY FELT THAT THEIR COMPETENCY HAD IMPROVED.
- $3.4 million spent. BEHAVIORAL HEALTH SERVICES:BEHAVIORAL HEALTH SYSTEM IS COMPRISED OF CRISIS SERVICES UMBRELLA OF THE CHILDREN'S RESIDENTIAL CRISIS STABILIZATION UNIT (CSU) AND THE YOUTH CRISIS RECEIVING CENTER (CRC). CRISIS SERVICES. CSU IS IN PARTNERSHIP WITH RBHA REGION 4 AND IS DESIGNED TO DIVERT THE NUMBER OF HOSPITALIZATIONS OF YOUTH AGES 5-17 WHO EXPERIENCE MENTAL HEALTH CRISIS FOR UP TO 15-DAY STAYS. CRC OPERATES IN PARTNERSHIP WITH HENRICO COUNTY AND REGION 4 DESIGNED TO PROVIDE IMMEDIATE ACCESS TO PEOPLE IN MENTAL HEALTH CRISIS WITH RAPID CRISIS ASSESSMENT AND WARM HAND-OFF TO ESSENTIAL RESOURCES. ADMISSIONS TO CRC ARE TAILORED TO YOUTH AGES 7-17 FOR VARIOUS RAPID ASSESSMENTS, CLINICAL INTERVENTIONS, AND RELEVANT RESOURCES FOR NEXT LEVEL OF CARE DEPENDING ON THE LEVEL OF STABILIZATION. YOUTH MAY RETURN HOME, BE REFERRED TO ON-GOING TREATMENT SUCH AS THE CSU, OR REQUIRE HOSPITALIZATION WITHIN A 23-HOUR TIME FRAME. CRISIS STABILIZATION UNIT (CSU) SERVED 92 UNDUPLICATED YOUTH WITH A TOTAL OF 95 ADMISSIONS IN FY25 AND DIVERTED 96% FROM HOSPITALIZATION, WITH A TOTAL OF 1,145 BED DAYS. YOUTH SERVED RESIDE PRIMARILY IN REGION 4, CONSISTING OF HENRICO COUNTY, CITY OF RICHMOND, CHESTERFIELD COUNTY, AND RISING NUMBERS FROM OUTSIDE OF REGION 4. A CHILD PSYCHIATRIST PROVIDED CONSULTATIONS VIA TELEHEALTH WITH 95 YOUTH AND THEIR FAMILIES AND COMMUNITY PROVIDERS TO ENSURE CONTINUITY OF CARE UPON DISCHARGE. 86% OF YOUTH MADE PROGRESS ON THEIR GOALS AND OBJECTIVES; 89% OF CLIENTS AND 93% OF PARENTS/GUARDIANS REPORTED BEING FULLY SATISFIED WITH SERVICES. END OF YEAR GOALS FOR CSU REGARDING CLIENTS: * PARTICIPANTS WILL INCREASE THE NUMBER OF COMMUNITY-BASED LINKAGES MADE TO KEEP THE CHILD AND FAMILY TOGETHER OR TO REUNITE THE FAMILY. O 80% OF PARTICIPANTS ENROLLED IN CSU * 100% OF CLIENTS RECEIVED SERVICES FOR MAKING EFFECTIVE LINKAGES AT DISCHARGE (70 PARTICIPANTS' INCREASE LINKAGES, 24 PARTICIPANTS' LINKAGES REMAINED THE SAME) * PARTICIPANTS WILL LEARN MORE EFFECTIVE AND HEALTHIER COPING SKILLS O 80% OF PARTICIPANTS ENROLLED IN CSU * 86% OF CLIENTS LEARNED MORE EFFECTIVE AND HEALTHIER COPING SKILLS * PARTICIPANTS WILL DEMONSTRATE OVERALL SATISFACTION WITH THE PROGRAM. O 80% OF PARTICIPANTS ENROLLED IN CSU * 89% OF CLIENTS WERE SATISFIED, 93% OF PARENTS/GUARDIANS WERE SATISFIEDCRISIS RECEIVING CENTER (CRC) OPENED APRIL 4, 2024IN FY25, THE CRC SERVED 170 INDIVIDUALS AND DIVERTED 87% FROM HOSPITALIZATION. YOUTH AND INDIVIDUALS WHO SERVED PRIMARILY RESIDE IN HENRICO, CHESTERFIELD, AND HANOVER COUNTIES AS WELL AS CITY OF RICHMOND. A CHILD PSYCHIATRIST PROVIDED CONSULTATIONS VIA TELEHEALTH WITH 97 YOUTH AND THEIR FAMILIES AND COMMUNITY PROVIDERS TO ENSURE CONTINUITY OF CARE UPON DISCHARGE. 100% OF CLIENTS AND 100% OF PARENTS/GUARDIANS REPORTED BEING FULLY SATISFIED WITH SERVICES. END OF YEAR GOALS FOR CRC REGARDING CLIENTS: * CRC WILL ADMIT 90% OF INDIVIDUALS PRESENTING FOR SERVICE WHO MEET CRITERIA AND O 100% OF CLIENTS MEETING CRITERIA WERE ADMITTED FOR SERVICES * ALL INDIVIDUALS SEEKING SERVICES, REGARDLESS OF MEETING ADMISSIONS CRITERIA WILL RECEIVE APPROPRIATE ASSESSMENT(S) AND COMMUNITY REFERRAL(S) O 100% OF INDIVIDUALS NOT MEETING CRITERIA RECEIVED SERVICES TO APPROPRIATE COMMUNITY REFERRALS * STABILIZE 50% OF INDIVIDUALS WITHIN 23 HOURS TO DIVERT FROM INPATIENT PSYCHIATRIC HOSPITALIZATIONS O 87% OF INDIVIDUALS WERE DIVERTED FROM A HIGHER LEVEL OF CARE OF HOSPITALIZATION * PARTICIPANTS WILL DEMONSTRATE OVERALL SATISFACTION WITH THE PROGRAM. O 100% OF CLIENTS WERE SATISFIED, 100% OF PARENTS/GUARDIANS WERE SATISFIED
- $131,713 spent. COMMUNITY TRAININGIN FY25, OUR COMMUNITY TRAINING PROGRAM TEAM OF ONE STAFF MEMBER WORKED TO IMPROVE THE IMPLEMENTATION OF TRAUMA-INFORMED PRACTICES WITHIN THE VILLA AND ITS PROGRAMS. ALL NEW EMPLOYEES IN FY25 RECEIVE TRAINING IN TRAUMA AND RESILIENCE. THIS PROGRAM ACTS AS AN INTERNAL RESOURCE TO PROGRAMS AND STAFF FOR QUALITY IMPROVEMENT, BEHAVIORAL MANAGEMENT CONSULTATION, AND SYSTEMS CHANGE. EXTERNAL TO THE VILLA, WE WERE IN THE COMMUNITY AND TRAINED OVER 4,100 INDIVIDUALS ACROSS 25 EVENTS AND 79 HOURS IN TOPICS INCLUDING TRAUMA-INFORMED CARE, WORKFORCE RESILIENCE, AND MENTAL HEALTH. THIS INCLUDED 11 CONFERENCES, TWO OF WHICH WERE NATIONAL, AND TRAVEL TO 5 STATES BEYOND VIRGINIA. AUDIENCES INCLUDED EARLY CHILDHOOD EDUCATORS, MENTAL HEALTH PROFESSIONALS, TEAMS WORKING IN FREE CLINICS, THOSE SUPPORTING HOUSING EFFORTS, FOSTER CARE FAMILIES, K-12 EDUCATORS, AND THOSE WORKING WITH INCARCERATION DIVERSION PROGRAMS. THIS PROGRAM TEAM OF ONE CONTINUES TO REPRESENT THE VILLA WITHIN MANY COMMUNITY ORGANIZATIONS, COMMITTEES, WORKGROUPS, AREA PLANNING TEAMS, AND OTHERS ALIGNED WITH OUR MISSION AT THE VILLA. WE ARE WORKING TO ADVOCATE FOR THE VILLA AND THOSE WE SERVE THROUGH RELATIONSHIPS WITH LAW ENFORCEMENT, FIRST RESPONDERS, REGIONAL EMERGENCY MANAGEMENT, CITY AND COUNTY OFFICIALS IN THE REGION, AND AT THE GENERAL ASSEMBLY OF VIRGINIA.
- $3.3 million spent. HOUSING AND HOMELESS SERVICES FLAGLER HOUSING & HOMELESS SERVICES PROVIDES ASSISTANCE TO HOUSEHOLDS EXPERIENCING THE CRISIS OF HOMELESSNESS. SERVICES PROVIDED INCLUDE INFORMATION AND REFERRAL, HOUSING SEARCH, SHORT-TERM RENTAL ASSISTANCE (RAPID RE-HOUSING), CASE MANAGEMENT, AND YOUTH SPECIFIC HOUSING AND OUTREACH. DURING FY 25, THE FLAGLER PROGRAM (COMPRISED OF OFFICES IN RICHMOND AND PETERSBURG) ASSISTED 255 HOUSEHOLDS, COMPRISED OF 488 INDIVIDUALS. THESE NUMBERS REPRESENT AN APPROXIMATE DECREASE OF 25% FROM FY 24. THIS REDUCTION CAN BE CONTRIBUTED TO THREE FACTORS: 1. A CONTINUED INCREASE IN THE NEEDS OF THE HOUSEHOLDS THAT ARE SERVED. PROVIDERS ARE NEEDING TO KEEP HOUSEHOLDS OPEN TO SERVICES FOR A LONGER PERIOD TO OBTAIN AND MAINTAIN HOUSING STABILITY. 2. UNCERTAINTY AND CHALLENGES PRESENTED BY THE NEW ADMINISTRATION HAVE RESULTED IN THE NEED TO FREEZE CLIENT INTAKES AND HIRING ON MULTIPLE OCCASIONS, RESULTING IN A REDUCED NUMBER OF HOUSEHOLDS SERVED, AND 3. THE LOSS OF STATE PERMANENT SUPPORTIVE HOUSING (PSH) FUNDING RESULTED IN THIS PROGRAM BEING ELIMINATED. COMMUNITY BASED SERVICES ARE PROVIDED IN TWO SEPARATE GEOGRAPHIC REGIONS; THE GREATER RICHMOND CONTINUUM OF CARE (HANOVER, GOOCHLAND, POWHATAN, CHESTERFIELD, HENRICO, NEW KENT, CHARLES CITY, AND THE CITY OF RICHMOND), AND THE CRATER AREA COALITION ON HOMELESSNESS (CACH - PETERSBURG) REGION (PRINCE GEORGE, DINWIDDIE, SURRY, SUSSEX, EMPORIA, GREENSVILLE, HOPEWELL, AND PETERSBURG). THE NEED FOR SERVICES PROVIDED BY FLAGLER CONTINUES TO SOAR AS THE NUMBER OF PEOPLE EXPERIENCING A HOUSING CRISIS HAS STEADILY INCREASED IN THE PAST YEAR. DURING FY 24, FLAGLER RECEIVED A TOTAL OF 4,320 UNIQUE REQUESTS FOR SERVICE, REPRESENTING A 7% DECREASE FROM THE PRIOR YEAR. HOLLYBROOK APARTMENTS IS A HUD SECTION 8 HOUSING FACILITY LOCATED IN THE GREATER RICHMOND AREA FEATURING RENTAL OPTIONS DESIGNED FOR ADULTS WITH PHYSICAL DISABILITIES AND SENIORS AGE 62 AND UP. THE COMMUNITY HAS 60 ONE- AND TWO-BEDROOM APARTMENTS ON THE SOUTH SIDE OF THE ST. JOSEPH'S VILLA CAMPUS AND IS CLOSE TO SHOPPING, DINING, AND THE LEWIS GINTER BOTANICAL GARDEN. SJV CONTINUED ITS MANAGEMENT CONTRACT WITH LANDMARK PROPERTIES THAT WAS STARTED IN JUNE OF 2024. LANDMARK HAS DONE AN EXCELLENT JOB OF MANAGING THE PROPERTY AND HOLLYBROOK CONTINUED TO MAINTAIN AN OPEN WAITING LIST. SJV CONTINUES TO PROVIDE OVERSIGHT TO THIS PROJECT.
- $94,987 spent. OTHER
Source: Form 990 for the year ending June 30, 2025, filed with the Internal Revenue Service. Rating method 2026.2. How we rate
Legitimacy checks
Is it registered with the IRS? Passed.
Listed in the IRS master file of tax-exempt organizations as a 501(c)(3) charitable organization.
Source: Exempt Organizations Business Master File, Internal Revenue Service, file dated September 7, 2026.
Has the IRS revoked its tax-exempt status? Passed.
Not on the IRS automatic revocation list.
Source: Automatic revocation of exemption list, Internal Revenue Service, file dated September 30, 2026.
Are donations tax-deductible? Passed.
On the IRS list of organizations eligible to receive tax-deductible contributions.
Source: Publication 78 data: organizations eligible for tax-deductible contributions, Internal Revenue Service, file dated September 10, 2026.
Is it keeping up with its IRS filings? Passed.
Most recent return on file covers the year ending June 2025.
Source: Exempt Organizations Business Master File, Internal Revenue Service, file dated September 7, 2026.
How long has it been tax-exempt? Passed.
Recognized by the IRS since December 2003.
Source: Exempt Organizations Business Master File, Internal Revenue Service, file dated September 7, 2026.
Is it in good standing with state regulators? Passed.
Not on California's list of charities barred from soliciting. Other states are not yet checked.
Source: May Not Operate or Solicit for Charitable Purposes list, California Attorney General, Registry of Charities and Fundraisers, file dated October 7, 2026.
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