I am so proud to be associated with a program that makes fiscal and moral sense!

1. 2009 YEAR END REPORT FOR HABCORE, INC.
The Year in Review
On September 23rd, HABcore celebrated twenty-one years of providing “stability, dignity and
hope for the homeless.” Our history has been marked by triumphs and setbacks, all with one
aim in mind: to fight the growing plight of homelessness and to offer a homelike atmosphere to
the people in our care. These dual objectives are best articulated in our mission statement,
which provides the framework for all we do.
Mission Statement: HABcore Inc. is a not-for-profit corporation serving Monmouth and adjacent
counties in New Jersey. HABcore is devoted to providing permanent and transitional supportive
housing in a family setting to low-income persons who are homeless, disabled or unable to care
for themselves, and to affording them lives of dignity and meaning.
Despite general affluence in Monmouth County, homelessness continues to be a pressing
issue. The lack of appropriate housing for our special needs population has reached a critical
level. With changes to the welfare system and the closing of boarding homes and state mental
hospitals, the situation continues to deteriorate. Meanwhile, as the cost of maintaining an
individual in our homes increases, traditional funding sources disappear all too rapidly. It is a
daily challenge for HABcore to keep rents affordable and provide the needed high quality
supportive services.
In 2009, HABcore served 114 individuals, giving them shelter, meals and hope for the future.
99% of these individuals were people with disabilities and 42% of them had a secondary
diagnosis of substance abuse. At our board and care facilities, HABcore’s supportive services
continued to thrive, enhancing our ability to lend dignity and meaning to lives of 52 individuals.
The Residential Coordinators manage the 24 x 7 staff provided at these homes. There are
weekly and monthly activities for all to enjoy, creating a stimulating environment. At the Laurel
House, a summer barbecue brought out several of our board members to cook a fabulous meal.
Both board and care facilities have cooking and menu planning groups that allow residents to
improve their skills and become involved in the management of the home.
Our expanded independent living program provides 59 individuals with the supportive services
they need to rebuild their lives. This program provides affordable housing to former board and
care residents or other qualified individuals who are capable of living in a supportive,
independent setting. The Residential Coordinators oversee this program with hands-on-help
from our management staff. Each resident is assessed and a service plan is developed based
on abilities and needs. A service agreement outlining expectations is formalized after
completing assessments that involve the client and the treatment team. The degree of service
intensity will vary based on the residents changing needs. At year-end, we found that 42% of
the independent living participants were working or engaged in furthering their education.
The internal job-training program continues to offer the residents of our independent living sites
the opportunity to train and work under supervision at HABcore. It is clearly a “win / win”
situation because it gives the resident the opportunity to learn a transferable skill and it provides
HABcore with a work force pool of well known individuals. At present, we have 8 individuals in
the program.
Our success is measured by the success of our residents. This year we are particularly proud of
several of residents who have made significant changes to their lives. Darlene, a graduate of
the job-mentoring program, not only continues to excel in her position as residential coordinator
at Coffey. In 2009, Aibeth, one of our more challenging residents, entered the job training
program and is now a HABcore employee. She was also reunited with her 2 children who live
with her at one of the HABcore apartments.
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2. 2009 YEAR END REPORT FOR HABCORE, INC.
2009 Major Accomplishments
In 2009 despite the economic down turn, we were able to achieve several significant goals to
expand our program:
We finalized the The Malley House (Beachwood) financial arrangements with New
Jersey Housing and Mortgage Finance Agency Special Needs Trust Fund and the
Corporation for Supportive Housing.
We expanded our independent living program to include some family units and
increased our capacity to serve by 11.
We restructured our management team and established a new position, Associated
Director, to better serve the program expansion.
The maintenance of our physical buildings is also of primary importance. In 2009, thanks to
several grants received, we were able to tackle these maintenance projects:
1. Laurel House
Replace flooring in most of the resident’s rooms.
2. Coffey Residence
Install heating system in kitchen.
3. Bay Ave (Keansburg ) Apartments
Repair freezing exposed piping.
4. Denis Malley House (Beachwood)
Replace heating system.
2010 will provide some significant challenges as we continue to see a reduction in the size and
number of grants and donations received. In addition, there is the threat of further reductions to
state and federal funding for our programs. At the same time we are experiencing significant
increases in the cost of supplies and utilities and a rapidly rising need for our services. To
address the challenging economic climate, our management team is focused on a number of
initiatives to control our costs without sacrificing the quality of our services.
In 2010, we will need to address, at a minimum, the following repair projects.
1. Laurel House
Replace hot water heaters
Exterior repair and painting
2. Coffey Residence
Interior painting
Replace dishwasher
Replace kitchen flooring
3. River Street
Replace water line from street
4. Denis Malley House (Beachwood)
Replace driveway
Despite these challenges, we are hopeful that we will continue to see successes. Our
accomplishments are a direct result of the support we receive from the community and
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3. 2009 YEAR END REPORT FOR HABCORE, INC.
foundations. Our entire staff takes ownership of our program and is very dedicated to our
success. They provide a vital service to our population of special needs individuals. Our
programs improve the level of care we offer our residents by aiding in their development and
fostering self-sufficiency. You should be secure in the knowledge that we will continue to
maintain these high standards for all of our residents, offering them just the right balance of
independence and support. Through the support of our donors, we can continue our work on
behalf of the homeless of Monmouth and Ocean County.
PROGRAM Evaluation
HABcore uses the following statistics to measure our ability to meet our residents’ needs and
improve their lives. Under our Executive Director’s guidance, steps are being taken to
consolidate this information in a centralized database. This reflects his dedication to improving
program offerings and disseminating meaningful and accurate information to donors.
1. Employment- HABcore continuously monitors the employment status of our residents. We
are very proud of the fact that 22% of all residents are working, volunteering on a regular basis
or attending school. This statistic is considered very high among this segment of the population,
and is a testament to the success of our programs.
2. Recidivism- In 2009, 77% of our departing residents graduated to a more independent setting
or family reunification. This remarkably high recovery rate can be attributed to the holistic nature
of our program. This is a huge achievement and a financially sound one as it costs taxpayers
over $100,000 for a person to live in the state hospital system and it only costs $12,000 for
someone to spend a year at HABcore.
3. Suggestion Box- All comments placed in our suggestion box are prominently posted in the
homes. They are evaluated by management and enacted whenever feasible.
4. Satisfaction Surveys- The average results of our latest quarterly satisfaction survey are listed
below on a scale from 1 to 4. Overall the program received a score of 3.58. This is a
comprehensive evaluation that encourages input on the overall environment, maintenance
issues, attentiveness of staff, and our ability to promote a home-like atmosphere.
3.71 How satisfied were you with the overall quality of service?
3.60 How satisfied were you with the program’s ability to meet your needs?
3.51 How satisfied were you with the home-like quality of the residence?
3.38 How satisfied were you with the meals?
3.47 How satisfied were you with the cleanliness of the house?
3.79 If applicable, how satisfied were you with any skill training you received (budgeting, job search
skills, daily living skills)?
3.07 How satisfied were you with the availability of recreation?
3.79 How satisfied were you with the admission process (timeliness, fair interview)?
3.62 How satisfied were you with the rules and the staff’s ability to enforce them to ensure a safe,
healthy environment?
3.79 How satisfied were you with the opportunity to talk to staff and their
responsiveness to working out issues?
3.71 How satisfied were you in how fairly you were treated?
3.55 How satisfied were you with the staff’s attentiveness and willingness to help?
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