3E Restoration Inc

“The president, treasurer, and executive director review the 990, comparing numerical entries to the reviewed financial statements and reviewing the information questions line by line. A questionnaire checklist adopted from the form 990 is reviewed by the independent certified public accountant with the executive director, who in turn reviews the questions with the president and treasurer.”

“All board members are to state if a conflict of interest exists. If a conflict of interest exists, the board as a whole will examine the nature of the conflict and whether the actual conflict is severe enough to require the resignation of the board member.”

“All employees' salaries are set by the board of directors based on local pay scales of other non-for-profit organizations.”

“Governing documents are made available to the public per request.”

“The organization experienced a decrease in net assets during 2024 as program expenses exceeded current year revenue. One factor was the delayed reimbursement of a $50,000 subcontracted grant administered through york county that began july 1, 2023. Revenue associated with this grant was recorded in 2023 as a grant receivable but was not paid until february 2024 due to contract language issues identified during legal review of the agreement between york county and sentara cares foundation. Because the organization had already provided housing location and case management services for york county's housing office in support of its permanent supportive housing program, related costs were carried through available cash reserves during the second half of 2023 and into early 2024. Program expenses also increased due to expanded direct client assistance, particularly rent assistance, lease support, and housing stabilization services for households transitioning to permanent housing. The organization also shifted from an annual gala fundraising model to an approach designed to reduce overhead and cultivate long-term donor partners. During this period, the organization was implementing a board-directed strategic transition away from multiple direct housing programs and toward a partnership-based model, as evidenced by contracted services with york county housing and williamsburg human services. As part of this transition, the organization did not pursue additional state or federal housing grants during the year. Private donations, local foundations, business sponsorships, civic support, and donor-directed contributions supported housing assistance and related services throughout 2024. The board had previously initiated an organizational and financial management transition to align staffing and operations with the new strategic plan. During the year, the organization outsourced bookkeeping support and implemented cost containment measures, including temporary leadership compensation adjustments, transition to donated office space, and additional fundraising efforts, to maintain program services during the transition.”