Supportone Inc.

“Board Member Mr. Gastons, is cousin to Program Director Ms. Shelton.”

“The Organization distributes its 990 to Board members electronically for review prior to filing with the IRS.”

“At it's annual meeting the Board requires members to disclose any activities that may give rise to a conflict of interest, should one be disclosed the Board immediately addresses and removes it.”

“The Executive Director's performance evaluation and compensation are measured against the progress and the achievement of the strategic plan's goals, which are updated every five years. The governing board monitors the progress and effectiveness. Other key employees of SupportOne's compensation and performance evaluation are determined and measured against the market by conducting a wage study every three to five years.”

“The Organization makes its governing and other financial document available to the public upon request.”

“Support One Program Accomplishments for 2023 were aligned with its Strategic Goals and are reported as follows: Goal #1: Champion Individuals to Live Their Highest Quality of Life Led Medicaid re-enrollment post-COVID, ensuring leadership was well-informed and resources were available, with regular updates to the Board. Implemented the ABLEnow program, managing 17 accounts to protect financial resources and benefits, earning recognition from ABLEnow as a pioneering residential provider. Actively participated in individual outings and activities. Reviewed and addressed Human Rights investigations, revising emergency policies to prevent future incidents. Proposed and managed a capital improvement initiative, overseeing project execution, vendor relations, and Board communication. Tracked, reported, and trained staff on serious incidents, addressing risk management concerns. Acquired a third company vehicle and emergency kits for safe transportation. Organized the 25th Anniversary and Holiday Party, hosting over 100 guests. Goal #2: Maintain Excellence in Person-Centered Supports and Services Conducted a compensation study, reorganizing the management team and implementing the largest wage increase for hourly staff. Assisted in recruiting a second Program Manager and improving New Employee Orientation. Updated the Employee Handbook, revising policies on PTO, Light Work Duty, Drug-Free Workplace, and Background Checks. Revised training and audit procedures to enhance staff competency and respond to audit findings. Automated key forms to reduce staff workload and improve efficiency. Organized staff meetings and training sessions throughout the year. Goal #3: Enhance Operations, Stakeholder Relationships, and Financial Stability Developed and published the company newsletter. Represented residential service providers on the Virginia Department of Behavioral Health and Developmental Services(VDBHDS) Regional Quality Council and participated in the Virginia Network of Private Providers. Ensured compliance with regulatory changes, coordinated external audits, and led the Quality Improvement and Risk Management programs. Managed the Veterans Affairs Supportive Housing (VASH) program, increasing bank balances to over $55K.”

“Accounting entries made to the financial records for the cleanup of stale dated transactions from the prior years in the current reporting period not reflected in previous years 990 reports.”

“The governing body at Support One Inc. decided to have an Independent Audit or Review every five years due to the low-risk control environment and highly functioning system of Internal Controls within the Organization.”

“The governing body at Support One Inc. decided to have an Independent Audit or Review every five years due to the low-risk control environment and highly functioning system of Internal Controls within the Organization.”