How Inperium’s Affiliate Model Helped CHOR Expand Care for Thousands of At-Risk Youth
Written by Robert Bloomingfield for Wellness Voice.
Founded in 2016, Inperium is a nonprofit organization that supports independent human service providers through shared administrative infrastructure, financial oversight, compliance support, and strategic guidance. Its affiliates retain their names, missions, and local governance while gaining access to centralized back-office services designed to strengthen long-term sustainability.
One of its earliest affiliates, The Children’s Home of Reading (CHOR), represents a legacy that stretches back to 1884. Originally established as an orphanage, CHOR has evolved over nearly 150 years into a multifaceted provider offering care for at-risk youth. Today, according to Thomas Bogovich, Executive Director of CHOR, the organization operates residential treatment programs, community-based services, schools, foster care and adoption programs, and specialized behavioral health services.
“We have grown into a treatment-oriented organization that meets children and families at many different points in their lives,” Bogovich explains. “The scope of our services reflects decades of adaptation to community needs.”
That longevity was tested roughly a decade ago. Bogovich explains that CHOR, like many long-standing service providers, faced mounting operational pressures. From his perspective, leadership at the time had to make difficult decisions to preserve direct programming. “Support departments such as HR, IT, and finance were reduced significantly so that programming for children could continue,” he says.
At the same time, a statewide initiative in Pennsylvania encouraged reduced reliance on residential placements, which led to declining occupancy rates in residential programs, recalls Dr. Vince LaSorsa, who served more than two decades as CHOR’s CEO before transitioning to an emeritus role within Inperium. According to LaSorsa, census levels dropped to nearly 50 percent capacity, while operating expenses continued to rise.
LaSorsa explains that period as pivotal. He notes that fundraising dollars and endowment resources were increasingly used to offset operational losses. “That was never meant to be a long-term strategy,” LaSorsa says. “There was a real concern about sustainability.”
Through community connections, LaSorsa had become familiar with Ryan Dewey Smith, Founding Executive Chairman and CEO of Inperium. Conversations about Inperium’s newly formed affiliate model began in 2017. “What stood out immediately was the ability to remain independent,” LaSorsa explains. “The mission, the name, the governance structure, those would stay intact. The support would come in behind the scenes.”
In 2017, CHOR became one of the first organizations to affiliate with Inperium. According to LaSorsa, that decision marked a turning point. “The shared services, HR, compliance, finance, and administrative oversight, allowed the leadership team to refocus on children and families,” he says. “We were able to rebuild with stability rather than simply reacting to financial pressure.” From CHOR’s perspective, the results have been measurable.
Bogovich notes that CHOR has expanded from approximately 15 programs in 2017 to more than 40 programs today, while the number of individuals served has grown from roughly 1,250 clients annually to more than 4,000. He adds that organizational revenue has tripled over that same period. “The growth was about strengthening services and ensuring children receive the right level of care,” he says.
LaSorsa notes what that stabilization meant for the institution’s future. “If the affiliation had not occurred, I truly believe The Children’s Home of Reading might not be here today,” he says. “Instead, we were able to stabilize, grow, and position the organization for another century of service.”
That future has been carefully planned. Over the past three years, LaSorsa and Bogovich worked closely to prepare for a leadership transition. Bogovich emphasizes that the succession process was deliberate and collaborative. “The transition was not sudden,” he explains. “There was time to plan, align leadership priorities, and ensure continuity across programs and staff.”
LaSorsa adds that the ability to retire knowing the organization is stable carries deep meaning. “Ten years ago, I could not have stepped away with confidence,” he says. “Today, I can say that CHOR is in strong hands and prepared for the future.”
Under Bogovich’s leadership, CHOR has not only expanded its own services but also assumed responsibility for additional affiliated organizations, further extending its dimension of care. According to him, integration has focused on maintaining quality standards while creating operational efficiencies through the Inperium constellation. “Being part of a broader system allows us to collaborate and support one another without losing our identity,” Bogovich notes.
Smith views CHOR’s journey as illustrative of Inperium’s broader mission. “Our role is to provide the infrastructure that allows community-based organizations to preserve their missions while building long-term stability,” he says. “The work itself always belongs to the affiliates.”
As CHOR approaches its 150th year, Bogovich reflects on both history and responsibility. “This organization has cared for generations of children,” he says. “With the right support and thoughtful leadership, that legacy will continue long into the future.”