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Organization DBA DSNI
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

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Mission StatementMORE »

DSNI's mission is to empower Dudley residents to organize, plan for, create and control a vibrant, diverse and high quality neighborhood in collaboration with community partners.

Mission Statement

DSNI's mission is to empower Dudley residents to organize, plan for, create and control a vibrant, diverse and high quality neighborhood in collaboration with community partners.

FinancialsMORE »

Fiscal Year July 01, 2013 to June 30, 2014
Projected Income $2,718,344.00
Projected Expense $2,459,294.00

ProgramsMORE »

  • ArtPlace Initiative
  • Dudley Children Thrive (DCT)
  • No Child Goes Homeless
  • Stronger Leaders Brighter Future
  • Youth Employment

Revenue vs. Expense ($000s)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

For more details regarding the organization's financial information, select the financial tab and review available comments.


Overview

Mission Statement

DSNI's mission is to empower Dudley residents to organize, plan for, create and control a vibrant, diverse and high quality neighborhood in collaboration with community partners.

Background Statement

The Dudley Village Campus (DVC), with a population of 26,560 (2010 Census), is one of the poorest neighborhoods of Boston and our schools have extremely high poverty ratesAt 34.1%, the poverty rate for Dudley residents is more than twice that of Boston as a whole (14%); 38% of DVC children live below the Federal poverty line.

 

Dudley is racially and ethnically diverse. Fifty-two per cent of the population is Black, 12.5% is White, and less than 2% is Asian. Approximately 22% of the residents are immigrants from the Cape Verde Islands. Half of residents speak a language other than English at home. Immigrant families report feeling isolated from the society around them, not knowing the rules, how systems function, or how to access information and resources.

 

DVC families live squarely at the intersection of multiple gaps –in quality education, living wage job opportunities, stable housing, quality health care, healthy affordable food, and transportation.

 

As it has made its long, slow transition from a manufacturing to an information and professional services economy, greater Boston has lost jobs: more than 33,400 jobs in the past decade. Income inequality (especially along race and ethnic lines) is greater here than in the U.S. as a whole and is rising faster than in the U.S. as a whole. The Massachusetts Office of Labor and Workforce Development estimates that 45% of all jobs with growth through 2016 will require at least a Bachelor’s Degree, but in Dudley, only 13.8% of residents have a Bachelor’s or higher degree.

 

The lack of sufficient secure and affordable housing in Dudley poses a major challenge to efforts to improve the academic performance of children. DSNI’s innovative community land trust provides an island of housing stability with no foreclosures, but represents a small fraction of Dudley housing units. The number and concentration of foreclosure petitions over a period of several years remains disproportionately high compared to other parts of Boston. There has been a dramatic increase in family homelessness, statewide, but the largest percentage of homeless families in Massachusetts comes from Boston. Within Boston, 59% of homeless families surveyed in shelter came from the area surrounding the Dudley neighborhood. A particular challenge facing our community is the rapid growth in the number of homeless families with a head of household between the ages of 18-24 years of age.


Impact Statement

Dudley Street Neighborhood Initiative (DSNI) is a resident-led community change collaborative in the Dudley area of the Roxbury and North Dorchester neighborhoods of Boston. 

When DSNI was founded in 1984 the Dudley Street neighborhood had been devastated by disinvestment, arson and dumping. Thirty of 64 acres of land stood vacant. Virtually all of these previously vacant lots are now part of the Dudley Neighbors, Inc (DNI) land trust and permanently dedicated to community use as green space or to affordable housing (DSNI developed 225 units of affordable housing). DSNI has helped create opportunities and develop the neighborhood’s workforce as lead agency for the GOTCHA Youth Jobs Collaborative-- which has coordinated employment for 350 + youth annually since 2003—and through our success ensuring that nearly $15 million in contracts awarded during the $30 million Kroc Center project went to minority and women-owned businesses. Our work to leverage non-monetary community resources in support of students has been credited by Orchard Gardens Principal Andrew Bott as being instrumental in the turnaround school’s impressive improvement.

Today our work is focused in 3 strategic areas: 

(1) Community Empowerment-- civic engagement, education reform, leadership development, neighbor­hood governance

(2) Sustainable and Economic Development-- (community land trust, affordable housing, community planning, workforce development

(3) Youth Opportunities/Development-- summer and year-round youth jobs, Dudley Youth Council, college-bound, cultural and recreational programs, violence prevention

As the lead agency for the Boston Promise Initiative-- a place-based approach to ensuring that all Boston children have high quality educational opportunities and attain educational success-- DSNI is working to align the efforts and resources of families, community and faith-based organizations, schools and universities, businesses and service-providers, government and institutional partners to create the Dudley Village Campus (DVC)—a learning community that supports students as whole people, preparing them for sustained success in school.

 


Needs Statement

The Dudley Neighborhood is one of the highest poverty areas in Boston. DSNI is the lead agency for Boston Promise Initiative (BPI), which seeks to support all children holistically so they can succeed in school and life. DSNI is focusing its longstanding organizing work on creating and coordinating the Dudley Village Campus (DVC)—a place structured around children’s healthy development and learning. Our greatest funding needs are crucial parts of this project:

 

Since many schools, organizations, and programs in the community are working to address the various issues that affect each family and individual student, we must build a robust, secure, online data system for collecting, analyzing, and sharing results to inform our work. 

 

To ensure that the youngest children in our neighborhood get a healthy start in life and are ready for kindergarten, DSNI hosts Dudley Children Thrive (a Thrive in 5 site) to provide information, activities, and referrals to hard-to-reach families of children aged 0-5 years. 

In order for students to be ready to learn when they are at school, their basic needs must be met outside of school. In a community with high rates of poverty and foreclosures, DSNI works to strengthen families by increasing housing stability, enhancing economic opportunities, and creating jobs. 


CEO Statement



Board Chair Statement

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Geographic Area Served

City of Boston- North Dorchester
City of Boston- Roxbury

The DSNI neighborhood is located in the Roxbury/North Dorchester area of Boston, MA, less than 2 miles from downtown.  It is bounded by Melnea Cass Blvd., Massachusetts Ave., Columbia Rd., Washington St., Warren St., and Harrison Ave. 
 
As the lead agency of the Boston Promise Initiative (BPI), the organization is working to support students by coordinating an array of services for families living within the Circle of Promise. A broader area, defined for the BPI, the Circle of Promise extends beyond Dudley and has a population of 160,000.

Organization Categories

  1. Community Improvement, Capacity Building - Community & Neighbourhood Development
  2. -
  3. -

Independent research has been conducted on this organization's theory of change or on the effectiveness of this organization's program(s)

No

Programs

ArtPlace Initiative

DSNI is the lead partner in a collaborative effort, the Upham Corner's ArtPlace Initiative, which builds upon the cultural assets and ethnic traditions of neighborhood residents to encourage cultural economic activity and increase arts programming and opportunities. The initiative works with local youth, residents, artists and business owners to design interactive public art installations on vacant or underutilized storefronts and lots, pilot a cultural market in Upham's Corner, and to increase culturally relevant programming at The Strand Theatre and other locations. The ArtPlace Initiative is also working to identify and support local artists and artisans. This initiative is supported by the Boston Foundation with funding and technical assistance. Additional partners include Jose Mateo Ballet Theater, Berklee School of Music, UMass Boston Trotter Institute, Dorchester Bay EDC and the City of Boston Department of Arts, Tourism and Special Events.
Budget  $65,000.00
Category  Arts, Culture & Humanities, General/Other Arts, Culture & Humanities, General/Other
Population Served Families
Program Short-Term Success 

In the short term, we expect local and non-local awareness of arts and cultural assets in the neighborhood, more local attendance at the historical Strand Theatre in Upham’s Corner, local economic growth opportunities through more youth employment through partnerships at the Strand Theatre and increased public art that is representative of the culturally diversity of the neighborhood.

Program Long-Term Success 

 Residents, artists and business owners will have ownership over arts and cultural planning in the neighborhood. Arts will play a central role in the neighborhood and be integrated into the overall community planning. 

Program Success Monitored By     
Examples of Program Success     

Dudley Children Thrive (DCT)

Dudley Children Thrive (DCT) is our early childhood initiative that is part of a citywide initiative called Boston Children Thrive. DCT is a collaborative initiative committed to being sure that families have the tools, confidence, knowledge and networks they need to help prepare their children for the highest levels of success in school and life. The three key focus areas are Early Literacy (Word Build), Nutrition and Wellness. 
Budget  $125,000.00
Category  Education, General/Other Early Childhood Education
Population Served Adults Children and Youth (0 - 19 years)
Program Short-Term Success     
Program Long-Term Success 
  • Parents will have the skills, confidence and knowledge they need to be leaders and advocates for their children's learning and development
  • Families will continuously play a leadership role in expanding community capacity to support children's healthy development from birth
  • DCT children will enter school ready to succeed
Program Success Monitored By  We strive to reach our goals through monthly tri-lingual newsletters that offer 1) neighborhood specific literacy and skill building information/activities and 2) health promotion information, an early literacy and language campaign, monthly events which engage and connect DCT families to resources and each other, as well as, a Thrive in 5 Parent Leadership Program. Success is measured through participation and attendance in these activities as well as the feedback we receive from families. In addition, we have developed a point and reward system for DCT families who engage their children in learning and skill building activities at home. Parents send in pictures and videos to show that they are doing these activities, which in turn allows us to measure the amount of time parents are spending on such activities and to notice differences in the child's learning and skill attainment over time.
Examples of Program Success  With over 400 families enrolled in DCT and consistently high attendance numbers at DCT monthly events, the levels of engagement and number of families active in the initiative show us that we are successfully reaching our families and working towards our program goals. 

No Child Goes Homeless

The No Child Goes Homeless initiative provides housing assistance, eviction prevention services and other emergency aid to prevent homelessness among families with children in the Dudley Village Campus (DVC) schools while advocating for citywide policy reform and maintaining access to permanently affordable housing in the neighborhood. The initiative is focused on working with families connected to DVC schools, as we have found deep correlations between the student academic achievement and housing stability. Initiated as a collaboration between DSNI and Project Hope, a catholic family services agency in the DVC, which focuses on serving women and children, the collaboration has grown to include key DVC school staff and Youth Harbors, an organization similar to Project Hope that serves families outside of our target area. The intersection of service delivery, community organizing, and public policy helps partners build on each other’s success and resources.

Budget  --
Category  Housing, General/Other Housing Counseling
Population Served Families Children and Youth (0 - 19 years) K-12 (5-19 years)
Program Short-Term Success 

With very limited data, we have been able to demonstrate that there is a positive correlation between housing stability and children’s school attendance, with the children who are homeless having average attendance around 53% and the children who are housed having average attendance around 74%.

For the children for whom we have attendance data before and after placement last year (17 children), we saw improvement in attendance after housing placement for 76% of the children. This year we expect to see a similar increases in student attendance for at least 75% of the students whose families are now permanently housed.

In addition, we will prevent evictions for 30 families, and after 6 months, at least 27 (or 90%) of these families will still be housed.

 
Program Long-Term Success 

Given our initial success, last year DSNI was invited to host a session to share best practices and recommendations by the Mayor’s Chief of Education. The session was leveraged to inform citywide policy and will be built upon in the coming year. By combining the power of policy reform and resident centered data driven direct service housing stability influences the ability of children and youth to experience healthy development and academic success. The success of young people in the DVC is not only an indicator of the health and vitality of our neighborhood but essential to sustaining a thriving and vibrant urban village for future generation.

Program Success Monitored By 

DSNI will utilize Sales Force and Results Score Card, a case management and longitudinal data systems. That will enable us to track changes at the individual, community and population levels. Service providers collect demographic data on all referred family members in ETO. They also enter data regarding eviction preventions, funding utilized to prevent evictions, housing placements, and retention rates into ETO. Information on Individual Service Plans will be collected by service providers in spreadsheets and children’s attendance records will be collected from each school. DSNI’s Data Manager will utilize our tools to integrate the data systems of our partners

Examples of Program Success  Since it’s inception in 2012, No Child Goes Homeless has partnered with three DVC schools – the Dearborn, Orchard Gardens and Dudley Street Neighborhood Charter School. We have developed strong relationships with school staff and Project Hope has provided school trainings on the issue of student homelessness. 115 families have been referred to Project Hope and, of these, 43 families either obtained affordable housing or were able to retain their current housing.

Stronger Leaders Brighter Future

Stronger Leaders Brighter Future (SLBF) is a community based, 1 on 1 mentoring program that matches youth from the Dudley Village Campus (DVC) to adults from the community. The purpose of the program is to help eighth through twelfth grade students living in the DVC realize their potential and increase their level of motivation and confidence, by connecting them to caring and supportive adults.
Budget  .
Category  Youth Development, General/Other Youth Development, General/Other
Population Served Adolescents Only (13-19 years) Males
Program Short-Term Success  The mentoring program will help build and stabilize the self-esteem and confidence of each youth participant, in academic, professional and personal areas. Youth will set personal goals, learn to have high expectations for themselves and gain knowledge around how to take advantage of available resources. Mentees will also have a complete skill-building plan with guidance from their mentors and taken steps towards developing and attaining new skills. Finally, SLBF will enable youth to connect with an adult who is committed to his/her success and interested in building a mutual relationship.
Program Long-Term Success 
  1. To connect all youth in the Dudley Village Campus with a caring consistent adult through a mentoring relationship
  2. To empower youth to make positive decisions by guiding them in the development and implementation of individualized skill building and goal setting plans
  3. To expand youth's resources by helping them navigate systems in order to achieve their goals and reach their highest potential. 
Program Success Monitored By  At the start of the program, each youth completes a survey that we use as a baseline to measure progress and development in academic, professional and personal areas. We compare this to surveys that are completed in the middle and end of the program year, in order to note areas of growth and further development need. In addition, we ask for report cards so that we can evaluate any changes in academic performance. Throughout the program, the Program Coordinator is in regular communication with both the mentee and the mentor as a way of tracking any changes in behavior. As we encourage matches to continue beyond the required program year, we also use the number of matches that decide to stay together for more than a year as a measure of success.
Examples of Program Success      

Youth Employment

DSNI is the lead organization in a collaborative youth employment effort, GOTCHA (Get Off the Corner Hanging Around), with 5 planning partners: Bird Street Community Center, Dorchester Bay EDC, The City School, The Food Project and Youth Police in Partnership. The effort focuses on providing meaningful year round youth employment opportunities and connecting youth to other critical resources that include personal, emotional and intellectual supports. At DSNI, we employ approximately 60 youth, during the school year and summer. Through employment at DSNI, youth build skills in a variety of ways ranging from specific trainings to interactive activities, staff shadowing to direct action and practice. We specifically focus on building 4 primary skills: communication, critical thinking, teamwork and community organizing. DSNI has found that engaging youth through employment is not only crucial to helping youth develop skills but also to mobilize youth and young adults to make change throughout the school year and summer.
Budget  $15,000.00
Category  Employment, General/Other Youth Job Training & Employment
Population Served Children and Youth (0 - 19 years)
Program Short-Term Success 
  • Youth employed at DSNI build skill primarily in four areas: communication, critical thinking, teamwork and community organizing, which allows them to be successful in their academics, personal lives and careers.
  • Youth employed at DSNI stay connected to the organization through other programming
Program Long-Term Success  All youth in the DVC will have the opportunity to have year-long meaningful, quality and skill-building job opportunities that prepare them well for the workforce. 
Program Success Monitored By  With youth employment, we measure success through the change in youth's attitude and confidence in themselves as capable of catalyzing change. Skill attainment is assessed through competency based tolls that provide youth with the knowledge of where they stand as well as the steps they need to take in order to excel. These assessments give them the language to talk about their skill attainment with others, which in turn prepares them to be competitive in an ever-changing work environment.
Examples of Program Success     

CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Mr. Juan E Leyton
CEO Term Start May 2015
CEO Email [email protected]
CEO Experience

A long-time Boston resident. Juan Leyton's extensive experience in community organizing, advocacy and leadership development reflect his deep commitment and alignment to the values and mission of DSNI. Juan has distinguished himself in the fields of community economic development and community building in Boston and Massachusetts. He holds master’s degrees in community economic development and public policy from Tufts University and Southern New Hampshire University. Most recently, he worked as a consultant with the Local Enterprise Assistance Fund and some of Boston’s leading nonprofits like Sociedad Latino, Family Independence Initiative and the Greater Boston Latino Network. He honed his skills as Executive Director of Neighbor to Neighbor Massachusetts and CityLife/Vida Urbana.

Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
John F Barros 2000 2013
Christopher M. Jones Apr 2013 Mar

Senior Staff

Name Title Experience/Biography
Ms. Sheena Collier Director of Boston Promise Initiative --
Ms. Ros Everdell Deputy Director Ros Everdell is Deputy Director of DSNI. She was previously Organizing Director and has been with DSNI since 1988. Her organizing work is known for its deep-rooted community engagement with a strong focus on youth development, education and partnerships. She helped to found the GOTCHA Youth Jobs Collaborative and the Boston Parent Organizing Network. She is featured in the book Streets of Hope by Medoff & Skar (South End Press, 1994) and the PBS documentary “Holding Ground” by Lipman & Mahan (New Day Films, 1995). Before coming to DSNI, she was the New England staff coordinator for the ’88 Jackson for President Campaign and the staff director for the Boston Rainbow Coalition. Prior to that, she worked as an organizer in New York City for ten years on welfare rights, food, hunger, and women’s issues. She holds a certificate from the Boston University Institute for Nonprofit Management and Leadership, and a Masters in Community Economic Development. Since 2004 she has been a field education supervisor for Boston College Graduate School of Social Work. She is a former board member of Neighborhood Involvement in Community Education Daycare and of the Haymarket People’s Fund.
Ms. Joceline Fidalgo Director of Resource Development --
Mr. Tony Hernandez Director of Operations and Stewardship, Dudley Neighbors Inc. --
Mr. Charles Holley Controller --
Mr. Harry Smith Director of Sustainable Economic Development --

Awards

Award Awarding Organization Year
-- -- --

Affiliations

Affiliation Year
-- --
Member of state association of nonprofits? No
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

--

CEO/Executive Director/Board Comments

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Foundation Comments

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Staff Information

Number of Full Time Staff 20
Number of Part Time Staff 1
Number of Volunteers 400
Number of Contract Staff 1
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 5
Asian American/Pacific Islander: 0
Caucasian: 7
Hispanic/Latino: 5
Native American/American Indian: 0
Other: 4
Other (if specified): Cape Verdean
Gender Female: 12
Male: 9
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Under Development
Years Strategic Plan Considers --
Management Succession Plan Under Development
Business Continuity of Operations Plan No
Organization Policies And Procedures Under Development
Nondiscrimination Policy Under Development
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy --
State Charitable Solicitations Permit --
State Registration --

Risk Management Provisions

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Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency Yes Annually
Non Management Formal Evaluation and Frequency Yes Annually

Governance


Board Chair Ms. Keila Barros
Board Chair Company Affiliation Suffolk Construction Company
Board Chair Term July 2015 - June 2017
Board Co-Chair Mr. Valduvino Goncalves
Board Co-Chair Company Affiliation Boston Public Schools
Board Co-Chair Term July 2015 - June 2017

Board Members

Name Company Affiliations Status
Ms. Happiness Agbi Youth/Student Voting
Rodney Alston Quincy Street Missional Church Voting
Ms. Keila Barros Community Volunteer Voting
Ms. Tracy Booth Community Volunteer Voting
Mr. Paul Bothwell Community Volunteer Voting
Mr. Claudino Centeio Student Voting
Mr. Cody Chamberlain Community Volunteer Voting
Evelyn Correa-Gonzalez Community Volunteer Voting
Christine Dixon Project Hope Voting
Diane Dujon Community Volunteer Voting
Fabienne Eliacin Community Volunteer Voting
Joshua Fidalgo Community Volunteer Voting
Mr. Abrigal Forrester Madison Park Development Corp Voting
Mr. Valduvino Goncalves Community Volunteer Voting
Erika Guerra Dorchester Bay EDC Voting
Jalela Howard Youth/Student Voting
Jennifer Ihedioha Youth/Student Voting
Ms. Elsa Jimenez St Patrick's Church Voting
Ms. Sutton Kiplinger The Food Project Voting
Sister Margaret Leonard Community Volunteer Voting
James Mackey Community Volunteer Voting
Mr. Jorge Martinez Project RIGHT Voting
Brian McPherson Suffolk Construction Voting
Emily Miranda Youth/Student Voting
Graciete Monteiro Community Volunteer Voting
Mr. Albie Montgomery Boston Staffing Alliance Voting
Mr. Greg Mumford Dudley Economic Empowerment Partners Voting
Mrs. Laura Papia Community Volunteer Voting
Maribel Quinones Community Volunteer Voting
Ms. Ivelise Rivera Community Volunteer Voting
Michelle Rubiera Community Volunteer Voting
Nathan Simms Bird Street Community Center Voting
Josephine Tavares Community Volunteer Voting
Gino Teixeira Ideal's Sub Shop Voting
Megan Webb Orchard Gardens k-8 School Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 13
Asian American/Pacific Islander: 0
Caucasian: 7
Hispanic/Latino: 7
Native American/American Indian: 0
Other: 8
Other (if specified): Cape Verdean
Gender Female: 22
Male: 13
Not Specified 0

Board Information

Board Term Lengths 2
Board Term Limits 0
Board Meeting Attendance % 85%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 51%
Percentage of In-Kind Contributions --
Constituency Includes Client Representation Yes

Standing Committees

  • Board Development / Board Orientation
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Education
  • Executive
  • Finance
  • Housing and Community Development
  • Program / Program Planning
  • Strategic Planning / Strategic Direction
  • Youth

CEO/Executive Director/Board Comments

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Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Fiscal Year July 01, 2013 to June 30, 2014
Projected Income $2,718,344.00
Projected Expense $2,459,294.00
Form 990s

2014 Form 990

2013 Form 990

2012 Form 990

2011 Form 990

2010 Form 990

Audit Documents

2014 Audited Financials

2013 Audited Financials

2012 Audited Financials

2011 Audited Financials

2010 Audited Financials

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2014 2013 2012
Total Revenue $2,808,693 $2,061,206 $1,198,896
Total Expenses $2,784,742 $2,038,724 $1,346,411

Prior Three Years Revenue Sources

Fiscal Year 2014 2013 2012
Foundation and
Corporation Contributions
-- -- $1,111,889
Government Contributions $1,251,623 $739,229 $14,687
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $1,251,623 $739,229 $14,687
Individual Contributions $1,533,677 $1,248,636 --
Indirect Public Support $0 -- --
Earned Revenue $22,358 $60,746 $14,146
Investment Income, Net of Losses $121 $236 $288
Membership Dues $0 -- --
Special Events $-25,870 -- $12,934
Revenue In-Kind -- -- $35,675
Other $26,784 $12,359 $9,277

Prior Three Years Expense Allocations

Fiscal Year 2014 2013 2012
Program Expense $2,200,200 $1,715,851 $1,058,540
Administration Expense $394,444 $267,499 $141,807
Fundraising Expense $190,098 $55,374 $146,064
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.01 1.01 0.89
Program Expense/Total Expenses 79% 84% 79%
Fundraising Expense/Contributed Revenue 7% 3% 13%

Prior Three Years Assets and Liabilities

Fiscal Year 2014 2013 2012
Total Assets $1,215,395 $744,275 $636,843
Current Assets $1,147,706 $656,060 $152,797
Long-Term Liabilities $75,873 $110,675 $12,301
Current Liabilities $439,325 $145,708 $159,132
Total Net Assets $700,197 $487,892 $465,410

Prior Three Years Top Three Funding Sources

Fiscal Year 2014 2013 2012
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy N/A
Percentage(If selected) --
Credit Line Yes
Reserve Fund No
How many months does reserve cover? --

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? --

Short Term Solvency

Fiscal Year 2014 2013 2012
Current Ratio: Current Assets/Current Liabilities 2.61 4.50 0.96

Long Term Solvency

Fiscal Year 2014 2013 2012
Long-term Liabilities/Total Assets 6% 15% 2%

CEO/Executive Director/Board Comments

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Foundation Comments

Financial summary data in the charts and graphs above is per the organization's IRS Form 990 for fiscal years 2014 and 2013 and per the audited financials for fiscal year 2012. Contributions from foundations and corporations are listed under individuals when the breakout was not available.

Documents


Other Documents

No Other Documents currently available.

Impact

The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.


1. What is your organization aiming to accomplish?

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2. What are your strategies for making this happen?

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3. What are your organization’s capabilities for doing this?

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4. How will your organization know if you are making progress?

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5. What have and haven’t you accomplished so far?

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