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Essex National Heritage Commission, Inc.

 10 Federal Street, Suite 12
 Salem, MA 01970
[P] (978) 740-0444
[F] (978) 744-6473
Annie Harris
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 Printable Profile (Summary / Full)
EIN 04-3406670

LAST UPDATED: 01/10/2019
Organization DBA Essex Heritage
Essex National Heritage Area
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No



Mission StatementMORE »

The mission of the Essex National Heritage Commission is to preserve and enhance the historic, cultural and natural resources of Essex County, Massachusetts.

Mission Statement

The mission of the Essex National Heritage Commission is to preserve and enhance the historic, cultural and natural resources of Essex County, Massachusetts.

FinancialsMORE »

Fiscal Year July 01, 2014 to June 30, 2015
Projected Income $1,024,064.00
Projected Expense $1,024,064.00

ProgramsMORE »

  • 2015 Youth Engagement Initiative
  • Bakers Island Light Station & Naumkeag
  • Essex Coastal Scenic Byway
  • Trails & Sails
  • Youth Jobs Corps

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.


Mission Statement

The mission of the Essex National Heritage Commission is to preserve and enhance the historic, cultural and natural resources of Essex County, Massachusetts.

Background Statement

The Essex National Heritage Area encompasses the 34 cities and town of Essex County, a 500 square mile region just north of Boston, Massachusetts. The county was officially designated a National Heritage Area by an Act of the U.S. Congress in 1996, in recognition of the important role that the county played in American history and the significant heritage resources that still exist in the region. The Act also authorized the establishment of the Essex National Heritage Commission (Essex Heritage) as the non-profit steward of the Area. Working in collaboration with the National Park Service and other partners, Essex Heritage promotes public/private partnerships and develops and implements programs that preserve, promote and enhance regional awareness of the unique historic, cultural and natural resources found within the Area.

Impact Statement

Essex Heritage's top goals focus on engaging the residents of Essex County (especially our under-served communities) with the area’s resources and history–with the aim of involving them in enjoying, using and learning from the area's remarkable heritage. It is our hope that all who live in this special place will thrive together. A few or our most significant accomplishments include:

- Created and expanded the very popular collaborative community outreach event, Trails & Sails: Two Weekends of Walks and Water. The program offers two weekends of free events at more than 125 historic, cultural and natural sites in Essex County.

- Created regional coalitions to promote and implement recreational trails and the Essex Coastal Scenic Byway. Today, Essex Heritage is leading development of the Coastal Scenic Byway, the 90-mile route linking 14 coastal communities from Lynn and Salisbury, to plan and implement strategies to increase the region’s cultural tourism.

-Developed and expanded the Youth Jobs Corps, a strong summer youth employment and training program for under- served youth ages 14-18 years,

-Connected educators and students to regional resources and cultural assets. Partnering with local schools and facilitating engagement between teachers and community organizations, Essex Heritage plans and facilitates teacher professional development programs that introduce Essex County educators to local resources that they can integrate in context for curricular-aligned, cross-disciplinary learning.

-Implemented educational enrichment programs for English Language Learners to engage them in the heritage of the region. With initiatives like “Making the Caribbean Connection” and “Salem at SEA”, Essex Heritage collaborates with partners to promote literacy and community ties among English language learners. The programs are designed not only to teach but also to encourage self-discovery and positive growth.

Needs Statement

Essex Heritage is authorized by the US Congress to receive funds in the National Park Service’s annual budget.  Twelve National Heritage Areas, included Essex Heritage, had authorizing legislation that was in effect until September 30, 2012. In 2012, nine Heritage Areas, including Essex Heritage, were reauthorized until September 30, 2019. Essex Heritage also has a strong and growing private fundraising program. Along with considerable financial reserves, Essex Heritage always looks for new opportunities to partner and raise revenues.

CEO Statement

Essex Heritage is a unique non-profit organization.  We were established to preserve and promote the sustainability of the historic, cultural and natural resources of the Essex National Heritage Area.  As a small non-profit with a big agenda, we work with many partners – both public and private – to accomplish our mission.  We have an excellent track record of building collaborative partnerships with diverse organizations – leveraging the talent, time, and resources of each to build successful, cooperative projects.  Our regional trails, scenic byway, youth programs, and cooperative visitor centers are some examples of our regional partnerships and their success.

At the present time, we are very active in growing our programs to engage youth and their families.  We seek to give the young people of this region, especially those from under-served communities, unique, first-hand experiences with the remarkable historic, cultural and natural resources of the area.  We believe that it is their personal connection to the heritage resources of this area that will most enrich their lives - and also ensure the region’s sustainability. To succeed at this goal, we continue to expand our outreach and engagement work with other non-profits, with public agencies like the National Park Service and, most importantly, with business leaders, residents, families, and educators around the area – building coalitions for public and private engagement.   

The heritage of this region is vitally important for the tourist economy that supports so many of our communities, but more importantly the heritage resources also have a profound effect on the quality of life for everyone who lives and/or works here. If the historic, cultural and natural resources that abound in the Essex National Heritage Area are lost, the quality of this remarkable place will be greatly diminished.  

Board Chair Statement

At Essex Heritage, we strive to connect people to the unique places in Essex County – 500 square miles designated by Congress as a National Heritage Area in 1996. Some of our recent successes include the recent deed transfer for Bakers Island Light Station to our organization from the United States Coast Guard allowing us to offer public access to this historic place for the first time in over 70 years, and our ability to connect more than 6,000 people annually to places that are like nowhere else for free over the course of two weekends every September. These successes highlight our objective to link the private and public sectors around the importance of sharing the many unique cultural and historical assets of Essex County. In doing so, we strive to create an enhanced quality of life for the families and businesses of this region.
With these successes, come challenges. In the next year, our efforts will entail strengthening the “quality of life” brand of this region, increasing the impact and reach of our educational and interpretive programs, and advancing the preservation and sustainability of our assets. We will address these challenges in the following ways:
1. Strengthen regional identity by installing signs along Essex Coastal Scenic Byway and collaborating with the 13 designated regional Visitor Centers.
2. Improve our collaborative partnership with the National Park Service by increasing the programming at the NPS Visitor Center, by improving the existing Future Leaders youth jobs program, by celebrating the National Park Service Centennial, and by developing new cooperative programs.
3. Increase our educational impact by extending the place-based teacher education program year round. Diversity regional interpretation by organizing symposium on northern slavery.
4. Advance the preservation and sustainability of unique assets in this region by continuing the Partnership Grant program and through the rehabilitation of the Bakers Island Light Station.

Geographic Area Served

Our designated area is the Essex National Heritage Area which is comprised of Essex County, MA. We serve the 34 cities and towns of Essex County MA and the 763,000 residents.

Organization Categories

  1. Community Improvement, Capacity Building - Alliances & Advocacy
  2. Community Improvement, Capacity Building -
  3. -

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



2015 Youth Engagement Initiative

Essex Heritage offers multiple ways for students and educators to connect with the special resources in Essex County. We run a professional development program in partnership with the National Park Service in the educational approach of place-based service learning for area teachers; help English Language learning students and other youth integrate into the community through literacy and civic engagement programs such as Salem at SEA, Caribbean Connections, and Kids in the Community; and offer education forums for museum educators in the region.

Budget  $35,000.00
Category  Youth Development, General/Other
Population Served Adolescents Only (13-19 years) Hispanic, Latino Heritage
Program Short-Term Success 
In 2015, the Youth Jobs Corp program provided jobs to 40 students from the region.  
Program Long-Term Success 
We plan to take the lessons learned from these successful start-ups, continue to modify and develop them, and grow them into an integrated, sustainable youth engagement/education initiative for the Essex National Heritage Area. The third program – Youth Jobs Corps – has been funded through a combination of public and private funding for the past 7 years. 
The Youth Job Corps program, which began several years ago, grew to 40 students in 2012.  We hope that by integrating all three programs, we can ultimately grow our ability to reach more youth, their families and teachers in the next three years.
Essex Heritage’s aim at the end of a three-year grant is to have a working plan in place for a sustainable, diverse youth initiative – a plan which encompasses an integrated system of programs that will continue to grow into the future for the benefit of children and their families in Essex County.
Program Success Monitored By  --
Examples of Program Success 
We have continued to build and expand on the Youth Jobs Corp program, in partnership with the National Park Service.  Diverse youth from the local community were hired in 2015 to participate in the program - where they rotate through a variety of jobs including maintenance, administration, visitor services and intperpretation. Each year the program grows, and in 2016 we are hoping to integrate the program to reach out to more under-engaged Latino Youth.

Bakers Island Light Station & Naumkeag

The summer of 2015 marked the first season that Essex Heritage had full ownership of the Bakers Island Light Station In addition, Essex Heritage acquired the landing craft Naumkeag for a nominal fee through the Commonwealth of Massachusetts excess property program, which enabled us to begin to operate boat tours to the island. From 2005 until 2014, Essex Heritage received annual licenses from the Coast Guard to maintain the property and begin some limited restoration work on the keepers’ houses. The deed was transferred to the Commission on July 8, 2014. To save this historic structure we rallied the community and launched a Kickstarter Campaign with the hopes of raising $30,000 in 30 days. This goal was not only met but exceeded and the lighthouse was restored in a matter of months. In the first season alone we welcomed 1,017 visitors to a part of the Heritage Area that had not been accessible to the public in over 75 years.
Budget  $70,000.00
Category  Arts, Culture & Humanities, General/Other Arts, Culture & Humanities, General/Other
Population Served Adults Families General/Unspecified
Program Short-Term Success  The short term success of the program will be to bring the region's maritime history to life for visitors and residents of the region.
Program Long-Term Success  The long term success of the program will be to create a sustainable program that brings the region's maritime history to life for future generations.
Program Success Monitored By  Essex Heritage will be monitoring ticket sales and revenue to gauge the ongoing success of the program.
Examples of Program Success  In the first season alone we welcomed 1,017 visitors to a part of the Heritage Area that had not been accessible to the public in over 75 years.

Essex Coastal Scenic Byway

The Essex Coastal Scenic Byway is an 90 mile route along the coast of Massachusetts linking 14 communities.  In 2015 a detailed signage plan was designed for the entire length of the byway. Signs were designed to fit within the framework of the Massachusetts Scenic Byway program. Bids were taken for fabrication and installation of these signs in the spring of 2016. Essex Heritage hopes that the signage will help engage the Byway communities to market and promote the region and increase the economic impact of tourism in this region.
Budget  $30,000.00
Category  Environment, General/Other
Population Served Adults US
Program Short-Term Success  In 2012, Essex Heritage held regional meetings to bring stakeholders together to learn about the Byway. The website was launched, and nearly 30,000 rack cards were distributed.
Program Long-Term Success  Essex Heritage has successfully obtained a federal/state grant to provide signage along the Byway.
Program Success Monitored By  --
Examples of Program Success  All 14 communities along the Byway are involved and supportive of this program.

Trails & Sails

Trails & Sails: Two Weekends of Walks and Water, is Essex Heritage’s premiere partnership program. Trails & Sails offers two weekends of FREE events at 100+ historic, cultural and natural resource sites within the Essex National Heritage Area. The six-day annual ‘happening’ showcases the area’s remarkable places—providing unique experiences for residents and visitors alike. The program attracts 6,000+ participants during the last two weekends of September.

Trails & Sails is designed to expand cultural tourism in the region—in the ‘shoulder’ period between the summer and fall foliage seasons. Trails & Sails features a wide array of events including guided walks, museum tours, nature hikes, on-water tours, paddles, and open houses.

Budget  $10,000.00
Category  Education, General/Other
Population Served Adults Families
Program Short-Term Success  In the short-term, Essex Heritage engages with regional partners - offering sites opportunities to learn from each other and grow their offerings for the region.
Program Long-Term Success 
Essex Heritage has held Trails & Sails since 2002, with strong participation and growth each year. Last year, more than 6,000 people participated.


  • Since the start of Trails & Sails in 2002, more than 41,440 people have attended the event.
  • 60% of the surveyed participants responded that Trails & Sails exposed them to resources that they were not aware of before the event.
  • 95% of the surveyed participants plan to return to at least one of the sites they visited during Trails & Sails in the future.
  • 75% of the surveyed participants responded that they patronized local shops and/or restaurants during Trails & Sails
  • From 2002 – 2012, Trails & Sails event hosts and volunteers contributed more than 150,280 volunteer hours. The total matched value of Trails & Sails events, staff and volunteer hours resulted in a match worth more than $1.5 million.


Program Success Monitored By 

Every year, Essex Heritage sends a post-event online survey to both Trails & Sails participants and to Trails & Sails host sites to track the program's success. The feedback we receive from the public and from site hosts often informs our plans for next year.

Examples of Program Success  Last year, more than 6,000 people participated in Trails & Sails.

Youth Jobs Corps

Essex Heritage has built a strong summer youth employment and training program through a unique partnership with the National Park Service. The program is directed towards youth ages 14-20 years with a special emphasis on hiring underserved young people from our urban communities.
During the summer of 2015, the teens worked at the two national park sites in Salem and Saugus, The Trustees of Reservation’s Appleton Farm in Ipswich and Moraine Farm in Beverly, and at the Essex Heritage owned Bakers Island Light Station. Essex Heritage is responsible for hiring the teens that work under the guidance and supervision of NPS staff. The youths acquire skills in historic preservation, building maintenance, natural resource management, interpretation and visitor operations. For many of these students this is their first job experience, so they are also given assistance on how to prepare for work, work-place expectations, resume preparation, and career development.
The summer of 2015 was the 7th year of the program, and there were 39 youths who participated. The impact on these students’ lives has been substantial, and several have returned to work at the park during the fall and also in subsequent summers. 

This summer we invited these students to extend their employment by participating in other Essex Heritage programs such as Trails & Sails. They were tasked with attending, evaluation and photographing the events they chose to attend.

This summer we invited these students to extend their employment by participating in other Essex Heritage programs such as Trails & Sails. They were tasked with attending, evaluation and photographing the events they chose to attend.

Budget  $40,000.00
Category  Youth Development, General/Other Youth Leadership
Population Served Adolescents Only (13-19 years) At-Risk Populations Poor,Economically Disadvantaged,Indigent
Program Short-Term Success  Essex Heritage had great success in working with Latino youth to engage in the cultural and natural resources of the region while they learned about the historic connections from their heritage.
Program Long-Term Success  Many of the Youth Jobs Corp participants who have been employed through Essex Heritage, have worked long-term in the National Park Service. Others have gone on to find private employment using skills that they gained during their time in the program. 
Program Success Monitored By  --
Examples of Program Success 

The Youth Jobs Corps program grows every year – allowing Essex Heritage to employ more youth to work in the National Park Service at local NPS sites as well as other locations in the Heritage Area.

CEO/Executive Director/Board Comments



CEO/Executive Director Ms Annie Clay Harris
CEO Term Start June 1997
CEO Email
CEO Experience

Annie was a founding member of the Essex National Heritage Commission and vocal proponent for the creation of the Essex National Heritage Area.  The Commission accomplishes its work in partnerships with the National Park Service and more than 250 regional organizations and historic sites throughout Boston’s North Shore and Lower Merrimack Valley.  The Commission’s activities include trails and greenway planning, education and youth outreach, regional heritage events, historic preservation advocacy, cultural tourism promotion, and general advocacy for the heritage resources of one of the oldest settled regions in the nation. Annie serves in a national leadership position with the Alliance of National Heritage Areas in Washington, DC as its vice president and member of its Executive Committee.  In 2010, she was appointed to the Planning Committee of the National Park System Advisory Board, and she is currently chairing the “Models Team.” Annie has been active for many years in civic and community organizations in Salem and around Boston’s North Shore.  Currently, she serves on the City of Salem Zoning Board of Appeals and the Salem Harbor Plan Committee. Annie has a Master of Architecture degree from MIT and an MBA from Harvard University.

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

Former CEOs and Terms

Name Start End
-- -- --

Senior Staff

Name Title Experience/Biography
Ms. Susan Alpert Lippman Chief Financial Officer Ms. Lippman has been with Essex Heritage since March 2003. Prior to that she was Director of Finance and Administration at Lion Bioscience Inc. and at National Public Broadcasting LLC, as well as many years as a private consultant. She has and MBA from Simmons College and over 20 years of financial management experience in the for-profit and non-profit sectors. 
Mr. William Steelman Chief Operating Officer --


Award Awarding Organization Year
-- -- --


Affiliation Year
-- --
Member of state association of nonprofits? Yes
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --



CEO/Executive Director/Board Comments


Foundation Comments


Staff Information

Number of Full Time Staff 4
Number of Part Time Staff 5
Number of Volunteers 0
Number of Contract Staff 0
Staff Retention Rate % 75%

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 10
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 6
Male: 4
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 5
Management Succession Plan Yes
Business Continuity of Operations Plan No
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit Yes
State Registration Yes

Risk Management Provisions


Reporting and Evaluations

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


Board Chair Mr. John P Farmer
Board Chair Company Affiliation Eastern Bank
Board Chair Term Sept 2015 - Sept 2017
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Thomas Alexander Alexander & Femino Voting
Beth Bower Salem State University Voting
Paula Brown General Israel Putnam Chapter DAR --
Tatiana Burgos-Espinal North Shore Community College --
Gary Coon Finer Wealth Management, Inc. --
Mr. Paul DePrey National Park Service Exofficio
Wayne Eisenhauer Danvers Historical Inc. --
John Farmer Eastern Bank Voting
Timothy Felter Newburyport Five Cents Savings Bank Voting
Susan Goganian Beverly Historical Society --
Jack Good III People's United Bank Voting
William Howard Beverly Cooperative Bank Voting
John Keohane Henry's Market of Beverly Voting
David LaFlamme North Shore Bank Voting
Lisa Lyons Small Planet Communications --
Thomas MacDonald Hawthorne Hotel --
James O'Brien Essex Agricultural Society Voting
Mark Pitzi Johnson, O'Connor, Feron, & Carucci LLP. --
Nathaniel Pulsifer Pulsifer & Associates Voting
David Read Dana Farber Cancer Institute Voting
Kevin Rourke Salem Five Bank Voting
James Rudolph Rudolph Friedmann LLP. --
Thomas Sullivan Law Office of Thomas J. Sullivan --
Rosario Ubiera-Minaya Salem Educational Foundation Voting
Dan Yaeger New England Museum Association Voting
Pamela Yameen Butcher Boy Market --

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: 1
Asian American/Pacific Islander: 0
Caucasian: 22
Hispanic/Latino: 2
Native American/American Indian: 1
Other: 0
Other (if specified): --
Gender Female: 7
Male: 19
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 3
Board Meeting Attendance % 64%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 96%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation Yes

Standing Committees

  • Audit
  • Compensation
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Executive

CEO/Executive Director/Board Comments


Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Fiscal Year July 01, 2014 to June 30, 2015
Projected Income $1,024,064.00
Projected Expense $1,024,064.00
Form 990s

2014 990

2013 990

2012 990

2011 990

2010 990

2009 990

Audit Documents

2014 ENHC Audited FS

2013 ENHC Audited FS

2012 ENHC Audited FS

2011 ENHC Audited FS

2010 ENHC Audited FS

2009 ENHC Audited FS

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2014 2013 2012
Total Revenue $918,027 $1,055,392 $1,067,937
Total Expenses $867,554 $924,759 $868,262

Prior Three Years Revenue Sources

Fiscal Year 2014 2013 2012
Foundation and
Corporation Contributions
-- -- --
Government Contributions $712,234 $873,616 $897,403
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $712,234 $873,616 $897,403
Individual Contributions $123,365 $145,137 $98,704
Indirect Public Support -- -- --
Earned Revenue -- -- $5,279
Investment Income, Net of Losses $3,838 $3,598 $3,288
Membership Dues $38,205 $16,215 $12,595
Special Events $40,385 $16,826 $28,764
Revenue In-Kind -- -- --
Other -- -- $21,904

Prior Three Years Expense Allocations

Fiscal Year 2014 2013 2012
Program Expense $581,073 $621,001 $536,763
Administration Expense $199,207 $250,938 $298,417
Fundraising Expense $87,274 $52,820 $33,082
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.06 1.14 1.23
Program Expense/Total Expenses 67% 67% 62%
Fundraising Expense/Contributed Revenue 10% 5% 3%

Prior Three Years Assets and Liabilities

Fiscal Year 2014 2013 2012
Total Assets $1,980,201 $1,921,045 $1,765,083
Current Assets $1,954,656 $1,907,507 $1,739,656
Long-Term Liabilities $0 $0 $0
Current Liabilities $100,681 $91,998 $66,669
Total Net Assets $1,879,520 $1,829,047 $1,698,414

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 Yes
How many months does reserve cover? 18.00

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? No

Short Term Solvency

Fiscal Year 2014 2013 2012
Current Ratio: Current Assets/Current Liabilities 19.41 20.73 26.09

Long Term Solvency

Fiscal Year 2014 2013 2012
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

The primary financial challenge facing Essex Heritage is the decline in federal funding. However, this challenge offers an opportunity to re-evaluate the organization and find ways to become self sufficient. We are actively evaluating our options and pursuing new areas of revenue, including our movie and other educational programs.

Foundation Comments

Financial summary data in the charts and graphs above is per the organization's IRS Form 990s.  Contributions from foundations and corporations are listed under individuals when the breakout was not available.


Other Documents

No Other Documents currently available.


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?


2. What are your strategies for making this happen?


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


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


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