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Organization DBA Tri-City Family Housing, Inc.
Former Names TriCity Family Housing (2005)
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

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Mission StatementMORE »

Housing Families works to end family homelessness in the communities we serve. We do this by providing safe, temporary shelter, creating affordable housing, and offering individualized supportive services to family members of all ages. We respect each family in its journey toward greater security and stability.

Mission Statement

Housing Families works to end family homelessness in the communities we serve. We do this by providing safe, temporary shelter, creating affordable housing, and offering individualized supportive services to family members of all ages. We respect each family in its journey toward greater security and stability.

FinancialsMORE »

Fiscal Year July 01, 2016 to June 30, 2017
Projected Income $6,505,615.00
Projected Expense $6,446,386.00

ProgramsMORE »

  • GREAT Youth and Families Program
  • Homeless Prevention Program
  • Permanent Property
  • Pro Bono Legal Services
  • Shelter

Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

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


Overview

Mission Statement

Housing Families works to end family homelessness in the communities we serve. We do this by providing safe, temporary shelter, creating affordable housing, and offering individualized supportive services to family members of all ages. We respect each family in its journey toward greater security and stability.

Background Statement

In 1986 community members concerned about the crisis of homelessness among families in the North Shore cities of Everett, Malden, and Medford created what is now Housing Families Inc. In response, the Broadway Shelter opened in 1987 providing shelter and case management services for four families. Since then, Housing Families expanded it services to include a children’s after school program, an eviction prevention program, a housing stabilization program, and a pro bono legal services program. The agency has grown into one of the largest operators of affordable housing for homeless and very low-income families in Massachusetts.

Here are a few highlights about HFI:

  • In 2013, Katie Volk, of the Center for Social Innovation, acknowledged Housing Families' GREAT Youth and Families Program as "one of the best programs in the country for homeless children." 
  • Barbara E. Schwartz,  Director of our GREAT Youth and Families Program, is a past recipient of the Sue Heilman Award for Excellence from Horizons for Homeless Children.

  • In July of 2010, Housing Families Eviction Prevention program was recognized by the National Alliance to End Homelessness as taking an innovative approach to combat homelessness.

Impact Statement

In FY 2016, Housing Families achieved the following results. The gains made since 2015 are noted in parenthesis.

  • Service to more than 750 families (+87.5%)
  • Transitioned 64 families (+100%) from emergency shelter to affordable housing
  • Prevented evictions for 246 households (+108%)
  • Operated 69 units of affordable housing (+13%)

In FY 2016, the GREAT Youth and Families Program proudly served 174 children (+20%) and 36 parents (+71%). This includes 105 children who received intensive academic and therapeutic support. These children—who received individualized service and support from program staff, graduate student interns, and community volunteers—made marked improvement in their cognitive and non-cognitive (“soft”) skills throughout the year. Most notably:

  • 100% of children exhibited improved emotional skills
  • 94% of children exhibited improved social skills
  • 93% of children exhibited improved academic skills (or maintained already positive academic performance)


Needs Statement

 

1. Operational funding for enhanced program design, staffing, and transportation as we work to double our GREAT Youth and Families Program (GYFP), which offers therapeutic after-school tutoring, counseling, and enrichment services to homeless children in Greater Boston.

2. Program support for our newly acquired Pro Bono Legal Services Program, which provides legal advice, information, advocacy, referral, and representation to low income residents seeking assistance with civil law problems related to housing, family law, immigration, consumer law, and other matters.

3. Program support for homelessness prevention programs, including support for staff (crisis intervention, housing search, and case management), and flexible funds to provide short-term rental assistance for families.

4. Volunteers to help further our mission to end family homelessness. Housing Families depends on volunteers to provide one-on-one tutoring to the children in our programs, assist with administrative tasks and projects, participate in events and drives, and maintain our emergency shelter and low income housing units.


CEO Statement

Founded in 1986, HFI works to increase extremely low-income family self-sufficiency by helping secure and sustain permanent affordable housing by providing comprehensive case management and support services. While other homeless organizations offer some academic support, HFI is the only emergency shelter in MA that provides a comprehensive out-of-school time program for homeless and at risk youth who have experienced significant academic, social-emotional, and health-related challenges as compared with their non-homeless peers. This GREAT Youth and Families Program (GYFP) is vital to our effort to stabilize families; mitigate the psychological impact of family homelessness; assure children's healthy intellectual and physical development; and disrupt the potential cycle of homelessness that often passes from generation to generation. This program is considered the best children’s program in MA for homeless children by Katie Volk from The National Center on Family Homelessness.

The Homelessness Prevention Program, comprising our Eviction Prevention and Stabilization Programs, seeks to enable those who are homeless, formerly homeless and economically-disadvantaged families to help themselves. We assist these families who have lost or are in danger of losing housing by supporting self-sufficiency via stable tenancies. HFI’s homeless prevention program model encourages a relational approach to working with families. Case managers provide individualized services addressing the needs of all family members, with an emphasis on the academic and emotional needs of homeless children and youth. For families moving out of shelters, the Homelessness Prevention Program goal is to help them establish and maintain their new households successfully. Our model has proven effective in helping families avoid loss of housing or in returning formerly homeless families and individuals to self-sufficiency and stability.

 

HFI is one of the rare Massachusetts emergency shelter agencies that has successfully evolved to develop and manage affordable permanent housing. This strategic choice arose from the absence of active affordable community development organizations in HFI’s target communities. Through a combination of housing development/ownership and leasing arrangements, HFI currently supports 105 families each day in an array of transitional and permanent housing units. We serve 440 children daily in housing units or in the GYFP.


Board Chair Statement

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Geographic Area Served

In a specific U.S. city, cities, state(s) and/or region.
STATEWIDE
GREATER BOSTON REGION, MA
City of Boston- Allston/ Brighton
City of Boston- Charlestown
City of Boston- North Dorchester
City of Boston- South Dorchester
City of Boston- Hyde Park
City of Boston- Mattapan
City of Boston- Roslindale
City of Boston- Roxbury
City of Boston- West Roxbury
NORTHEAST REGION, MA
City of Boston- Citywide (Indiv. neighborhoods also listed)
We serve the state of Massachusetts with 95% of families residing in Malden, Medford, Revere, Everett, and Boston.

Organization Categories

  1. Housing, Shelter - Homeless Shelters
  2. Youth Development -
  3. -

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

Yes

Programs

GREAT Youth and Families Program

Housing Families’ GREAT Youth and Families Program—where Growth, Resilience, Empowerment, Acceptance, and Trust are fostered every day—serves children, youth, and adults who have experienced homelessness or are at risk of homelessness. Children and youth receive tutoring, counseling, and age-based therapeutic arts services, as well as educational advocacy services. Parents participate in counseling services, therapy groups, and parenting classes to learn parenting skills and heal from their own trauma.
Budget  $636,242.00
Category  Education, General/Other Afterschool Enrichment
Population Served Homeless Poor,Economically Disadvantaged,Indigent At-Risk Populations
Program Short-Term Success 

· Children served through the GREAT Youth and Families Program will exhibit academic and social-emotional progress and heal from toxic stress

Program Long-Term Success  The ultimate goal of the GREAT Youth and Families Program (GYFP) is to provide academic and therapeutic services to homeless and formerly homeless children so that they can overcome the toxic stress that accompanies homelessness, improve in school, and experience success throughout their lives.
Program Success Monitored By 
Housing Families utilizes Social Solutions' Efforts to Outcomes software to compile and track client data, challenges, and successes.
 

Program staff utilize the Survey of After-school Youth Outcomes, a nationally-recognized assessment tool, to accurately determine quantifiable measures to assess the impact of the program on student performance. In addition, staff utilize the Assessment of Afterschool Program Practices Tool (APT), another nationally recognized tool directly linked to SAYO that is used to measure a program’s quality of service.

Examples of Program Success 

In FY 2016, GYFP served 174 children--more children than ever before. 105 children participated in regular, intensive academic and therapeutic services, 43 of whom received the above-mentioned increased service “dosage”. An additional 69 children participated in more peripheral services such as camp, Saturday School, etc. Additionally, 100% of children served exhibited emotional gains, 94% exhibited social gains, and 93% exhibited academic gains.


Homeless Prevention Program

The Homeless Prevention Program assists more than 200 families who have lost housing to successfully retain long-term, affordable housing, and to prevent families from losing their housing in the first place. Case managers work with families to help them integrate into the community, boost income by increasing earning power, maximize social subsidy benefits, and connect to community health and wellness providers. The Homeless Prevention Program also works with families to resolve disputes with landlords and prevent evictions.
Budget  $1,362,748.00
Category  Housing, General/Other Housing Support
Population Served Homeless Poor,Economically Disadvantaged,Indigent At-Risk Populations
Program Short-Term Success 

- Families will be stably housed and avoid evictions

- Families will increase their financial stability and job skills

- Families will develop a network of health care, social service, mental health, substance abuse, and education providers to address their individual needs

- Families will improve their tenancy skills and relationship with their landlord

Program Long-Term Success  The goal of the Homeless Prevention Program is provide families with the support services they need to stabilize families in their homes and avoid evictions.
Program Success Monitored By 

Housing Families utilizes Social Solutions' Efforts to Outcomes software to compile and track client data, challenges, and successes.

Examples of Program Success  In FY 2016, Housing Families provided Stabilization and Eviction Prevention services to 242 families, and has prevented 649 evictions since the program's inception in 2008.

Permanent Property

Housing Families manages 70 apartments for extremely low income families. Most families pay no more than 30% of their income for rent. More than half of these families have a disabled head of household, and virtually all have experienced significant instability over multiple years.

Budget  --
Category  Housing, General/Other Affordable Housing
Population Served Families Homeless People/Families with of People with Disabilities
Program Short-Term Success  Success is determined by the long-term operation and maintenance of these units.
Program Long-Term Success  Success is determined by the long-term operation and maintenance of these units.
Program Success Monitored By  Success is determined by the long-term operation and maintenance of these units.
Examples of Program Success  Housing Families has grown from an agency with 4 shelter units, to an agency with a 170 unit portfolio (emergency shelter and affordable housing units). The organization continues to explore expansion efforts for its housing portfolio.

Pro Bono Legal Services

The Pro Bono Legal Services Program (PBLSP) provides no-cost legal representation, advocacy (working between the client and another party outside of a courtroom), advice, information, outreach, and referrals to low-income people who would otherwise struggle to gain access to legal services. The Pro Bono Legal Services Program also maintains a presence in the Malden and Somerville District Courts, and offers monthly workshops and seminars for older adults in the Medford Senior Center and the Everett Office of Human Services. The rate of poverty in these communities is higher than the state average of 11.6% (16.8% in Malden, 13.8% in Everett, and 10.5% in Medford for example). The economic condition in these communities reinforces the need for free and reliable legal guidance by the PBLSP and is why Housing Families is dedicated to the program’s success.
Budget  $199,213.00
Category  Crime & Legal, General/Other Legal Services
Population Served Homeless At-Risk Populations Poor,Economically Disadvantaged,Indigent
Program Short-Term Success  The PBLSP’s goal is to help very low-income residents from Malden, Medford, Everett, Wakefield, and Melrose (and some referred from Chelsea and Revere) to be informed about and secure basic civil rights under the law that they otherwise would not access. Housing Families recognizes that families often need more than temporary legal support to gain sustainability, and as such the PBLSP is supported by the agency’s goal to provide families with comprehensive case management and support services.
Program Long-Term Success  Long-term success will be demonstrated by clients consistently meeting program goals, growth of clients served, and linking clients to community services, all of which contributes to Housing Families' mission that every family has safe, stable, affordable housing.
Program Success Monitored By  Generally, program success will be measured by the number of low-income people and households served. PBLSP has a long history of meeting community need with 95% of clients who request assistance receiving services through legal representation, advocacy, advice, information, outreach, and/or referrals; and, 85% of program participants improving their access to other available community benefits including utility assistance, health care, and other supportive services.
Examples of Program Success  In FY 2016, PBLSP provided 1,259 low-income households with legal services. The PBLSP focused on landlord/tenant issues. Including all different levels of services, the PBLSP opened and closed a total of 1,010 cases. Of the closed cases, the PBLSP provided 885 instances of brief advice, information, and referrals for landlord/tenant, consumer, family, and wills issues. Of the closed cases, the PBLSP provided 125 instances of advocacy or representation with consumer, landlord/tenant, wills, and other civil matters.

Shelter

Housing Families operate 100 self-contained apartments as shelters for homeless families. These units are located in Malden, Revere, Medford, Everett, and surrounding communities. Shelter units are designated to one individual family and include a private bath and kitchen. Families receive intensive case management, comprehensive housing search assistance, financial management skill-building, referrals to mental health services, and other case management and social services. The ultimate goal of the program is to assist families in overcoming barriers in obtaining and retaining long-term housing, and to help families find safe, affordable housing as quickly as possible.
Budget  --
Category  Housing, General/Other Emergency Shelter
Population Served Homeless Families At-Risk Populations
Program Short-Term Success 
- Families will be stably housed and avoid evictions
- Families will increase their financial stability and job skills
- Families will develop a network of health care, social service, mental health, substance abuse, and education providers to address their individual needs
- Families will improve their tenancy skills and relationship with their landlord
Program Long-Term Success  The ultimate goal of the Emergency Shelter Program is to provide families with the support services necessary for them to attain and retain permanent affordable housing.
Program Success Monitored By  Housing Families utilizes Social Solutions' Efforts to Outcomes software to compile and track client data, challenges, and successes.
Examples of Program Success  - In FY 2016, Housing Families served 179 families in its emergency shelter units and transitioned 64 families from emergency shelter and temporary housing to permanent affordable housing

CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Mr. Ed Cameron
CEO Term Start Jan 2017
CEO Email [email protected]
CEO Experience With over twenty-nine years of experience in the nonprofit and government sectors, Ed Cameron joined Housing Families in January of 2017. Ed brings a wealth of knowledge and experience around issues of homelessness from his time at Horizons for Homeless Children, the Pine Street Inn homeless shelter, and most recently at Community Teamwork in Lowell, where Ed worked for eleven years. His work in government includes time with Mayor Tom Menino in the City of Boston’s Emergency Shelter Commission and a position as a City Councilor in Newburyport, which he holds to this day. Ed has a Master’s in Business Administration in Public and Nonprofit Management from Boston University and a Bachelor of Arts in Government from Clark University in Worcester. A Massachusetts native, Ed grew up in Bridgewater and lives with his wife Susanne and daughters Anna and Lucy in Newburyport.
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
Jim Goebelbecker Nov 2009 July 2016
Ms. Judy Perlman Sept 2001 Nov 2009

Senior Staff

Name Title Experience/Biography
Ada Pena Director of Permanent Housing and Property Services Ada has more than 15 years experience managing properties in Massachusetts. Ada has worked as an Area Manager supervising daily operations of 1,400 units, monitoring daily and long term maintenance programs as well as supervising all Permanent Property staff, inspecting facilities, and creating budgets for all the developments within the portfolio. She was also self-employed as a Real Estate Assessment Center Inspector, and District Manager for a property company responsible for seven inner-city developments encompassing about 300 units. As a District Manager, Ada managed a staff of 30 site managers and maintenance personnel while developing and maintaining positive tenant relations. Since joining Housing Families in 2005, Ada has helped to expand the inventory of safe, affordable housing offered by Housing Families. She ensures that Housing Families adheres to all subsidized housing programs rules and regulations. She also assists both tenants and case managers in preventing evictions while promoting self-sufficiency and resident responsibility.
Laura Rosi Director of Housing and Advocacy Laura Rosi began working with Housing Families in 2008. Her passion working on housing and homelessness issues began when she worked as a Housing Advocate helping the families in shelter obtain permanent housing. Working at this level enabled her to understand the families’ needs at a deeper level and identify many systemic inefficiencies and inconsistencies tied to subsidized housing which prompted her to become active in advocacy and policy.Currently, Laura is the Director of Housing and Advocacy. As part of her role, she facilitates a Family Advocacy Group and coordinates the annual Legislative Breakfast to help families get their voices and stories out to the public and advocate for changes to help other homeless families.Laura is a graduate of Suffolk Law School, and in her spare time has worked on pro bono Domestic Violence and Special Education projects. She is a board member of Homes for Families, and a member of the Real Estate/Affordable Housing Section of the Boston Bar Association. - See more at: http://housingfamilies.org/about/management-team/#sthash.bqdVnLyz.dpuf
Barbara Schwartz Director of GREAT Youth and Families Program

Barbara is a Licensed Mental Health Counselor who received her Bachelor of Arts degree from Wesleyan University and her Master of Arts in Counseling Psychology from Lesley University. Barbara has worked at Housing Families for more than 23 years. In this time, she has expanded the program from a part-time service with no additional staff, to a full-time program operating five days per week, with three full-time staff and more than 50 volunteers. In addition, she expanded the program to include counseling, therapeutic arts groups, and clinical supervision to graduate school interns.

More recently, Barbara has worked to improve volunteer and intern training to ensure that they are fully prepared to work with children who have significant or serious social and emotional challenges. Barbara has also been essential to building the program’s community relationships. Barbara has begun offering trainings to Malden Public Schools to best prepare staff to work with homeless children. In addition, in FY 2013, Barbara worked with Malden Public Schools to provide therapeutic groups at their Saturday School program for homeless and formerly homeless children and youth. The program successfully served 40 children and youth. Beginning in FY 2014, Barbara became responsible for running the entire program, including hiring, training and supervising academic and therapeutic staff.

Joan Sinner Director of Shelter, Stabilization, and Eviction Prevention Services

A graduate of Metropolitan State University, Joan received a Bachelor of Arts degree in Sociology with concentrations in race relations and class systems. Joan, who joined the organization in 2004, specializes in developing and strengthening programs. She creates effective and efficient systems, provides staff skills trainings, and collaborates to create high performance expectations. Joan has been a catalyst for significant enhancements to program operations, which have both improved staff productivity and service to families.

Joan is responsible for implementing the agency’s own STEADY Homes Initiative, a comprehensive system that addresses various components to ensuring families’ long-term housing sustainability. Joan is also responsible for the implementation and refinement of Housing Families’ Eviction Prevention Program, which focuses on providing more than just short-term service and cash assistance to families, but instead on a long-term solution for families. In 2010, the Eviction Prevention Program was recognized as a best practice by the National Alliance to End Homelessness.

Awards

Award Awarding Organization Year
Sue Heilman Award For Excellence Horizons For Homeless Children 2004

Affiliations

Affiliation Year
Associated Grant Makers 2009
AFP (Association of Fundraising Professionals) 2007
Member of state association of nonprofits? Yes
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

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CEO/Executive Director/Board Comments

 

HFI is not just a nonprofit organization, but a community impact organization. Individuals, corporations, and foundations invest in our agency based upon their trust and confidence in our ability to provide efficient and effective service to the community. The return on investment is a community where families have the foundation of support to achieve their individual and collective goals.

We can only provide effective services if our staff feels they are properly trained, emotionally supported, respected, and individually appreciated for their efforts to work towards ending family homelessness. We will strive to achieve these objectives as well as continue to cultivate an organizational culture that embraces continuous learning and improvement.

HFI benefits from a great reputation for quality service with our local client families, municipalities, politicians, community partners, and general community. I believe we can leverage our reputation for additional social benefit, recruit board members, create an advisory council, and increase our pool of volunteers to enhance and thoughtfully expand services to meet the needs of the community.

We serve 90+ children per year in our GREAT Youth and Families Program (GYFP) but there is a demand for us to serve 180+. In FY12 the GYFP responded to the increasing demand and significant issues of the population by increasing the number of graduate school counseling interns from 3 to 8, hired more highly skilled staff, and offered additional trauma informed programming and trainings for volunteers. Our program may be replicable, but we need to first prove its efficacy on a greater scale by expanding into a larger facility with enhanced services to fill a niche that other organizations are not able to provide for extremely low income families.

As we place more people into permanent housing in a shorter time period, the demand for our stabilization services also increases. In FY13 we restructured our staff in order to improve efficiency and focus on providing the needed services to house families and sustain long-term tenancy.

HFI’s mission aligns closely with philanthropic commitments to create meaningful change in the Great Boston communities by promoting self-sufficiency and empowerment of families recovering from the trauma of poverty. I invite you to visit so you can experience the Housing Families difference first hand.

Foundation Comments

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Staff Information

Number of Full Time Staff 44
Number of Part Time Staff 10
Number of Volunteers 150
Number of Contract Staff 1
Staff Retention Rate % 87%

Staff Demographics

Ethnicity African American/Black: 7
Asian American/Pacific Islander: 0
Caucasian: 26
Hispanic/Latino: 12
Native American/American Indian: 0
Other: 5
Other (if specified): --
Gender Female: 33
Male: 12
Not Specified 5

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Under Development
Years Strategic Plan Considers 8
Management Succession Plan Under Development
Business Continuity of Operations Plan No
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy --
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit Yes
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 Mr. David Barbato
Board Chair Company Affiliation Talent Retriever LLC
Board Chair Term Sept 2010 - Aug 2016
Board Co-Chair Mr. Eli Lipcon
Board Co-Chair Company Affiliation Bell Atlantic Corporation (Retired)
Board Co-Chair Term Aug 2011 - Aug 2016

Board Members

Name Company Affiliations Status
Kathleen Allen Retired Financial Executive Voting
Peter Allen Retired Educator Voting
David Barbato Talent Retriever LLC Voting
Chelley Casey Vertex Pharmaceuticals Voting
Marlain DeJesus Sheraton Colonial Boston North Hotel Voting
Michael Dell Isola United Civil, Inc. Voting
Eli Lipcon Bell Atlantic Corp Voting
Lisa Nickerson Nickerson PR Voting
Lanre Olusekun Davenport Realty Voting
Gail Severt Stratford Capital --
Brian Slater East Boston Savings Bank Voting
Richard Williams The Equity Company 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: 1
Asian American/Pacific Islander: 0
Caucasian: 10
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 5
Male: 7
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits --
Board Meeting Attendance % 88%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 80%
Constituency Includes Client Representation Yes

Standing Committees

  • Audit
  • Communications / Promotion / Publicity / Public Relations
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Executive
  • Facilities
  • Finance

CEO/Executive Director/Board Comments

Directors shall hold office, except as otherwise hereinafter provided or as otherwise provided by the Board, until the third annual meeting following their election and until their successors are chosen and qualified. The Board of Directors shall be divided into three (3) classes, designated as Class I, Class II and Class III, such classes to be as nearly equal in number as possible; the term of office of those of the first group, “Class I Directors,” to continue until the first annual meeting following and until their successors are elected and qualified; the term of office of those of the second group, “Class II Directors,” to continue until the second annual meeting following and until their successors are elected and qualified; and the term of office of those of the third group, “Class III Directors,” to continue until the third annual meeting following and until their successors are elected and qualified. At each annual meeting of the Board, the successors to the class of directors whose term expires at that meeting shall be elected to hold office for a term continuing until the annual meeting held in the third year following the year of their election and until their successors are elected and qualified.

Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2015 2014 2013
Total Revenue $4,230,303 $3,538,087 $3,538,214
Total Expenses $3,865,442 $3,520,060 $3,455,932

Prior Three Years Revenue Sources

Fiscal Year 2015 2014 2013
Foundation and
Corporation Contributions
-- -- --
Government Contributions $2,991,043 $2,661,864 $2,591,140
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $2,991,043 $2,661,864 $2,591,140
Individual Contributions $1,049,812 $463,680 $445,441
Indirect Public Support -- -- --
Earned Revenue $155,798 $145,219 $156,967
Investment Income, Net of Losses -- $3 $134
Membership Dues -- -- --
Special Events -- $264,996 $326,866
Revenue In-Kind -- -- --
Other $33,650 $2,325 $17,666

Prior Three Years Expense Allocations

Fiscal Year 2015 2014 2013
Program Expense $3,180,591 $2,748,335 $2,696,857
Administration Expense $369,398 $390,039 $333,290
Fundraising Expense $315,453 $381,686 $425,785
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.09 1.01 1.02
Program Expense/Total Expenses 82% 78% 78%
Fundraising Expense/Contributed Revenue 8% 11% 13%

Prior Three Years Assets and Liabilities

Fiscal Year 2015 2014 2013
Total Assets $2,701,263 $2,283,554 $2,244,113
Current Assets $961,322 $637,906 $2,179,695
Long-Term Liabilities $48,916 $36,637 $52,129
Current Liabilities $285,022 $244,453 $207,547
Total Net Assets $2,367,325 $2,002,464 $1,984,437

Prior Three Years Top Three Funding Sources

Fiscal Year 2015 2014 2013
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy --
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 2015 2014 2013
Current Ratio: Current Assets/Current Liabilities 3.37 2.61 10.50

Long Term Solvency

Fiscal Year 2015 2014 2013
Long-term Liabilities/Total Assets 2% 2% 2%

CEO/Executive Director/Board Comments

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Foundation Comments

Financial summary data in the charts and graphs above are per the organization's IRS Form 990s.  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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