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Community Resources for Justice, Inc.

 355 Boylston Street
 Boston, MA 02116
[P] (617) 482-2520 x 126
[F] (617) 2628054
www.crj.org
pswindlehurst@crj.org
Paul G. Swindlehurst
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INCORPORATED: 1878
 Printable Profile (Summary / Full)
EIN 04-3461434

LAST UPDATED: 11/30/2016
Organization DBA --
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

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Mission StatementMORE »

Community Resources for Justice supports our most challenged citizens.
 
We work with individuals in, or at risk of being in, the adult or juvenile justice systems; individuals transitioning out of these systems back to their communities; and individuals with developmental disabilities requiring intensive support to be part of the community. Our unique mix of innovative services, advocacy for system improvement, research and publications is designed to build the capacity of the people we care about to live safe and productive lives. These efforts also help communities gain an enhanced sense of safety and improved quality of life.
  
 
In everything we do, we are dedicated to being an organization that performs at the highest level; with a workforce possessing the skills and knowledge that ensure a strong positive impact on our clients, our communities and our profession.

Mission Statement

Community Resources for Justice supports our most challenged citizens.
 
We work with individuals in, or at risk of being in, the adult or juvenile justice systems; individuals transitioning out of these systems back to their communities; and individuals with developmental disabilities requiring intensive support to be part of the community. Our unique mix of innovative services, advocacy for system improvement, research and publications is designed to build the capacity of the people we care about to live safe and productive lives. These efforts also help communities gain an enhanced sense of safety and improved quality of life.
  
 
In everything we do, we are dedicated to being an organization that performs at the highest level; with a workforce possessing the skills and knowledge that ensure a strong positive impact on our clients, our communities and our profession.

FinancialsMORE »

Fiscal Year July 01, 2016 to June 30, 2017
Projected Income $47,847,512.00
Projected Expense $47,206,295.00

ProgramsMORE »

  • Brooke House
  • Community Strategies
  • Crime & Justice Institute
  • Social Justice Services

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

Community Resources for Justice supports our most challenged citizens.
 
We work with individuals in, or at risk of being in, the adult or juvenile justice systems; individuals transitioning out of these systems back to their communities; and individuals with developmental disabilities requiring intensive support to be part of the community. Our unique mix of innovative services, advocacy for system improvement, research and publications is designed to build the capacity of the people we care about to live safe and productive lives. These efforts also help communities gain an enhanced sense of safety and improved quality of life.
  
 
In everything we do, we are dedicated to being an organization that performs at the highest level; with a workforce possessing the skills and knowledge that ensure a strong positive impact on our clients, our communities and our profession.

Background Statement

For more than 130 years, Community Resources for Justice (CRJ) has been working with some of society's most challenged citizens. Our charitable business is recognized locally, regionally, and across the nation as a unique blend of direct service delivery and national-scale policy development work.
 
CRJ is organized in three, distinct areas of professional practice:

 

1. Through our COMMUNITY STRATEGIES program, we offer adults with developmental and intellectual disabilities the chance to flourish while living in the community. Organized in small residences operating in scores of communities, our consumers thrive when provided an opportunity to live in a caring, home-based setting rather than a large institutional facility.

 

2. Our SOCIAL JUSTICE SERVICES programs are  a nationally recognized leader in providing cost-effective and efficient services for women and men scheduled to be released from incarceration that help ensure their successful transition back to their communities and families. SJS program models are rooted in evidence-based practice, providing life-skill improvements, employment coaching and skills training, parenting classes, and related programs.

 

3. The CRIME AND JUSTICE INSTITUTE provides nonpartisan policy analysis, consulting, and research services to improve public safety throughout the country. With a reputation built over many decades for innovative thinking, unbiased issue analysis, and effective policy advocacy, CJI’s strength lies in our ability to bridge the gap between research, policy, and practice in public institutions and communities, and provide evidence-based, results-driven recommendations.

 


Impact Statement

This past year CRJ:

1. Added three new members to our Board of Directors. CRJ also completed a comprehensive review of the Board of Directors' governance structure and policies that resulted in a more effective committee structure and more engagement by board members.

 
2. The Community Strategies program opened our first day program, which is located in Keene, NH.


3. The Crime and Justice Institut
e was awarded 7 out of 8 of its renewable contracts and received 19 new contracts worth over $3 million.
 
 
4. Completed redesigning and re-launching our website at www. crj.org


5. Planned and launched our new Emerging Leaders program. Select staff identified by their managers as those holding great potential for professional growth and development participated in two, 1-week residencies to participate in a series of courses designed to rapidly advance their skills and development.


For the current year, goals include:

 
1. Establishing a new level of collaboration with select community health care providers. Our goal is to extend primary care, counseling, and other treatments that are provided to our halfway house residents beyond our time with us. Their care should remain in place when returning to their communities and be coordinated with that of their spouse, children and other family members.

 
2. Creating and executing system improvements reflecting evidence-based practice. We will use our in-house consulting capacity (the Crime and Justice Institute) to study and evaluate our programs. In particular, we will focus on our program evaluation methods in Community Strategies, and our training protocols in Social Justice Services.
 
 
3. Designing and implementing a plan to engage our consumers and their families in the development of individualized programs. We acknowledge that the industry is moving towards more consumer-centric services, and we want to provide proper resources to inform our clients.

Needs Statement

We have the need to grow. Our ambitious strategic plan calls for significant increases in direct program service delivery, both in this region and other parts of the country. There are people in need of the services, supports, and programs we offer.

We need to secure private support to help to underwrite our ambitions.
We aspire to be first-and best-in-class in program delivery. We are unable to accomplish this using existing contract funding, so we seek philanthropic investors that will help us achieve this agenda.


Our business model for receiving payments for service needs to evolve.
Health care reimbursement reform, state budget pressures, and other funding concerns are re-inventing payment models for service providers. We must transition from a model in place for many years to a very different way to conduct business.


We must reduce staff turnover.
The work we do is hard, grinding work that leads too easily to “burnout” and staff resignation. This can be addressed by better training, skilled supervision, creating career advancement paths, and more sophisticated scheduling models.

 


CEO Statement

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Board Chair Statement

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Geographic Area Served

City of Boston- Citywide (Indiv. neighborhoods also listed)
City of Boston- Allston/ Brighton
City of Boston- Back Bay
City of Boston- Beacon Hill/ West End
City of Boston- Charlestown
City of Boston- Chinatown/ Leather District
City of Boston- North Dorchester
City of Boston- South Dorchester
City of Boston- Downtown
City of Boston- East Boston
City of Boston- Fenway/ Kenmore
City of Boston- Hyde Park
City of Boston- Jamaica Plain
City of Boston- Mattapan
City of Boston- Mission Hill
City of Boston- North End
City of Boston- Roslindale
City of Boston- Roxbury
City of Boston- South Boston
City of Boston- South End/Bay Village
City of Boston- West Roxbury
CENTRAL REGION, MA
METROWEST REGION, MA
NORTHEAST REGION, MA
PIONEER VALLEY REGION, MA
SOUTHEAST REGION, MA
NATIONAL
GREATER BOSTON REGION, MA
CRJ is headquarted in Boston, but provides direct services programs in Massachusetts, New Hampshire,  Rhode Island, Connecticut, and New York. We also provide nonpartisan policy analysis, consulting, and research services throughout the United States.

Organization Categories

  1. Human Services - Developmentally Disabled Services/Centers
  2. Crime & Legal - Related - Rehabilitation Services for Offenders
  3. Public & Societal Benefit - Research Institutes and/or Public Policy Analysis

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

No

Programs

Brooke House

Brooke House is a Halfway House designed to help individuals re-enter their communities after serving sentences for their offenses. Evidence indicates that if an individual completes their sentence with a job, proper identification, a plan for receiving support services and housing they are less likely to return to incarceration than those who do not.
 
With a capacity of 65 beds, Brooke House serves as a pre-release program for male offenders who are leaving the Suffolk County House of Correction, the Norfolk County House of Correction and the Massachusetts Department of Corrections. It also serves as transitional housing for offenders under supervision of the Massachusetts Parole Board.
 
The average length of stay at Brooke House is approximately 3.5 months. With a goal of successful reentry, all residents receive comprehensive case management services addressing their employment, housing, family reunification, and treatment needs.
Budget  $1,566,346
Category  Crime & Legal, General/Other Criminal Justice & Corrections
Population Served Adults
Program Short-Term Success 

In 2012, Brooke House served 282 individuals. It had a successful completion rate of 80% which was noted in one outside report as the best in Massachusetts.  Of the individuals who completed, 100% had identifications, 99% had full discharge plans, 89% had permanent housing and 37% had competitive employment.

 
Program Long-Term Success 

Some studies have shown that people re-entering their communities after successfully completing a halfway house program are 20% less likely to commit a new crime. In addition, Brooke House relieves over-crowding in our prison system, reducing costs overall.  

Program Success Monitored By  Each month, Brooke House reports on over 40 process and outcome measures. CRJ's  Standards and Quality Assurance department performs quality audits and facility walk-throughs on a monthly basis. The Suffolk County Sheriff’s Department visits the program on a weekly basis. Resident satisfaction surveys are administered 3 times a year. Approximately every 7 months, Brooke House is subject to a Comprehensive Program Review by CRJ Management. A neighborhood Advisory Committee meets quarterly to review Brooke House’s activities. The CRJ Board meets with the management team of Brooke House once a year to review results. The American Correctional Association certifies Brooke every three years. 
Examples of Program Success 

  1. Brooke House received a 99% score on its most recent ACA audit.
  2. It has one of the highest completion rates among Massachusetts Halfway Houses.
  3. Residents of Brooke House volunteered for 855 Community Service hours in 2012
  4. Of the 17,409 drug and alcohol tests administered to residents last year, only 9 came back as positive, a 99.005% success rate.



Community Strategies

Community Strategies provides individuals with developmental or intellectual disabilities, with specialized residential or community-based services. We are currently providing services in New Hampshire, Massachusetts, Vermont and Connecticut. Our services are designed to meet the specific needs of the individual and usually take the shape of shared living, congregate residential living, day programming and supported apartments. We bring a unique combination of a clear understanding of people with developmental disabilities as well as competence in treatment of the mental health issues that frequently occur in this population. This expertise has allowed many people who would be living in institutional settings, the opportunity to live in the community in less restrictive settings. Through our models of care, our staff provides a balanced mix of supervision, treatment and freedom that helps these community settings be nurturing environments.

 
With a firm belief in the therapeutic benefits of human relationships as the basis for growth and change, we challenge the individuals in our programs to become as independent as possible. We encourage them to exercise their right to take risks as well as their responsibility to actively participate in their service planning. We ensure that both our clients’ human rights and civil rights are in place, and that they are informed on self-advocacy.
 
CRJ’s Community Strategies Department operates 26 private shared-living residences occupied by 3 to 5 individuals and staffed 24-hours-a-day. Tailored programs include individual and group therapy and are geared to foster independence and improve living skills and pro-social behavior. Clinical supports are augmented with job development, on-the-job coaching and educational opportunities.
Budget  .
Category  Human Services, General/Other
Population Served People/Families with People of Developmental Disabilities
Program Short-Term Success       
Program Long-Term Success     
Program Success Monitored By      
Examples of Program Success     

Crime & Justice Institute

CJI provides nonpartisan policy analysis, consulting, and research services to improve public safety throughout the country. With a reputation built over many decades for innovative thinking, unbiased issue analysis, and effective policy advocacy, CJI's strength lies in our ability to bridge the gap between research, policy and practice in public institutions and communities, and provide evidence-based, results-driven recommendations. With our creative, collaborative approaches to today's most pressing and complex social and public safety problems, CJI is improving public safety and human service delivery nationwide and in Massachusetts. 
 
Budget  .
Category  Crime & Legal, General/Other Criminal Justice & Corrections
Population Served General/Unspecified
Program Short-Term Success      
Program Long-Term Success      
Program Success Monitored By      
Examples of Program Success     

Social Justice Services

The Social Justice Services Department encompasses the adult and youth programs of Community Resources for Justice (CRJ). We firmly believe that justice applies to every aspect of society, and not solely to the administration of laws. The Social Justice Services Department is committed to full and equal opportunities for all individuals in society, regardless of their past behaviors or circumstances.

 
The Department includes residential and community-based programs which focus on the specific and unique needs of our clients, while also emphasizing public safety. We partner with social service agencies and the community to provide the best services possible, and are dedicated to having a positive impact on the clients in our care and on the neighborhoods in which we are located.
 
The adult programs focus on reentry programming for men and women involved with county, state and federal criminal justice systems. The youth programs focus on structured and goal-oriented programming for neglected, at-risk and delinquent youth.
 
Staff work creatively to instill personal and community responsibility in our clients, and to advocate for the elimination of barriers to their success. Our goal is to engage them in positive lifestyle changes, preparing them for successful family reunification and community reintegration. Comprehensive and clinical case management services address issues relative to addictions, education, employment, cognitive skill development, and life skills. Our strength-based approach is intended to provide a path to satisfying, responsible, and productive citizenship.
 
On a daily basis, Social Justice Services staff are proud to demonstrate the Mission, Values, and Culture of CRJ.
Budget  .
Category  Human Services, General/Other
Population Served At-Risk Populations
Program Short-Term Success       
Program Long-Term Success       
Program Success Monitored By      
Examples of Program Success       

CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Mr. John J. Larivee
CEO Term Start Jan 1974
CEO Email jlarivee@crj.org
CEO Experience John joined CRJ in 1974 as supervisor of case workers at the Deer Island House of Correction, a federal grant funded program of CRJ. Since being appointed as Deputy Director in 1975, his responsibilities have included consulting services to state and local criminal justice agencies, and government and media relations for CRJ. He has served as Chief Executive of CRJ since 1985. John serves on the Board of the Massachusetts Council of Human Service Providers and is Past President. He is Past President and a founding member of Citizens for Juvenile Justice, and Past President of the International Community Corrections Association. For the Commonwealth of Massachusetts, John has served on the Special Commission To Study the Commonwealth’s Criminal Justice System (2012), Governor’s Commission on Criminal Justice Innovation (2002), the Governor’s Advisory Council on Corrections (1989) and the Governor’s Advisory Council Youth Services (1999).
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
William Ames VP - Disability Services Bill Coughlin is the Chief Operating Officer for Community Resources for Justice, Inc., serving in that position for 9 years. Prior to joining CRJ, Bill was the Operations Director for the Community Initiatives Division of the Community Builders, Inc., the largest not-for-profit developer of affordable housing in the country. He worked as a management and organizational consultant for over 20 years and was the Senior Consultant at the Catlin Group before deciding to return to the non-profit sector. He had previously been the Executive Director of the Leominster (MA) Community Action Committee, Inc. and of Student Programs for Urban Development (Worcester, MA). Bill earned his B.A. in History and Sociology at Holy Cross College and his J.D. from New England School of Law. He has also held positions at the Donahue Institute for Governmental Services at the University of MA and in the Graduate School of Education at UMass/Boston. Bill received a lifetime achievement award in 2009 from the Holy Cross College Lawyers Alumni Association. 
Christine Cole Executive Director, Crime & Justice Institute Elyse Joined the CRJ staff in 2001 with over 30 years of experience in juvenile and adult corrections including CEO of Utah non- profit operating juvenile and adult programs, Assistant Director of the Oregon Department of Corrections, and Executive Director of Multnomah County Community Justice Department. She is also a senior Fulbright Scholar, and has served on several commissions in Utah, Oregon and Massachusetts. Elyse leads the Crime and Justice Institute ( CJI) at CRJ and is responsible for overall management , fundraising, project development and oversight. CJI works in New England and across the country providing technical assistance, research and policy development. 
Ellen Donnarumma Senior Director, Business Development Ellen Weiss Donnarumma has more than 25 years of experience working in business development, fund development, community, government and public relations for a wide variety of political, academic, human service and social justice causes. Ellen has held senior management and executive team positions with several of the industry leaders in the field of Community Corrections. Since joining Community Resources for Justice (CRJ) in 2006, she has held the position of Chief Development Officer and since 2011 has served as Senior Director of Business Development. Prior to CRJ, she served as Vice President of Business Development for Community Solutions, Inc. Ellen’s consulting work has provided her the opportunity to work with a variety of criminal and juvenile justice, behavioral health and child welfare agencies within the focus areas of business development, fund development and community relations. Ellen holds a Bachelor of Arts degree from Marquette University. 
Richard McCrossan Chief Financial Officer Rick joined CRJ in 2008. He has over 10 years experience as a Chief Financial Officer for large not-for-profits. Prior to CRJ Rick served in a similar capacity at the Massachusetts Medical Society and the New England Journal of Medicine and at the National Fire Protection Association. In the for-profit sector he held a number of financial management positions with Raytheon Company including Controller of their publishing division, D.C. Heath; Corporate Audit Manager and Manager of Budgets and Financial Controls. At CRJ Rick is responsible for Finance, Human Resources, Information Technology and Facilities Management. He holds a B.A from Boston College and an MBA from Northeastern University. 
Paul G. Swindlehurst Chief Advancement Officer Paul joined the CRJ staff in 2011 with over 30 years of nonprofit organization management and leadership experience, including executive positions at The Greater Boston Food Bank, The Rashi School, and Merrimack College. He also served in senior director-level positions at Bentley University, Northeastern University, and several area YMCAs. At CRJ, Paul leads the Advancement Department and is responsible for fundraising, media relations, corporate communications, and marketing initiatives for the organization. Paul earned a Bachelor of Science degree in education at Northeastern University in Boston.  

Awards

Award Awarding Organization Year
-- -- --

Affiliations

Affiliation Year
Massachusetts Council of Human Service Providers --
Member of state association of nonprofits? Yes
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
American Correctional Association --

Collaborations

--

CEO/Executive Director/Board Comments

--

Foundation Comments

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Staff Information

Number of Full Time Staff 525
Number of Part Time Staff 150
Number of Volunteers 100
Number of Contract Staff 147
Staff Retention Rate % 72%

Staff Demographics

Ethnicity African American/Black: 207
Asian American/Pacific Islander: 9
Caucasian: 310
Hispanic/Latino: 40
Native American/American Indian: 2
Other: 0
Other (if specified): --
Gender Female: 292
Male: 290
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 3
Management Succession Plan No
Business Continuity of Operations Plan --
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy --
State Charitable Solicitations Permit Yes
State Registration Yes

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. Scott Harshbarger
Board Chair Company Affiliation Casner Edwards
Board Chair Term Jan 2008 -
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Sandra Bailly Simmons College Voting
Tim Cabot Katahdin Industries --
Joseph C. Carter Massachusetts National Guard --
Tiziana C. Dearing Boston Rising --
Thomas J DeSimone W.S. Development Associates LLC --
Carlos Febres-Mazzei Eastdil Secured Voting
Annette Hanson MetroWest Medical Center --
Scott Harshbarger Proskauer --
Gerald K. Kelley Massachusetts Bay Transit Authority --
Ellen M. Lawton EL Consulting --
Grace Lee Eckert Seamans Cherin & Mellott, LLC --
James G. Marchetti Raytheon Company --
Judge James McHugh Retired Voting
Gerry Morrissey The MENTOR Network --
Neni Odiaga Committee for Public Counsel Services Voting
Peter Patch Patch & Associates, LLC --

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
Jeff Anderson Rensselaer County Reentry Task Force --
Darrell Berman Advocates for Human Potential --
Alan C Coburn Tirrell House --
Christine Cole Kennedy School of Goverment --
Christine Connolly United States Department of Probation --
Lester Freeman City of Albany Councilman --
Chad Fultz Federal Bureau of Prisons --
Daniel Gildea US Probation --
Paul M Gravel Citizens Bank --
Al Greene Criterium Turner Engineers --
John M Isaacson Isaacson Miller --
George M Keiser Keiser & Associates --
Charles Lanier Independent Criminal Justice Consultant --
Maureen McLeod The Sage Colleges --
Arianne Montes de Oca MCA Federal Bureau of Prisons --
Jamel Muhammed Community Organizer (SNUG Program) --
Meagan Nestleroad United States Department of Probation --
Richard O'Leary -- --
Bill Payne Rensselaer County Reentry Task Force --
David W Ruoff Esq Howard & Ruoff --
Marianne Savaresse Director of the Health Care for the Homeless Program --
Officer Scott Tardiff Manchester Police Department --
Anthony Thompson New York University School of Law --
Michael Torch LTG Counseling Associates --
Carolyn Walsh -- --
Roger K Warren National Center for State Courts --

Board Demographics

Ethnicity African American/Black: 2
Asian American/Pacific Islander: 1
Caucasian: 12
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 6
Male: 10
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 0
Board Meeting Attendance % --
Written Board Selection Criteria Under Development
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions --
Constituency Includes Client Representation Yes

Standing Committees

  • Board Governance
  • Executive
  • Facilities
  • Finance
  • Institutional Advancement
  • Program / Program Planning
  • Strategic Planning / Strategic Direction

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, 2016 to June 30, 2017
Projected Income $47,847,512.00
Projected Expense $47,206,295.00
Form 990s

2014 CRJ Form 990

2013 CRJ Form 990

2012 CRJ Form 990

2011 CRJ Form 990

2010 CRJ Form 990

2009 CRJ 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 $38,880,521 $36,827,707 $32,187,994
Total Expenses $37,417,491 $35,658,145 $33,015,255

Prior Three Years Revenue Sources

Fiscal Year 2014 2013 2012
Foundation and
Corporation Contributions
$1,824,998 $1,468,386 $1,259,184
Government Contributions $33,981,638 $32,704,991 $29,692,828
    Federal $7,825,841 $7,440,814 $6,396,662
    State $25,064,507 $24,234,937 $22,037,807
    Local $1,091,290 $1,029,240 $1,040,401
    Unspecified -- -- $217,958
Individual Contributions $128,843 -- $255,339
Indirect Public Support -- -- --
Earned Revenue -- -- --
Investment Income, Net of Losses $859,255 $1,296,259 $-984,826
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind $34,741 $130,829 $102,000
Other $2,051,046 $1,227,242 $1,863,469

Prior Three Years Expense Allocations

Fiscal Year 2014 2013 2012
Program Expense $32,467,575 $30,839,149 $28,659,357
Administration Expense $4,681,838 $4,509,188 $4,046,254
Fundraising Expense $268,078 $309,808 $309,644
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.04 1.03 0.97
Program Expense/Total Expenses 87% 86% 87%
Fundraising Expense/Contributed Revenue 1% 1% 1%

Prior Three Years Assets and Liabilities

Fiscal Year 2014 2013 2012
Total Assets $28,483,019 $26,544,158 $25,584,636
Current Assets $12,364,682 $10,587,177 $9,238,891
Long-Term Liabilities $10,262,923 $11,112,083 $11,456,059
Current Liabilities $4,276,153 $2,951,162 $2,817,226
Total Net Assets $13,943,943 $12,480,913 $11,311,351

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? --

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 2.89 3.59 3.28

Long Term Solvency

Fiscal Year 2014 2013 2012
Long-term Liabilities/Total Assets 36% 42% 45%

CEO/Executive Director/Board Comments

Our opportunity is to broaden our sources of support from primarily government contract services to include philanthropic investment from those committed to supporting our mission. 

Foundation Comments

Financial summary data in the charts and graphs above is per the organization's audited financials. Specific revenue breakout detail was provided by the nonprofit for fiscal years 2012, 2013, & 2014.

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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