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Economic Mobility Pathways Inc. (EMPath)

 One Washington Mall, 3rd Floor
 Boston, MA 02108
[P] (617) 259-2943
[F] (617) 247-8826
Monte Pearson
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 Printable Profile (Summary / Full)
EIN 04-2104046

LAST UPDATED: 01/10/2019
Organization DBA --
Former Names Crittenton Women's Union (2006)
Crittenton, Inc. (2005)
The Women's Educational and Industrial Union, Inc. (2005)
Organization received a competitive grant from the Boston Foundation in the past five years No


Mission StatementMORE »

EMPath transforms people’s lives by helping them move out of poverty and provides other institutions with the tools to systematically do the same.

Mission Statement

EMPath transforms people’s lives by helping them move out of poverty and provides other institutions with the tools to systematically do the same.

FinancialsMORE »

Fiscal Year July 01, 2018 to June 30, 2019
Projected Income $11,838,502.00
Projected Expense $11,838,035.00

ProgramsMORE »

  • Career Family Opportunity
  • Housing
  • Research and Advocacy

Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

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


Mission Statement

EMPath transforms people’s lives by helping them move out of poverty and provides other institutions with the tools to systematically do the same.

Background Statement

EMPath's Storied History

About Crittenton Women’s Union
After the historic merger of the Women’s Union and Crittenton, Inc., Crittenton Women’s Union (CWU) became Boston’s leading nonprofit innovator in helping low-income women and their families become economically self-sufficient. Its unique approach combined direct service programs, independent research, and public advocacy. Its groundbreaking research and practices was used as a blueprint for local, state, and national non-profits and government institutions serving low-income and homeless individuals and families. On May 6, 2016, Economic Independence Day, CWU announced our future as Economic Mobility Pathways, EMPath for short.
About The Women’s Union
The Women’s Union served as an advocate for economic self-sufficiency for women and their families, providing job-readiness training and mentoring; supportive, transitional housing for battered women; and research and advocacy on behalf of women and their families. Through its ground-breaking research, The Women’s Union created the Self-Sufficiency Standard, which calculates the real costs of living, working and raising a family; identified economically self-sufficient career paths; and highlighted public investments needed to support expanded opportunities for economic self-sufficiency. The Women’s Educational and Industrial Union (WEIU) was founded for the advancement of women in 1877 in Boston, Massachusetts by Harriet Clisby, one of America’s first women physicians.
About Crittenton, Inc.
Crittenton offered a comprehensive array of services related to housing, education, workforce development, and family and life skills support. Each year, thousands of Boston-area residents used these services to find and maintain stable housing; complete their high school education and pursue lifelong learning; develop skills that allow them to compete in the labor market; and become responsible parents, capable of promoting the healthy

Impact Statement

The following goals reflect the impacts that EMPath had in FY 2018 (July 1, 2017--June 30, 2018) and plan to have again in 2019.

During FY 2019, 55 percent of participants who were unemployed when they came to EMPath will find a job. (In general, about two-thirds of new participants are unemployed when they enter the EMPath system.)

During FY 2019, 40 percent of participants who were not in an educational program when they came to EMPath will be enrolled in a high school certificate, job training, or college-related program. (All EMPath participants need to increase their educational credentials.)

During FY 2019, 50 percent of participants who were not saving money when they came to EMPath will begin a savings program. (Family savings are essential to prevent a return to homelessness if there is an economic or employment setback in the family.)

During FY 2019, 80% of the families participating in EMPath's Intergenerational program will increase their CHAOS score, an established measure of family stability. (The Intergenerational program is designed to help children in the family become more self-sufficient.)

During FY 2019, individuals participating in the Career Family Opportunity (CFO) Program who finish their fourth year in the program will have increased their hourly wages by 50% through a combination of acquiring educational credentials and embarking on a career path.

Needs Statement

EMPath operates 170 units of temporary and transitional housing for homeless families. The state government pays for the basic costs for these housing activities. However, providing the parents of the 375 families we serve each year with our unique Mobility Mentoring services, which produce the results listed in our Impact Statement above, costs about $600,000. A donation of $16,000 would provide Mobility Mentoring services for ten parents.
EMPath also operates a Career Family Opportunities program (CFO) that works intensely with 50 heads of families each year. These individuals are focused on career development and attaining educational credentials that will allow them to move out of poverty. 

Individual goals include improving all five pillars of what EMPath calls the Bridge to Self-Sufficiency®. This includes family stability, mental and physical well-being, financial management and a savings program, post high school educational achievement, and career progress. The average annual earned income when an individual joins the program is $23,558; the average annual earned income of participants who exit the program is $45,411.

The CFO yearly budget is $375,000. A gift of $15,000 would provide two single-parent heads of a family with a full year of mentoring services.

CEO Statement

Since becoming the President of EMPath in 2006, my driving objective has been to position this organization to deliver on its mission of helping low-income heads of families achieve economic independence. Our vision is to be one of the nation’s most credible and innovative resources on achieving economic mobility. Based on our track record of outcomes, I believe we are well on our way to success and I know we will settle for nothing less.

The rapid growth and deep intractability of poverty is the single most important social issue of our time. There is nothing more important EMPath can do than to find meaningful new ways for poor families (the largest segment of which is headed by single mothers) to escape lives of subsidy-dependence by attaining family-sustaining careers. In achieving this goal, EMPath and the families we serve break the cycle of poverty and fuel a broader economic engine that can sustain our communities.

The challenge of our mission to help low-income women reach economic independence in a high cost of living state is daunting. However, our mission is also measurable. This commitment to demonstrating outcomes holds us accountable to performance in a way that you, our donors and supporters, can measure.

Over the next few years, we plan to significantly increase the number of agencies in the U.S. and abroad that adopt EMPath’s unique Mobility Mentoring® approach to delivering anti-poverty services. As of July 1, 2018, we are working with 90 agencies in 26 states and four countries. During FY 2018, these organizations served more than 48,000 low-income clients, a significant impact that we believe will grow rapidly.

We will also launch a new campaign to demonstrate how government can creatively use existing public entitlements to catalyze economic mobility instead of merely subsidizing poverty. We will share our insights through conferences, publications, public forums and service-delivery partnerships.

Elisabeth D. Babcock, MCRP, PhD



Board Chair Statement

When the boards of the Women’s Union and Crittenton, Inc. merged in 2006 to form Crittenton Women’s Union and later Economic Mobility Pathways, they did so with the clear intention that 1 and 1 would make 3 and indeed it has. The “3” in this case refers to strong programs, advocacy and research/innovation - all focused on moving women and their families out of poverty.

As a long-time board member and the current chair, I am proud that we are and always have been accountable for making a huge impact in these areas. And we have the metrics to prove it. We constantly assess the impact and outcomes of our programs and do so with the goal of improving their effectiveness. We are serving more women who are taking steps to become more economically secure.  We are aggressively advocating at the State House for policies that will help the working poor build the capacity to support themselves.  We are continually innovating and finding new and different ways to create pathways out of poverty for the people we serve – pathways that benefit all of us. As low-income families reduce their dependence on public subsidy, become contributing members of society, and build lives of economic independence, our society grows stronger. This is the essence of EMPath’s work.

Our work is more challenging than ever. Census statistics show that, even in an period of economic prosperity, there are more people in poverty now in the U.S. than there have been in the last 50 years. Because of this and for many other reasons, EMPath’s mission could not be more relevant than it is today.

We strive to help willing and able low-income adults and their children get on their feet. EMPath does this work successfully, holistically, and it makes me proud. I grew up in a world where the American Dream was a reality. In a time when it is more needed than ever, EMPath is showing that the American Dream is still possible for everyone. Our one-of-a-kind methods create pathways for women to become financially literate, obtain the education and training they need and identify jobs that will pay well enough to sustain their families without public subsidy. 

It is hard work and it is individualized work built on ideas and practices that other agencies can imitate. In truth it takes several years for most people to move out of poverty once and for all. But, it is possible, and we’re in this for the long haul. This Giving Common information relays many of the key ways that EMPath is a success. I invite you to dig deeper, ask probing questions, and seek to learn more. You’ll be impressed by what you find.
Leah Sciabarrasi,
EMPath Board Chair
Partner, Crestwood Advisors

Geographic Area Served


EMPath serves the Greater Boston area, including Dorchester, Roxbury, West Roxbury, Mattapan, Allston, Brighton, South Boston, Chelsea, Quincy, Watertown, Somerville, and Cambridge. In addition, EMPath's applied research and advocacy efforts improve the lives of low-income families and individuals throughout Massachusetts. EMPath's membership-based learning network, the Economic Mobility Exchange, serves more than 100 organizations from 28+ states and five countries.

Organization Categories

  1. Human Services - Human Services
  2. Housing, Shelter - Professional Societies & Associations
  3. Education - Research Institutes & 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)



Career Family Opportunity

Career Family Opportunity (CFO) is EMPath’s flagship economic mobility model that addresses the needs of individuals looking for pathways out of poverty. Launched among public housing residents in South Boston in 2009, CFO provides families with the education, career development, financial literacy training, and personal growth skills over a five-year period. Mobility Mentors®, EMPath's take on the traditional 'case manager', provide guidance, help participants set short- and long-term goals, track their progress, and direct them to resources. Additional program components include: matched savings and financial incentives, peer support, and group training and education. Goals for participants upon program completion are to attain a job paying a family-sustaining wage and accumulate $10,000 in personal savings.

Budget  --
Category  Human Services, General/Other Programs for Single Parents
Population Served Families Adults Children and Youth (0 - 19 years)
Program Short-Term Success  CFO graduates, on average, go from 65% to 97% employment rate.

CFO graduates, on average, go from 38% to 74% of completing a college degree.
CFO graduates, on average, increase their annual income from $23k to $45k. 
Program Long-Term Success  The CFO program is entering the final year of the second class. Participants who work with EMPath Mentors for multiple years go on to purchase homes, attain Master's degrees, and save tens of thousands of dollars.
Program Success Monitored By  --
Examples of Program Success  CFO graduates, on average, go from 65% to 97% employment rate.

CFO graduates, on average, go from 38% to 74% of completing a college degree.

CFO graduates, on average, increase their annual income from $23k to $45k.


As one of the largest providers of family shelter in Massachusetts, EMPath housing programs serve about 420 families a year. EMPath’s emergency and transitional housing programs include congregate, community-based and domestic violence housing with a capacity for nearly 125 families. Additionally, EMPath helps approximately 160 formerly homeless families gain their footing and build economically stable and secure lives in their own homes. EMPath's multi-unit Abbot House is an innovative supportive housing model for 11 young families, each with their own apartment. EMPath's Bridge program provides support services to nearly 150 families in subsidized housing in neighborhoods throughout Boston.

Budget  --
Category  Housing, General/Other
Population Served Females Children and Youth (0 - 19 years) Families
Program Short-Term Success  Short-term success placeholder 
Program Long-Term Success  Long-term success placeholder
Program Success Monitored By  --
Examples of Program Success  Example of Success Placeholder

Research and Advocacy

EMPath conducts rigorous research into the economic, political, and social barriers disadvantaged women face in their efforts to gain economic security. Armed with this in-depth knowledge, EMPath creates practical, Web-based tools, identifies best practices, develops innovative pilot programs, and makes recommendations for public policy change. In addition, we measure and evaluate all program outcomes, using these quarterly evaluations to track participant progress, tweak program design, and adjust future program goals. We endeavor to develop replicable models, establish best practices, continually improve our programs and share lessons learned in order to broaden the impact of our success.


An understanding of the struggles low-income women face, combined with extensive research and knowledge of best practices, make EMPath a powerful advocate for public policy and legislative initiatives to remove obstacles along the road to economic independence. EMPath uses many different vehicles to educate and advocate for change. Our Voices Advocacy Council brings together former and current EMPath program participants and EMPath staff to set priorities and formulate strategies. Our Voices Advocacy Council keeps participants informed of new initiatives and research and asks them to lobby legislators about the impacts of specific legislation. Our Voices Project Blog provides a forum for women to report the direct effects public policy decisions have on their daily lives. EMPath works with local and national partners in the areas of education, job training, child care and affordable and safe housing. We issue policy briefs, host conferences, build coalitions, and communicate with policy makers, community leaders and the media in our ongoing efforts to raise awareness and support for the issues facing low-income women.

Budget  --
Category  Human Services, General/Other Human Services, General/Other
Population Served Adults Homeless Families
Program Short-Term Success  Engaging low-income individuals with the local political system
Program Long-Term Success  Over the years the advocacy team has secured tangible benefits for MA residents like increase in state EITC, job training funding, among other achievements
Program Success Monitored By  --
Examples of Program Success 
In the 2018 MA state legislative session, the policy/advocacy team helped to:
  • Increase the state Earned Income Tax credit from 23% to 30%
  • Establish paid family and medical leave
  • Secure $6M in funding for high-demand job training for low-income individuals

CEO/Executive Director/Board Comments


CEO/Executive Director Dr. Elisabeth D. Babcock MCRP, PhD
CEO Term Start May 2006
CEO Email
CEO Experience

Elisabeth Babcock (Beth) is the President and CEO of Economic Mobility Pathways (EMPath), an international charitable organization dedicated to creating new pathways to economic independence for low-income individuals and their families. EMPath uses its unique “action-tank” business model to design, build, and test new approaches for creating economic mobility and then share them with other organizations and governments. Beth’s role as CEO is to lead EMPath in its strategy to be a research and innovations powerhouse consistently delivering new approaches that expedite pathways out of poverty.


EMPath’s applied research led to the development of its groundbreaking Mobility Mentoring® platform. Since its release in 2009, Mobility Mentoring has been internationally recognized for creating significantly improved outcomes in earnings, educational attainment, and family stability in extremely low-income families. Program impact has been so robust that government has advanced application of the model in TANF, Housing, Post-secondary Education, and Early Intervention settings, and a community of practice of more than 80 organizations across the US and abroad have implemented Mobility Mentoring practices. Beth received her Master’s Degree from Harvard’s Kennedy School of Government and her Ph.D. in non-profit strategy from Harvard’s Graduate School of Arts and Sciences. She has taught non-profit strategy and implementation at the graduate level for more than two decades at Harvard and Brandeis Universities.


She has received numerous awards including the 2017 Sesame Street Hero Award, and the 2013 World of Difference Award by the International Alliance for Women. She currently serves as a member of the US Partnership for Mobility from Poverty, a national commission supported by the Gates Foundation and examining promising new approaches to close the opportunity divide. She also has served as an advisor to the World Bank where she helped create and taught in their new online course, Using Psycho-social Approaches to Improve Livelihoods Programs. Her article, “Re-thinking Poverty” was named one of the top articles of 2014 by the Stanford Social Innovation Review.

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
Mary D. Coleman PhD Chief Operating Officer Mary Coleman provides senior leadership for EMPath’s strategy development and growth, and oversees the organization’s programs, research, and evaluation operations. She brings more than 30 years of higher education experience in executing organization goals and overseeing programs and services to EMPath. Prior to joining the organization in 2015, Mary served as Dean of the College of Liberal Arts at Lesley University, where she focused on strategic planning, developing and implementing initiatives on well-being of faculty and students, high impact advising programs and the Lesley University Initiative on Child Homelessness, which she founded. In 2005-06, she won a prestigious Woodrow Wilson International Scholar’s award for her work on rural poverty. Mary was a post-doctoral fellow in public policy at the University of Maryland and in liberal arts at the Harvard School of Law. She holds a doctoral degree and a master’s degree in political science from University of Wisconsin-Madison, and a bachelor’s degree in political science from Jackson State University.
Richard Gair Chief Financial Officer


Richard Gair joined EMPath as its Chief Financial Officer in 2011. Richard leads the five-member Finance Team and manages the organization’s accounting and contract operations, budgeting process, and overall financial strategy. In addition, he oversees EMPath’s Information Technology systems. Immediately prior to becoming EMPath’s CFO, Richard served as chief financial officer of Revinet, an online ad network optimizer. Prior to that, he was General Manager at He is a certified public accountant and received his BS from Boston College. Richard has also studied at the graduate level in computer science at Harvard University and taken leadership trainings at Duke University and Dartmouth College.


Ruthie Liberman MPA Vice President of Public Policy


Ruthie serves as Vice President for Public Policy for EMPath. In this role she serves as the Chief policy strategist on national and state policy related to economic mobility She provides leadership in the areas of education and workforce development, affordable housing, and work supports (including child care) to create public policy leading family economic stability. Ruthie has a Bachelor’s Degree from Pomona College in government and public policy as well a Masters Degree in public administration from the Kennedy School of Government at Harvard University. Ruthie has worked in major hospital settings such as Beth Israel Deaconess Medical Center and Brigham and Women’s Hospital. She also ran a Pediatric and Family AIDS program at Dimock Community Health Center in Roxbury for 6 years. While living in California, Ruthie served as a Senate Fellow in the California Legislature and as the Director of Public Policy for Planned Parenthood Los Angeles.


Jennifer Lowe PhD V.P. Shared Learning and Member Networks Jennifer Lowe leads the organization’s Economic Mobility Exchange, an international member-based learning network of 70+ nonprofit organizations and government agencies. She previously provided oversight and strategic direction of EMPath’s outcomes initiative and research projects. Jennifer earned her PhD in Sociology from Northeastern University, specializing in social inequalities and urban sociology. Prior to joining EMPath, Jennifer served as the Associate Director of the Boston based civil rights organization, Organization for a New Equality, and has years of experience in project management and direct service working with homeless families. Additionally, Jennifer taught undergraduate courses in Sociology at Northeastern University and Bryant University. In 2010, she was presented with the annual Sociologist of the Year award from the New England Sociological Association (NESA).
Judy Parks Vice President of Mobility Mentoring Programs and Services


Judith (Judy) Parks has 25 years of experience in real estate management and development in the non-profit sector, specifically in affordable and supportive housing. She is responsible for the Mobility Mentoring program, and is also a part of the team responsible for development of new program initiatives, using the Mobility Mentoring platform. Judy has a B.A. in Anthropology from Rhode Island College.


Nicki Ruiz de Luzuriaga MPA Vice President of Institutional Advancement Nicki Ruiz de Luzuriaga has worked at EMPath since 2009, focusing specifically on the interdependence of family members in moving out of poverty. She helped lead the development of EMPath’s Intergenerational Mobility Project and co-authored a brief on the theory and practice of intergenerational anti-poverty efforts. Before joining EMPath, Nicki developed children’s programming at various for-profit and non-profit organizations. She holds a Master in Public Administration at the John F. Kennedy School of Government at Harvard University, where she was awarded a Gleitsman Fellowship through the Center for Public Leadership.
Ashley Winning ScD, MPH VP of Research and Evaluation Ashley Winning joined EMPath in 2016 after a decade conducting both qualitative and quantitative research in social and behavioral sciences. At EMPath, she is responsible for strategic planning, program development and evaluation, research design and implementation, conference planning, and staff supervision and mentoring. Before coming to EMPath, she was a post-doctoral fellow at the Harvard T.H. Chan School of Public Health (HSPH), where she engaged in a National Institutes of Mental Health (NIMH) study on the causal links between posttraumatic stress disorder and cardiovascular disease in women. She earned her ScD in the Social and Behavioral Sciences with a major in Social Epidemiology and Psychiatric Epidemiology at HSPH, and her Master of Public Health (MPH) from Emory University.


Award Awarding Organization Year
Finalist for The Collaboration Prize The Lodestar Foundation and Arizona-Indiana-Michigan (AIM) Alliance 2009


Affiliation Year
-- --
Member of state association of nonprofits? Yes
Name of state association Massachusetts Nonprofit Network

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --


EMPath actively partners with more than 100 educational institutions, employers, and social service agencies throughout the state. These partnerships range from informal advocacy coalitions and collaborations regarding inter-agency client referral to deep contractual relationships invested in producing shared outcomes. EMPath collaborates with the National Consumer Law Center focusing on the problem of student debt and the special problems low-income borrowers face as they attempt to finance post-secondary education. In addition, EMPath collaborates with many local nonprofit agencies in the Boston Area to improve EMPath’s programs and clients’ experiences. For recruitment purposes, EMPath partners with Metropolitan Boston Housing Partnership, local DTA offices, one-stop career centers, Boston Medical Center, and Health Care Centers such as Martha Elliot Health Center, Dimock Health Center, and Whittier Health Center. EMPath also receives referrals from Project Hope, Hope Found, Training Inc., City Mission, Rosie’s Place, and many others. EMPath makes referrals to local food pantries, DTA-Food stamps, Social Security offices, Massachusetts Rehabilitation Services, Solutions Wear, and local Community Colleges.

To ensure the alignment of our work and outcomes, EMPath’s most robust formal partnerships are based upon a shared belief in our theory of change and the logic model that underpins it. A few of these formal contractual partners include: The MIDAS Collaborative, the Cambridge Housing Authority, One Family Scholars, and Heading Home.

CEO/Executive Director/Board Comments

Foundation Comments


Staff Information

Number of Full Time Staff 120
Number of Part Time Staff 20
Number of Volunteers 63
Number of Contract Staff 8
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 48
Asian American/Pacific Islander: 9
Caucasian: 57
Hispanic/Latino: 21
Native American/American Indian: 0
Other: 2
Other (if specified): Mixed or Unknown
Gender Female: 106
Male: 31
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 3
Management Succession Plan Yes
Business Continuity of Operations Plan Yes
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 --

Risk Management Provisions

Accident and Injury Coverage
Automobile Insurance and Umbrella or Excess Insurance
Boiler and Machinery
Commercial General Insurance
Commercial General Liability
Commercial General Liability and D and O and Umbrella or Excess and Automobile and Professional
Commercial General Liability and Medical Malpractice
Computer Equipment and Software
Directors and Officers Policy
Disability Insurance
Employee Benefits Liability
General Property Coverage
Improper Sexual Conduct/Sexual Abuse
Life Insurance
Medical Health Insurance
Risk Management Provisions
Special Event Liability
Workers Compensation and Employers' Liability
Workplace Violence

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


Board Chair Ms. Leah Sciabarrasi
Board Chair Company Affiliation Crestwood Advisors
Board Chair Term July 2017 - June 2019
Board Co-Chair Ms Leah Sciabarrasi
Board Co-Chair Company Affiliation Crestwood Advisors
Board Co-Chair Term Jan 2017 - Dec 2017

Board Members

Name Company Affiliations Status
Elisabeth D. Babcock MCRP, PhD Crittenton Women's Union Exofficio
Mr. Carson Biederman Mustand Group Voting
Heidi Brooks Citizens Bank Voting
Eileen Casey Kraft Group LLC Voting
Martha Coakley Foley Hoag LLP Voting
Elizabeth De Montigny Goldman Sachs Voting
Donna Jeffers Canneberges Becancour Voting
Mr. Larry Kantor 2016 Harvard Advanced Leadership Initiative (ALI) Fellow Voting
Corinne Larson Longfellow Investment Management Co. Voting
Mr. J. Adrian Lawrence Chief IP Counsel at Crane & Co. Voting
Mr. Bill Mantzoukas Platinum Care Voting
Mr. Robert Reilly Fidelity Real Estate Voting
Leah R. Sciabarrasi Crestwood Advisors LLC Voting
Anne St. Goar M.D. Harvard Vanguard Medical Associates Voting
Carol Stoner CMS Realty Corporation Voting
Weili Su IBM 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: 2
Asian American/Pacific Islander: 1
Caucasian: 13
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 11
Male: 5
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 2
Board Meeting Attendance % 78%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation No

Standing Committees


CEO/Executive Director/Board Comments


Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2017 2016 2015
Total Revenue $10,647,308 $10,937,182 $10,488,089
Total Expenses $11,719,559 $11,651,761 $10,769,805

Prior Three Years Revenue Sources

Fiscal Year 2017 2016 2015
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $1,291,289 $1,511,155 $1,475,768
Indirect Public Support -- -- --
Earned Revenue $8,771,003 $9,023,001 $8,663,544
Investment Income, Net of Losses $86,802 $13,052 $97,008
Membership Dues -- -- --
Special Events $97,394 $223,510 $96,544
Revenue In-Kind -- -- --
Other $400,820 $166,464 $155,225

Prior Three Years Expense Allocations

Fiscal Year 2017 2016 2015
Program Expense $10,057,189 $9,957,947 $8,953,155
Administration Expense $1,226,043 $1,180,453 $1,335,505
Fundraising Expense $436,327 $513,361 $481,145
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.91 0.94 0.97
Program Expense/Total Expenses 86% 85% 83%
Fundraising Expense/Contributed Revenue 31% 30% 31%

Prior Three Years Assets and Liabilities

Fiscal Year 2017 2016 2015
Total Assets $10,054,178 $10,738,982 $11,678,648
Current Assets $1,242,789 $1,872,666 $2,360,127
Long-Term Liabilities -- $0 $0
Current Liabilities $847,601 $924,902 $991,957
Total Net Assets $9,206,577 $9,814,080 $10,686,691

Prior Three Years Top Three Funding Sources

Fiscal Year 2017 2016 2015
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy Percentage
Percentage(If selected) 5.0%
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 N/A
Campaign Goal $0.00
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? No

Short Term Solvency

Fiscal Year 2017 2016 2015
Current Ratio: Current Assets/Current Liabilities 1.47 2.02 2.38

Long Term Solvency

Fiscal Year 2017 2016 2015
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments


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. The majority of earned revenue listed represents program service revenue of mainly state government contracts.


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?

In today’s economy, poverty demands a fresh response. To help low-income families succeed, EMPath created a new roadmap to upward economic mobility. The approach focuses on the individual’s long-term goals. It guides each person in the areas of health, family life, career, finances, and education. And it builds skills that sustain results.

2. What are your strategies for making this happen?

The Economic Mobility Exchange™ is a human services network to boost economic mobility. Members include nonprofits, schools, colleges, human services programs, and government agencies. Together, members learn EMPath’s approach, refine tools, share best practices, and advance policies to combat poverty.

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


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

The Economic Mobility Exchange™ is a rapidly growing network; currently including over 100 organizations in over 28 states and five countries.

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