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Organization DBA --
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

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Mission StatementMORE »

To provide communication-accessible housing, healthcare, social support and recreational activities for Deaf and Deafblind seniors

Mission Statement

To provide communication-accessible housing, healthcare, social support and recreational activities for Deaf and Deafblind seniors

FinancialsMORE »

Fiscal Year Jan 01, 2012 to Dec 31, 2012
Projected Income $4,694,315.00
Projected Expense $4,693,088.00

ProgramsMORE »

  • Independent Living
  • Regional Deaf Centers
  • Skilled Nursing Facility and Rest Home

Revenue vs. Expense ($000s)

Expense Breakdown 2011 (%)

Expense Breakdown 2010 (%)

Expense Breakdown 2009 (%)

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


Overview

Mission Statement

To provide communication-accessible housing, healthcare, social support and recreational activities for Deaf and Deafblind seniors

Background Statement

New England Homes for the Deaf, offers a continuum of care to Deaf and Deafblind seniors, which includes Independent Living, Rest Home, Skilled Nursing, Deaf Senior Centers, Inpatient/Out-patient Rehabilitation, and Hospice Care. NEHD’s mission is to provide communication, accessible housing, health care, social support and recreational activities to Deaf and Deafblind elders. Priority is given to those who are either born Deaf or deafened prior to the acquisition of language who, because of advanced age, economic, social and/or physical constraints will most benefit from the unique linguistic, cultural and orientation/mobility support, offered through the New England Homes for the Deaf residential and community based programs.

In 1901 a group of ministers met to discuss the urgent need to establish a home to care for Deaf and Deafblind elders. In 1903 they rented a house in Allston, MA and hired a matron to look after the very first residents. By 1905 the Home was filled to capacity and had a waiting list. They continued fundraising and that October, purchased a larger residence in Everett and established a Board of Trustees. 

 

During the 1920s, the Board was privileged to have Helen Keller and Ann Sullivan join them. A capital campaign began in June of 1924 to secure a larger facility with lands that would allow for additional growth. On June 1, 1925 "Riverbank" at Water Street in Danvers was purchased from John Frederick Hussey. Keller & Sullivan were directly responsible for the purchase. Mr. Hussey sold the property for less than half the selling price and established an endowment for the Home.

 

For over 75 years, the interest from this endowment was used to offset the cost of care and services. In the early 1970s, the Home was qualified for Medicaid support. With the passage of the Older Americans Act in the 1980s, local Councils on Aging became very popular with senior citizens. Deaf seniors, however, found it impossible to benefit from such services due to the lack of communication access, so in 1987, NEHD established several Deaf Senior Centers throughout Massachusetts. In the early 1990s the Home once again had a waiting list. A plan was initiated to further develop the facility. 

 

In 1997, the Thompson House opened. It was the first independent living facility with specially designed visual and tactile safety and signaling systems for low income Deaf and Deafblind elders in New England. NEHD was honored in Washington DC, with the presentation of the National Organization on Disability Award by the National Organization on Disability, JCPenney and the American Association of Housing and Services for the Aged.  In 2004, the new 60 bed nursing/rest home opened. 

 

The Home currently accommodates 81 residents for which it continually expands services and expanding programming. In 2014, NEHD continues its marketing and fundraising efforts with the annual golf tournament and several appeals and events throughout the year. 


Impact Statement

New England Homes for the Deaf (NEHD) has been called by some “the Deaf World’s best kept secret". We are the only organization in the Northeast, and one of only two organizations in the USA, dedicated to serving the residential and health care needs of the elderly Deaf and Deafblind population through a continuum of care from independent living through skilled nursing.
 
We have a unique ability and commitment to our Deaf and the Deafblind residents and provide much more than residential and healthcare. We offer the opportunity to enjoy a quality of life almost unimaginable to this population: to participate in arts and music projects, take trips into Boston to feed Amelia the seal at the New England Aquarium, or go shopping on the North Shore with others, supported by our trained professional staff. This past year we completed the development of a multi-sensory room to enable us to provide more fun, stimulating activities such as a music therapy program onsite. We are proud 81 residents call NEHD, “home”.
 
After the chemical explosion of 2006 which almost destroyed the Home we are pleased to return to a balanced budget. This is an impressive achievement as our unique expenses are much higher than other nursing homes. Our goal is to once again build our reserve fund to ensure the sustainability of the Home for the future.
 
Another accomplishment in the past year was a “deficiency free” annual survey by the Department of Public Health – a first for us at the Home and a testament to the hard work and dedication of our staff.

Needs Statement

Can you imagine not being able to hear, or see, or both? People who can see and hear often take for granted the information those senses provide. Events such as the approach of another person, an upcoming meal and what to eat, the decision to go shopping or out to the theater are all signaled by sights and sounds that allow a person to prepare for that event. As a result, Deaf and Deafblind seniors miss these cues and the world becomes unpredictable, and possibly even a threatening place. They become very isolated; feeling the only safe place for them is at home. Yet it doesn't have to be this way and NEHD is one of only two organizations in the USA to offer an alternative. Moving forward we want to:
  • Accommodate more Deafblind residents. This is a much underserved population as evidenced by the waitlist for placement at the Home. Individuals need the support of interpreters who are skilled in American Sign Language, and have also mastered tactile interpreting. We want to increase the number of recreational and social activities for residents at the Home to alleviate the isolation which is so common with this population. This is only possible with the support of additional skilled interpreters and activity assistants to ensure a one-to-one ratio of staff for each Deafblind resident. The cost per resident per year is $15,000, costs which are not covered by state or federal reimbursement.
  • Replacement of all the furniture in the common areas of the Home - we actively encourage socialization and recreational activities in the Home. The furniture has not been replaced or upgraded in 10 years.   $40k 
  • Continued Technology Expansion. A new and updated website, integrated with our Facebook  to support one of the important means of communication for the Deaf community beyond the Home. We will build upon our new WiFi capabilities and offer more videophones, iPads/Facetime to residents and Deaf staff to improve communications and safety. $10k
  • Garden Club – Further develop the garden at the Home and add a memorial pathway. In the summer months, residents will enjoy walking and sitting in the garden as well as  learning about different plants and vegetables, be involved caring for them & afterwards get to taste, touch and smell the organic vegetables and flowers they have grown - $5k

CEO Statement

We offer a continuum of care to Deaf and Deafblind seniors which includes independent living, a Rest Home, Skilled Nursing,  and Rehabilitation and Hospice Care.  We also operate Deaf Senior Centers in Quincy and Worcester.  We give priority to those who are either born Deaf or deafened prior to the acquisition of language who, because of advanced age, economic, social and/or physical constraints will most benefit from the unique linguistics and cultural support they find at the New England Home for the Deaf and our community based programs.
 
This is a much under-served population with very specific needs above and beyond those of most seniors.  Ninety five (95) percent of residents qualify for public assistance and have no means of support outside their social security income. We do everything we can to ensure state of the art communications and safety through the facility as well as to make sure it is a home for our residents.
 
The lack of medical practitioners with sign language skills requires that we provide Certified Sign Language Interpreters for all medical appointments and procedures both in and out of the Home.
 
All of our written materials are provided for Deafblind residents in Braille.  The same materials are provided for low vision residents in large print format.  In addition we have a large and sunny community room which provides an inviting space for holiday parties and social gatherings. 

Board Chair Statement

New England Homes for the Deaf is a non-profit organization with a mission to provide communication-accessible housing, health care, social support and recreational activities for Deaf and Deafblind elders.  The population we serve is not affluent, so all but a small number are supported by public sources of funding such as Medicaid. 

Our primary challenge is to break down communication barriers faced by Deaf and Deafblind elders allowing us to provide our residents with the best possible care and quality of life.  The biggest roadblock we face in addressing this challenge is funding.  Medicaid does not provide adequate funding to offset the additional communication costs not found in the average nursing home.  We rely on support from the community to bridge that gap. 

We have made significant progress over the years, but there is so much more that needs to be done.  Ten years ago, we built a new facility which incorporated architectural and electronic features geared specifically toward our Deaf and Deafblind population.  Our hearing employees are required to learn American Sign Language and we offer ongoing sign language classes during work hours.  With a recent grant from the Verizon Foundation, we were able to install a series of videophones in public areas of our facility and improve our Internet access to accommodate this new equipment.  Our Executive Director, Emmanuel Ikomi, has implemented innovative programs such as a new Sensory Room where our Deafblind residents can use percussion and other musical instruments that allow them to feel the music they are playing.

As a 22-year member of the NEHD board of trustees and chairman for the past 7 years, I am very proud of the progress we have made.  As a deaf person, I am acutely aware that we still have much more work to do. 

Our current focus is on the expansion of our Deafblind program.  Deafblind seniors residing in the community or in hearing nursing homes are at high risk of isolation due to their inability to communicate with those around them.    Expanding and improving our Deafblind program involves adding staff with skills in tactile sign language and developing an activities program geared specifically to this special population.  In areas such as communications and activities, we need to have a one-to-one staff to resident ratio.

To help illustrate the challenges we face in serving our Deaf and Deafblind population, I offer this example:  You have a doorbell in your home; when someone pushes the button you hear a chime that tells you someone is at the door.  If you are Deaf, your doorbell will be connected to a light that flashes on and off when the button is pushed.  If you are Deafblind, you can use a vibrating alert system to notify you of a visitor.  Following the logic in this simple example, now imagine how you might address the more complex activities involved in operating a nursing home. 

At New England Homes for the Deaf, our goal is to provide our special population with the same level of care and quality of life found in the best nursing homes that serve hearing and sighted residents.

Respectfully submitted,

Thomas A. Boudrow

Chairman of the Board

New England Homes for the Deaf


Geographic Area Served

STATEWIDE
NORTHEAST REGION, MA
METROWEST REGION, MA

Our facility is located in Danvers, Massachusetts and we have Deaf Centers in Quincy and Worcester. 

Organization Categories

  1. Human Services - Deaf/Hearing Impaired Centers, Services
  2. Housing, Shelter - Senior Citizens' Housing, Retirement Communities
  3. -

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

No

Programs

Independent Living

The Thompson House, is the independent living community on campus and accommodates 24 one bedroom units in a 21,000 square foot building.
Budget  .
Category  Human Services, General/Other Residential Care for Individuals with Disabilities
Population Served Poor,Economically Disadvantaged,Indigent Aging, Elderly, Senior Citizens Poor,Economically Disadvantaged,Indigent
Program Short-Term Success  Independent living by our residents at the Home
Program Long-Term Success  Providing 24 individuals who are Deaf or Deafblind with the ability to live independently in a safe and secure environment.
Program Success Monitored By 
Ability for people to live independently at the Home
Ability to have access to 24 hour support 
Ability to get out and about in the community safely
Creation of a community at the facility
Activities for residents to enjoy
Examples of Program Success 
 - Nationwide referrals and patients relocating from as far a field as Alabama and Florida to live at our facility
- Positive feedback from patients and families
- Excellent nursing and support staff
- Improved quality of life, community and friendships - a pilot program this past year enabled us to take residents out in the community to restaurants, the petting zoo, the Aquarium and other local attractions.
 
Testimonial
"Thank you for the opportunity to attend the quarterly medical review of our family member.  I commend you for the professional manner in which you and the other staff members conducted the meeting. The discussion was candid and straightforward and it is very clear that you want what is best for her. On behalf of our family, I want to thank all of the NEHD staff for what you do for our family.  It is very apparent she is in the right place.  Please extend our appreciation to all of her caretakers.  You and they are doing God's work"   Michael A Lavey.
 

Regional Deaf Centers

Four (4) Regional Deaf Senior Citizen Centers
Senior Centers conducted in American Sign Language are available to community based elders in Danvers, Quincy, Worcester, and East Longmeadow.  Each center is opened one day per week. These centers act as a “council on aging” in each area.  Due to their dependence on American Sign Language, these elders do not benefit from the full network of services available to normal hearing/English speaking elders. These centers provide linguistic access so important to the well being of an aging in place population. Inter generational programming takes place in several of the centers.  The Worcester Center maintains a training site for Holy Cross students studying American Sign Language
Budget  .
Category  Human Services, General/Other Services for Individuals with Disabilities
Population Served Poor,Economically Disadvantaged,Indigent Aging, Elderly, Senior Citizens
Program Short-Term Success 
Providing a social and cultural environment for the Deaf and hard of hearing community
Expanding friendships and providing fun activities
Connection with services  usually provided by the Councils on Aging which would otherwise be missing for this population
Program Long-Term Success 
Providing a social and cultural environment for the Deaf and hard of hearing community
Connection with services  usually provided by the Councils on Aging which would otherwise be missing for this population
Program Success Monitored By 
Attendance level
Smiles!
Sense of community and connection. This population is so very isolated.
Examples of Program Success 
Growing attendance
Happy participants
 

Skilled Nursing Facility and Rest Home

Our skilled nursing facility offers dedicated long term care and rehabilitation services provided by Registered Nurses, Licensed Practical Nurses and Certified Nursing Assistants.  There is always 24 hour RN on call at the Home. Our staff is skilled at communicating with residents in their preferred communications mode. We mandate American Sign Language training for all our staff to further their ability to communicate with residents and work with medical offices to ensure the appropriate communication support is available at medical appointments for residents and staff at the Home as need.
Budget  .
Category  Health Care, General/Other Inpatient/Hospital Care
Population Served People/Families with of People with Disabilities Aging, Elderly, Senior Citizens Poor,Economically Disadvantaged,Indigent
Program Short-Term Success 
Client Testimonial
 
"My dear friends.  Thank you very much for taking good care of me. I want to thank everyone.  I had a good rest and now I'm back with my roommate.  God bless you all"  Love "mom" Ida Vernon
  
 
Program Long-Term Success 
 
Program Success Monitored By 
Exceptional nursing care and rehabilitation services
Compassionate care and nursing through end of life 
Ability to communicate successfully with patients
 
Examples of Program Success 
Testimonial:
 
"Though I was on the board of NEHD for 11 years, it wasn't until my sister came to reside there that I found how tremendously great the nursing care is at the Home.  The staff was GREAT, gave her comfort, arranged shopping trips and medical appointments and was at her side constantly until her end. I have without any doubt no regrets about her stay and treatment at the Home. I respect the nurses and staff very highly for their work and am happy that the residents have them for their services". Melvin C Wheeler

CEO/Executive Director/Board Comments

On November 22 2006 while 85 residents of NEHD slept in their beds, an explosion blasted the neighborhood.  A nearby chemical plant went up in flames and our Deaf and Deafblind residents were hit by falling ceiling tiles and showered with glass from imploding windows.  Miraculously, not one resident was injured. The damage to the Home however was significant and despite the outpouring of support and donations from the community, we still had to use much of our endowment to repair and rebuild the facility.
 
One of our biggest challenges always is with our payor-source (income) mix. It is expected a nursing home will derive most of its profits from the private segment of its population. Our private pay residents make up only 2% of our revenue. Nonprofit nursing homes strive for a break-even payor mix and hope to raise any extra funds through development. Masshealth reimburses up to about 75% costs related to the skilled nursing care but the remaining costs have to be covered by the facility. Our expenses related to the care of our Deaf and Deafblind seniors is also much higher than a typical nursing facility. It is impossible for us to have our private-pay residents cover these gaps in cost reimbursements.  Our mission and social obligations to focus on the low income Deaf and Deafblind population also prevents us from maximizing this fee revenue.  This presents a particular challenge for us.
 
Whether in our skilled nursing facility or the Thompson House Independent Living we take pride in our ability to offer state-of-the-art communications systems to ensure the safety of our resident, and 24 Registered Nursing support. All of our staff is skilled at communicating with residents in their preferred communications mode. We also mandate American Sign Language (ASL) training for all staff to further their ability to communicate with our residents.
 
Last year we were the recipients of a grant from the Massachusetts Commission for the Blind for a one-time activities pilot program geared towards improving the quality of life for our residents. It was extremely successful and this gives us a wonderful opportunity to continue this program to ensure our residents are occupied, and stimulated during the day rather than being isolated and inactive.  We have plans for new activities in this area including a gardening club, excursions to Boston and the North Shore during the summer months and we have just received permission to build our own multi-sensory room at the Home.

Management


CEO/Executive Director Mr Emmanuel Ikomi
CEO Term Start Apr 2010
CEO Email [email protected]
CEO Experience --
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
Mr Barry Zeltzer Ph.D Apr 2006 Apr
Ms Judith Good Apr 1983 Apr

Senior Staff

Name Title Experience/Biography
Ms Cheryl Cronin Director of Nursing --
Ms Marie Doukopil Director of Finance and Administration --
Jessica Dupont Director or Marketing-Development-Activities --

Awards

Award Awarding Organization Year
National Disability Award National Organization on Disability & American Association of Housing and Services for the Aged 1997

Affiliations

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

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

--

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Staff Information

Number of Full Time Staff 38
Number of Part Time Staff 33
Number of Volunteers 5
Number of Contract Staff 92
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 21
Asian American/Pacific Islander: 2
Caucasian: 35
Hispanic/Latino: 8
Native American/American Indian: 2
Other: 31
Other (if specified): --
Gender Female: 77
Male: 22
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Under Development
Years Strategic Plan Considers --
Management Succession Plan --
Business Continuity of Operations Plan --
Organization Policies And Procedures Yes
Nondiscrimination Policy Under Development
Whistle Blower Policy Yes
Document Destruction Policy --
Directors and Officers Insurance Policy --
State Charitable Solicitations Permit Yes
State Registration Yes

Risk Management Provisions

--

Reporting and Evaluations

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

Governance


Board Chair Mr Thomas A Boudrow
Board Chair Company Affiliation Verizon Center for Disabilities
Board Chair Term Jan 1992 -
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Mr David Ankeles Ankeles, Vontzalides, Ambeliotis & Delaney LLP Voting
Mr Richard McAnany McAnany Landscape Services Voting
Mr Julian Rich Penacook Place Voting
Mr Stephen Sacco Self Employed Voting
Mr Daniel Trombley Surety Insurance Voting
Mr Thomas Walker Retired Voting
Ms Susan J Wolf-Downes Northeast Deaf and Hard of Hearing Services 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: 0
Asian American/Pacific Islander: 0
Caucasian: 100
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 20
Male: 80
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 50%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation Yes

Standing Committees

  • --
  • Building
  • Executive
  • Finance
  • Marketing

CEO/Executive Director/Board Comments

We have outstanding and committed board members, some of who have been on our Board for many years.  Our by-laws state that we need to have 50% of board members who represent the community we serve -  the senior Deaf, Deafblind, and hard of hearing who are also usually economically constrained .  This represents a particular challenge recruiting new members as the population as many times they do not have the capability of being a board member.  We are actively looking to recruit new board members including approaching family members of patients and younger board members who are Deaf or hard of hearing..

Foundation Comments

--

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2011 (%)

Expense Breakdown 2010 (%)

Expense Breakdown 2009 (%)

Fiscal Year Jan 01, 2012 to Dec 31, 2012
Projected Income $4,694,315.00
Projected Expense $4,693,088.00
Form 990s

2011 990

2010 990

2009 990

Audit Documents

2011 Audited Financials

2010 Audited Financials

2009 Audited Financials

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2011 2010 2009
Total Revenue $4,650,712 $4,683,850 $5,228,672
Total Expenses $4,641,874 $4,717,952 $4,923,109

Prior Three Years Revenue Sources

Fiscal Year 2011 2010 2009
Foundation and
Corporation Contributions
-- -- --
Government Contributions $58,500 $31,922 $40,534
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $58,500 $31,922 $40,534
Individual Contributions $62,779 $47,266 $222,126
Indirect Public Support -- -- --
Earned Revenue $4,486,244 $4,538,474 $4,838,396
Investment Income, Net of Losses $14,035 $15,575 $31,550
Membership Dues -- -- --
Special Events $29,154 $50,613 $96,066
Revenue In-Kind -- -- --
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2011 2010 2009
Program Expense $4,278,681 $4,329,795 $4,445,612
Administration Expense $356,011 $327,846 $393,827
Fundraising Expense $7,182 $60,311 $83,670
Payments to Affiliates -- $0 $0
Total Revenue/Total Expenses 1.00 0.99 1.06
Program Expense/Total Expenses 92% 92% 90%
Fundraising Expense/Contributed Revenue 5% 46% 23%

Prior Three Years Assets and Liabilities

Fiscal Year 2011 2010 2009
Total Assets $10,002,551 $10,360,952 $10,615,307
Current Assets $807,720 $665,686 $1,455,788
Long-Term Liabilities $4,543,761 $4,830,298 $5,033,943
Current Liabilities $311,063 $392,100 $405,177
Total Net Assets $5,147,727 $5,138,554 $5,176,187

Prior Three Years Top Three Funding Sources

Fiscal Year 2011 2010 2009
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value $912,497.00
Spending Policy N/A
Percentage(If selected) --
Credit Line No
Reserve Fund Yes
How many months does reserve cover? 0.25

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? Yes

Short Term Solvency

Fiscal Year 2011 2010 2009
Current Ratio: Current Assets/Current Liabilities 2.60 1.70 3.59

Long Term Solvency

Fiscal Year 2011 2010 2009
Long-term Liabilities/Total Assets 45% 47% 47%

CEO/Executive Director/Board Comments

 The construction of the nursing/rest home and the repairs and renovations needed after the 2006 chemical explosion which caused extensive damage to the Home, meant we had to use a good portion of the endowment, thereby reducing the annual interest that had historically funded the shortfall in revenue from state/federal reimbursement and the additional costs associated with caring for Deaf and Deafblind elders.

Over the past couple of years we have made great progress in improving our efficiency and operating costs and procedures ultimately resulting in our return to a balanced budget in 2011. However our staff costs will always be higher than other nursing facilities. We have higher ratios of staff to residents which is necessary to care for our residents - activities require a 1:1 ratio of staff for each Deafblind resident for example. 
 
Our longer term goal is to rebuild our endowment to ensure sustainability of the Home. This is particularly important given the trend towards spending cuts at the Federal and State level.  We are also increasing fundraising to focus on the short term goals of raising money to improve the quality of life for our residents which includes upgrading furniture in the Home, building a garden on our beautiful facility for residents to work in and enjoy during the summer months and a continued technology expansion.

Foundation Comments

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

Documents


Other Documents

Annual Report (2011)

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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