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City Life/Vida Urbana (Urban Revival, Inc.)

 PO Box 300107
 Jamaica Plain, MA 02130
[P] (617) 524-3541
[F] (617) 524-3555
Curdina Hill
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 Printable Profile (Summary / Full)
EIN 04-2660311

LAST UPDATED: 06/02/2015
Organization DBA City Life/Vida Urbana
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes



Mission StatementMORE »

City Life/Vida Urbana is a grassroots community organization committed to fighting for racial, social, and economic justice and gender equality by building working-class power. We promote individual empowerment, develop community leaders and build collective power to effect systemic change and transform society.

Mission Statement

City Life/Vida Urbana is a grassroots community organization committed to fighting for racial, social, and economic justice and gender equality by building working-class power. We promote individual empowerment, develop community leaders and build collective power to effect systemic change and transform society.

FinancialsMORE »

Fiscal Year July 01, 2011 to June 30, 2012
Projected Income $1,229,179.00
Projected Expense $1,309,887.00

ProgramsMORE »

  • Bank Tenant Association Organizing Replication Project
  • Boston Housing Organizing

Revenue vs. Expense ($000s)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

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


Mission Statement

City Life/Vida Urbana is a grassroots community organization committed to fighting for racial, social, and economic justice and gender equality by building working-class power. We promote individual empowerment, develop community leaders and build collective power to effect systemic change and transform society.

Background Statement

In 1973, a group of local residents and activists with roots in the civil rights, feminist and anti-Vietnam War movements founded the Jamaica Plain Tenants Action Group, now City Life/Vida Urbana (CL/VU). For almost 40 years, CL/VU has been a leading force for change in the Boston area, responding to the ever-changing forces that effect poor and working people.

Early organizing focused on stopping housing divestment and neglect. Growing numbers of city slumlords had stopped maintaining their buildings – while still raising the rent on units that were unsafe and unsanitary. Others were burning down their own buildings for profit. Tenant organizers identified the worst buildings and organized occupants to take power. Soon thousands of tenants across the city were holding rent strikes, taking owners to court and even picketing in front of their suburban mansions. In response to this powerful movement, the city passed rent control protections, helping tenants for the next 20 years. Several noted property owners were convicted for arson.

When the housing market turned around in the 1980’s, gentrification, speculation and condominium conversions became the new threat. CL/UV created an Eviction Free Zone in Jamaica Plain, helping hundreds of people to stay in their homes and inspiring similar models in Roxbury, East Boston, Cambridge and cities in other parts of the country.

The loss of rent control in 1994 sparked a dramatic increase in housing prices. CVLU responded by applying pressure on local property owners to maintain reasonable rents. We also began collaborating with the Jamaica Plain Neighborhood Development Corporation (JPNDC) to develop affordable housing. In 1990, the former Bowditch School opened as a 45-unit rooming housing for previously homeless people. JPNDC remains a strong voice for housing justice in Jamaica Plain, having created over 440 additional units since that time.

As the need grew, CL/VU began expanding its efforts across the city in the fight against displacement and for restoration of rent regulation. In just 3 years, tenants’ associations were formed in over 40 buildings. Working withCL/VU, these groups used a collective bargaining model to win affordability contracts, Section 8 rent subsidies, and limit rent increases. Two buildings totaling 435 units were able to win 99-year affordability contracts.

In 2007 CL/VU started noticing the increasing number of foreclosure evictions in housing court, prompting us to launch the Post Foreclosure Eviction Defense Campaign. Since 2008, eviction defense has been the thrust of our organizing strategy to halt housing displacement for working class tenants and owners. Foreclosure evictions have disproportionately affected communities of color, and reasserted our mission to work toward racial justice as well as confronting bank power with collective people power.

Impact Statement

Past Year's Accomplishments
  • City Life/Vida Urbana (CL/VU) anchored the largest event in its 38-year history, along with the Right to the City Alliance and MassUniting--a rally and march of 3,000 on September 30, 2011 to demand that Bank of America (BofA) stop foreclosures and evictions and modify loans based on principal reduction. This high profile action has been one of the forces that has increased public scrutiny of BofA’s foreclosure practices
  • In 2011, CL/VU launched a replication project in four communities (Boston’s North Side (East Boston, Malden, Everett, Revere), Lynn, Worcester, and Providence, RI) that employ our direct action organizing model in order to end foreclosures and displacement. All sites are up and running, and are growing in ability to stop foreclosures and evictions locally.
  • The grassroots “Bank Tenant Association” (BTA) movement to end foreclosure displacement, which started out at CL/VU as 7 people in one room in August 2007, has grown regionally into a 9-site network, formally convened as such by CL/VU in January 2011. Each group has its own base of members participating in collective action. The Alliance meets biweekly and has held two major joint protests to date
Current Goals
  • As an active leader in our statewide policy coalition, to win new public protections for families facing foreclosure
  • For CL/VU to complete its new strategic plan
  • To gain control over 20 occupied foreclosed homes in Dorchester through CL/VU's neighborhood stabilization pilot project and actively begin a resident-driven process of developing these homes into permanently affordable housing
  • To disseminate CL/VU's Bank Tenant Association Organizing Model nationally through sharing training materials and conducting hands-on training with organizers in at least six cities outside of Massachusetts who wish to replicate our model
  • For at least one major bank to agree to doing loan modifications which include principal reduction for borrowers facing foreclosure

Needs Statement

1. Larger office space with 500 additional sq. feet $24,000 additional annual rent
CL/VU is “bursting at the seams.” More space would afford ample space for work and meetings, especially adequate room for weekly organizing meetings of 100+
North Side Office Needs
2. Organizing positions-1.5 FTE (including one bilingual (Haitian Creole-English) position): $81,600 (Salary+fringe)
CL/VU’s geographically separate North Side organizing operation is currently sustained by only one organizer
3. Dedicated Equipment: 1 set of simultaneous translation equipment-$4,000; Projector-$1,000
Eliminates inefficiency and risks of transferring equipment between sites. Meetings and trainings feature slideshows from actions, and Powerpoint presentations
4. Staff development trainings (2-3 all-day trainings) $3,000–$4,000
Learning opportunities on topics such as self-care, campaign development, or advanced political education foster individual development and collective movement building, and will allow staff to advance within the organization
5. Asst. Director Position $68,000 (Salary+Fringe)
CL/VU’s recent, major expansion urgently demands a second Executive position to assist in coordinating a national training role, managing a four-site replication project, and supervising a management team

CEO Statement

City Life/Vida Urbana (CL/VU) has made Boston the national center for a grassroots movement of working class families fighting foreclosure displacement. The movement begins with two words: Don't Move! The epicenter of this phenomenon is our Bank Tenant Association, or BTA.
When a new member walks in, they enter a room of over100 tenants and owners facing foreclosure who share their stories, learn their legal rights, plan public protests, and pledge to stand up for one another. Members call the BTA "family," the place they got their voice back.
Resisting displacement calls for a collaborative approach, combining individual casework, collective action and legal defense. Continuous leadership development, a hallmark of our method, includes political discussions and practical trainings, and most importantly, the opportunity to practice-organizing and leading rallies, or speaking to the press-a new experience for many. A biweekly BTA Leadership Committee offers members in-depth opportunities to build skills, take on responsibility, and shape our campaign work.
Mass protest is the most effective strategy we have seen for saving people's homes. In the majority of eviction blockades CL/VU has held, we have backed down the bank; The moving truck leaves empty. This campaign has also yielded striking systemic results. CL/VU's high profile organizing helped create the favorable political climate which led to unanimous passage of statewide legal protections in 2010 for tenants living in foreclosed buildings.
Inspired by our successes, and with our direct support, there are now grassroots campaigns to fight foreclosure displacement in eight Massachusetts communities, and in Providence, RI. This network has amplified regional pressure for systemic solutions to the foreclosure crisis.
Six years ago, no political leader or policy analyst would have dared to utter the words "principal reduction," a commonsense solution CL/VU has pushed for from Day One, in order to help underwater borrowers, and get the economy back on track. Thanks in large measure to the sustained grassroots resistance movement CL/VU has played a leading role in building, today, even President Obama's top economic advisors, are publicly advocating for principal reduction.
When a new person comes to their first BTA meeting, we ask: "Are you ready to fight for your home?" When they say "Yes," we all respond, "Then we'll fight with you!" I hope that you too will join with City Life/Vida Urbana in the fight to stop foreclosure displacement and help to build a movement for social and economic justice.

Board Chair Statement

City Life/Vida Urbana has been an effective force for change in Boston for nearly 40 years; organizing tenants, parents, workers and in recent years, small homeowners to work for social and economic justice.  The small, skilled and highly committed staff is supported by many volunteers: lawyers and law students, artists and advocates; and community activists.  The extraordinary presence and impact of City Life is greatly enhanced through the empowerment and leadership development of the members and the commitment of the many volunteer activists.


Some of these activists and leaders from the base also choose to volunteer their time as members of the board, and serving on various board committees, Finance, Fundraising, Personnel and Strategic Planning.


The great success that City Life has had implementing its model in response to the foreclosure crisis has brought significant attention and requests for assistance, from across the state and nationally.  This presents the organization with an opportunity to build a national movement, but also brings many challenges.  For the past year, City Life has been engaged in a strategic planning process to assist the organization in meeting these challenges in a thoughtful, deliberate manner with the goals of building the capacity of the organization to meet these new challenges, determining the criteria for engaging in coalitions, increasing leadership development and developing effective communication and training for other organizations seeking to replicate the model.


It is an exciting and challenging time, and City Life continues to work to develop a movement for social change while building capacity to maintain its effectiveness for another 40 years and beyond.

Geographic Area Served

Greater Boston Region-Dorchester Neighborhood
Greater Boston Region-East Boston Neighborhood
Greater Boston Region-Hyde Park Neighborhood
Greater Boston Region-Jamaica Plain Neighborhood
Greater Boston Region-Mattapan Neighborhood
Greater Boston Region-Mission Hill Neighborhood
Greater Boston Region-Roslindale Neighborhood
Greater Boston Region-Roxbury Neighborhood
City of Boston- Citywide (Indiv. neighborhoods also listed)

CL/VU organizes throughout Boston, especially in low-income neighborhoods with emphasis in the neighborhoods listed above. In 2011, the organization launched a four-site replication project, which has allowed us to increase organizing capacity and technical support for organizations in four other cities and towns: Boston's North Side (East Boston, Malden, Revere, Everett), Lynn, Worcester, and Providence, RI. In 2013, CL/VU and Brockton Interfaith Community began developing the Brockton Bank Tenant Association.

Organization Categories

  1. Civil Rights, Social Action, Advocacy - Civil Rights, Social Action, & Advocacy N.E.C.
  2. Housing, Shelter - Homeowners & Tenants Associations
  3. Public & Societal Benefit - Alliances & Advocacy

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



Bank Tenant Association Organizing Replication Project

CL/VU is building post-foreclosure organizing capacity in four other communities, based on Boston's Bank Tenant Association organizing model. This project funds and coordinates Massachusetts sites in Lynn, Boston's Northside (East Boston, Malden, Everett, Revere), Worcester, and a fourth site in Providence, RI. The major building blocks in place at each site include mass canvass of foreclosed homes, casework and follow-up with people in foreclosure, regular organizing and rights trainings meetings, legal advocacy, direct actions (e.g. protests, rallies) public policy advocacy, coalition involvement, and a financing vehicle which allows residents to repurchase their foreclosed home.
CL/VU provides sites with regular supervision, training, and technical support. CL/VU offers presentations, training, and technical assistance to organizers and groups around the country seeking to implement a similar model for resisting foreclosure displacment.
Budget  $343,215.00
Category  Civil Rights, Social Action & Advocacy, General/Other Civil Rights, Social Action & Advocacy, General/Other
Population Served Other Economic Level Blacks, African Heritage Hispanic, Latino Heritage
Program Short-Term Success  Each site will fully establish the essential components of The BTA Organizing Model, including regular canvass, organizing meetings with a steady, growing member base, case work, legal advocacy, direct actions/public relations, public policy advocacy, and a financial partner to facilitate home repurchases
Program Long-Term Success 
  • Each site will generate a growing number of successful permanent stabilization outcomes for families (foreclosed families get to repurchase their home, or win long-term lease agreements with purchasers)
  • The increasing pressure, and public presence on the ground and in the press created by a network of Bank Tenant Associations in the region will help to win new local and state public protections for families facing foreclosure
  • Banks will adopt the policy of rewriting mortgage loans to near current value (principal reduction) for families facing foreclosure
  • With technical assistance and/or training materials from CL/VU, groups throughout the region and throughout the U.S. will replicate CL/VU's Bank Tenant Association organizing model in some form in order to fight bank evictions and generate alternatives that will stabilize families and communities
Program Success Monitored By 
  • Replication sites generate monthly statistical and narrative reports, detailing their outputs and outcomes
  • Completion of speaking engagements and trainings for other groups. CL/VU follows up with groups who have expressed specific interest in replicating the model to find out their status
  • Emergence of new Bank Tenant Associations or comparable structures
  • Articles/broadcasts which discuss principal reduction as a solution for getting the economy back on track and resolving the housing crisis
  • Political and financial leaders speaking out publicly in support of principal reduction  
  • Passage of local and state protections for families facing foreclosure (e.g. eviction protections for owners, Judicial Review (giving the foreclosed owner the right to a legal defense as part of a foreclosure proceeding.)
  • Lenders or servicers announcing that they will make loan modifications which incorporate principal reduction
Examples of Program Success 
  • Out of CL/VU's formal replication structure, a multi-city network of nine Bank Tenant Associations (BTAs) across the region has emerged, called the New England Bank Tenant Alliance. It includes Boston, North Side, Lynn, Worcester, Providence, Springfield, Merrimack Valley, Chelsea, and Brockton. To date, this Alliance has coordinated two major joint protests, and offers infrastructure that supports and strengthens individual member groups
  •  In addition to 42 local presentations, CL/VU has presented its organizing model 17 times this year outside the local area, for example, at national conferences, sponsored by Harvard Legal Aid Bureau, and the National Community Reinvestment Coalition. CL/VU has also shared its model with groups of organizers, advocates, and community developers, in LA, Orlando, New York, Washington D.C., Milwaukee, Chicago, and other cities. A growing list of groups have expressed strong interest in replicating CL/VU's BTA Organizing model

Boston Housing Organizing

The current programmatic focus is to organize Boston households facing foreclosure, largely in low-income communities of color, to resist foreclosure and displacement. Strategies employed include canvass of foreclosed homes, organizing meetings with families directly affected, leadership development, legal advocacy, direct action, public policy advocacy, and coalition participation. The fact that organizing takes place after foreclosure, not before, is one of the truly pioneering elements of this approach. We have discovered that while banks have been completely unmotivated to negotiate with owners prior to foreclosure (thus the reason loan modifications often don't work), once foreclosure has happened, banks become motivated to sell, and the owner actually gains negotiating power.

Budget  $486,950.00
Category  Civil Rights, Social Action & Advocacy, General/Other Civil Rights, Social Action & Advocacy, General/Other
Population Served Other Economic Level Blacks, African Heritage Hispanic, Latino Heritage
Program Short-Term Success 

Over 90% of families facing foreclosure who join the Bank Tenant Association and follow suggested course of action will be able to resist displacement for four months or more, enabling them to negotiate permanent solutions such as repurchase or loan modifications, win a decent moveout settlement involving cash and time so they can move on their own time 

Program Long-Term Success 


  • Families will be able to remain in their foreclosed homes long-term, through repurchase, or lease agreements



  • Banks will sell occupied foreclosed homes to the city, Community Development Corporations (CDCs), or private developers, for conversion into permanently affordable housing for the current residents or other community members 



  • Banks will adopt the policy of rewriting mortgage loans to near current value (principal reduction) for families facing foreclosure



  • State and local government to pass additional legal protections for tenants and owners facing foreclosure (ex. eviction protections, mandatory mediation)


Program Success Monitored By 


  • Counting the numbers of people attending meetings and actions and numbers taking on leadership roles
  • Outreach calls to over 1,200 families at least once every three weeks for updated status
  • Closings on home repurchases
  • Passage of legislation protecting families facing foreclosure
  • Public announcements/media reporting of legal settlements/actions
  • Media reports printed/broadcast, which highlight CL/VU's demands, our framing of the problem, or promote our proposed solutions (e.g. principal reduction)
  • The adoption of CL/VU's organizing model by other groups
  • Key decision-makers and stakeholders publicly come out in favor of principal reduction, public protections which CL/VU is advocating for (as part of MAAPL, the statewide policy coalition we are active in) 
Examples of Program Success 
  • Since CL/VU launched its pathbreaking strategy (in tandem with an alternative lending strategy) to get banks to sell foreclosed homes back to the owners, over 100 families have repurchased, results unheard of elsewhere
  • In October 2010, the Open Society Foundations awarded CL/VU a grant for project replication and national model dissemination
  • In 2011, this program received an unprecedented level of media coverage, increasing the pressure on lenders to stop foreclosure evictions, and to heed calls for principal reduction. CL/VU’s work was featured in: Boston Magazine, The Boston Phoenix, The Huffington Post, Shelterforce, The Boston Globe, and many others
  • In July 2010, a new State law was passed, protecting lease-abiding tenants from eviction from bank-owned property. CL/VU's organizing, which shifted the political landscape around foreclosure, as well as our active role in MAAPL, the statewide policy coalition leading the effort, were instrumental in passing this law

CEO/Executive Director/Board Comments



CEO/Executive Director Ms. Curdina Hill
CEO Term Start Sept 2009
CEO Email
CEO Experience
Prior to coming to City Life/Vida Urbana in 2009, Curdina Hill ran her own consulting business as an organizational development consultant and management coach. Her practice focused on strategic planning, program development, and the building of culturally proficient leaders and organizations. She has consulted with national networks, non-profits and public agencies committed to social justice and social change around issues of affordable housing, poverty, youth development, people of color, and women's economic empowerment. In addition, she has provided technical assistance and training on the development of comprehensive youth and family programs for more than twelve years. She also served as a non-profit director in the areas of employment and training, family violence and family support systems.
Ms. Hill has Masters degrees in Sociology from Indiana University, and in Public Health from the University of Michigan, and has received advanced training in 'Organizational and Relationship Systems' Coaching, and process-oriented psychology or Process Work. 
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
Ms. Roxann McKinnon Nov 2007 Aug 2009
Mr. Juan Leyton Jan 2000 June 2006

Senior Staff

Name Title Experience/Biography
Ms. Denise Matthews-Turner HR/Office Manager --
Mr. Stephen Meacham Coordinator of Organizing --


Award Awarding Organization Year
Letelier-Moffitt Human Rights Award Institute for Policy Studies 2013
The Salem Award for Human Rights and Social Justice The Salem Award for Human Rights and Social Justice 2012
Annual Award (Awarded to the Bank Tenant Association) Massachusetts Jobs With Justice 2010
James Rouse Award for Outstanding Work by an Urban Non-profit National Community Reinvestment Coalition 2009
Legal Worker Award (Awarded to the Bank Tenant Association) National Lawyers Guild, Massachusetts Chapter 2009
Outside the Box Award (Awarded to the Bank Tenant Association) Chinese Progressive Association 2009
Salt of the Earth Award (Awarded to the Bank Tenant Association) Community Labor United 2008


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

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --



CEO/Executive Director/Board Comments


Foundation Comments


Staff Information

Number of Full Time Staff 8
Number of Part Time Staff 6
Number of Volunteers 101
Number of Contract Staff 4
Staff Retention Rate % 80%

Staff Demographics

Ethnicity African American/Black: 76
Asian American/Pacific Islander: --
Caucasian: 5
Hispanic/Latino: 2
Native American/American Indian: --
Other: --
Other (if specified): 1 (Bi-racial)
Gender Female: --
Male: --
Not Specified --

Plans & Policies

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

Risk Management Provisions


Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency No Annually
Senior Management Formal Evaluation and Frequency Yes Annually
Non Management Formal Evaluation and Frequency Yes Annually


Board Chair Ms. Lisa Owens
Board Chair Company Affiliation Springfield College of Human Services
Board Chair Term Jan 2013 - Dec 2013
Board Co-Chair Mr. Ricardo Henry
Board Co-Chair Company Affiliation City Life/Vida Urbana BTA Member
Board Co-Chair Term Jan 2013 - Dec 2013

Board Members

Name Company Affiliations Status
Ms. Dawn Belkin-Martinez Simmons College Voting
Ms. Laura Foner Boston Public Library, Connolly Branch Voting
Mr. Ricardo Henry BTA Member --
Mr. Tom Kieffer Southern Jamaica Plain Health Center Voting
Ms. Debbie Lubarr Community Volunteer Voting
Ms. Lisa Owens Springfield College and Boston University Voting
Ms. Maura Russell Massachusetts Board of Education Voting
Ms. Edna Willrich Community Volunteer Voting
Mr. Mike Wolfson Harvard School of Public Health 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: 3
Asian American/Pacific Islander: 0
Caucasian: 6
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 6
Male: 3
Not Specified 0

Board Information

Board Term Lengths 1
Board Term Limits 0
Board Meeting Attendance % --
Written Board Selection Criteria Under Development
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 42%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation Yes

Standing Committees

  • Board Development / Board Orientation
  • Executive
  • Finance
  • Personnel

CEO/Executive Director/Board Comments


Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

Fiscal Year July 01, 2011 to June 30, 2012
Projected Income $1,229,179.00
Projected Expense $1,309,887.00
Form 990s

2013 990

2012 990

2011 990

2010 990

2009 990

Audit Documents

2013 Audited Financial Statements

2012 Audited Financial Statements

2011 Audited Financial Statements

2010 Audited Financial Statements

2009 Audited Financial Statements

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2013 2012 2011
Total Revenue $1,229,179 $942,068 $1,295,505
Total Expenses $1,309,887 $1,370,311 $824,430

Prior Three Years Revenue Sources

Fiscal Year 2013 2012 2011
Foundation and
Corporation Contributions
$299,244 $282,450 $842,818
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $192,131 $95,682 $87,014
Indirect Public Support -- -- --
Earned Revenue $275,687 $184,724 $137,949
Investment Income, Net of Losses $287 $220 $350
Membership Dues -- -- --
Special Events $104,339 -- --
Revenue In-Kind $351,525 $377,992 $225,182
Other $5,966 $1,000 $2,192

Prior Three Years Expense Allocations

Fiscal Year 2013 2012 2011
Program Expense $1,077,767 $1,201,326 $672,023
Administration Expense $118,153 $115,808 $100,296
Fundraising Expense $113,967 $53,177 $52,111
Payments to Affiliates -- -- $0
Total Revenue/Total Expenses 0.94 0.69 1.57
Program Expense/Total Expenses 82% 88% 82%
Fundraising Expense/Contributed Revenue 19% 14% 6%

Prior Three Years Assets and Liabilities

Fiscal Year 2013 2012 2011
Total Assets $388,332 $485,279 $905,595
Current Assets $376,664 $470,334 $886,504
Long-Term Liabilities $0 $0 $0
Current Liabilities $40,794 $57,033 $49,106
Total Net Assets $347,538 $428,246 $856,489

Prior Three Years Top Three Funding Sources

Fiscal Year 2013 2012 2011
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy --
Percentage(If selected) --
Credit Line No
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 2013 2012 2011
Current Ratio: Current Assets/Current Liabilities 9.23 8.25 18.05

Long Term Solvency

Fiscal Year 2013 2012 2011
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments


Foundation Comments

Financial summary data in the charts and graphs above is per the organization's audited financials. 


Other Documents

No Other Documents currently available.


The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.

1. What is your organization aiming to accomplish?


2. What are your strategies for making this happen?


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


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


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