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

Summary

Mission StatementMORE »

The mission of BRH is to alleviate family poverty across generations through sustainable, owner occupied housing for low income families and to transform blighted neighborhoods in Lawrence, and surrounding communities into vibrant and attractive space for all residents. We support families in their goals for self-sufficiency, education and empowerment, improve economically distressed neighborhoods, and advocate for the housing needs of all low-income residents.

Mission Statement

The mission of BRH is to alleviate family poverty across generations through sustainable, owner occupied housing for low income families and to transform blighted neighborhoods in Lawrence, and surrounding communities into vibrant and attractive space for all residents. We support families in their goals for self-sufficiency, education and empowerment, improve economically distressed neighborhoods, and advocate for the housing needs of all low-income residents.

FinancialsMORE »

Fiscal Year July 01, 2014 to June 30, 2015
Projected Income $149,775.00
Projected Expense $149,775.00

ProgramsMORE »

  • BRH Affordable Housing Construction
  • BRH Family Advocacy & Support Program

Revenue vs. Expense ($000s)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

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


Overview

Mission Statement

The mission of BRH is to alleviate family poverty across generations through sustainable, owner occupied housing for low income families and to transform blighted neighborhoods in Lawrence, and surrounding communities into vibrant and attractive space for all residents. We support families in their goals for self-sufficiency, education and empowerment, improve economically distressed neighborhoods, and advocate for the housing needs of all low-income residents.

Background Statement

Bread & Roses Housing, Inc. (BRH) located in Lawrence, Massachusetts is a Community Land Trust chartered in the Commonwealth of Massachusetts in 1988. Named for the massive union strike organized by Lawrence mill workers in the early 1900’s, the “Bread and Roses Strike”, our agency is founded on principles of human dignity and economic justice and demonstrates the same successful model of community organizing as the strikes’ struggling Lawrence workers. Our mission is to alleviate family poverty across generations through sustainable, owner occupied housing for low income families and to transform blighted neighborhoods in Lawrence into vibrant and attractive space for all residents. Begun at a time when quality rental housing was scarce and cost of rents were rising well beyond the price affordable to a significant number of Lawrence households, BRH responded to this urgent need with an innovative solution, a community land trust, leading to community change. By placing land in a trust to be shared as a community resource in the service of perpetually affordable, owner-occupied housing, we are able to offer a radically different model of homeownership to families most in need, and by doing so, be a force for community revitalization.

BRH’s annual goals include a) supporting families as they strive for quality improvements in all areas of their lives, b) improving neighborhoods by increasing the number of owner-occupants, and c) preserving the integrity, affordability and owner-occupancy of housing it develops in perpetuity. We accomplish our annual goals through implementation of consistent programming which includes a) supporting families who aspire to home ownership through counseling and training before and after they become homeowners, b) revitalizing the greater Lawrence communities through home ownership for those most disadvantaged, c) year-round family support services for BRH homeowners, d) construction of, or development of affordable housing for low-income families, and e) collaborative programming and advocacy activities.  

Since our inception, BRH has supported more than 1,600 low income first time homebuyers and enabled 40 families to obtain and maintain their own home. Historically, BRH programs have focused on households of first time homebuyers with incomes less than less than 80% of the area median with a preference for household with incomes between 30%-50% of the AMI. One-hundred percent of these clients have been Latino families challenged by poverty. Approximately 60% of the buyers who have purchased their first home through BRH were single women, head of household and 65% of our current homeowners are women head-of-household. Our ultimate goal is to focus on resolving inequity in housing by giving these families access to home ownership. With fail-safe practices and supports in place, and with a 0% default rate, we are committed to leveling the playing field, stabilizing children’s early living environment, and helping families break the cycle of financial insecurity across generations


Impact Statement

Since our inception, BRH has conducted application and education seminars for more than 1,600 very low-income first time homebuyers and enabled 40 families to obtain and maintain their own home. Recent achievements include: 1) Acquiring an abandoned, fire-damage single-family home on Lexington St. Lawrence, completely rehabbing the home and building two additional three bedroom units in the adjacent side yard. These three homes were sold to low and very low income Lawrence families. The land was incorporated into BRH’s community land trust. The homes will perpetually affordable and owner-occupied, in keeping with BRH’s mission; 2) Preserving the affordability of the oldest land trust home in BRH’s portfolio by negotiating the re-sale in accordance with the ground lease’s limited equity formula. The home was renovated and re-sold to a very low income first time homebuyer; 3) Successfully garnering the commitment of 100% of the funding needed (@$700,000) for the rehab/renovation/development of the four affordable homes mentioned above; 4) Implementing an IDA cohort, a joint venture with Lawrence Community Works. This 18 month education and savings program allows participants to acquire financial skills, while matching savings to be used for buying a home, paying for higher education or starting or expanding a small business; 5) Coordinating two large group events for current homeowners as part of its Family Support Program as well as working with BRH homeowners to organize and host three neighbor circles.  Individual counseling and support services were also offered to current BRH homeowners as needed;  6) Utilizing the expertise and volunteer skills of a Jericho Road Lawrence volunteer to complete a vacant land study of parcels in the City of Lawrence.

 

 


Needs Statement

BRH is seeking financial support for our 2014 - 2015 Affordable Housing Project which will provide affordable housing through the acquisition and rehabilitation of three single-family properties for 3 low- and very-low income qualified families who will be able to purchase each home through Bread & Roses Housing. In addition we continue to seek funds to support our Family Advocacy and Support program which provides long-term support of existing BRH homeowners as well as advocacy activities to help support future housing projects & new homebuyers.

CEO Statement

Each year through our Affordable Housing Program (AHP) our agency initiates community change that goes far beyond specific organizing activities. Inherent in the very nature of BRH’s community land trust model is a radical departure from the economics of profit at any cost. Inequalities in access to quality housing are mitigated when, in principal and in practice, land is no longer a commodity but a shared community resource. By taking the ownership and the value of land out of the cost of buying a home, BRH is able to create housing as if everybody matters. In the immediate, this means opening the doors of homeownership to very low income residents, families traditionally excluded from the housing market. It also means providing the education, training and support these at-risk families need for continued success.  One of the long term effects of putting community back into economics is the nurturing of strong and healthy urban neighborhoods, peopled by residents who have an experiential knowledge of their interdependence and who are committed to working together to widen the circle of neighborhood improvement in a spirit of economic justice and social wellness for all.


Board Chair Statement

Bread & Roses Housing remains a leader in providing affordable housing opportunities to very low income residents living in the city of Lawrence, Massachusetts. Operating on a conservative operating budget of only $133,100 year our organization depends on the generosity of individual contributions and grants from local foundations and trusts.  Thank you to those existing supporters who continue to believe in our mission; welcome to new donors who are reviewing our profile as a way to evaluate our success and effectiveness as a nonprofit organization. Future challenges that we will be addressing in the year to come include securing sufficient subsidies (grants and donations) to keep the selling price of BRH homes at a level that families who live in the community can truly afford.   BRH has relied on HOME funds, as well as private grants, individual and in-kind contributions, to provide the necessary subsidy to make its housing opportunities truly affordable. With an approximate reduction of 40% in City of Lawrence HOME funds in the past year, and with additional cuts anticipated on the federal level, sustaining the level of affordability is one of our greatest challenges. There is a coordinated effort by the National Community Land Trust Network to respond to this challenge. BRH has participated in workshops focused on training practitioners to advocate for critical housing and community development funding and policy changes, as well as communicated with our members of Congress, as well as advocated on the local level, thus strengthening the national network’s lead. BRH has always approached its housing projects with a pro-active approach and an entrepreneurial spirit. We expect that this challenge will afford us opportunities to tap new resources and alternative funding sources. In addition we will also be addressing the need for acquiring properties for future developments. Acquisition of land at an affordable price for future developments is a barrier to the organization’s growth.

 


Geographic Area Served

In a specific U.S. city, cities, state(s) and/or region.
NORTHEAST REGION, MA
Bread & Roses Housing (BRH) serves first time homebuyers with special preference for families with incomes between 30% and 50% of the area median from the city of Lawrence, Massachusetts.  

Organization Categories

  1. Housing, Shelter - Housing Development, Construction & Management
  2. Human Services - Family Services
  3. -

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

Yes

Programs

BRH Affordable Housing Construction

Bread & Roses Housing is an experienced affordable housing developer committed to the success of its very low income homebuyers.

 

The housing BRH develops provides the greatest affordability for the longest period of time. We do so in a way that ensures owner-occupancy and encourages resident owners’ participation in community programs and projects that benefit their neighborhood and city.   To date, all of our projects have been duplexes built on land acquired in Lawrence. Each two-family structure has contained two 3-bedroom units, providing ownership opportunities for two families. All homes are built to the highest Energy Star standard allowing for the greatest cost-effectiveness for families. The 2 and one half story, 3-bedroom half duplexes that we build are affordable because they have selling prices of $75,000, aimed to keep monthly housing payments (PITI) approximately 33% below current rental rates. When you combine BRH’s community land trust model, which preserves affordability in perpetuity, with its extremely low selling price, we are not aware of another program in New England that is able to rival BRH’s ability to serve the affordable homeownership needs of families with incomes between 30% and 50% of the AMI, and also preserve the terms of affordability through every subsequent sale and re-sale forever. By separating the cost of land from the cost of housing, and subsidizing the price of 3 bedroom homes to a level that very low income families can truly afford, BRH literally opens the doors of economic justice to families most in need. Both before, and particularly after, families become homeowners through our program, they are welcomed into a strong and caring community invested in their success as homeowners, citizens and community leaders. 

Budget  678,000
Category  Housing, General/Other Affordable Housing
Population Served Hispanic, Latino Heritage
Program Short-Term Success 

Ultimately, our annual goals are to stand with and for the poorest members of our community, be a strong voice for the housing interests of people with limited resources, and implement a community land trust model that stabilizes neighborhoods, strengthens communities, supports families with the greatest housing needs, and preserves a sustainable housing alternative for future generations. 


Program Long-Term Success  In the last five years, Bread & Roses Housing has, through new construction or renovation, created or preserved seventeen affordable homeownership units enabling  forty (40)  families to obtain and maintain their own home—families that might have never had the opportunity to purchase their own property.
Program Success Monitored By 

BRH evaluates our success by annually reviewing statistics and anecdotal information related to the success of our current homeowners and those residents seeking our support in becoming homeowners. All information is gathered by the Executive Director and Family Advocacy Coordinator—who then make it available to the board and key supporters. We actually have more than three specific outcomes for our proposed project and they include: 

1.       Increasing homeownership in areas with traditionally low ownership rates (the estimated rate for homeownership in the designated area is 32%, less than half the national average);

2.       Increasing ownership for families with incomes under 50% of area median;

3.       Reversing decline and fostering neighborhood stability;

4.       Educating, supporting and empowering very low income first time homebuyers;

5.       Being a pro-active neighborhood presence; and

6.       Preserving affordability in perpetuity and ensuring owner-occupancy in perpetuity;


Examples of Program Success 

BRH works extremely hard to create concrete results and accomplishments for the families we serve—the   most significant result of which is housing security.  At a time when the foreclosure crisis has sent shock waves through the country - first to owners with sub-prime mortgages, next to those with adjustable rate and fixed rate conventional mortgages, and now to concerned reverse mortgages holders - BRH's very low income families are secure in their homes.  There have been no foreclosures in our history because we have established practices that proactively support the homeowner.


BRH Family Advocacy & Support Program

The BRH Family Advocacy & Support Program provides long-term support of existing BRH homeowners as well as advocacy activities of future homeowners helping them to be educated and responsible homeowners. 
Budget  $76,500.00
Category  Housing, General/Other Housing Support
Population Served Families Hispanic, Latino Heritage
Program Short-Term Success  BRH works extremely hard to create concrete results and accomplishments for the families we serve—the most significant result of which is housing security. There have been no foreclosures in our history because we have established practices that proactively support the homeowner:
1. Low monthly housing payments (currently @ $660 for PITI and Ground Lease Fee) have allowed families to continue making payments even when experiencing short-term unemployment.
2. Comprehensive personalized pre-sale education, along with restrictions on refinancing, have given families a clear understanding of personal finances and helped families to prioritize needs, goals and spending.
3. Investment of resources in the most distressed neighborhoods of the city by BRH has helped to halt neighborhood deterioration and has instilled hope and encouragement to a wide circle of current residents.
4. Important partnerships between BRH and community resources have enabled BRH families to advance their education, improve their neighborhoods through organizing efforts, develop leadership skills and get personalized support as they face individual challenges.
Program Long-Term Success  Through our Family Support & Advocacy program we provide families,both existing and those entering our pipeline, with the year-round support needed to obtain and securely keep their housing. BRH accomplishes this through the following activities: 1) Post-sale education meetings that cover such topics as home maintenance, budgeting and home finances; 2) One-to-one personal support so homeowners can receive input on any topic related to being a homeowner; 3) Referrals for BRH families to organizations that support their educational goals; 4) Community networking through ongoing potluck suppers or Sunday afternoon gatherings; 5) Financial counseling and advocacy with lenders as a way to reduce the risk of homeowners defaulting on their mortgagest; 6) Community outreach to safeguard the existing affordability and owner-occupancy restrictions of our properties. Our outcomes are: 1) increasing homeownership in areas with low ownership rates, families with incomes between 30% and 50% of the median; and 2) reversing decline and fostering neighborhood stability.
Program Success Monitored By  BRH evaluates our services on an annual basis by compiling statistics related to the success of ourcurrent homeowners, as well as tracking attendance of potential homebuyers at our community workshops, etc. All information is gathered by the Executive Director and Family Resource Coordinator— who then makes it available to the board and key supporters such as the Foundation.
Examples of Program Success  1.  In a city that has had one of the highest foreclosure rates in the region, 100% of BRH very low-income households have maintained their housing security as neighbors and friends continue to lose their homes to through default and foreclosure.

2.    In a city with a high school drop-out rate @ 50%, 100% of BRH families with high school age children are successfully enrolled in high school, and 100% of college-age children of BRH families are successfully enrolled in college.

3.   Approximately 85% of BRH families participate in educational programs offered through our Family Support Program or other community education enrichment opportunities.

4.    Roughly 30% of BRH home owners were invited to participate in a process that examined factors and values that contributed to their success as homeowners. Ninety percent of the participating BRH families have committed to serving as mentors and peer supporters for other low income families.

CEO/Executive Director/Board Comments

Reflections from the Executive Director: How a home can change a life

This morning one of the new homeowners stopped by the office. She told me that she was up all night, she couldn’t sleep because she was brimming over with joy and happiness. She was totally amazed that she could ever end up in the position that she was in now – being a new homeowner. She said that she wanted to write me a letter to tell her story, but she would just share a few of her experiences so that I would understand that BRH not only gave her family a new home, but that we had given them a new life as well. Our new homeowner told me that when she was very small her father left her mother with 4 young children. And a few years later her mother took off, leaving her and her three siblings with the mother’s step mother. She was about 7 and the second oldest. She spoke about how lost she felt with no family and really no home to call her own. At age 12 she came to Los Angeles and started working in a factory, sewing trim on shirts for $.03 a shirt. Later in life when she married she felt that life would improve, but soon realized that that was not the case. She has two children that she has been raising on her own for the last six years. Through all of her struggles she held onto a hope that she would be a homeowner one day. She wanted to give her children something that she never had – a place of their own in the world where they could feel totally safe, and could support hopes and dreams for a bright future. The first time she applied to our program she was not selected and I remember the tears that came with that news. But she kept centered on that dream.   She had family meetings with the children telling them that this was a team effort. They all had to sacrifice and save to make this dream a reality. They learned about budgeting and saving. They had family meetings to decide their financial priorities. The first time she walked into the completed, newly constructed 3-bedroom energy efficient home that was built by BRH she was speechless. It is the little things, like closets, and the enormous things, like a new dishwasher (her first), large back yard, spacious rooms, and living in a beautiful, new home , that fills her with so much joy. She repeated over and over that we did not only provide her with a home, but we gave her and her children a new life. This story is one of dozens of examples of how BRH is not only changing lives, we are changing generations!


 

Management


CEO/Executive Director Ms. Yesenia A Gil
CEO Term Start Mar 2015
CEO Email [email protected]
CEO Experience

In March, 2015, BRH Founder and Executive Director, Mary Marra, stepped down after fourteen years with the organization.  She is pleased to shift the leadership of the organization to new Executive Director, and former BRH Board Member for five years, Yesenia A. Gil.  Yesenia previously served as Associate Investment Officer at Mass Housing Investment Corporation where she was responsible for underwriting equity and debt deals (Low Income Housing Tax Credit, Historic Tax Credit, Construction, Bridge ad Acquisition loans) and monitoring and managing construction-related issues connected to equity investments. 

Yesenina is well-known in the Greater Lawrence community.  A life-long resident of Lawrence, she comes with many years of experience in the housing industry.  Previous to working as an independent contractor, Yesenia was the Housing Manager for the City of Lawrence, and in that capacity, oversaw and supported a number of Bread & Roses Housing’s affordable housing projects.  Yesenia is an outstanding leader and has a deep commitment to affordable housing needs of low-income families.

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
Lidia Rivera-Garcia Family Advocacy Coordinator --

Awards

Award Awarding Organization Year
Finalist in Enterprise Bank Celebration of Excellence Award Enterprise Bank 2011
Nominee for Excellence in Leadership Massachusetts Nonprofit Network 2011
Outstanding Nonprofit Organization People's United Charitable Foundation 2011
Bishop Morris F. Arnold Award Episcopal City Mission Diocese of Massachusetts 2009
Finalist in the Statewide Zero Energy Challenge MA New Homes With Energy Star 2008

Affiliations

Affiliation Year
National Land Trust Alliance 2006
Citizens’ Housing and Planning Association 2003
Institute for Community Economics 1987
Member of state association of nonprofits? No
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

BRH depends on diverse collaborations with city, state, and local agencies and organizations including the Arlington Community Homeownership workshops and neighborhood programs, banking partners of the Federal Home Loan Bank of Boston, the city of Lawrence Community Development Department, the city of Lawrence Planning Department, Lawrence Community Works, Lawrence Housing Authority, and the MA Affordable New Homes with Energy Star. As well as a variety of community resources and support groups including: Greater Lawrence Community Action Council, Notre Dame High School, Notre Dame Education Center, Si, Se Puede, Jericho Road Project, and many, many more.

CEO/Executive Director/Board Comments

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Foundation Comments

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Staff Information

Number of Full Time Staff 1
Number of Part Time Staff 1
Number of Volunteers 15
Number of Contract Staff 3
Staff Retention Rate % 100%

Staff Demographics

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

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Under Development
Years Strategic Plan Considers --
Management Succession Plan Under Development
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 Exempt
State Registration --

Risk Management Provisions

--

Reporting and Evaluations

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

Governance


Board Chair Ms. Fanny Reyes Lara
Board Chair Company Affiliation BRH Homeowner & Board Member
Board Chair Term June 2011 - June 2013
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Altagracia Portorreal Lawrence Community Works Voting
Fanny Reyes Lara BRH Homeower Voting
Kathleen Schoonmaker Lytron, Inc. Voting
Patricia Urbano TD Bank 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: 2
Hispanic/Latino: 2
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 4
Male: 0
Not Specified 0

Board Information

Board Term Lengths 2
Board Term Limits 0
Board Meeting Attendance % 92%
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 Yes

Standing Committees

    --

CEO/Executive Director/Board Comments

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Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Fiscal Year July 01, 2014 to June 30, 2015
Projected Income $149,775.00
Projected Expense $149,775.00
Form 990s

2014 BRH Form 990

2013 BRH Form 990

2012 BRH Form 990

2011 BRH Form 990

2010 BRH Form 990

Audit Documents

2014 BRH Financial Review

2013 BRH Financial Review

2012 BRH Financial Audit

2011 BRH Financial Audit

2010 BRH Financial Audit

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2014 2013 2012
Total Revenue $392,380 $462,293 $439,079
Total Expenses $205,783 $342,832 $460,923

Prior Three Years Revenue Sources

Fiscal Year 2014 2013 2012
Foundation and
Corporation Contributions
-- $85,000 $92,000
Government Contributions $169,360 $292,400 $283,000
    Federal -- -- --
    State -- -- $123,000
    Local -- $289,000 $160,000
    Unspecified $169,360 $3,400 --
Individual Contributions $174,936 $39,162 $12,304
Indirect Public Support -- -- --
Earned Revenue $47,301 $44,653 $50,224
Investment Income, Net of Losses $783 $1,078 $1,551
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind -- -- --
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2014 2013 2012
Program Expense $167,800 $312,111 $427,291
Administration Expense $19,983 $12,721 $13,052
Fundraising Expense $18,000 $18,000 $20,580
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.91 1.35 0.95
Program Expense/Total Expenses 82% 91% 93%
Fundraising Expense/Contributed Revenue 5% 4% 5%

Prior Three Years Assets and Liabilities

Fiscal Year 2014 2013 2012
Total Assets $1,663,276 $1,411,974 $1,295,588
Current Assets $1,158,667 $1,112,858 $996,344
Long-Term Liabilities $0 $38,098 $38,098
Current Liabilities $105,396 $2,593 $5,668
Total Net Assets $1,557,880 $1,371,283 $1,251,822

Prior Three Years Top Three Funding Sources

Fiscal Year 2014 2013 2012
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy N/A
Percentage(If selected) --
Credit Line No
Reserve Fund Yes
How many months does reserve cover? 12.00

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 2014 2013 2012
Current Ratio: Current Assets/Current Liabilities 10.99 429.18 175.78

Long Term Solvency

Fiscal Year 2014 2013 2012
Long-term Liabilities/Total Assets 0% 3% 3%

CEO/Executive Director/Board Comments

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Foundation Comments

Financial summary data in the charts and graphs above are per the organization's IRS Form 990s.  Contributions from foundations and corporations and additional revenue data were provided by the organization for fiscal year 2012, and are per the Schedule Bs for fiscal year 2013. Contributions from foundations and corporations are listed under individuals when the breakout was not available.

Documents


Other Documents

No Other Documents currently available.

Impact

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


1. What is your organization aiming to accomplish?

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2. What are your strategies for making this happen?

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

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

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

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