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

Summary

Mission StatementMORE »

The mission of the Community Action Agency of Somerville (CAAS) is to reduce poverty among local families and individuals while working to counteract, and whenever possible eliminate, the societal conditions that cause and perpetuate poverty.

Mission Statement

The mission of the Community Action Agency of Somerville (CAAS) is to reduce poverty among local families and individuals while working to counteract, and whenever possible eliminate, the societal conditions that cause and perpetuate poverty.

FinancialsMORE »

Fiscal Year Dec 01, 2016 to Nov 30, 2017
Projected Income $5,665,516.00
Projected Expense $5,664,895.00

ProgramsMORE »

  • Advocacy & Community Services
  • Head Start

Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

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


Overview

Mission Statement

The mission of the Community Action Agency of Somerville (CAAS) is to reduce poverty among local families and individuals while working to counteract, and whenever possible eliminate, the societal conditions that cause and perpetuate poverty.

Background Statement

The Community Action Agency of Somerville (CAAS) is this city's legally designated anti-poverty agency. After an early history of joint agencies, a group of Somerville citizens founded CAAS as an independent organization in 1981. In 1982, the Head Start program serving Somerville became a department of CAAS. (CAAS Head Start became a two-city program when it began serving Cambridge children and families in 2007.)

The motto of CAAS in its early years was "People achieving more by working together." Since its inception, CAAS has helped people in Somerville keep their homes and worked to preserve affordable housing in the city. From 1987 to 1990, CAAS sent community organizers to the Clarendon Hill Towers, helping residents prevent the developer from raising their rents when federal subsidies expired. Today, the tenants' association that CAAS helped establish owns the Towers. CAAS added an Eviction Prevention Project in the 1990's that is still the core of its Advocacy and Community Services Program.

Throughout the 1980's, CAAS helped Somerville change and welcome new immigrants. A rapid response network responded to incidents of ethnic and racial discrimination as they occurred. The Haitian Coalition began as a program at CAAS before becoming independent in 1992. CAAS also diversified its own staff. A youth group, Jovenes Latinos, developed the Latino leaders of the next generation from 1992 to 2010. Currently, the majority of CAAS employees speak more than one language, and CAAS conducts its business in English, Spanish, Portuguese, and Haitian Creole, and other languages as needed.

CAAS runs the Head Start program in Somerville and Cambridge. We assist families and individuals to keep their homes and prevent homelessness. We work with Somerville residents to obtain the help they need to escape poverty and become economically self-sufficient.
 
CAAS is an agile and adaptive agency, able to respond quickly in the policy realm.When a wave of foreclosure threatened to make renters homeless, CAAS helped them find their voice and make powerful people listen. When the Great Recession began in 2008, and economic stimulus funds became available to Somerville in 2009, CAAS created new programs to give money and support to families who needed both. CAAS continues to identify community needs as they emerge and coordinate the community's response to meet the needs as they arise.

Impact Statement

 In October 2010 - September 2011, CAAS served nearly 1000 low-income families including over 3,000 men, women, and children :
  1. Provided comprehensive early education and care and medical and developmental screening to 364 children from low-income families in Somerville and Cambridge. 
  2. Helped 170 households to apply for SNAP (food stamps) and 78 to apply for fuel assistance.
  3. Helped prevent homelessness in Somerville by providing emergency legal assistance to 154 households at risk of eviction, securing funds to help 39 households pay rent or security deposits, and helping 148 resolve other landlord-tenant disputes.
  4. Conducted a community needs assessment and created a strategic plan to guide CAAS program, administration, and organizational development in FY 2011-2014.  Every six months, the Board of Directors will review progress toward the goals set out in this plan.
  5. Worked in partnership with more than 120 community organizations and government agencies to serve the people of Somerville and Cambridge.

Goals for the current year:

    1. Continue providing early education, access to SNAP, emergency legal assistance, utilities advocacy, and other homelessness prevention services.
    2. Provide ongoing follow-up and case management for six months to 125 households.
    3. Train early education teachers to improve their lesson planning, classroom management, individualized education plans for students, and written reporting, especially for bilingual teachers whose first language is not English.
    4. Celebrate CAAS' 30th Anniversary, raising the visibility of the organization and $20,000 in unrestricted funds.
    5. Carry out an ambitious development plan aimed at raising another $135,000 from private donors, foundations, corporations, and new government grants.

 

 


Needs Statement

CAAS has a strong management team and Board, with many dedicated volunteers. However, most of our funding comes from the Federal government and is restricted to particular programs or to serving individuals with household incomes below 125% of the Federal poverty line. About 20% of Somerville’s population falls into this very low income category, but another 30% have household incomes above that line (and are thus shut out of many Federal and state benefits) but well below what it costs to live here (according to the MIT Living Wage Calculator). The agency's most pressing need is for funding to serve a) very low income individuals with programs not allowed by current Federal funding and b) low income individuals who have “fallen off the benefits cliff”. CAAS has piloted several programs and proven them successful in Somerville. Among our specific needs are:

  1. Case management for homelessness prevention. $180,000 for case managers who speak Spanish, Portuguese, and Haitian Creole (plus English) to help families close the gap between what they have and what they need to remain housed.

  2. Workforce development. $142,000 for two job developers to provide job training and connect employers with job seekers.

  3. Medical-Legal Partnership. $85,000 for staff attorney to train community health centers to refer health problems caused by housing or poverty for legal or social services at CAAS.


CEO Statement

What difference does it make when you support CAAS? From my own life story, I can tell you that it makes all the difference in the world.

My father was a Presbyterian minister; service was his entire life, and I grew up with the constant presence of that ideal. In addition to the usual duties of a parish minister, I can remember him baking loaf after loaf of fresh bread in the church kitchen; the bread was sold to raise money for hunger relief efforts. When I was a teenager he started and ran a non-profit counseling center in Lowell, Massachusetts, providing essential mental health services to low-income and immigrant families, for over 10 years.

So I grew up with daily stories of the struggles of the families he worked with. Little did I know that years later I’d be doing essentially the same kind of work. I wish I could say that the problems I saw growing up in Lowell are no longer daily realities for families in Somerville, but that just isn’t the case. Nearly 12,000 of our neighbors live below the Federal poverty line (for 2016, $24,300 pre-tax income for a family of four); with the rising cost of living in our city, thousands more, while not technically “in poverty”, are struggling every day to make ends meet.

As a Community Action Agency, it is the role of CAAS to be the hub, to make the connections between low-income families and the people and agencies that provide the necessities of life. We make it easier for people to set their sights on a better future. As one young mother of children in our Head Start program says, “Even if [CAAS] cannot help you [themselves], they will find the resource somehow.”

Among the resources we provide are:

• Food and Fuel. CAAS helps people navigate the food stamp and fuel assistance bureaucracies, assisting in the application and, if necessary, appeals processes. Instruction in healthy eating and menu creation is also provided by a certified nutritionist through our Head Start program.

• Preschool Programs. In Somerville and Cambridge, over 300 children each year enroll in CAAS Head Start, a high-quality program that prepares them to succeed in school and beyond.

• Health care. CAAS works closely with the Cambridge Health Alliance to make sure families get medical attention at community health centers like Broadway Health Center.

• Homelessness prevention services. CAAS works with individuals and families in danger of losing their home, providing a wide variety of supports that can stabilize a family’s housing situation.

Help us continue to be there for our neighbors here in Somerville. Your donation will help a family, and it will help CAAS end poverty where we live.

Best,

David Gibbs, Executive Director


Board Chair Statement

The Calm after the Storm: A message from Board President Justin Hildebrandt

CAAS is an extraordinary, strong organization. With talented, dedicated employees, seasoned managers, and an active and engaged Board of Directors, our agency delivers vital services to our clients.

Over the last three years CAAS has weathered a profound challenge to our ability to continue the important work we do every day. In 2012, the agency’s independent auditor informed the board of some inconsistencies with our finances. The Board investigated and promptly began a two year process of careful auditing, policy review, and staffing changes. We worked with our funders, elected officials and community stakeholders to let them know what happened, asking for their help and support.

The end result of this hard work is a renewed agency with a revitalized sense of mission and purpose. It would not be too much to say that we have transformed CAAS. We have rebuilt our Board of Directors with enthusiastic volunteers from all sectors of our city. We have hired a new Executive Director, who has in turn hired additional senior staff to help with the ongoing operations of the agency. Our funders, particularly in the state and Federal governments, have told us that they are satisfied with our performance and trust us to spend their funds wisely and prudently. Most importantly, we have renewed our collaborations with other non-profit, community, and city groups in Somerville, sending the clear message that “CAAS is back!”

CAAS has weathered the storm, leveraging our high quality programs, dedicated funders, and committed board of directors. I’m delighted to be able to affirm that we are now in the calm, and that we are working on a daily basis at the many tasks so essential to those we serve.

On behalf of the Board of Directors and employees of CAAS, I invite you to continue to support us. Together we can end poverty where we live.


Best,

Justin Hildebrandt

President, CAAS Board of Directors


Geographic Area Served

In a specific U.S. city, cities, state(s) and/or region.
GREATER BOSTON REGION, MA

Somerville and Cambridge, MA, for Head Start services.
Somerville, MA for all other services.

Organization Categories

  1. Human Services - Emergency Assistance (Food, Clothing, Cash)
  2. Housing, Shelter - Housing Expenses Reduction Support
  3. Human Services - Child Day Care

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

Yes

Programs

Advocacy & Community Services

The ADVOCACY & COMMUNITY SERVICES PROGRAM serves Somerville residents with incomes up to 175% of the poverty level.   Staff speak English, Haitian Creole, Portuguese, and Spanish. Current projects include:

Homelessness Prevention: collect summons from Somerville District Court, send out letter in four languages informing tenants of availability of assistance, meet with tenants to help prepare Answer and Discovery, negotiate with landlords, schedule building inspections, stand up in court with clients, mediate, and help tenants find safe, sanitary, affordable housing.

Housing and Benefits Advocacyhelp low-income residents obtain subsidies and benefits for which they are eligible, to stabilize their current living situation and assist them to strive for economic self-sufficiency.

 Income Maximization: CAAS has become home to a satellite of the Welfare Department and a partner of the Fuel Assistance program, so that our clients will be more easily and promptly served.

Budget  414,142
Category  Housing, General/Other Housing Counseling
Population Served Poor,Economically Disadvantaged,Indigent Immigrant, Newcomers, Refugees Unemployed, Underemployed, Dislocated
Program Short-Term Success 

In 50% of cases, households that were at risk of eviction and homelessness will remain stably housed in their current homes.  In an additional 30% of cases, households will gain time and/or financial assistance, allowing them to move to new homes they can afford over the long run.

175 households will apply for SNAP.  CAAS will help 72 households to appeal denials or re-apply for SNAP.
 
150 households will receive emergency legal assistance.
28 households will receive funds for emergency rent or security deposit.
 
53 households will receive emergency utility payments.
Program Long-Term Success 
Low-income households will continue to live in Somerville, paying rents that are within their budget.  They will gain access to public benefits that close the gap between what they have and what they need.  Affordable housing will be preserved and expanded through policy advocacy, coalition work, and community organizing.
Program Success Monitored By 
CAAS uses Octopia, a client tracking database designed for community action programs.  Staff enter client data and record case notes, services provided, referrals made, and outcomes achieved.  Communication with the Mass. Dept. of Transitional Assistance helps CAAS track results of SNAP applications, and communications with the Cambridge Dept. of Human Services lets CAAS track results of applications for fuel assistance. 
 
CAAS creates an annual workplan including measures of short-term success. CAAS reports to the City of Somerville each quarter, and to the Mass. Dept. of Housing & Community Development twice a year.  The Board of Directors and management of the agency monitor progress toward the goals set in the workplan.
Examples of Program Success 

 The doctor said Sandra (not her real name) had a “highly aggressive” tumor on the right side of her brain. She needed chemotherapy every month, and the success of the treatment would depend greatly on her living conditions. But Sandra was living on a couch, in a small apartment she shared with her pregnant sister, her brother-in law, and her teenage niece. 

For Sandra, getting an apartment of her own could be a matter of life or death. After she applied for public housing and was denied—twice— she turned to CAAS. 

 A CAAS Housing & Benefit Advocate  appealed to the Somerville Housing Authority. He obtained letters from Sandra’s doctors and nurse proving the lack of suitable housing would be a substantial impediment to treatment or recovery. After reviewing the documentation and arguments submitted, the Executive Director of the Housing Authority overturned the previous decisions and put her on the top of the list. Sandra has now moved into her new apartment.

 

 

 


Head Start

The HEAD START PROGRAM is a comprehensive developmental pre-school program. It provides education, early literacy, disabilities services, health and nutrition, and social services for over 350 pre-school age children and their low-income families in Somerville and Cambridge. Parents of children in the CAAS Head Start Program benefit from access to computers, support groups and training for parents, family literacy services, and parent involvement in the operations and governance of the program. 
 
Special focuses of the program include: 
  •  On-site classes in English for Speakers of Other Languages, taught by a former instructor at the Somerville Center for Adult Learning Experiences.
  • Fathers Are Critical Educators Impacting Tomorrow (FACE IT), a fatherhood involvement program for the male parents of Head Start children. 
  • Early Learning Mentoring Program, providing expert coaching and mentoring to Head Start teachers.
Budget  4,822,986
Category  Education, General/Other Early Childhood Education
Population Served Poor,Economically Disadvantaged,Indigent Immigrant, Newcomers, Refugees Infants to Preschool (under age 5)
Program Short-Term Success 
355 children will complete the Head Start program, benefitting from its proven long-term effects on life chances.  An additional 110 children will enroll and participate for part of the year.
 
465 children will receive medical & dental screening.
 
56 children will improve their health and development  as a result of adequate nutrition.
 
25 parents will learn and exhibit improved parenting skills.
 
25 parents will learn and exhibit improved English literacy
 
15 parents will learn and exhibit computer skills.
 
24 parents will learn and exhibit improved skills in English for Speakers of Other Languages.
 
47 parents will learn and exhibit improved cooking and nutrition skills.
 
18 parents will complete training and 15 will be employed as substitute teachers in CAAS Head Start classrooms.
 
 
 
 
Program Long-Term Success 
High-quality early education provides life-long benefits.  A 2012 study by the University of North Carolina found that at age 30, participants in one early ed program were four times more likely to have earned college degrees, five times less likely to have used public assistance, 1-1/2 times more likely to have been consistently employed, and tended to delay parenthood by almost two years compared to the control group, which had not attended a high-quality early education program. 
CAAS Head Start received a 100% rating from the U.S. Administration for Children and Families.  Children who participate in this program will be more likely to earn college degrees, obtain jobs and be consistently employed, delay parenthood, and be economically self-sufficient. 
 
Parents of children in CAAS Head Start will obtain skills in parenting, computer use, and organizational governance.  They will be more likely to get and maintain employment.  They and their children will be healthier and eat a more nutritious diet.
 
Program Success Monitored By 
CAAS Head Start uses PROMIS, a client tracking database designed for Head Start programs.  Staff enter client data and record case notes, services provided, referrals made, and outcomes achieved.  Demographic data from PROMIS is sent to the agency-wide database, Octopia, in real time.  This allows staff in different programs to coordinate services to clients.
 
The Head Start Program uses the Teaching Strategies Gold database to track specific educational outcomes (for students) and professional development milestones (for teachers).  The Program reports to the U.S. Administration for Children and Families, and both the CAAS Board and the Head Start Program Policy Council monitor these reports. 
Examples of Program Success 

The way Fabia Oliveira remembers it, CAAS Head Start helped her choose her career at the age of five

“My teachers influenced me to become a helping individual,” Fabia says. “There was a boy in my class who was having a hard time adjusting to school. Every time he was upset in class, he seemed to respond to my attempts to comfort him. I have pictures of our Head Start graduation where I am helping the children find their place on stage.”

This fall, Fabia returned to CAAS Head Start as a Family Advocate. She, Family Advocate Jasen Souza (also hired this year), and six veteran staff meet the families of students outside the classroom, often in their own homes. Family Advocates help the families find what they need, from free clothing for children to help understanding the health care system. They work with CAAS’ Housing & Benefits Advocates to make sure families can pay rent and utility bills. Over half the staff of CAAS Head Start were once parents of children in the program.


CEO/Executive Director/Board Comments

All services at CAAS are provided in English, Spanish, Portuguese, and Haitian Creole.  CAAS find interpreters of other languages through its subscription to the telephone Language Line.  CAAS programs and the CAAS website are accessible for people with many different abilities and disabilities.

Management


CEO/Executive Director Mr. David Gibbs
CEO Term Start Sept 2014
CEO Email [email protected]
CEO Experience J. David Gibbs has been the Executive Director of Community Action Agency of Somerville since September, 2014. David is an attorney with over 20 years of experience in the legal and nonprofit sectors, including serving as the Executive Director of the Cambridge Community Center and, before that, the Family Institute of Cambridge. He earned a law degree from Boston University School of Law and did his undergraduate work at Princeton University and the Rhode Island School of Design. More recently he attended the highly regarded Institute for Non-Profit Management and Leadership at the Boston University School of Management. David served as an attorney at Hemenway & Barnes and Foley, Hoag & Eliot LLP before turning his attention to the management of nonprofit organizations. His volunteer activities include serving as a board member and past president of Tutoring Plus in Cambridge and various citizens committees in Somerville, including the Sustainable Neighborhood Initiative and the LOCUS Union Square Strategy Leaders. He was an active participant in the design and implementation of the TCRC-funded "Somerville Residents' Experience of Gentrification" study in 2016. David and his family live in Somerville. When not working he can often be found dangling on the face of a cliff rock climbing.
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
Ms. Kimberly Smith-Cofield Jan 2009 Dec 2012
Mr. Jack Hamilton Jan 1982 Dec 2008

Senior Staff

Name Title Experience/Biography
Donna Cabral Director of Head Start --
Baindu Conte-Coomber Director of Finance and Administration --
Jessica Leonard Assistant Director of Head Start --
Lincoln Taggart Director of Planning and Development --

Awards

Award Awarding Organization Year
Martin Luther King Award for Individual (Advocacy Director Melissa McWhinney) Somerville Human Rights Commission 2010
Martin Luther King Award for Agency Somerville Human Rights Commission 2008

Affiliations

Affiliation Year
Chamber of Commerce 2011
Mass Coalition for the Homeless 2011
National Head Start Association 2011
National Hospice and Palliative Care Organization 2011
National Low-Income Housing Coalition 2011
Regional Housing Network 2011
Member of state association of nonprofits? Yes
Name of state association MASSCAP

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

--

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Staff Information

Number of Full Time Staff 63
Number of Part Time Staff 24
Number of Volunteers 200
Number of Contract Staff 2
Staff Retention Rate % 100%

Staff Demographics

Ethnicity African American/Black: 15
Asian American/Pacific Islander: 7
Caucasian: 32
Hispanic/Latino: 16
Native American/American Indian: 0
Other: 17
Other (if specified): 2 Multi-racial
Gender Female: 82
Male: 7
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 3
Management Succession Plan Yes
Business Continuity of Operations Plan No
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy --
Directors and Officers Insurance Policy Yes
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. Dan Futrell
Board Chair Company Affiliation Somerville School Committee
Board Chair Term Oct 2015 - Oct 2017
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Nanci Baren Community Representative Voting
Kate Byrne Community Representative Voting
Mr. John Ciampa Community representative Voting
Mariah Contreras Tufts University Voting
Dan Futrell Somerville School Committee Voting
Kristin Haas Denise Provost Voting
Greg Hagan Cambridge Health Alliance Voting
Guillermo Hamlin Private Representative Voting
Matt Hartman Mayor Joseph Curtatone Voting
Donna Haynes Leader Bank Voting
Mr. Justin Hildebrandt Connexion United Methodist Church Voting
Francis Latanowich Community Representative Voting
Judy Perlman Senator Pat Jehlen Voting
Erica Theberge Head Start Policy Council 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: 12
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 1
Other (if specified): --
Gender Female: 7
Male: 7
Not Specified 0

Board Information

Board Term Lengths 2
Board Term Limits --
Board Meeting Attendance % --
Written Board Selection Criteria Under Development
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 80%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation Yes

Standing Committees

  • Board Governance
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Executive
  • Finance
  • Parents
  • Personnel
  • Program / Program Planning

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Fiscal Year Dec 01, 2016 to Nov 30, 2017
Projected Income $5,665,516.00
Projected Expense $5,664,895.00
Form 990s

2016 Form 990

2015 Form 990

2014 Form 990

2013 Form 990

2012 Form 990

2011 Form 990

2010 Form 990

2009 Form 990

2008 Form 990

Audit Documents

2016 Audit

2015 Audit

2014 Audit

2013 Audit

2012 Audit

2011 Audit

2010 Audt

2009 Audit

2008 Audit

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2016 2015 2014
Total Revenue $5,130,311 $4,835,439 $4,801,592
Total Expenses $5,012,434 $4,828,740 $4,764,892

Prior Three Years Revenue Sources

Fiscal Year 2016 2015 2014
Foundation and
Corporation Contributions
-- -- --
Government Contributions $4,971,118 $4,798,087 $4,796,253
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $4,971,118 $4,798,087 $4,796,253
Individual Contributions $135,321 $34,740 $4,923
Indirect Public Support -- $0 $0
Earned Revenue -- $0 $0
Investment Income, Net of Losses $85 $12 $15
Membership Dues -- $0 $0
Special Events -- $0 $0
Revenue In-Kind -- -- --
Other $23,787 $2,600 $401

Prior Three Years Expense Allocations

Fiscal Year 2016 2015 2014
Program Expense $4,289,730 $4,309,023 $4,279,299
Administration Expense $722,704 $519,717 $485,593
Fundraising Expense -- $0 $0
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.02 1.00 1.01
Program Expense/Total Expenses 86% 89% 90%
Fundraising Expense/Contributed Revenue 0% 0% 0%

Prior Three Years Assets and Liabilities

Fiscal Year 2016 2015 2014
Total Assets $2,804,654 $2,728,398 $2,795,614
Current Assets $538,077 $469,923 $509,679
Long-Term Liabilities $1,374,478 $1,396,294 $1,432,065
Current Liabilities $284,068 $303,873 $342,017
Total Net Assets $1,146,108 $1,028,231 $1,021,532

Prior Three Years Top Three Funding Sources

Fiscal Year 2016 2015 2014
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy N/A
Percentage(If selected) --
Credit Line Yes
Reserve Fund No
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? No

Short Term Solvency

Fiscal Year 2016 2015 2014
Current Ratio: Current Assets/Current Liabilities 1.89 1.55 1.49

Long Term Solvency

Fiscal Year 2016 2015 2014
Long-term Liabilities/Total Assets 49% 51% 51%

CEO/Executive Director/Board Comments

--

Foundation Comments

Financial summary data in the charts and graphs above are per the organization's IRS Form 990s.   

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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