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Organization DBA --
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

Mission StatementMORE »

PBHA strives for social justice. As a student-run organization, we draw upon the creative initiative of students and community members to foster collaboration that empowers individuals and communities. Through social service and social action, PBHA endeavors to meet community needs while advocating structural change.

Mission Statement

PBHA strives for social justice. As a student-run organization, we draw upon the creative initiative of students and community members to foster collaboration that empowers individuals and communities. Through social service and social action, PBHA endeavors to meet community needs while advocating structural change.

FinancialsMORE »

Fiscal Year Feb 01, 2016 to Jan 31, 2017
Projected Income $3,838,895.00
Projected Expense $3,817,089.00

ProgramsMORE »

  • PBHA's Adult Education Programs
  • PBHA's Harvard Square Homeless Shelter
  • PBHA's Post Graduate Fellowship Program
  • PBHA's Teen Job, Leadership Development, and College/Career Access Programs
  • PBHA's Year Round Out of School Time Programs

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

PBHA strives for social justice. As a student-run organization, we draw upon the creative initiative of students and community members to foster collaboration that empowers individuals and communities. Through social service and social action, PBHA endeavors to meet community needs while advocating structural change.

Background Statement

For more than a century, PBHA is a student-run, staff-supported nonprofit based on the campus of Harvard University.  Each year, 1,700 volunteers participate in more than 80 programs serving 10,000 low-income people throughout Greater Boston.  A small professional staff of one part-time and 11 full-time employees supports the volunteers, holds them accountable to service standards, and maintains deep ties with area communities.  PBHA brings the creativity and enthusiasm of undergraduates together with the guidance of professional staff and the knowledge of community members to offer inspired and effective year-round programming.

PBHA programs fall into several categories: adult services (like Chinatown ESL and Citizenship, Prisoner Education), advocacy, organizing, housing, and health (like the Committee on Deaf Awareness, Environmental Action Committee, Housing Opportunities Program, and the Harvard Square Homeless Shelter – the only student-run homeless shelter in the country), after-school  and in-school (like Boston Refugee Youth Enrichment, Mission Hill After School Program, SABES), mentoring (like Best Buddies, Kids with Special Needs Achievement Program, Strong Women, Strong Girls) and summer (like the Summer Urban Program, a network of 12 neighborhood-based camps staffed by 130 undergraduates along with 100 at-risk teens, serving more than 800 low-income children).

To maximize our effectiveness, we serve specific communities throughout the year and in a multi-faceted manner.  It is a strength of our programming that PBHA’s basic model has developed quite differently – in response to expressed community needs – in each neighborhood.  It is our goal to maintain community advisory boards for our programs and evaluate them rigorously from the client and volunteer perspective.
 
 Many PBHA alumni have used the lessons they learned directing PBHA programs to found their own nonprofits all over the country, among them Eric Dawson at Peace First, Katya Fels Smyth at On the Rise and the Full Frame Initiative, Vin Pan and Darin McKeever at Heads Up, and, most recently,  Lindsay Hyde at Strong Women, Strong Girls.  Other PBHAers, including one US president and vice president, four US senators, and an associate justice of the Supreme Court, chose a life of public service after volunteering at PBHA.

Impact Statement

Accomplishments in FY 12
  • We received the 2011 Excellence in Summer Learning Award from the National Summer Learning Association in recognition of our Summer Urban Program. PBHA's Summer Urban Program is a set of 12 student-run summer camps for children in Boston and Cambridge. Each summer, approximately 150 college students work in these communities, serving over 800 youth. This annual award recognizes summer programs demonstrating excellence in accelerating academic achievement and promoting healthy development for young people, as measured by the Association’s Comprehensive Assessment of Summer Programs. Winning programs also demonstrate exemplary practices in overall programming, including supporting staff, schools and other program partners in fulfilling shared goals.
  • We received the Boston Ministerial Alliance Award. This award is given to Community-Based Organizations to strengthen Performance Management Systems.
  • We received an Award from the Community Resource for Justice in recognition of our volunteers’ work with Prison Education.
  • We strengthened our college access programming through doubling our teen jobs programming through our Leaders and Athena programs, which strives to provide continued mentorship and academic/personal support throughout the year.
  • We improved our technology systems and sophistication for more efficient and organized financial management and information sharing.
 
Goals for FY 13
  • PBHA will align year-round youth programming toward five specified youth outcomes, including assurance of consistent programming across neighborhoods and age groups.
  • PBHA will increasing alumni engagement, particularly through fundraising and shared reflection, culminating in an annual public service event.
  • PBHA will developing and successfully implement a performance management database and content management system. 
  • PBHA will strengthen our enrichment opportunities for the youth we serve by fostering leadership and academic development inside and outside of the classroom.
  • PBHA will develop structures to facilitate stronger input and involvement in decision making and programming for community leaders, members, and constituents. 

Needs Statement

In order to accomplish our dual objectives of providing vital resources to local communities and developing public service leaders, PBHA aspires to:

 

  • Improve our Performance Management Systems, which are the systems and processes that the organization uses to measure our progress and improve our performance in regards to outcomes.  We need funding to develop and implement a new database and file sharing system.  This expense could amount to $20,000 annually.
  • We have recently lost funding from the Stride Rite Foundation which funded our Post Graduate Fellowship program. We need at minimum $100,000 to keep the programming running at its current size.
  • In order to increase the quality and depth of our service trainings we are seeking additional funding.
  • With the federal, state, and local governments cutting funding for youth jobs it is a priority for our organization to procure funding for youth job stipends for youth between the ages 14-25 to teach in summer camps and make year-round service possible across all income levels.

 


CEO Statement

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Board Chair Statement

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Geographic Area Served

GREATER BOSTON REGION, MA
City of Boston- Back Bay
City of Boston- North Dorchester
City of Boston- South Dorchester
City of Boston- Downtown
City of Boston- Fenway/ Kenmore
City of Boston- Hyde Park
City of Boston- Jamaica Plain
City of Boston- Mission Hill
City of Boston- Roxbury
City of Boston- South Boston
City of Boston- South End/Bay Village
City of Boston- West Roxbury
STATEWIDE
NATIONAL
INTERNATIONAL
  

Organization Categories

  1. Human Services - Children's and Youth Services
  2. -
  3. -

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

Under Development

Programs

PBHA's Adult Education Programs

PBHA’s Adult Education Programs work to strengthen adults’ job skills and inclusion in American society. We provide prison tutoring, ESL classes, and American citizenship classes to help individuals gain better access to various resources and create a self-sufficient lifestyle.
 
Chinatown Citizenship, for instance, offers free, year-round classes for Chinese immigrants and permanent residents seeking American citizenship. These courses, taught at four different levels and primarily by Harvard undergraduate volunteers, aptly prepare students for the various stages of the naturalization process. Class services include but are not limited to: basic United States history and civics, mock interviews, translations, and various resources such as audio CD’s for at-home practice.
 
Chinatown ESL began in the 1980s in response to the need for quality English instruction for immigrants. Since then, the program has grown to serve about 300 students each year.Also part of the Adult Education Programs is the Suffolk Prison Tutoring Program consists of approximately 35 tutors and 30-40 inmate tutees. Each week, volunteers meet with their tutees to prepare them to pass a high school equivalency test, the GED. Many of the inmates in the medium-to-minimum security prison have had little formal education, and their brief classroom experiences have often left little mark. To encourage focused study, the program now provides $10,000 in college scholarships to selected program participants.
Budget  $20,000.00
Category  Human Services, General/Other Human Services, General/Other
Population Served Adults Immigrant, Newcomers, Refugees Poor,Economically Disadvantaged,Indigent
Program Short-Term Success  We have hundreds of participants that not only go through our programs, but return to expand their skills set. The community that develops between volunteers and program participants (as well as within each of these two groups) fills a great void of social support and resource sharing that currently exists.
Program Long-Term Success  Through the services provided by our Adult Education programs, we hope to decrease barriers to naturalization for immigrants as well as integration into society for groups that have been marginalized. We strive for a community where people of all ages lead independent lives and have the ability to obtain resources when and as necessary.
Program Success Monitored By  Given the wide range of services offered in PBHA’s Adult Education Programs, each program has its means of evaluating success. The citizenship program charts success based on students’ results on the citizenship test. In ESL programs, we administer pre- and post-tests to program participants to gauge the effectiveness of our programs. For the prison program, we use results of college applications and GED test scores to measure success.
Examples of Program Success  Over the past years, Chinatown Citizenship has helped numerous students successfully pass their naturalization process. In the prison programs, many prisoners earn their GEDs given the help of the individual support and tutoring provided through PBHA programs. Inmates say they like the program, claiming it will help them after their release. One particular program participant, William P. Connerty was serving his eighth prison sentence when he said "Half the people here don't know how to read and write...If I was going to get a job, this [tutoring program] would be a 100 percent benefit. You can work at McDonalds without an education or at Marriott with one." Testimonies like that of William show how prisoners work to expand their knowledge base and improve their qualifications for post-prison opportunities, affirming the way our programs improve not only academic skills but also life outlooks.

PBHA's Harvard Square Homeless Shelter

The Harvard Square Homeless Shelter is a student-run homeless shelter currently operating out of the University Lutheran Church in Harvard Square that serves 24 men and women every night for the five coldest months of winter. We strive to provide our guests with beds, two meals a day, Internet access, and laundry services as we connect them to other community resources needed to transition out of homelessness. This is achieved through the Resource Advocacy Team, which connects guests to local health, job, and housing resources, as well as the Work Contract Program, which aims to transition guests into permanent housing. The shelter also has a group of volunteers known as the Street Team that distributes food and blankets to individuals on the street. In the meantime, we hope to ensure a sense of dignity that is often absent when people have been maltreated or stigmatized because they are homeless.
Budget  $80,000.00
Category  Human Services, General/Other Services for the Homeless
Population Served Homeless
Program Short-Term Success  The shelter continues to be known among guests, non-guests, and the wider community as a trustworthy, safe option for lodging and support.
Program Long-Term Success  Of guests staying in the shelter regularly, we hope that our regular guests transition into permanent housing and secure stable employment. We would like them to have access to all needed resources in order to obtain and maintain independent, sustainable lifestyles. We would like to see a decrease in the number of individuals served by our Street Team as an indication of decrease in homelessness.
Program Success Monitored By  Tracking systems are in place to measure the number of beds given and number of meals served each year. Volunteers regularly speak with shelter guests and use conversations to inform day-to-day shelter activities and long-range goals.
Examples of Program Success  A French immigrant came to the United States, wishing to get an MBA. He attended Bunker Hill Community College for a period of time until he could no longer meet payments. As a guest at our shelter, he worked with our volunteers to study for the SAT and apply to colleges. Shelter volunteers lent him business clothes for interviews and let him use their campus mailing addresses for college-related mail. After months of preparation, he received a full ride to Hamilton College. To send him off, volunteers of the shelter drove a van to Hamilton College and dropped him off in his new home.

PBHA's Post Graduate Fellowship Program

The PBHA Postgraduate Fellowship program is intended for Harvard seniors who were devoted to public service as undergraduates, and who demonstrate a future lifetime commitment to service.  The spirit of the award is to provide fellows with the opportunity to put their vision for social change into action.  Each fellow is awarded up to $30,000.  The fellowship money is intended to support the fellow's living expenses as they work on a public interest project full-time in the year following graduation.  Past fellows have used this award to start national non profit organizations like Strong Women Strong Girls and Peace First, and have made significant contributions to Boston through the creation of the Boston Workers Alliance and the Viet-Aid Summer Camp.  
Budget  $100,000.00
Category  Community Development, General/Other
Population Served US& International
Program Short-Term Success  In the short term we aim to ensure that our post graduate fellows are well prepared and supported so that they can effectively develop their project.
Program Long-Term Success  PBHA endeavors to create long term systemic change for low-income impoverished communities through the dedicated and impressive work of our post graduate fellows.  Additionally, our fellows demonstrate a long-term commitment to public service and continue to strengthen their project years after PBHA no longer funds their service.   
Program Success Monitored By  In the short term we administer an evaluation to ensure that our program is meeting its outcomes and providing our fellows with adequate support and coaching.  In the long term we ensure we hold on to the connections and relationships developed with our fellows in order to monitor the continued success of their projects.  
Examples of Program Success  Many of our post graduate fellows found their own non-profits all over the country dedicated to fighting violence, gender inequality, and poverty among other societal challenges.  Among them are Eric Dawson who at Peace First, Katya Fels Smyth at On the Rise and the Full Frame Initiative, Vin Pan and Darin McKeever at Heads Up, and, most recently, Lindsay Hyde at Strong Women, Strong Girls.

PBHA's Teen Job, Leadership Development, and College/Career Access Programs

Through two programs, Leaders! and the Athena Program, PBHA employs teens year-round. The programs, with different focuses, provide skill-building, leadership building, and jobs to teens who start by working in our summer camps as junior counselors, or co-teachers. Throughout the summer, the over 100teens PBHA employs not only teach but attend weekly workshops on leadership skills. They can also attend SAT preparation classes for free if they choose, attend a weekly gender empowerment workshop through Athena, and/or work on a community action project throughout the summer. Finally, the teens work with college students to plan and run the Midsummer Celebration, an event for all of the summer programs that brings over 1,000 people from many different Boston and Cambridge communities together.
 
Moving into the term, approximately 30-40 of teens stay in year-round programming either through Leaders! or the Athena Program. Through Athena, participants work to plan a biyearly conference on gender empowerment and gender-related issues as well as participate in weekly workshops around gender issues. Through Leaders! teens attend weekly workshops on leadership skills like public speaking and are paid to volunteer with various afterschool and community-based programs that they would otherwise not be able to work with due to financial concerns. We see these programs as a way to both employ youth and provide them with important skills for their development.
Budget  $100,000.00
Category  Education, General/Other Educational Programs
Population Served Adolescents Only (13-19 years) Poor,Economically Disadvantaged,Indigent Immigrant, Newcomers, Refugees
Program Short-Term Success  Every summer, we provide over 100 teens with jobs, and a community of supporter invested in their growth and development. Each teen sets personal and professional goals for the summer and for the year, and receive individualized support and coaching from a mentor. We see tremendous growth in our teens both in their teaching ability and their confidence in leading a group.
Program Long-Term Success  Our teen programs aim to support adolescents in reaching their personal and professional goals and follow them through high school. We see most of our teens continue on a path of higher education, where they not only are academically ready to continue their education but also know how to seek out resources.
Program Success Monitored By  PBHA administers end of summer surveys for all of the teens, and continues to do evaluation with teens throughout the term time programs. Additionally, the Leaders! program is beginning a Community Advisory Board. Each teen develops goals on an Individualized Support Plan, which is monitored by the teens and their college student mentors.
Examples of Program Success  PBHA aspires to see its program participants eventually running the programs and making significant change in their own communities. We have seen this over the years through the Leaders! program, who has had one former participant as one of the college students running the program for the past three years. Former junior counselors are now part of the team supporting the current junior counselors, and one of the former junior counselors is even a PBHA summer staff person now. PBHA not only continues to support these former participants’ development but also gives them ownership over the future of the program.

PBHA's Year Round Out of School Time Programs

PBHA serves over 800 low-income youth ages 5-13 in Boston and Cambridge every summer through 10 neighborhood-based summer programs. This continues throughout the year through afterschool tutoring programs and 1-on-1 mentoring programs that continue to build participants academic, social, and emotional skills.
 
These programs are all run by college students and not only teach to standards but incorporate creative, community-based curriculum. Together, our programs take a holistic view of every child, seeing the academic skills as inherently connected to support networks and self-worth.
Budget  $905,000.00
Category  Education, General/Other Educational Programs
Population Served Children Only (5 - 14 years) Poor,Economically Disadvantaged,Indigent US
Program Short-Term Success  Each summer we push to eliminate summer learning loss and move our participants toward grade-level and above. In our parent evaluations at the end of the summer, 85% of parents would recommend the program for other parents and 86% of parents felt that their children were safe at the program. In our ESL program, one of our summer programs, more than 75% of campers improve from pre- to post- camp assessments every year, and even more stay at the same level, reducing summer learning loss. During the term, we also see gains in our participants, not only with their homework and grades but with their interactions with adults and peers.
Program Long-Term Success  Our programs aim to build community leadership as well as academic skills. In this aim, we not only hope to eliminate summer learning loss in our participants and continue to support them in school over the year but also to create future leaders in the program. We aspire for participants to continue to work in the programs as counselors, tutors, and directors, as well as support them to develop goals and a vision for the future starting in middle school.
Program Success Monitored By  During the summer, we have the counselors fill out weekly evaluations as well as an end of summer evaluation. We also have an end of summer parent evaluation and camper evaluation. Many of our programs also incorporate feedback from Community Advisory Boards made up of parents, teachers, and community partners. For tutoring programs during the school year we use the SAYO pre and post assessment. We are moving toward using pre- and post- academic assessments during the summer as well.
Examples of Program Success  After Tuan Ho moved to America, he came to our ESL summer program after being referred from his teacher. PBHA was a part of his support network throughout his education, and he has since moved from ESL classes to an exam high school and now continues to work at PBHA. He has been a junior counselor for the past three years, he has participated in year-round programming for much of his adolescence, and he now volunteers through our tutoring programs. He has become a leader in various advocacy efforts around youth jobs and has developed leadership skills. He has also taken advantage of many resources around SAT tutoring and other programs, and is now a junior in high school looking at many competitive colleges. Tuan is a powerful example of the power of PBHA’s programming to support youth as they progress academically, socially, and emotionally.

CEO/Executive Director/Board Comments

  

Management


CEO/Executive Director Mrs. Maria Dominguez Gray
CEO Term Start Dec 2011
CEO Email [email protected]
CEO Experience
Maria Dominguez Gray currently serves as the Executive Director of the Phillips Brooks House Association (PBHA), a student-led nonprofit organization at Harvard College that engages 1,200 students in more than 80 public service programs benefiting more than 10,000 people in the Boston area.
 
Dominguez Gray served as the Deputy Director of PBHA since 1999.  In that role, she worked with staff and student leaders to improve the quality and assessment systems for PBHA programming, worked to strengthen the depth of PBHA’s community partnerships, and was instrumental in developing a culture of reflection and training focused on informed, long term commitment to service.  Maria also spearheaded the PBHA Community Service Scholars program through which she mentored & the designed the leadership development programming for 40 undergraduate students and managed up to 3 post-graduate fellowships annually. Prior to PBHA, Maria served for five years on the staff of City Year Boston as a program and service director for the Boston site in the early years of AmeriCorps.  Throughout her work in the greater Boston are, she has been instrumental in several key community coalitions including founding the South End/ Lower Roxbury Youth Worker Alliance and Mission Hill Youth Collaborative and advising the Academy, Bromley, Egleston Safety Task force, Youth Jobs Coalition and Boston Center for Youth and Families.  Maria had additionally served on the boards for Cambridge Community Schools, Sociedad Latina, and Project HIP HOP.

Maria received her B.A. from The College of William and Maria in Virginia and M.Ed. from the Harvard Graduate School of Education through the Risk and Prevention program.  She is a member of the 2010 cohort for Emerging Leaders at UMass’Center of Collaborative Leadership.  Maria was born in Boston, grew up in Arlington, VA and currently lives in Roxbury.  She is a proud mother of 2 young children and an active Boston Public Schools parent. 

Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
Mr. Gene Corbin Dec 2003 Dec 2011

Senior Staff

Name Title Experience/Biography
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Awards

Award Awarding Organization Year
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Affiliations

Affiliation Year
-- --
Member of state association of nonprofits? No
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
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Collaborations

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CEO/Executive Director/Board Comments

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Foundation Comments

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Staff Information

Number of Full Time Staff 11
Number of Part Time Staff 1
Number of Volunteers 1,400
Number of Contract Staff 0
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 5
Asian American/Pacific Islander: 0
Caucasian: 5
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 1
Other (if specified): vacant
Gender Female: 5
Male: 6
Not Specified 1

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Yes
Years Strategic Plan Considers --
Management Succession Plan --
Business Continuity of Operations Plan --
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 --
State Registration --

Risk Management Provisions

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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 Ms. Bushra Guenoun
Board Chair Company Affiliation President
Board Chair Term Feb 2016 - Jan 2017
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Mr. Moacir Barbosa Health Resources in Action Voting
Mr. James Barrett Dartmouth College Voting
Ms. Savanna Bradley Phillips Brooks House Association Exofficio
Ms. Dominque Chaplin Phillips Brooks House Association Exofficio
Ms. Connie Cheng Phillips Brooks House Association Exofficio
Ms. Olivia Chung Phillips Brooks House Association Exofficio
Mr. Gene Corbin Harvard University Exofficio
Ms. Ioana Dobre Phillips Brooks House Association Voting
Mrs. Maria Dominguez Gray Executive Director NonVoting
Mr. Robert Giannino-Racine uAspire Voting
Ms. Daphne Griffin Suffolk Construction Voting
Ms. Bushra Guenoun Phillips Brooks House Association Exofficio
Ms. Heather Henrickson Harvard University Exofficio
Ms. Chinwe Kpaduwa Boston Medical Center Voting
Mr. Leszek Krol Phil NonVoting
Mr. Michael Leonard Phillips Brooks House Association Exofficio
Mrs. Christine Letts Harvard University Voting
Mr. Mina Makarious Anderson & Krieger, LLP Voting
Ms. Morgan Million Phillips Brooks House Association Exofficio
Ms. Amanda Mozea Phillips Brooks House Association Exofficio
Ms. Farris Peale Phillips Brooks House Association Exofficio

Constituent Board Members

Name Company Affiliations Status
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Youth Board Members

Name Company Affiliations Status
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Advisory Board Members

Name Company Affiliations Status
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Board Demographics

Ethnicity African American/Black: 6
Asian American/Pacific Islander: 3
Caucasian: 10
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 3
Other (if specified): Multi-racial
Gender Female: 15
Male: 7
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 2
Board Meeting Attendance % --
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions --
Constituency Includes Client Representation Yes

Standing Committees

  • Executive
  • Finance
  • Resource Development

CEO/Executive Director/Board Comments

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Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2016 2015 2014
Total Revenue $4,194,458 $3,296,025 $2,979,715
Total Expenses $3,155,117 $2,766,885 $2,736,175

Prior Three Years Revenue Sources

Fiscal Year 2016 2015 2014
Foundation and
Corporation Contributions
$1,511,493 $716,167 $513,521
Government Contributions $167,160 $125,087 $200,271
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $167,160 $125,087 $200,271
Individual Contributions $761,094 $623,981 $394,222
Indirect Public Support -- -- --
Earned Revenue -- -- --
Investment Income, Net of Losses $776,834 $986,625 $1,016,970
Membership Dues -- -- --
Special Events $188,586 $137,247 $147,509
Revenue In-Kind $687,384 $586,625 $595,459
Other $101,907 $120,293 $111,763

Prior Three Years Expense Allocations

Fiscal Year 2016 2015 2014
Program Expense $2,656,544 $2,340,316 $2,247,673
Administration Expense $307,321 $245,791 $292,889
Fundraising Expense $191,252 $180,778 $195,613
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.33 1.19 1.09
Program Expense/Total Expenses 84% 85% 82%
Fundraising Expense/Contributed Revenue 7% 11% 16%

Prior Three Years Assets and Liabilities

Fiscal Year 2016 2015 2014
Total Assets $7,510,693 $6,074,789 $5,488,007
Current Assets $1,640,737 $1,901,321 $1,414,648
Long-Term Liabilities $0 $0 $0
Current Liabilities $983,320 $586,757 $529,115
Total Net Assets $6,527,373 $5,488,032 $4,958,892

Prior Three Years Top Three Funding Sources

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

Endowment Value --
Spending Policy Percentage
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? No

Short Term Solvency

Fiscal Year 2016 2015 2014
Current Ratio: Current Assets/Current Liabilities 1.67 3.24 2.67

Long Term Solvency

Fiscal Year 2016 2015 2014
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

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Foundation Comments

Previous fiscal data in the charts and graph above is per the organization's audited financials.

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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