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

Summary

Mission StatementMORE »

By living the gospel message upon which the ministry is founded, we restore dignity and self-respect to our guests--individuals who are poor, underserved, and homeless--to empower them to move forward in their lives. 

Mission Statement

By living the gospel message upon which the ministry is founded, we restore dignity and self-respect to our guests--individuals who are poor, underserved, and homeless--to empower them to move forward in their lives. 

FinancialsMORE »

Fiscal Year Apr 01, 2016 to Mar 31, 2017
Projected Income $3,687,644.00
Projected Expense $3,687,644.00

ProgramsMORE »

  • Advocacy
  • Education and Work Preparation
  • Food
  • Housing
  • Thrift Stores

Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

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


Overview

Mission Statement

By living the gospel message upon which the ministry is founded, we restore dignity and self-respect to our guests--individuals who are poor, underserved, and homeless--to empower them to move forward in their lives. 

Background Statement

Lazarus House was founded in 1982 by Brother Tom Petitte. After serving several summers with Mother Teresa in Calcutta, Brother Tom was told by her to “find the poor in the United States, who so often suffer unseen and unknown from poverty of spirit as well as body.” Brother Tom looked to Lawrence where he had been a teacher at Central Catholic High School for twelve years. Lazarus House was incorporated into a non-profit charitable organization in May of 1982. We opened our doors in 1983 with five beds and an all-volunteer staff.

We opened the first of three thrift stores in 1984. Our Good Shepherd Soup Kitchen started serving breakfast and lunch in 1986 and our food pantry opened in 1987. In 1998 a job training and English for Speakers of Other Languages program was created along with Spark*L.E Cleaning Services to offer education and work preparation training. In 2010, we added a Culinary Training program that includes food preparation and ServSafe certification. To date, Spark*L.E. has trained more than 300 students; 72% of program graduates found employment within 6 months. We now have 83 Culinary Program graduates; 80% have found employment. In 2014, we added a job placement specialists who has worked with 211 job-seeking guests.

A dedicated 19 member volunteer Board of Directors provides leadership, oversight and advice on the programs and vision of Lazarus House. In addition to these dedicated leaders, over 3,000 community members volunteer, while local businesses and corporations contribute vital goods and services.

Over the years, Lazarus House has grown, but we have never wavered from our fundamental commitment is to see the dignity of every guest we serve, every volunteer who helps us, and every benefactor and relationship that supports us. We live our mission “to restore dignity and self-respect to people who are poor and in dire need.” Our guests - those who participate in our programs - are given the same respect as our staff, volunteers, donors and any other person involved in our ministry. We expect our guests to take responsibility for their lives as together we work on a plan to empower them to move out of poverty.




Impact Statement

Lazarus House provides more than 27,000 services a month to families and individuals living at or near the poverty level. We provide life-saving basic services, including food, shelter, and clothing, along with life-changing transitional housing, education and job training programs, and assistance and advocacy to guests who need help finding housing, treatment for mental health issues or substance-abuse, legal assistance, and more.

Last year, Lazarus House accomplished these milestones:
 
-Ishah House, our new transitional housing program for homeless single women without dependent children, opened in June 2015.There are few residential programs for this population in the region, and we are pleased to have nine rooms available. Ishah House operates out of a beautifully renovated Victorian home and provides women the structure and support they need for up to three years as they rebuild their lives.
 
-Support from local organizations enabled us to renovate and furnish a beautiful new children's playroom at our emergency shelter. 
 
-We operated our overnight winter emergency shelter for the second year in a row. 
 
_Grant-funding and collaborations enabled us to present new programs to residents in our transitional housing programs. We were able to bring in a financial literacy program, which includes individual mentoring for each participant. Participants began saving for retirement and other future needs. Representatives from a nutrition program brought their model store to teach resident about economical and healthy purchasing decisions at the supermarket. 
 
-Last year, more than 3,000 volunteers offered 61,782 hours of their time and generous donors donated goods valued at more than $5 million (including more than $3.6 million in donated food.)
 
This year, we plan to continue to provide high-quality services to all who come to us in need while staying true to our mission and values. Your support will help us meet this goal
 
 
 
 

Needs Statement

Lazarus House relies on donations of funds, goods, and time to help us achieve our goals. Less than 1% of our annual budget comes from government sources.

 · Food Programs: Last year, we served 72,386 meals onsite and provided 83,702 bags of groceries to poor and homeless people in our community. Financial donations, food donations/drives, and volunteers in all our food programs are very much appreciated.

· Emergency shelter and transitional housing: Last year, we provided 30,358 bed nights to women, men, and families, including 15,744 bed nights at our shelter. Donations to fund field trips and school supplies and uniforms for the children are always needed.

· Advocacy services to help our guests rebuild their lives include referrals for housing, employment, legal aid, medical and mental health treatment and substance abuse treatment. Donations of toiletries and gift cards to local drugstores are always needed.

· Low-cost clothing, furniture, and household items to those in need. We operate three thrift stores throughout the city, which provide household necessities to people on a limited income. We rely on donations of clothes, furniture, and housewares to stock our thrift stores.

We welcome guests at our fundraising events. Or come for a tour and see our programs in action. 

CEO Statement

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Board Chair Statement

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Geographic Area Served

In a specific U.S. city, cities, state(s) and/or region.
NORTHEAST REGION, MA
Greater Lawrence area including Andover, North Andover, Methuen and Southern New Hampshire. We will -and often do - serve anyone who comes to us in need.

Organization Categories

  1. Housing, Shelter - Homeless Shelters
  2. Human Services -
  3. Employment - Employment Preparation & Procurement

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

No

Programs

Advocacy

Advocacy lies at the core of Lazarus House's food and shelter programs. Our skilled advocates help guests take the next step toward greater independence and well-being after meeting their basic survival needs. Our advocates help guests access basic toiletries and clean clothes and also help them connect with resources both inside and outside the organization: shelter and housing programs, education and employment assistance, financial and legal assistance, substance abuse and mental health treatment, and much more. Lazarus House's emphasis on advocacy as a core component of service delivery--rather than an add-on--distinguishes our program from many others.
Budget  $74,101.00
Category  Human Services, General/Other Services for the Homeless
Population Served Homeless Poor,Economically Disadvantaged,Indigent
Program Short-Term Success  By the end of each funding year, more than 2,000 guests will be connected with needed services.
Program Long-Term Success  70% of guests receiving advocacy access assistance through a collaborating provider and/or enroll in other programs at Lazarus House, such as Education and Work Preparation or a transitional housing program.
Program Success Monitored By  Lazarus House collects overall utilization statistics and services provided by population type (women, men, or families.) Residents in our shelter or transitional housing program are tracked in greater detail, including employment status, services accessed, and outcomes upon exit. The Director of Advocacy oversees the program measurement and outcomes.
Examples of Program Success 
Because of the high volume of guests seen in the soup kitchen, and our wish to provide a low-threshold program, we track only daily numbers and service utilization statistics. However, our Community Resource Specialist recently shared the story of guest he helped in the past: "I came into work...and was called to attend to a guest. When I went to greet [her], she stated, 'Don't you remember me?' I replied, 'Yes, but not like this.' This was a young woman who I met almost two years ago, out on the streets, abusing drugs, and was very skinny. She would come to my office and cry, asking for help. She just came back to see some family members and wanted to...thank me for listening to her and helping with basic needs, such as showers, toiletries, and clothing, when she had none. She has been clean for two years."
 
In our housing programs, at least 80% of guests work or enroll in education while living at Lazarus House.
In our transitional housing programs, 90% exit to permanent housing.
 
 
 
 

Education and Work Preparation

The goal of the Education and Work Preparation program is to move people out of poverty and homelessness and to assist them in becoming productive and self-sufficient members of their communities. We provide English for Speakers of Other Languages (ESOL), High-school Equivalency tutoring, and life skills workshops (parenting, budgeting, nutrition) to our guests. Job-specific skills are taught through employment with our cleaning company, Spark*L.E, and our Culinary Training program. The Culinary Training program includes food preparation and ServSafe Food Manager certification: Paid internships provide the trainees with the opportunity to build a work history while continuing their education. Our outplacement services provide assistance to trainees in writing resumes, filling out applications and practicing interview techniques.

Budget  $609,900.00
Category  Employment, General/Other Job Training & Employment
Population Served At-Risk Populations Adults Hispanic, Latino Heritage
Program Short-Term Success 

During ESL classes, students are administered a midterm and final assessment so that education gains can be tracked. Students are also assessed on their interests, skills, needs and barriers to employment and work with an employment specialist to develop an individualized plan for employment to help guide them through the process. 

During internships trainees are evaluated on their performance by their internship supervisor. All trainees are evaluated on punctuality, responsibility, dependability, ability to follow and give direction, effective communication skills, customer service, and teamwork.

Spark*L.E. trainees are evaluated on knowledge & use of commercial cleaning equipment, knowledge & proper use of cleaning chemicals. Culinary trainees are evaluated on knowledge & use of basic commercial kitchen equipment, proper use of knives, proper food handling and preparation, culinary terms, measuring and conversions, kitchen safety, sanitization, and serving etiquette.

Program Long-Term Success 

Since 2008, 355 individuals have participated in English as a Second Language classes and almost 400 individuals have trained in our job training program. 80% of program graduates have secured permanent employment within six  months of completing the program.


Program Success Monitored By  We evaluate the success of our education program by giving our students a literacy test (reading, writing, and speaking) before and after the eight  week ESL program. We keep statistics on the success of our job training program and track the number of trainees who successfully obtain employment and maintain that status for six months.
Examples of Program Success 

“Lazarus House has given me the opportunity to have training in the culinary art and ESL classes.  Now, I would like to become a professional chef and work in a restaurant or a hotel.  I would be able to put into practice all that I have learned in my ServSafe training class.  I am really trying hard to be a good role model to my son and to show him that with hard work and dedication everything is possible.”  Nitzaida

“I was alone with my three little girls and trying to find a job when I heard about Lazarus House. My teacher, Ann, really helped me. As soon as she found out that I didn’t have my GED she encouraged me to take my exams and told me about the Culinary program. I was so excited to be chosen to be in the Culinary program because all I do at home is cook; you can’t get me out of the kitchen. I finished the class, get paid to cook in a restaurant, and now I feel more independent. I am really, really, thankful that Lazarus House was here!” Michelle


Food

Soup Kitchen – Serves breakfast and a noon-time meal. For many guests, the meals they eat at the soup kitchen may very well be their only food of the day.

Food Pantry – Supplies emergency food to 800-900 families each week. People are able to make their own selections of food choices, just like in the grocery store.

Seasonal Soup Van – Serves the homeless, elderly, disabled and working poor during the winter months. Each week, volunteers take the van to various locations around Lawrence where people do not have walking access to other services.

After Work Bag Meals – 40% of the people who come to the shelter between 8 - 10 p.m. for their evening bag meals are working and can't get to the food pantry or soup kitchen in time; 60% are homeless and living on the street or are unemployed.

Holiday Meals - During the holidays, Lazarus House provides an additional 700 hot meals, some of which are delivered to people who are elderly or disabled.

Budget  $4,321,900.00
Category  Food, Agriculture & Nutrition, General/Other Food Distribution
Population Served At-Risk Populations Families Hispanic, Latino Heritage
Program Short-Term Success 

We are able to provide food to poor and homeless people, which enables them to stretch their income further so they can pay rent, utilities, medical and other expenses. Our soup kitchen serves breakfast and lunch to supplement the evening meals served at two other agencies.  On average we serve 1,500 meals a week. Every month more than 1,500 bag meals are distributed to individuals who are otherwise unable to get a meal. Our food pantry provides groceries to over 900 families each week. In the winter, our seasonal soup van distributes soup, sandwiches, snacks, toiletries, hats and gloves twice a week reaching on average 50 people per trip. Throughout the ministry we’re now sharing more than 13 tons of food each week.

Program Long-Term Success 

Our ultimate goal is to ensure that no one in our community goes hungry. In addition to our food programs, we offer housing, clothing, education and job training to our guests. Poverty is a complex problem and the cycle of poverty cannot be broken with a single service. We provide comprehensive services that give guests the opportunity to build self-worth and the skills to permanently free themselves and their families from the cycle of poverty.

Program Success Monitored By 

We count the number of families and individuals that come to the food pantry each week by requiring them to sign in. These numbers are currently recorded in an Excel spreadsheet that dates back to 1999. This enables us to track weekly and yearly statistics which helps us to ensure we have adequate food supplies every week. We require guests to sign-in at the soup kitchen for both breakfast and lunch. We are now serving an average of 225 meals a day. By tracking the number of people we feed each day, we are able to determine food usage and seasonal trends. For example, we typically see a spike in the numbers during the summer months when children are not in school and receiving free lunches. Since we keep daily statistics, we are able to prepare for this increase.

Examples of Program Success 

We received a call at the Food Pantry from a man uncomfortably asking if this was the Lazarus House Food Pantry. He apologized for having to call and request food for his family. He wanted to know what he needed to do to receive food. We told him that he had already done what he needed to do, just request it and we would be happy to provide him with food.

He had worked for the same company for 15 years and got laid off when business took a downward turn. He got another job paying almost half of what he had been making. After a short time he was laid off from that job for the same economic reasons. His unemployment had run out, his house was in foreclosure and his three children 9, 12 and 15 were struggling

When he came to pick up his food order many tears were shed as he joyfully said his boys would be eating well the next few days. He has returned a number of times on our Wednesday food distribution. The last time he came he had just started a new job and was feeling optimistic.

Housing

Our housing programs provide emergency shelter and transitional housing. For many in desperate need, our emergency shelter is both the last line of defense and the first ray of hope. Our shelter houses families and singles as they overcome homelessness. The house has 41 beds and 7 cribs.

Life in the homeless shelter is transitory by nature; an average stay is 6 months while the waiting period for affordable housing is many years. Our transitional housing program at Capernaum Place has 18 apartment units for families and individuals and is the step between homelessness and a permanent home - a place of transition where one can live securely and privately while building skills and saving money for independent housing.

Ishah House, our transitional housing program for women, provides residence for 9 homeless single women without children. Women can stay for a maximum of 3 years and work with their Case Manager to reach holistic self-sufficiency goals.

 

Budget  $1,020,900.00
Category  Housing, General/Other Homeless Shelter
Population Served At-Risk Populations Families Hispanic, Latino Heritage
Program Short-Term Success 

Our advocates work closely with our shelter and transitional housing guests to provide referrals for housing, employment, legal aid, medical aid, mental health and detoxification services. Advocacy drives all the housing programs and we require our housing guests to follow an individualized plan out of poverty.

Program Long-Term Success 

Our emergency shelter and transitional housing supports individuals and families as they overcome homelessness. Our guests battle road blocks to success and address the roots of their homeless experience to ensure stability for themselves and their children. To date, over 90% of former transitional housing residents have found permanent housing.

Program Success Monitored By  Our advocates keep statistics on the number of men, women, and children who utilize the shelter and transitional housing and how long they stay. Our families are able to leave the emergency shelter in just 3-5 months time, a much shorter disruption in their lives than the benchmark year to year and a half stay at state-funded shelters. Our advocates also work with our transitional housing guests and keep statistics on the number of people who go through the program and where they live after they leave the program. We measure success by the number of families who successfully maintain independent living after participating in our two year program.
Examples of Program Success 

Patricia came to Lazarus House a year ago as a single mother with a month-old baby who had been diagnosed with a serious medical problem. Patricia lost her housing as her roommate had left suddenly and she could no longer afford the apartment on her own. She had a full-time job, but overwhelmed by the thought of being homeless with a very sick infant she approached Lazarus House for help. They were welcomed into our Emergency Shelter. While at the shelter, Patricia was connected with the medical care that her baby needed. Her baby, once recovered, was enrolled in daycare while Patricia worked and attended school to improve her English. 

She was accepted into our transitional housing program. Patricia took part in the new Financial Asset Building Program which provides financial incentives for reaching goals toward self-sufficiency. Patricia managed to save 90% of her pay this past year and now has an apartment of her own and has moved forward towards a promising new life for her family.


Thrift Stores

An outlet for bargains, a donation center, and a place where neighbors can shop with dignity and enjoy both camaraderie and friendship, we operate three stores dedicated to providing high quality goods at a low-cost to people in one of the poorest areas in New England. These stores are hubs of activity that provide an incredible opportunity to strengthen the neighborhoods where they exist by selling affordable items, offering jobs and volunteer opportunities to local residents and funding life-changing programs within the Lazarus House ministry. In some cases, the items in the store are given freely based on the individual's need and ability to pay. Everything in each thrift store is donated by individuals, businesses, faith communities, schools, civic groups and other generous groups. These retail stores also generate revenue to help fund our programs.
Budget  $871,500.00
Category  Human Services, General/Other Thrift Shop Operation
Population Served At-Risk Populations Families Hispanic, Latino Heritage
Program Short-Term Success  Every week we distribute vouchers for free clothes, furniture and house wares to those whose income will not stretch far enough for them to afford the modest prices of our thrift stores. One clothing voucher is good for three full sets of clothing for adults and five full sets of clothing for children. Furniture and house ware vouchers meet specific needs. Our three thrift stores serve three distinct areas of the city. The stores provide a valuable shopping alternative for people on a limited income. We are working to increase our in kind donations of goods for the thrift stores through various means. 
Program Long-Term Success  We continue to meet the needs of the community by providing clothing, house wares, and furniture at low prices. Additionally, the thrift stores bring in income which is used to help fund our programs. 
Program Success Monitored By 

Our thrift store coordinator gathers yearly statistics on vouchers distributed and thrift store transactions. 

Examples of Program Success 

"When I was younger, I used to be embarrassed to go with my mother to thrift stores," said Liset. "As I got older, I realized . . . it's a great way to aid anyone struggling in the community. I didn't understand the impact of the Lazarus House store in the local neighborhood until I started volunteering. It is a powerful experience helping here, I see a surprising number of returning families coming to shop."

Long-time customer, Esperanza, uses the store to clothe herself and her children. She grew up in New York City for most of her life, relocating to Lawrence in 1999. "New York was a very difficult place to live, I was overwhelmed with the struggle of getting by," she said. "I was very happy when I moved to Lawrence. Everyone seems more willing to help people. The Good Shepherd Thrift Store is tremendous for the neighborhood and ends up being good for everyone, a true sense of community has developed here!"


CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Ms. H. Bridget Shaheen
CEO Term Start Sept 1993
CEO Email [email protected]
CEO Experience

Ms. Shaheen has been associated with Lazarus House since its founding in 1983 and has served as its Executive Director since 1993. Under Ms. Shaheen’s direction, Lazarus House has expanded the continuum of services the Ministries provide to the poor and needy to include a free medical clinic, residences for individuals and families living with HIV/AIDS, an education and job training program, and the SPARK*L.E. cleaning company to provide employment for those completing the job training program.

 

In addition to her work at Lazarus House, Ms. Shaheen is also active in the greater Merrimack Valley area serving on the Board of Directors of Mary Immaculate Health/Care Services as well as a member of the Agency Advisory Committee for Project Bread, Lawrence Community Development Department Task Force, Lawrence Catholic Collaborative Steering Committee, and the Merrimack Valley Chamber of Commerce. She is also a former Trustee of Lawrence General Hospital.

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

Former CEOs and Terms

Name Start End
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Senior Staff

Name Title Experience/Biography
Ms. Kelley Granahan Director of Development --
Mr. Alan Mahan Chief Operating Officer --

Awards

Award Awarding Organization Year
Book of Golden Deeds Award Exchange Club of Lawrence 2016
Celebration of Excellence - Community Service Enterprise Bank 2011
Extreme Esteem Recognition Self Esteem Boston 2011
Charitable Award Massachusetts Bankers Association 2010
Excellence in Community Development Massachusetts Housing Investment Corporation 2008
The Senator Paul Tsongas Award for Exemplary Service Federal Executive Board - Greater Boston 2003
Tikkun Olam Award Merrimack College 2001

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 52
Number of Part Time Staff 8
Number of Volunteers 3,000
Number of Contract Staff 13
Staff Retention Rate % 92%

Staff Demographics

Ethnicity African American/Black: 2
Asian American/Pacific Islander: 1
Caucasian: 36
Hispanic/Latino: 34
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 57
Male: 16
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
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 Yes
Directors and Officers Insurance Policy --
State Charitable Solicitations Permit Yes
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. Claire Bishop
Board Chair Company Affiliation CA Courtesy Demos
Board Chair Term Apr 2014 - Mar 2016
Board Co-Chair Mr. Greg Smith
Board Co-Chair Company Affiliation --
Board Co-Chair Term Apr 2014 - Mar 2016

Board Members

Name Company Affiliations Status
Mr. Andrew Botti McClane Middleton Voting
Mr. Tom Burkardt Retired Voting
Dr. Bernard Daly Dentist - Private Practice Voting
Dr. Eugene Declercq Boston University Voting
Ms. Olguida Emilissa Sacchetti Greater Lawrence Family Health Center Voting
Rev. Peter Gori Archdiocese of Boston Voting
Ms. Robin Gorski-Routhier DiCicco, Gulman & Company LLP Voting
Rev. Martin Hyatt St. Basil's Seminary Voting
Mr. James Kasouf Community Volunteer Voting
Ms. Therese Leone Enterprise Bank Voting
Mr. Paul MacDonald MTM Insurance Associates Voting
Mr. Charles Miller Ecochlor, Inc Voting
Mr. Steve Normandin AMD Global Telemedicine Voting
Ms. Patricia Sanchez-Reyes New York Life Voting
Ms. H. Bridget Shaheen Lazarus House Ministries Exofficio
Mr. Paul Shaheen Shaheen Brothers, Inc. Voting
Ms. Maureen Smith Free Christian Church 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: 15
Hispanic/Latino: 2
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 7
Male: 10
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 3
Board Meeting Attendance % 80%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 91%
Percentage of In-Kind Contributions 91%
Constituency Includes Client Representation No

Standing Committees

  • Building
  • Executive
  • Finance
  • Nominating

CEO/Executive Director/Board Comments

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Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2015 2014 2013
Total Revenue $8,322,724 $8,251,460 $9,616,933
Total Expenses $9,151,238 $8,684,231 $8,323,629

Prior Three Years Revenue Sources

Fiscal Year 2015 2014 2013
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $2,054,297 $1,832,525 $1,363,965
Indirect Public Support -- -- --
Earned Revenue $672,138 $641,060 $669,347
Investment Income, Net of Losses $21,748 $22,118 $19,909
Membership Dues -- -- --
Special Events $753,576 $701,894 $1,121,364
Revenue In-Kind $4,820,965 $4,648,054 $4,499,350
Other -- $405,809 $1,942,998

Prior Three Years Expense Allocations

Fiscal Year 2015 2014 2013
Program Expense $7,663,162 $7,157,494 $6,829,875
Administration Expense $710,435 $747,860 $648,872
Fundraising Expense $777,641 $778,877 $844,882
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.91 0.95 1.16
Program Expense/Total Expenses 84% 82% 82%
Fundraising Expense/Contributed Revenue 28% 31% 34%

Prior Three Years Assets and Liabilities

Fiscal Year 2015 2014 2013
Total Assets $7,055,940 $7,881,781 $8,309,748
Current Assets $4,233,480 $4,808,692 $4,793,097
Long-Term Liabilities $0 $0 $0
Current Liabilities $151,837 $149,164 $144,360
Total Net Assets $6,904,103 $7,732,617 $8,165,388

Prior Three Years Top Three Funding Sources

Fiscal Year 2015 2014 2013
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value $32,751.00
Spending Policy N/A
Percentage(If selected) --
Credit Line No
Reserve Fund Yes
How many months does reserve cover? 3.00

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? No

Short Term Solvency

Fiscal Year 2015 2014 2013
Current Ratio: Current Assets/Current Liabilities 27.88 32.24 33.20

Long Term Solvency

Fiscal Year 2015 2014 2013
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

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Foundation Comments

Financial summary data in the charts and graphs above is per the organization's audited financials.  Please note, the Other category for fiscal years 2014 and 2013 includes Capital Campaign contributions.

 

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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