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Organization DBA Foundation for MetroWest
FFMW
Former Names Crossroads Community Foundation (2009)
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

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Mission StatementMORE »

Foundation for MetroWest connects philanthropic opportunity with demonstrated need in Metrowest. We promote philanthropy in the region, help donors maximize the impact of their local giving, serve as a resource for local nonprofit organizations, and enhance the quality of life for all of our citizens.

Mission Statement

Foundation for MetroWest connects philanthropic opportunity with demonstrated need in Metrowest. We promote philanthropy in the region, help donors maximize the impact of their local giving, serve as a resource for local nonprofit organizations, and enhance the quality of life for all of our citizens.


FinancialsMORE »

Fiscal Year Jan 01, 2012 to Dec 31, 2012
Projected Income $629,840.00
Projected Expense $629,225.00

ProgramsMORE »

  • Discretionary Grant Program
  • MetroWest Fund for Families
  • Nonprofit Capacity Building
  • Youth in Philanthropy

Revenue vs. Expense ($000s)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

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


Overview

Mission Statement

Foundation for MetroWest connects philanthropic opportunity with demonstrated need in Metrowest. We promote philanthropy in the region, help donors maximize the impact of their local giving, serve as a resource for local nonprofit organizations, and enhance the quality of life for all of our citizens.


Background Statement

In 1995, a group of residents from a number of MetroWest towns established the Crossroads Community Foundation. Concerned that the two major community foundations in the region – The Boston Foundation and the Greater Worcester Community Foundation – were not addressing the issues and challenges faced in the cities and towns west of Route 128 and east of Route 495, this visionary group established Crossroads to bring the benefits of a community foundation to MetroWest residents and nonprofit organizations.

To date, over $9 million has been distributed to nonprofits across MetroWest to support their work in the human services, environmental, education, and arts and culture sectors.

In 2009, Crossroads underwent a brand messaging and name change. Our new name, Foundation for MetroWest, clearly identifies the Foundation with its’ mission of connecting philanthropic opportunity with demonstrated need in the MetroWest communities.

In addition to supporting the area’s many nonprofits, the Foundation for MetroWest helps donors address challenges specific to each town and to the region as a whole. All MetroWest communities face a decline in state aid to cities and towns, a rising cost of public education, the high cost of healthcare, the need to provide affordable housing, and the preservation of open space and water quality. An organization like the Foundation, that understands the needs and resources across town borders and collectively, is instrumental in helping communities address theses concerns in an efficient and strategic manner.
 
Private philanthropists act to produce something of common value, a greater good for a larger group than themselves as individuals. The future of MetroWest and other communities nationwide depends on continued philanthropic giving. Organization like the Foundation for MetroWest are helping to secure the future of our communities for the next generation and beyond.

Impact Statement

To date, we have been able to provide over $9 million to MetroWest nonprofits in the areas of family support, youth development, environment, and arts & culture. We are dedicated to improving the quality of life for our citizens by promoting philanthropy in our region to directly improve the capacity and effectiveness of local nonprofit organizations.
 

Needs Statement

After examining the demographic changes in our region, the expanding needs being reported by local family service nonprofits, and the increasing gap between grant requests and our ability to fund them, the Foundation launched a MetroWest Fund for Families campaign. By strengthening this permanent Field of Interest Fund, the Foundation will be able to provide ongoing support to organizations serving the residents with the most need in our region.
 
While there are many highly effective and active organizations dedicated to providing family services, there is no single fund or funding organization that is building resources to address either the broad geographic area or the breadth of needs. Our region is large, spanning 33 cities and towns over 500 square miles, so it can be difficult to communicate the availability of services to the MetroWest citizens who need them.
 
Growing the MetroWest Fund for Families is a strategic focus for us. By increasing this fund, the Foundation can lead the way in addressing the needs of today while establishing an endowment to take on the challenges of the future.
 
Our other top priorities are to:
 
  • Increase our donor-advised funds
  • Increase Foundation endowments to support our community now, and in the future
  • Strengthen and support our local nonprofits 

 

 
 
 
 
 

CEO Statement

The Census Bureau recently reported the poverty figures from the 2010 census and with adjustments for both government benefits and personal costs, the total is an alarming 49.1 million.

Despite these statistics many people who live or work in the MetroWest region believe that the challenges of poverty don’t effect the suburban communities we call home. However, there are food pantries in our towns, unemployed heads of households looking for home heating assistance, and neighbors trying to find ways to avoid foreclosure on their homes.

If the current economic climate has made one thing clear it’s that poverty, homelessness, and hunger have no geographic boundaries. The Brookings Institution has been studying the changing patterns of poverty for several years and after reviewing metropolitan trends from 2000 to 2008, the Institute concluded what many of us have known for some time —that poverty is not just an urban issue. The challenges that poor families face are an issue that the entire Commonwealth of Massachusetts must address, with suburban communities and their non-profits facing a unique set of challenges as well.

Capacity of services, community involvement,and funding are the most critical of the challenges that our suburban non-profits must address in order to meet the needs in our communities. With poverty rates in suburban areas increasing at a quicker pace than in urban areas, many suburban communities are not adequately prepared to address the necessary growth in capacity. Suburban nonprofits have a more difficult time finding financial and volunteer support, and often see dollars and time leaving their service areas to help their larger urban counterparts. In addition,suburban non-profits are trying to find ways to cope with the rapidly increasing demand while having reported a loss in key revenue sources over the last two years.

Finding solutions to these challenges willnot be easy, but there is hope.

In a July 2011 report, a Brookings report states that an important way to strengthen the suburban safety net is to have strong suburban community foundations. This is because of the unique role they play in their regions, serving not only as grant makers, but as community leaders.

Community foundations play a key part in understanding the needs of their regions, and identifying and solving gaps between services and problems. They have a degree of independence that enables them to connect with many diverse donors and bring together both financial and human resources. This independence often allows them to support the most innovative social programs and nonprofit entrepreneurs, enabling new ideas and approaches to grow and flourish.

Taking the long-term view of the overall health of their region, a community foundation acts in a variety of roles: convener and catalyst across municipal boundaries; source of information onn eeds and the organizations that meet them; supporter of, and resource for, non-profits; and facilitator of local philanthropy.

Like all other community foundations, Foundation for MetroWest is dedicated to using philanthropy to have a positive and long-lasting impact on our MetroWest communities. Through our work, we seek to build strong communities and productive citizens that can handle the challenges of today, and stand ready to tackle those in the future. We know that together we are stronger than when we stand alone.

 


Board Chair Statement

Our population is aging rapidly, and the recession has taken its toll. Like so many suburban areas in the U.S., we have pockets of great need. Many of our neighbors are struggling with job loss, as well as housing, food, and fuel insecurity.
 
As a community foundation, the Foundation for MetroWest plays a key role in understanding these issues, and identifying and solving gaps between services and problems. We understand the economic struggles faced by municipalities as they strive to meet the demands of their changing populations.
 
Our communities are diverse, each with its own strengths and set of needs. It is now more important than ever to collaborate with funders, nonprofits, and those in the public sector to address issues that threaten our quality of life. A vibrant, permanent community foundation that can work across boundaries is necessary for our cities and towns to handle the challenges of today, and stand ready to tackle those of the future.
 
Our Trustees are dedicated to growing the Foundation for MetroWest to take a leadership position. We are committed to the long-term health of our region, and to using philanthropy to have a positive and long-lasting impact.
 
During 2012, the Foundation will continue to enlist more people from the community in our work, increasing the representation on our board, and involving more individuals in our committees. We will engage the business community to help us take a leading role in growing sustainable wonderful communities in which to live and work and raise our families. We will spread the word about the challenges our region faces, and the opportunities we have to address them.
 
We remain grateful to the many people who support us in this work. Individual donors, fund-holders and local businesses are the core of the Foundation. We stand ready to connect you to causes you are passionate about and to help our children understand the value of civic engagement.
 

Geographic Area Served

METROWEST REGION, MA
The Foundation serves 33 communities in the MetroWest region: Harvard, Westborough, Boxborough, Stow, Maynard, Hudson, Marlborough, Southborough, Framingham, Ashland, Hopkinton, Medway, Milford, Carlisle, Acton, Concord, Lincoln, Sudbury, Wayland, Weston, Wellesley, Needham, Natick, Sherborn, Holliston, Medfield, Millis, Walpole, Dover, Westwood, Lexington, Waltham, Dedham.

Organization Categories

  1. Philanthropy,Voluntarism & Grantmaking Foundations - Community Foundations
  2. -
  3. -

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

Yes

Programs

Discretionary Grant Program

We provide grants in the categories of arts & culture, family support, environment, and youth development. Since the Foundation's inception, we've been able to put millions of dollars back into the MetroWest community. To date, we have been able to provide over $9 million in grants to MetroWest nonprofits.
Budget  $163,500.00
Category  Philanthropy, Voluntarism & Grantmaking, General/Other
Population Served General/Unspecified At-Risk Populations
Program Short-Term Success  Similar to long-term success, short-term success is achieved through raising enough funds to effectively distribute grants in our region in order to make an impact on the community we serve.
Program Long-Term Success 
Long-term success is measured by the annual increase in the amount we are able to provide through our discretionary grant program in order to positively effect our communities.
Program Success Monitored By 
Our grant recipients are required to fill out a final grant report, which asks them to evaluate their accomplishments, measured success, communities that were impacted by their use of the grant, the methods they used to evaluate the project, positive or negative results, and how the grant impacted their organization.
Examples of Program Success 
Program success is measured by the amount we are able to give out through our discretionary grant program and how the nonprofit organizations who received our grants were able to impact the MetroWest region. Our grantees are doing wonderful work in our communities and we often hear them say they would not be in existence without the support of Foundation for MetroWest. The feedback we receive from our local nonprofits makes everything worth it at the end of the day.
 
 

MetroWest Fund for Families

In response to the changes we see in our region, the expanding needs being reported by local family service nonprofits, and the increasing gap between grant requests and our ability to fund them, we have embarked on a campaign to significantly increase our MetroWest Fund for Families. By strengthening this permanent Field of Interest Fund, the Foundation will be able to provide ongoing support to organizations serving the residents in our area to improve their quality of life, help them lead productive lives, and keep them integrated in our community.
 
Consider these examples of challenges our region must address in the coming years:
  • Approximately 15% of all public school children receive free/reduced lunch across MetroWest, with the percentage as high as 30% in some communities
  • The population of residents over 65 who will need health, transportation, home care, nutritional and other services is expected to increase by 49% between 2010 - 2020.
  • At least 5 of our communities have significant poverty rates, with needs for housing, food and fuel assistance.
Budget  $2.5 million
Category  Housing, General/Other
Population Served Families
Program Short-Term Success 
Since the start of the campaign in the beginning of 2012, we have successfully raised approximately $950,000.
Program Long-Term Success 
Our goal is to raise $2.5 million by the beginning of 2014.
Program Success Monitored By 
The campaign's success is measured by how much we raise compared to our campaign goal's and ultimately, raising the $2.5 needed to establish a sustainable fund to support our local family service nonprofits.
Examples of Program Success 
At the end of the campaign, we will fully evaluate the process and our challenges and successes.

Nonprofit Capacity Building

Throughout the year, we provide free capacity-building trainings for nonprofit staff. The topics range from learning how to write a successful strategic plan to pitching a story to the media to the board’s role in fundraising – and everything in between. During our open grant cycle, we provide grantwriting training and an open house for our grantees to address their questions and concerns.

Budget  $25,000.00
Category  Education, General/Other
Population Served General/Unspecified
Program Short-Term Success 
We know the event has been a success when we receive positive and informative feedback from attendees regarding each event.
Program Long-Term Success 
Long-term success is demonstrated by improving the strength and sustainability of nonprofits in the MetroWest region and in result, improving the quality of life for our citizens.
Program Success Monitored By 
We survey people attending the events and regularly update our schedule based on the feedback.
Examples of Program Success 
We see the success of our nonprofit trainings on a regular basis. We see successful press releases published in local newspapers after a media training, nonprofit board members enhance their fundraising efforts after a board fundraising training, and a nonprofit Facebook page receive more likes, comments and share of their posts after a Facebook training.

Youth in Philanthropy

Youth in Philanthropy is a hands-on program that teaches high school students the fundamentals of grant making, fundraising and the nonprofit world. In the program, students learn about the needs of their local community, about nonprofits and how to evaluate them for funding, and how to work with others to make a difference. They do a few community service days at local nonprofits, and are responsible for raising part of their grant-making budget.

After training, students evaluate requests for grants that support local programs serving children and youth. They visit organizations applying for funding and then decide which ones to fund. After making their decisions the youth have to present their decisions to the Foundation’s Distribution Committee, and end the process with a grant ceremony where they get to present the grants to the organizations.

Budget  $105,000/yr
Category  Youth Development, General/Other
Population Served Adolescents Only (13-19 years)
Program Short-Term Success 

We can measure what is working or not working by the feedback that the youth give us. The tools used to measure success are pre and post-test surveys, along with a qualitative survey administered to each youth. In addition, informal responses from parents and educators help us to evaluate the success of the program. These surveys give concrete responses to what the youth like about the program and what changes they think can be made.

Program Long-Term Success 

Success of the program is based upon several factors, including the distribution of grant funds tononprofit organizations in need as well as what youth have learned through the program.  Youth take pre- and post test surveys that allow us to evaluate what they knew about their community and nonprofit organizations before and after going through the program. After completion of the Youth in Philanthropy program, up to $8000 in funds will go to help children and youth in need in the MetroWest area. The children that are helped vary each year.  In addition, teens that participate in the program learn how to be more active citizens in their community and can evaluate in detail how a nonprofit organization works, which leads to more educated philanthropists in the future.

Program Success Monitored By 
  • Youth in Philanthropy teaches students how nonprofits function and why they are important
  • High school students are the future generation of working people. A group of young professionals knowledgeable and passionate about helping others is important to the future of nonprofits.
  • Students learn how to find need in their community and to work with people to better the lives of others.
  • Youth in Philanthropy gives students an inside look on nonprofits and a whole new group of occupations to consider when thinking about a career.

Below are some quotes from students who completed the program:

"We are the future generation of working people and the need for nonprofits will only keep growing.  A group of people knowledgeable about helping others and passionate about it are needed to rise to meet the needs of the future."

"I have learned how to find need in the community and to work with people to better the lives of others; vital skills, I believe, to have in the future no matter what I pursue."

"Gives you an inside look on nonprofits and a whole new group of occupations to consider going forward in life."

Examples of Program Success 
After completing the program, approximately 65% of students stay involved in their community through volunteer work and approximately 53% express interest in staying involved in the nonprofit world.
 

CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Mrs. Judith Salerno
CEO Term Start Dec 2005
CEO Email [email protected]
CEO Experience

Judy has served as Executive Director of the Foundation for MetroWest since September 2007. She brings over 20 years of management experience in both large and small growth-oriented businesses. Most recently she served as founder, president and chief operating officer at Stream International, a $200M outsourcing provider of technical services. Originally from Sudbury, Judy resides in Wellesley with her husband and two children.

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

Former CEOs and Terms

Name Start End
-- -- --

Senior Staff

Name Title Experience/Biography
Amy Axelrod Director of Institutional Advancement --
Mary Crowley Director of Programs and Operations --
Cynthia Wachs Chief Development Officer --

Awards

Award Awarding Organization Year
-- -- --

Affiliations

Affiliation Year
-- --
Member of state association of nonprofits? Yes
Name of state association Massachusetts Nonprofit Network

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

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 8
Number of Part Time Staff 1
Number of Volunteers 30
Number of Contract Staff 0
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 7
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 9
Male: 0
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? No
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 4
Management Succession Plan No
Business Continuity of Operations Plan No
Organization Policies And Procedures Under Development
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy No
State Charitable Solicitations Permit Yes
State Registration Yes

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 N/A N/A
Non Management Formal Evaluation and Frequency Yes Annually

Governance


Board Chair Mr. Kenneth Vona
Board Chair Company Affiliation Ken Vona Construction
Board Chair Term May 2010 - May 2013
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
David Bannon Headwall Photonics Voting
Robert B. Brack Barker Steel Voting
Woolsey S. Conover The Conover Foundation Exofficio
Louis Crosier Wellesley Investment Partners Voting
Tom Crotty Battery Ventures Voting
Susan Elliott Federal Home Loan Bank of Boston --
Patty Gannon Retired Voting
James Hanrahan Bowditch & Dewey, LLC Voting
John R. Heerwagen Middlesex Savings Bank Voting
Garry R. Holmes R.W. Holmes Voting
Pamela S. Lesser Peviously with IBM Voting
John J. O'Neil National Development Voting
Janet Patillo Board member, Walnut Hill School & Wellsley Public Library Voting
Patricia T. Poitras James W. and Patricia T. Poitras Fund Exofficio
Margaret Ramsey The Ramsey McCluskey Family Foundation Voting
Kyle Schaffer Ballentine Partners Voting
David M. Shuman Kahn, Litwin, Renza & Co. Voting
John Steiger Wealth Planning Resources Voting
Andrea Sussman Retired Nixon Peabody, LLP Voting
Robert A. Vigoda Rubin and Rudman, LLP Voting
Kenneth Vona Kenneth Vona Construction Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
Don Cordell Bowditch & Dewey Voting
Robert DiGiovanni Eastern Bank Voting
Jennifer Leisman Leisman Insurance Agency Voting
Richard S. Noone Jr. BNY Mellon Voting
Julia K. O’Neill Feinberg Hanson LLP Voting
Tiffany A. O'Connell O'Connell Law LLC Voting
John Steiger Wealth Planning Resources Voting
J. Barry Tubman Ballentine Partners Voting
Kenneth J. Vacovec Vacovec, Mayotte & Singer Voting
David L. Yas Bernstein Global Wealth Management Voting

Board Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 17
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 4
Male: 13
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 3
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

  • Board Governance
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Distributions / Grant Making
  • Finance
  • Investment

CEO/Executive Director/Board Comments

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Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

Fiscal Year Jan 01, 2012 to Dec 31, 2012
Projected Income $629,840.00
Projected Expense $629,225.00
Form 990s

2013 Form 990

2012 Form 990

2011 Form 990

2010 Form 990

2009 Form 990

Audit Documents

2013 Audited Financials

2012 Audited Financials

2011 Audited Financials

2010 Audited Financials

2009 Audited Financials

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2013 2012 2011
Total Revenue $3,821,467 $2,937,964 $3,206,503
Total Expenses $1,533,059 $1,780,991 $1,309,020

Prior Three Years Revenue Sources

Fiscal Year 2013 2012 2011
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $2,056,894 $2,101,066 $2,068,785
Indirect Public Support -- -- --
Earned Revenue $6,183 $-10,137 $6,421
Investment Income, Net of Losses $1,632,865 $763,109 $724,357
Membership Dues -- -- --
Special Events $125,525 $83,926 --
Revenue In-Kind -- -- $406,940
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2013 2012 2011
Program Expense $1,198,727 $1,467,895 $996,824
Administration Expense $200,859 $200,225 $194,957
Fundraising Expense $133,473 $112,871 $117,239
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 2.49 1.65 2.45
Program Expense/Total Expenses 78% 82% 76%
Fundraising Expense/Contributed Revenue 6% 5% 6%

Prior Three Years Assets and Liabilities

Fiscal Year 2013 2012 2011
Total Assets $13,581,824 $11,909,244 $10,506,761
Current Assets $1,583,027 $1,880,526 $1,752,719
Long-Term Liabilities $607,020 $584,405 $564,473
Current Liabilities $78,893 $56,082 $13,862
Total Net Assets $12,895,911 $11,268,757 $9,928,426

Prior Three Years Top Three Funding Sources

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

Financial Planning

Endowment Value --
Spending Policy Percentage
Percentage(If selected) 5.0%
Credit Line Yes
Reserve Fund Yes
How many months does reserve cover? --

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? --

Short Term Solvency

Fiscal Year 2013 2012 2011
Current Ratio: Current Assets/Current Liabilities 20.07 33.53 126.44

Long Term Solvency

Fiscal Year 2013 2012 2011
Long-term Liabilities/Total Assets 4% 5% 5%

CEO/Executive Director/Board Comments

The decision to invest in the growth of our organization was a strategic one made by the Executive Director and Board of Trustees. We strongly believe that the investment in development, marketing, and program staff is crucial to the success of the organization.

Foundation Comments

Financial summary data in the charts and graphs above is per the organization's IRS Form 990s. Contributions from foundations and corporations are listed under individuals when the breakout was not available.

Documents


Other Documents

No Other Documents currently available.

Impact

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


1. What is your organization aiming to accomplish?

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2. What are your strategies for making this happen?

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

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

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

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