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Alternatives for Community and Environment, Inc. (ACE)

 2201 Washington Street, Suite 302
 Roxbury, MA 02119
[P] (617) 442-3343
[F] (617) 442-2425
www.ace-ej.org
[email protected]
John Walkey
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INCORPORATED: 1993
 Printable Profile (Summary / Full)
EIN 04-3228509

LAST UPDATED: 09/17/2015
Organization DBA ACE
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

Mission StatementMORE »

ACE builds the power of communities of color and low income communities in Massachusetts to eradicate environmental racism and classism, create healthy, sustainable communities, and achieve environmental justice.

Mission Statement

ACE builds the power of communities of color and low income communities in Massachusetts to eradicate environmental racism and classism, create healthy, sustainable communities, and achieve environmental justice.


FinancialsMORE »

Fiscal Year July 01, 2015 to June 30, 2016
Projected Income $1,212,525.00
Projected Expense $1,204,311.00

ProgramsMORE »

  • Dudley Square Organizing Project
  • Environmental Justice Legal Services
  • Roxbury Environmental Empowerment Project (REEP)
  • T Riders Union (TRU)

Revenue vs. Expense ($000s)

Expense Breakdown 2010 (%)

Expense Breakdown 2009 (%)

Expense Breakdown 2008 (%)

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


Overview

Mission Statement

ACE builds the power of communities of color and low income communities in Massachusetts to eradicate environmental racism and classism, create healthy, sustainable communities, and achieve environmental justice.


Background Statement

Founded in 1993, ACE has pioneered an organic and powerful bottom-up model for environmental organizing and advocacy. Our early work supported community leadership on environmental justice issues and provided legal resources for community partners. Now, more than fifteen years later, ACE is a multi-generational, multi-lingual membership-led organization.

Like the Environmental Justice movement itself, ACE and its approach to addressing environmental injustices has expanded over the last 15 years.  While ACE’s earliest high profile campaigns were against toxic sites (proposed asphalt plant, trash facilities, incinerators and abandoned factories), our definition of environmental justice even then was comprehensive. ACE defined environmental injustice as the result of a flawed political and economic system that could only be addressed by increasing the participation of residents most impacted.  As a result, while fighting defensive battles in reaction to things imposed on our neighborhoods, ACE has also strived to build the political and economic power necessary to increase the self-determination of our communities.

While continuing to define the root cause of environmental injustice as political disempowerment and economic abandonment, our vision of environmental justice expanded to include affordable homes, quality schools, safe neighborhoods, family-supporting jobs, clean, affordable, and efficient public transit, and access to green space and recreational opportunities. In 2000, ACE youth leaders won clean fuel buses across the public transit system and helped launched the T Riders Union to fight for first-class service. Through our work on brownfields clean-up we recognized the need to be involved in development issues and envisioned environmental improvement without displacement. By 2005, ACE youth organizers organized their first successful campaign for increased funding for youth jobs and programs as a means to stem youth violence. Increasingly our programs and campaigns seek to protect neighborhood residents as well as build sustainable, livable communities. Our vision for the future includes: healthy neighborhoods with clean air, land and water with plenty of places for our children to play, neighbors to gather, and families to buy and grow healthy food safely; transportation justice; sustainable, local economic power; healthy, energy-efficient homes that people can afford; youth leadership; and community control and self-determination.  

 


    Impact Statement

    Building a powerful base of members and community leaders: ACE transformed into a membership structure in 2005 to build an organization that will last over decades, be owned by our communities, extend our capacity beyond staff and Board, and continually nurture new leadership. We believe this structure will enable us to build the scale of power we need to achieve systemic change. ACE now has more than 1,000 members, including 100 active members, 40 youth members, and 40 core leaders who take leadership roles in committees and campaigns and who are all from our primary constituency – low income communities and communities of color in Greater Boston.  

    Winning transportation justice and clean air. Our T Riders Union (TRU) program continues to build a base of riders from Boston’s low income communities and communities of color for first class service with specific goals for on-time service, reduced bus crowding, and more weekend and evening. In the last year, members prevented the elimination of crucial bus stops and are gearing up for a campaign promoting alternatives to proposed fare increases and service cuts which target seniors disabled people, poor people, and students with a disproportionately higher fare increase. TRU also helped to seed new rider-based advocacy for first-class service in New Bedford and Springfield and strengthened relationships with transit workers through partnerships with the Amalgamated Transit Union.  In June 2010, ACE youth organizes released their new report (OpporunitiT: Youth Riders, the Affordability Crisis, and the Youth Pass Solution) and web page (www.youthwayonthembta.org) and got the MBTA to agree to a revenue neutral pilot project to test the their youth pass.

    Winning green justice and building sustainable communities. ACE continues to lead efforts to make energy savings accessible to low income and working class communities. We’ve won commitments for community-based outreach and for local hiring for weatherization jobs with fair wages and benefits. ACE attorneys worked to get the Department of Public Utilities (DPU) to change the law the regulates how mergers are reviewed after a major merger was announced. Utilities now have to demonstrate public benefit before mergers can be approved. ACE members are also learning first-hand about the processes of neighborhood development in Roxbury in order to make our vision of sustainable community real.

    Leveling the playing field by providing legal and technical services.  ACE is the only organization providing free legal assistance in environmental justice cases to community residents and groups in lower income communities and communities of color in Massachusetts that cannot afford counsel. Each year, ACE provides assistance to 30-35 community groups. Over the last year these have focused on a wide range of issues from clean air, land use to toxic site clean-up.

     


    Needs Statement

    ACE requires general and project funds to operate our environmental justice programs.
    ACE relies on environmental professionals (e.g., lawyers, Licensed Site Professionals, landscape architects, etc.) to provide pro bono services to the community groups that approach us for technical assistance.
    ACE relies on skilled volunteers to help us with academic and legal research and other technical tasks that support our campaigns and projects.
    There is always a need for volunteers and allies to help with tasks around  the office, add capacity to our team and to take our message and issue framing out beyond the immediate community with whom we work.

    CEO Statement

    We are currently at a critical moment for the Environmental Justice movement. After decades of cleaning up our communities and fighting the disinvestment in city neighborhoods, we are seeing a "rediscovery" of the city by many of those who fled for the suburbs generations ago. The work that those who remained have done to clean up brownfields, to stop the siting of more polluting land uses and to create green space and improve services and amenities in these neighborhoods is now being eyed by those who would cash in on these benefits to the exclusion of those who have fought for them. We have fought for our right to clean air, to a functioning transit system, to access to green space and now we must fight for our Right to Remain and enjoy these improvements.
     
    At the same time we are also seeing the global repercussions of an economic system founded on an environmentally disastrous energy extraction and control model coupled with inequitable social systems rooted in racism and classism. The growing awareness of the former and the pushback against the later herald a movement with the potential to transform our society, our nation our planet. Our transition from an economy based in destruction and burning to one of light and sustainable growth must be based in a societal transformation to a world where Black Lives Matter, where justice is truly for all and where the high-minded principles we so often pay lip service to are a reality to those who have been excluded from the possibilities of that elusive "American Dream."
     
    With this broad context, ACE comes off of a year of great victories and looks forward to launching new initiatives. A number of long term campaigns and struggles have satisfactorily concluded in the past year -- the signing of the Diesel Emissions Reduction Ordinance (DERO) in Boston, the signing and implementation of the Executive Order on Environmental Justice, and the successful launching of the YouthPass pilot program with the MBTA. We now turn our attention to the rapid growth and development of Roxbury and the resulting displacement occurring. We have just begun this journey and know that like the battles of the past, it will take time, determination, vision and it will take the efforts of all of us. Please join us.

    Board Chair Statement

    --

    Geographic Area Served

    In a specific U.S. city, cities, state(s) and/or region.
    GREATER BOSTON REGION, MA
    City of Boston- Citywide (please select all areas as well)
    City of Boston- Chinatown/ Leather District
    City of Boston- North Dorchester
    City of Boston- South Dorchester
    City of Boston- East Boston
    City of Boston- Jamaica Plain
    City of Boston- Mattapan
    City of Boston- Mission Hill
    City of Boston- Roslindale
    City of Boston- Roxbury
    City of Boston- South Boston
    City of Boston- South End/Bay Village
    CENTRAL REGION, MA
    METROWEST REGION, MA
    PIONEER VALLEY REGION, MA
    SOUTHEAST REGION, MA
    STATEWIDE

    ACE's primary constituency are lower income communities and communities of color in Greater Boston including Roxbury, Dorchester, Mattapan and Chelsea. While we focus our organizing and leadership development efforts in these communities, our Environmental Justice Legal Services program provides support to community groups across the State.

    Organization Categories

    1. Environment - Alliances & Advocacy
    2. Community Improvement, Capacity Building -
    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

    Dudley Square Organizing Project

    The Dudley Square Organizing Project (DSOP) organizes residents in ACE’s home neighborhood, Dudley Square, Roxbury for sustainable, green and just development.  
    Budget  $260,000.00
    Category  Community Development, General/Other Community Renewal
    Population Served Minorities Poor,Economically Disadvantaged,Indigent Immigrant, Newcomers, Refugees
    Program Short-Term Success  Working with core members of DSOP over the next year, ACE plans to: (1) develop a set of guidelines for what sustainable development looks like in Roxbury – and other similar neighborhoods – including strategies for transit-oriented development that ensure long-term affordability to prevent displacement; (2) build a strong corps of ACE members/Roxbury residents who understand how development happens in Roxbury, and how to use community review processes to advocate for their own vision (3) compile set of recommendations on policy changes – and changes to review processes – that would allow for better resident participation and, ultimately, more sustainable, affordable neighborhoods; (4) secure leadership positions in local entities that make decisions about development in Dudley Square for ACE members/leaders; (5) Mobilize ACE’s legal and technical resources in support of development/sustainable Roxbury campaigns. ACE will also continue to lead efforts to make energy savings accessible to low income and working class communities, specifically by continuing to developed and implement legal strategies.
    Program Long-Term Success  ACE believes that regional land use, transportation, and economic development decisions are at the root of environmental injustices in our region. While working to ensure access to energy efficiency programs and jobs in partnership with the Green Justice Coalition has been an important focus of our Dudley Square Organizing Project over the last year, we have also developed new strategies to build the capacity of local residents to develop their own sustainable vision and participate as decision-makers in development processes in the Dudley Square neighborhood of Roxbury. Our goal is to ensure that the neighborhood remains healthy, environmentally sustainable, and affordable. This work is particularly timely. A new Roxbury Master Plan was finished in 2009, the Dudley Square Vision project was launched in 2007, and there are numerous transportation planning projects underway in the neighborhood. Without adequate resident participation and oversight, many fear that new development will fail to address their needs and interests. It is also our goal to use these processes to develop new tools and guidelines for sustainable development that can be used in other similar neighborhoods across the City and State.
    Program Success Monitored By 

    We will measure our success in DSOP based on the following (1) ACE members represent ACE on Green Justice coalitions and committees. (2) Legal strategies to expand access to energy efficiency services and jobs are successful.

    (3) Clear vision for a sustainable Roxbury articulated, members/leaders trained on development processes in Roxbury, and clear campaign focus/strategies identified.

    Examples of Program Success  ACE is a founding member of the Green Justice Coalition (GJC) and engages members to participate through the Dudley Square Organizing Project. Over the last two years we have built a large and diverse coalition of key community organizations, unions and environmental partners working in collaboration together on a shared policy agenda. The organizations are actively engaged in the work and through them we’ve developed a strong and engaged leadership base. It is clear, that without the Green Justice Coalition’s work and the voices of its members over the last two years, issues of equity and justice would have been ignored as Massachusetts crafted it’s energy efficiency plans. Instead, we have won significant victories. We have secured a seat on the Energy Efficiency Advisory Committee, influenced the outcome of the utilities’ 3-year plans, and defined a new community-driven model for large-scale energy efficiency work.

    Environmental Justice Legal Services

    ACE mobilizes legal and technical resources in support of organizing strategies through its Massachusetts Environmental Justice Assistance Network (MEJAN).
    Budget  $300,000.00
    Category  Environment, General/Other Environment, General/Other
    Population Served Minorities Poor,Economically Disadvantaged,Indigent Hispanic, Latino Heritage
    Program Short-Term Success 

    ACE is the only organization in Massachusetts that provides free legal assistance in environmental justice cases to community residents that cannot afford counsel. Our goals over the next year include (1) Provide legal assistance to 30-35 resident groups throughout Massachusetts. About 25 of the cases will be assisted through MEJAN and 5-10 will be assisted in-house.(2) Resolve and close 6-8 cases, with a positive outcome in at least 75% of the cases. (3) Outreach to generate 16-24 new requests, resulting in 8-12 new cases. (4) Recruit 5-10 new pro bono professionals to MEJAN and establish connections with 2-4 law firm pro bono coordinators.  

    Program Long-Term Success  ACE's Environmental Justice Legal Services (EJLS) program seeks to provide legal advice and representation and technical support  to ensure that lower income people have their basic human need to breathe clean air and drink clean water met and that they will live in a safe and healthy environment that does not compromise their health or ability to participate fully in the economy and society. Because ACE provides legal services to community resident groups and organizations, not to individuals, hundreds of people receive assistance each year. The cases often have impact beyond the immediate group, resulting in thousands of people benefiting from the representation. Each victory is a step toward reducing the disparate environmental and health burdens faced by communities of color and lower income communities. These are otherwise unmet legal needs and the issues handled are often emerging issues at the intersection of environmental law, public health, and civil rights.
    Program Success Monitored By 

    We evaluate our success with this program through interviews with community groups and professionals involved in a case. Success is gauged by effectiveness in accessing the legal system, solving environmental problems, developing neighborhood leadership, and the recognition and acceptance of all interested stakeholders— community groups, city and state agencies, educational institutions, and professionals alike. 

    Examples of Program Success 

    Since 1993, we have partnered with over 75 neighborhood groups representing more than 4,000 people throughout Massachusetts. We have helped communities clean up trash transfer stations, contaminated vacant lots, and dirty diesel exhaust. We worked with the state to adopt its first environmental justice policy in 2002 and prevented construction of a new diesel-power plant in 2007 that would have overshadowed the city's only elementary school in a community with some of the state's highest asthma rates.


    Roxbury Environmental Empowerment Project (REEP)

    Roxbury Environmental Empowerment Project (REEP), the youth-led youth organizing program of ACE, builds youth power, community and leadership to win campaigns for environmental justice in Roxbury, Dorchester and across the City of Boston
    Budget  $375,000.00
    Category  Youth Development, General/Other Youth Leadership
    Population Served Adolescents Only (13-19 years) Minorities Poor,Economically Disadvantaged,Indigent
    Program Short-Term Success  REEP works with hundreds of young people of color annually to transform a sense of powerlessness into leadership – a voice and a sense of urgency – towards community activism. REEP’s current campaigns seek to win affordable, accessible public transportation for young people, improved air quality, and increased use of open space and vacant land for community growing and improved access to locally-grown, healthy vegetables.
    Program Long-Term Success  REEP works with hundreds of young people of color annually to transform a sense of powerlessness into leadership – a voice and a sense of urgency – towards community activism. REEP’s current campaigns seek to win affordable, accessible public transportation for young people, improved air quality, and increased use of open space and vacant land for community growing and improved access to locally-grown, healthy vegetables.
    Program Success Monitored By 

    Measures of success over the next year include: (1) Support 6 - 8 paid youth organizing interns.(2) Support REEP alumni committee including alumni internships year-round. (3) Hold regular bi-weekly REEP meetings and at least one member retreat.(4) Hold leadership programs and trainings for REEP members.(5) Conduct in-depth, youth-led evaluation of REEP 3 times per year. (6)  Develop a pilot youth pass program in which about 500 participants use a youth pass and keep diaries. (7) Participate in actions/meetings with targets and decision makers against a proposed MBTA fare increase.(8)Mobilize allies and youth to attend City Council hearings and actions, tell their stories, in support of Diesel Emissions Reduction Ordinance. (9) Complete a clear food justice campaign strategy with goals, demands, power analysis and strategies (likely focused on City policy).(10) Complete a community map of Roxbury/Dorchester to identify open space and vacant property appropriate for food production.

    Examples of Program Success  For the last 15 years, REEP has led a campaign to reduce diesel emissions, which are a major contributor to air pollution related health impacts like asthma. Since 1997, they have won a new air monitoring system, the conversion of the public transit bus fleet to cleaner-burning fuels, and pollution control “retrofits” for all of Boston’s school buses. More recently, REEP has focused on garbage trucks and construction equipment. In 2009, REEP conducted a campaign that won funding to retrofit the 56 garbage haulers that serve Boston and Chelsea. In 2010, REEP targeted major institutions in the neighborhood demanding that they require that construction equipment be retrofit with pollution control technology in their Master Plans. They scored yet another victory securing a commitment from Brigham & Women’s Hospital. REEP youth have now turned their efforts to securing a Clean Construction Ordinance which would require similar pollution control across the City. 

    T Riders Union (TRU)

    The T Riders Union builds the leadership and collective power of its members to address the root inequalities in the transit system and fight for first class service and a fair share of public transportation investments. Launched in 2000, TRU is the only effort of its kind in Boston – and one of the few in the country – organizing riders from transit-dependent communities for transportation justice. Since its inception, TRU public visibility has grown and it is now well recognized as the voice of transit dependent riders from the region’s low income communities and communities of color.
    Budget  $260,000.00
    Category  Civil Rights, Social Action & Advocacy, General/Other
    Population Served Minorities Poor,Economically Disadvantaged,Indigent Immigrant, Newcomers, Refugees
    Program Short-Term Success 

    TRU is currently focusing it’s efforts on winning these demands through the MBTA’s Key Bus Routes program which is funded by $10 million in federal stimulus dollars. The goal of the program is to improve service on the MBTA”s most used bus routes. TRU is working to be sure that riders can identify and voice what capital improvements they want to see funded (new benches, signs, shelters), and that they have an opportunity to prevent removal of bus stops (a current tactic the MBTA is using to “save time”) TRU is also planning and  executing member mobilization and direct actions related to proposed MBTA fare increase, service cuts and layoffs. While ACE has established a strong base in lower income communities and communities of color in the Greater Boston area, addressing the root cause of transportation injustices (unsustainable and inadequate funding sources for public transportation) will require a statewide approach. ACE has already begun to build partnerships toward this end. TRU is a lead member of On the Move: Transportation Justice Coalition and Transportation for Massachusetts (T4MA). 

    Program Long-Term Success 

    In 2010, through a member-led campaign planning process, TRU developed three specific bus service improvement demands for: (1) 100 more buses in the system on the most crowded routes during rush hour; (2)  85% on-time bus service (on average buses currently run ~70% on-time); (3) 20% more weekend and evening bus service. TRU members have identified key targets, allies and strategies to win these demands. While the first demand is short-term demand, likely doable with existing resources and winnable within 12 months, the other two will require capital investments and more long-term strategies. But just as important as these policy victories is the new leadership that we nurture through TRU. At least 40 members are now actively participating and leading TRU’s campaigns alone, meeting monthly in three committees, with hundreds more who are easily mobilized for actions and events. TRU is anchoring a movement of people who have been excluded from decision-making to confront power and demand fundamental changes, so together we can achieve our right to a healthy environment and transportation justice.

    Program Success Monitored By  Since it’s inception in 2000, TRU has made real progress towards improving the quality of public transportation for transit-dependent riders and addressing the root causes of inequalities. TRU has grown in its membership and public visibility and is now well recognized as the voice of transit dependent riders from the region’s low income communities and communities of color. TRU staff and members use the following measures for evaluation: (1) Number of T riders in target neighborhoods who are reached by TRU through outreach. (2)  Number new members recruited and one-to-one meetings held. (3)        Number of new people who participate regularly as active members in TRU committees and campaigns. (4) Number members that take on leadership roles in TRU activities, committees and coalitions. (5) Number of core leaders that finish TRU organizing internship. (6) Actual Improvements in MBTA service: improved bus service, youth pass, affordable fares. (7) Progress towards achieving systemic change and statewide goals: adequate long-term funding. (8) Number of media reports about TRU and transit racism/disinvestment.
    Examples of Program Success  TRU won free bus transfers throughout the transit system serving 400,000 daily riders in Greater Boston in 2000; forced the regional transit authority to replace 70% of its dirty diesel bus fleet with cleaner alternatives; won the establishment of the T Riders Oversight Committee, which brings riders and advocates a direct voice in advising the MBTA; pushed the MBTA to upgrade its customer service operations in 2007 to accommodate non-English speakers; and upgraded service on some of the most heavily used bus routes serving Boston’s communities of color. In 2010, TRU won an increase in sales tax that sent $160 million in new revenue to the public transit agency, postponed a series of proposed fare increases and service cuts, and stopped a controversial bus expansion project was scrapped so that $10 million in federal stimulus funds could be re- allocated to make improvements on five heavily used routes in low income communities and communities of color – a key TRU demand. 

    CEO/Executive Director/Board Comments

    --

    Management


    CEO/Executive Director Ms. Kalila Barnett
    CEO Term Start Feb 2009
    CEO Email [email protected]
    CEO Experience Kalila Barnett became ACE’s Executive Director in February 2009. She was previously a Senior Organizer at Community Labor United and served on ACE’s Board of Directors for 5 years. She is a Roxbury native and lifelong resident of Boston. Kalila graduated from Bates College in 2001 with a degree in American Studies and Spanish. She has also worked at Jamaica Plain Neighborhood Development Corporation and Madison Park Development Corporation, organizing around community development issues and affordable housing in the Roxbury and Jamaica Plain area.
    Co-CEO --
    Co-CEO Term Start --
    Co-CEO Email --
    Co-CEO Experience John

    Former CEOs and Terms

    Name Start End
    Mr. Penn Loh Jan 1996 Jan 2009

    Senior Staff

    Name Title Experience/Biography
    Mr. David Jenkins Program Director, Roxbury Environmental Power Project --
    Mr. Lee Matsueda Program Direct, T Riders Union --
    Ms. Patricia Nixon -- --
    Mr. John Walkey -- --

    Awards

    Award Awarding Organization Year
    -- -- --

    Affiliations

    Affiliation Year
    -- --
    Member of state association of nonprofits? Yes
    Name of state association --

    External Assessments and Accreditations

    External Assessment or Accreditation Year
    -- --

    Collaborations

    --

    CEO/Executive Director/Board Comments

    y

    Foundation Comments

    --

    Staff Information

    Number of Full Time Staff 8
    Number of Part Time Staff 0
    Number of Volunteers 100
    Number of Contract Staff 2
    Staff Retention Rate % 92%

    Staff Demographics

    Ethnicity African American/Black: 3
    Asian American/Pacific Islander: 3
    Caucasian: 3
    Hispanic/Latino: 1
    Native American/American Indian: 0
    Other: 0
    Other (if specified): 0
    Gender Female: 8
    Male: 6
    Not Specified 0

    Plans & Policies

    Organization has Fundraising Plan? Under Development
    Organization has Strategic Plan? Yes
    Years Strategic Plan Considers 5
    Management Succession Plan No
    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 Yes
    State Charitable Solicitations Permit No
    State Registration --

    Risk Management Provisions

    --

    Reporting and Evaluations

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

    Governance


    Board Chair Dr. Neenah Estrella-Luna
    Board Chair Company Affiliation Professor, Northeastern University
    Board Chair Term June 2011 - June 2012
    Board Co-Chair --
    Board Co-Chair Company Affiliation No Affiliation
    Board Co-Chair Term -

    Board Members

    Name Company Affiliations Status
    Ms. Mary Ann Babinski Westfield Concerned Citizens Voting
    Ms. Diana Baldelomar Community Volunteer Voting
    Ms. Adanarys Barragan Beantown Society Voting
    Ms. Heather Catherwood Esq. Jason Stone Lawyers Voting
    Dr. Tiffany Chenault Associate Professor, Salem State University Voting
    Ms. Donna Dear Member/Commuty Leader Voting
    Ms. Osa Egharevba Community Volunteer Voting
    Mr. Mina Makarious Esq. Anderson & Kreiger Voting
    Ms. Jennifer Rushlow Environmental Justice Staff Attorney, Conservation Law Foundation 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: 5
    Asian American/Pacific Islander: 0
    Caucasian: 2
    Hispanic/Latino: 2
    Native American/American Indian: 0
    Other: 0
    Other (if specified): 0
    Gender Female: 5
    Male: 4
    Not Specified 0

    Board Information

    Board Term Lengths 3
    Board Term Limits 2
    Board Meeting Attendance % 79%
    Written Board Selection Criteria Under Development
    Written Conflict Of Interest Policy Yes
    Percentage of Monetary Contributions 100%
    Percentage of In-Kind Contributions 100%
    Constituency Includes Client Representation No

    Standing Committees

      --

    CEO/Executive Director/Board Comments

    --

    Foundation Comments

    --

    Financials


    Revenue vs. Expense ($000s)

    Expense Breakdown 2010 (%)

    Expense Breakdown 2009 (%)

    Expense Breakdown 2008 (%)

    Fiscal Year July 01, 2015 to June 30, 2016
    Projected Income $1,212,525.00
    Projected Expense $1,204,311.00
    Form 990s

    2010 990

    2009 990

    2008 990

    2007 990

    Audit Documents

    2010 Audit Document

    2009 Audit Document

    2008 Audit Document

    IRS Letter of Exemption

    IRS Letter of Determination

    Prior Three Years Total Revenue and Expense Totals

    Fiscal Year 2010 2009 2008
    Total Revenue $1,113,342 $1,301,556 $911,311
    Total Expenses $1,208,539 $1,198,347 $1,042,565

    Prior Three Years Revenue Sources

    Fiscal Year 2010 2009 2008
    Foundation and
    Corporation Contributions
    $856,974 $146,803 $204,151
    Government Contributions $226,409 $1,141,387 $651,428
        Federal -- -- --
        State -- -- --
        Local -- -- --
        Unspecified $226,409 $1,141,387 $651,428
    Individual Contributions -- -- --
    Indirect Public Support -- -- --
    Earned Revenue $5,416 $7,391 $7,624
    Investment Income, Net of Losses $10,078 $24,893 $37,806
    Membership Dues -- -- --
    Special Events -- -- --
    Revenue In-Kind -- -- --
    Other $14,465 $-18,918 $10,302

    Prior Three Years Expense Allocations

    Fiscal Year 2010 2009 2008
    Program Expense $914,922 $949,358 $827,434
    Administration Expense $123,223 $85,446 $79,016
    Fundraising Expense $170,394 $163,543 $136,115
    Payments to Affiliates -- -- --
    Total Revenue/Total Expenses 0.92 1.09 0.87
    Program Expense/Total Expenses 76% 79% 79%
    Fundraising Expense/Contributed Revenue 16% 13% 16%

    Prior Three Years Assets and Liabilities

    Fiscal Year 2010 2009 2008
    Total Assets $1,083,734 $1,181,843 $1,031,366
    Current Assets $1,058,852 $1,153,131 $1,016,094
    Long-Term Liabilities $7,751 $11,267 --
    Current Liabilities $119,530 $118,926 $82,925
    Total Net Assets $956,453 $1,051,650 $948,441

    Prior Three Years Top Three Funding Sources

    Fiscal Year 2010 2009 2008
    1st (Source and Amount) -- --
    -- --
    -- --
    2nd (Source and Amount) -- --
    -- --
    -- --
    3rd (Source and Amount) -- --
    -- --
    -- --

    Financial Planning

    Endowment Value --
    Spending Policy --
    Percentage(If selected) --
    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 2010 2009 2008
    Current Ratio: Current Assets/Current Liabilities 8.86 9.70 12.25

    Long Term Solvency

    Fiscal Year 2010 2009 2008
    Long-term Liabilities/Total Assets 1% 1% 0%

    CEO/Executive Director/Board Comments

    --

    Foundation Comments

    Financial summary data in charts and graphs are per the organization's audited financials.

    Documents


    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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