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Habitat P.L.U.S., Inc.

 516-520 Essex Street
 Lynn, MA 01902
[P] (781) 599-8578
[F] (781) 593-6332
[email protected]
Bernadette Forti
 Printable Profile (Summary / Full)
EIN 22-3029733

LAST UPDATED: 01/23/2019
Organization DBA --
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No



Mission StatementMORE »

To provide interim and transitional supportive, sober housing to veterans with psychiatric disabilities, who would otherwise be homeless. To provide program participants with information and advocacy to access existing service programs. The goal for program participants is to maintain stable housing.

Mission Statement

To provide interim and transitional supportive, sober housing to veterans with psychiatric disabilities, who would otherwise be homeless. To provide program participants with information and advocacy to access existing service programs. The goal for program participants is to maintain stable housing.

FinancialsMORE »

Fiscal Year July 01, 2014 to June 30, 2015
Projected Income $456,449.00
Projected Expense $456,449.00

ProgramsMORE »

  • Habitat P.L.U.S., Inc.

Revenue vs. Expense ($000s)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

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


Mission Statement

To provide interim and transitional supportive, sober housing to veterans with psychiatric disabilities, who would otherwise be homeless. To provide program participants with information and advocacy to access existing service programs. The goal for program participants is to maintain stable housing.

Background Statement


Our veterans’ supportive housing program was privately established in 1989 as a memorial to Stanley J. Egan, a cousin of the organization’s founders, who was killed in action in Vietnam in 1969. In 1990, the founders purchased an 1847 Jacob Cohen Mansard Victorian in downtown Lynn to serve as the home base for the program. This 18-room home was then restored including new plumbing and electrical systems, and opened serving three formerly homeless veterans. Today, that house serves ten veterans in a group home setting. 

Within the first two years of operation, a number of the residents had stabilized and needed a less restrictive, yet supportive housing option. As a result, in 1992, the founders purchased an abandoned legal five-family apartment building located next door to the group home. After $89,000 of extensive renovations, including replacing the roof, plumbing, safety systems, painting, and furnishings, the founders then opened it as a step-up Cooperative Apartment Program, now serving up to five veterans.

In 1995, after establishing a sound foundation and proven track record, the founders of the organization applied for and received non-profit status for the agency now known as Habitat P.L.U.S., Inc (HP). This enabled the organization to continue its mission driven programs and pursue additional funding sources for the programs.  

Group Home Program (serving ten veterans

In this model the residents are served by live-in staff and the level of supervision is very high. Other than when the residents are out at day-programs, these participants have a staff person on duty to respond to their needs. Staff prepares and serves all meals family-style; provides supervision of Activities of Daily Living (ADL) skills management and medication supervision.
Cooperative Apartment Program (serving five veterans)

Our second housing option is a step-up Cooperative Apartment Program. The residents in this program are higher functioning and more independent than those who live at our group home. The Cooperative Apartment Program enables HP to provide a unique option of a continuum of care for residents. Staying within the HP system allows the veterans to maintain the supports and sense of security that is so critical to their success in being productive members of the community and maintaining stable housing.

Habitat P.L.U.S., Inc. is a small program making a big difference in the lives of homeless psychiatrically disabled veterans.

Impact Statement

The most important accomplishment for the past year was that Habitat P.L.U.S. (HP) was able to keep its doors open for its 25th consecutive year. HP was also able to prevent any of our veterans from cycling through hospitalizations and returning to homelessness. Another important accomplishment was forging a community partnership with the General Electric (GE) Volunteers Foundation, G.E. Veterans Council and GE Employee’s Good Neighbor Fund.

HP’s primary goal for this year, as every year, is to secure adequate funding for continued operation. The result then defines our ability to accomplish every other goal.

Build upon and strengthen the community partnership forged with GE, in order to continue making much needed repairs to the program sites. Ideally, we would continue to develop other partnerships, as well.

Obtain a grant through the Cummings Foundation to maximize the scope of goals accomplished in partnership with GE and to increase a part time administrative assistant position to a full time position, enabling the directors more time to increase funding resources and organizational development.

Our fourth goal is to tap into available resources that would assist HP in overall organizational strengthening, development and enhanced board recruitment.

Our fifth and on-going goal is to continue to advocate for our veterans' right to receive adequate and appropriate care through the Veterans Administration. This is often our most challenging goal.

Needs Statement

The primary and on-going need is to find new resources to increase overall funding and resources. 

HP’s building sites are in dire need of overdue repairs and maintenance. HP has formed a community partnership with the General Electric, which is proposing to make repairs to one of our sites. The planned repairs include removal/replacement of  ten dormers, 150’ of gutters/downspouts, removal/replacement of mansard slate roofs with lead flashing along top of asphalt & bottom of slate, scrape, prime & paint body & trim, remove & replace roofing on front & two side roofs w/rubber membrane roofing and replace rotted fascia & trim. Estimated cost $52,362.57
A full time administrative assistant, so the directors may have more time to address overall organizational needs and development. Estimated cost $47,550
Increased resources would allow us to reinstate direct care support staff positions lost in the budget cuts of the past five years. (Even at those levels we were under-funded and therefore, understaffed.)
Acquisition of a back up generator (preferably solar) to ensure continued basic operation during weather or other related emergencies. HP has back-up battery operated emergency lighting, but this power will last for only so long and does not protect refrigeration, food stores etc.

CEO Statement

Habitat P.L.U.S., Inc. has been on the cutting edge of solutions to the plight of psychiatrically disabled veterans facing homelessness for 25 years. In 1989, while consulting for local real estate owners in the area, it became apparent to me that a large number of homeless in our communities were veterans with psychiatric disabilities. Veterans held a special place in my heart, as my cousin, Stanley Egan, was killed in Vietnam, at the age of nineteen. The other co-founder, Bernadette Forti, and I could not bear to sit idly by while these patriots suffered this indignity. 

The general mindset at the time was to provide “transitional” assistance. However, it was glaringly apparent to us that this population, the 100% psychiatrically disabled, was in need of consistent “permanent” supports. The “transitional” approach was more politically palatable, as politicians could assure voters that at some point there would be an end to taxpayer's funding.

Today the transitional approach has a new name: “recovery.” The problem is, for this population, it simply doesn’t apply. When supports are provided and later terminated, the cycle of decompensation and re-hospitalization begins anew. This is not cost effective. More importantly, it is an abandonment of the very men and women willing to put themselves in harms way for all of us.

So Bernadette and I set out to make a real difference. We towed the politically correct line, as evidenced by our mission statement, but provided what we knew would work, “permanent supportive living.” Our model can be utilized as transitional for those who may have the potential for independent living. However, the majority require permanent supports. Twenty years or so later we were contacted by the Governor’s Council on Homelessness and invited to participate, as they said we “… had been doing for twenty years what they (government) were just beginning to figure out.”

Let us give you just one example: We have a veteran who we will call John Doe. John had lived in our program for ten years. We obtained his medical records for the ten years prior to his placement at HP. In those prior ten years John had a total of 517 in-patient hospital days. At the time, according to VA Cost Recovery Agents, it cost $385 a day (today over $1000/day) for in-patient care. That means prior to placement here John cost the government $199,045 in hospitalizations. In the twenty years since placement here John had only 77 hospital days at a cost of $29,645. This translates into a savings to the taxpayers of $169,400 based on costs in the 1990’s. 

Board Chair Statement

Habitat P.L.U.S., Inc (HP) success has been our ability to break the cycle of repeat hospitalization that results in homelessness for psychiatrically disabled veterans. We achieve this by providing critical supports that prevent the veteran from decompensating and cycling in an out of hospitalization. Diagnosis and treatment are key elements, but ensuring the psychiatrically disabled veteran takes medication as prescribed to treat their disease is the single most important element to success.  

The social stigma associated with brain diseases is a barrier that has improved, but still has a long way to go. Twenty- five years ago when HP first began, one of the most heartbreaking realizations was the level of shame the veterans felt regarding their disease.   HP advocated for the veterans to receive treatment through the VA’s outpatient clinic that would deal with this issue. Through education and support the veterans gained a knowledge and language with which to navigate the stigma and symptoms of their disease. This has strengthened their motivation and commitment to their own treatment and success. 

While the VA offers many good programs, the criterion for psychiatric admissions is most often that of presenting a danger to oneself or others. This can be a limiting and shortsighted approach. Once admitted treatment & discharge can be equally shortsighted and often sets the veteran up for failure.  This is one of our greatest challenges. 

It is fairly common knowledge that psychiatry is one of the least profitable line items in any hospital’s budget. In the 3-31-13 Boston Globe Lifestyle Magazine an article by Liz Kowalczyk, titled Medical Students’ Empathy Drops Just As They Start Caring For Patients, Mohammadreza Hojat of Jefferson Medical College in Philadelphia states, “Senior doctors emphasize that medicine is a business. They encourage students and residents to quickly discharge patients to maximize hospital profits and to practice defensive medicine to avoid malpractice claims by angry patients. This “lack of positive role models” may lead students to believe that human connection is of little importance…” 

VA out-patient providers often fail to incorporate our observations and warnings that the veteran is beginning to decompensate. If they would, hospitalization may be avoided, by simply making the correct medication adjustment on an out-patient basis. When the veteran does decompensate, it is a challenge to get them hospitalized. Once hospitalized, the in-patient providers repeat the same mistake, ignoring our long-term knowledge of the veterans and their history. Discharge planning is woefully inadequate, setting the veteran up for failure.  And so begins the revolving door of re-hospitalization. We have witnessed many of our veterans requiring unnecessary re-hospitalizations, due to this phenomenon. Others were unnecessarily lost to the streets, jail and/or eventual death, due to this weakness in the system. We have never understood why the VA is so reluctant to hospitalize the veteran, why they are so eager to discharge the veteran before they are psychiatrically stable, or why their discharge planning fails to acknowledge the need for putting basic services/tools for success into place prior to discharge into the community.


Geographic Area Served


We primarily serve the North Shore of Massachusetts in Essex County, however any honorably discharged veteran with psychiatric disabilities in danger of homelessness is eligible.

Organization Categories

  1. Housing, Shelter - Independent Housing for People With Disabilities
  2. Human Services - Homeless Services/Centers
  3. Public & Societal Benefit -

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



Habitat P.L.U.S., Inc.

Habitat P.L.U.S., Inc. (HP) provides supported living to psychiatrically disabled veterans, who would otherwise be homeless. HP offers a continuum of care through two living options. The Group Home offers live-in staff and a high level of supervision to ten veterans in the areas of activities of daily living (ADL) skills, assistance with mental health services coordination and medication supervision. Staff prepares and serves all meals family style. The second program offers graduates from the group home, who demonstrate higher skill potential, a more independent, yet still supported living environment. The five veterans in this program have their own apartments and receive staff support for higher skill development in the areas of ADL skills management, money management, food planning, purchasing and preparation. All veterans must maintain medical compliance and a sober lifestyle. Both programs can be utilized as a permanent, as well as transitional, housing option.
Budget  $432,801.00
Category  Housing, General/Other Housing Support
Population Served Veterans People/Families with of People with Disabilities Homeless
Program Short-Term Success 

The short term goal for the veterans is to successfully transition from the hospital in-patient setting to the community. Successful transition at this point is heavily dependent on appropriate services being put into place by the VA prior to discharge. Veterans are often hospitalized for weeks or months. Discharge planning should begin, upon entry to the hospital. Many services required upon discharge, such as transportation services through The Ride, can take 4-6 weeks to obtain, yet the VA routinely initiates applications for such services on the day of discharge. Such supports can mean the difference between successful integration into the community or returning to the streets, decompensation and eventual re-hospitalization or incarceration. HP must then use its limited staff ($) resources to compensate for these missed opportunities, in hopes that it can salvage the referral.  HP’s goal is to advocate for veterans to be set up for success, rather than failure upon discharge.

Program Long-Term Success 

The ultimate goal for psychiatrically disabled veterans is to maintain stable housing. This is achieved by providing basic, but critical supports. Consistently taking medication, as prescribed, is the single most important element to this goal. These supports include assisting the veteran to maintain medical/psychiatric treatment compliance and for the dually diagnosed, sobriety. Self-care skills are often the first to go when decompensation begins. The routine activities of daily living (ADL) skills one takes for granted can be a paramount challenge for those struggling with mental illness. HP provides the structure, consistency and supervision necessary to achieve and maintain the final goal. The psychiatrically disabled veteran often cannot advocate for themselves. HP expends an inordinate amount of resources fighting to get the veteran the services, to which they are entitled, as the VA system is often more invested in cutting costs than staying true to their mission statement.

Program Success Monitored By 

HP tracks success rates via monthly performance measures. These measures reflect success rates in the area of:

Maximization of potential independence & ability to maintain stable housing

Outcome: 91% of targeted goal

Maintenance of drug & alcohol free lifestyle

Outcome: 91% of targeted goal

 Treatment Compliance

Outcome: 50% above targeted goal

 Re-hospitalization rate

Outcome: 74% above targeted goal

 ADL Skills Management

Outcome: 24% above targeted goal

While numbers serve a purpose, our greatest outcomes are reflected in the veterans we serve. There are many moving success stories. One veteran, we’ll call Jim, was an only child, whose mother had passed. After 13 yrs at HP and a terminal diagnosis, he stated he never wanted to leave. After his passing, his family of veterans honored him by placing his urn & photo on a nook of the grand staircase. Each day they pass the nook, tap the urn, say hello and know that they honored his wish: Jim will always have a home with his veteran family.

Examples of Program Success 

Al served 8 yrs. After discharge, he worked in food service for 18 yrs & was then laid off. “That’s when the depression hit, like a brick wall. I was apprehensive about coming to HP, but I felt the warmth the first day. I’m finally able to put my head down at night, without worrying about the next day. I don’t have to worry anymore. I finally have a home. I would never take my meds, unless I was at HP. I’d just forget one day and then stop taking them. It’s a big relief. Here you’re with other guys who have gone through the military too.” 


Later, Al graduated to HP’s Co-Operative Apartment Program. “I thought it was a dynamite idea when you offered me the apartment! HP is the only home I know of with an option to move on to your own apartment. Depression is exhausting, but I have hope now. I feel well rested now & I love the staff & playing with Sophia (HP dog). I feel good every time I come around the corner and see HP. Now I start the day off right. Tomorrow I’m going golfing.”

CEO/Executive Director/Board Comments


CEO/Executive Director Ms. Susan A. Campbell
CEO Term Start July 1989
CEO Email [email protected]
CEO Experience

Susan Campbell, Co-Founder and Executive Director for HP, has an Associates Degree in Community Mental Health from North Shore Community College and a Bachelor’s Degree in Counseling and Spirituality, through the Graduate School of Lesley College. 

Ms. Campbell has forty-one years experience in a variety of human service related positions. She has worked with varied populations in differing capacities. She worked as Assistant Director for the East Boston Recreation and Social Center and for Project Rap of Beverly, MA. as a Hotline Supervisor, Live–In House Manager for the Runaways and Youth at Risk Program and as an Adolescent Health Worker for Pregnant Teens and also served on the board of director’s. Additionally, she served as the Assistant Director for the Day Treatment Program of the Northeast Family Institute and also as an Overnight Counselor. She worked at Project Triangle in Malden, MA with developmentally delayed adults as a Program Manager. Later, she worked for the Department of Social Services as a Level III Investigator in the Child Abuse Unit. She also served on the board for Help for Abused Women and Children (HAWC).

In 1989 Ms. Campbell co-founded Habitat P.L.U.S., Inc. For the past twenty-five years she has devoted her efforts to the plight of psychiatrically disabled veterans facing homelessness.

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
Ms. Bernadette Marie Forti Director

Bernadette Forti is the Co-Founder and Director of Habitat P.L.U.S., Inc. (HP). Her field of collegiate study was in the area of Photography and Graphic Arts through North Shore Community College and The Art Institute of Boston. After college she pursued a career in human services and eventually co-founded HP.

Ms. Forti has thirty-four years experience in the human service field. The bulk of this experience has been in the development and implementation of supportive housing for the disabled. She has worked with developmentally delayed adults as a Community Living Specialist for Project Triangle in Malden, MA, for I.U.E. The Work Connection of Saugus, MA, serving Essex County and sponsored by the International Union of Electrical Worker’s providing diversion and employment programs designed for offenders, within the criminal justice system and with youth at risk residing within the Lynn Housing Authority. She also volunteered for many years as a human rights officer for the developmentally delayed.

In 1989 she co-founded Habitat P.L.U.S., Inc. For the past twenty-four years Ms. Forti has devoted her efforts to the plight of psychiatrically disabled veterans facing homelessness.


Award Awarding Organization Year
Outstanding Care Provider Veterans Administration 2011
Certificate of Appreciation Lynn Rotary Club of Lynn 1998


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
-- --


Massachusetts Department of Veterans' Services
Veterans Administration Community Residential Care Program
City of Lynn Massachusetts
General Electric Veterans Council
General Electric Volunteers Foundation
General Electric Employee's Good Neighbor Fund
General Electric Asian Pacific Forum  

CEO/Executive Director/Board Comments

In 1969 our cousin Stanley J. Egan was killed in action in Vietnam. Losses like this change a family forever. Stanley was kind and wise beyond his years. Susan and I chose careers in human services, working with many varied populations in the course of our careers. She and I met while working with developmentally delayed adults and spent our lunch hours discussing the weaknesses we saw in the existing systems.

While consulting for real estate owners in Lynn, Susan found that veterans with psychiatric disabilities were a high proportion of the homeless on our cities streets. So we approached the VA about establishing a supportive housing option for veterans with psychiatric disabilities facing homelessness.In1989 the general mindset was to provide “transitional” assistance. This was more palatable politically, as it provides tax dollars for a finite amount of time. No politician wants to tell the voters that funding a particular program will never end; it’s not good for business. However, this was a narrow view. When supports are prematurely ended, a prescription for failure ensues. Taxpayers end up paying more in the long run whether it is through the revolving door of repeat hospitalization, incarceration and/or needless duplication of services across varying public assistance agencies.While some can benefit from temporary supports, most 100% psychiatrically disabled veterans will need some level of supports on a
“permanent” basis. Major mental health diagnosis, like schizophrenia, major depression & bi-polar disorder has no cure. They can be managed, but usually gets worse with age, rather than better. Thus, these are the people who make up the chronically homeless we see on our streets and in our jails.

It was so obvious to Susan and me that that mindset was wrong. However, in order to survive we had to play the game, so our mission statement made in 1989 states “interim and transitional.” Yet while one could utilize HP on a transitional basis, we also put no limit on length of stay. For years we failed to qualify for funding, because we were a square peg trying to be forced into a round hole. This greatly impeded resources & the rate at which HP could develop. Now 26 years later, research has born out our original theory, as has the success of our veterans. So we have been vindicated, but just imagine how many more veterans could have been helped if the mainstream had caught onto what we knew 26 years ago. Think of the tax dollars that could have been saved & spent on programs, like HP, that actually work while saving the taxpayers money.

 B. Forti

Foundation Comments


Staff Information

Number of Full Time Staff 3
Number of Part Time Staff 4
Number of Volunteers 6
Number of Contract Staff 0
Staff Retention Rate % 100%

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 6
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 3
Male: 4
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? No
Organization has Strategic Plan? No
Years Strategic Plan Considers N/A
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 No
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit Yes
State Registration Yes

Risk Management Provisions

Workers Compensation and Employers' Liability
General Property Coverage and Professional Liability

Reporting and Evaluations

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


Board Chair Ms Bernadette M. Forti
Board Chair Company Affiliation Habitat P.L.U.S., Inc.
Board Chair Term Nov 1989 - June 2015
Board Co-Chair Ms Susan A. Campbell
Board Co-Chair Company Affiliation Habitat P.L.U.S., Inc.
Board Co-Chair Term Nov 1989 - June 2015

Board Members

Name Company Affiliations Status
Ms. Sharon Crowley Retired Voting
Mr. Gregory Levis Professor, Salem State College Voting
Ms. Gayle Mattivello Local 22, Laborer's Union Voting
Ms. Andrea Occhipinti Essex County Probation Officer, II Voting
Ms. Cheryl Vigliotta, Esq. U.S. Army, Retired Voting
Mr. Arthur Zervas Teacher, Northeast Regional Voc HS 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: 8
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 6
Male: 2
Not Specified 0

Board Information

Board Term Lengths 2
Board Term Limits 0
Board Meeting Attendance % --
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 Yes

Standing Committees

  • Finance

CEO/Executive Director/Board Comments


Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Fiscal Year July 01, 2014 to June 30, 2015
Projected Income $456,449.00
Projected Expense $456,449.00
Form 990s

2014 Form 990

2013 Form 990

2012 Form 990

2011 Form 990

2010 Form 990

2009 Form 990

Audit Documents

2014 Audited Financials

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 2014 2013 2012
Total Revenue $542,218 $584,059 $516,920
Total Expenses $546,583 $571,092 $515,330

Prior Three Years Revenue Sources

Fiscal Year 2014 2013 2012
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $0 $166,776
    Federal -- -- --
    State -- -- $166,776
    Local -- -- --
    Unspecified -- -- --
Individual Contributions -- -- --
Indirect Public Support -- -- --
Earned Revenue $494,346 $555,459 $317,370
Investment Income, Net of Losses $2 -- $1
Membership Dues -- -- --
Special Events $47,870 $28,600 $32,773
Revenue In-Kind -- -- --
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2014 2013 2012
Program Expense $511,003 $537,330 $481,586
Administration Expense $35,580 $33,762 $33,744
Fundraising Expense -- -- --
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.99 1.02 1.00
Program Expense/Total Expenses 93% 94% 93%
Fundraising Expense/Contributed Revenue 0% 0% 0%

Prior Three Years Assets and Liabilities

Fiscal Year 2014 2013 2012
Total Assets $40,171 $43,059 $30,536
Current Assets $40,171 $43,059 $30,536
Long-Term Liabilities $0 $0 $0
Current Liabilities $4,516 $3,038 $3,482
Total Net Assets $35,655 $40,021 $27,054

Prior Three Years Top Three Funding Sources

Fiscal Year 2014 2013 2012
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy Income Only
Percentage(If selected) --
Credit Line No
Reserve Fund No
How many months does reserve cover? --

Capital Campaign

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

Short Term Solvency

Fiscal Year 2014 2013 2012
Current Ratio: Current Assets/Current Liabilities 8.90 14.17 8.77

Long Term Solvency

Fiscal Year 2014 2013 2012
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments


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.


Other Documents

No Other Documents currently available.


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?


2. What are your strategies for making this happen?


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


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