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Organization DBA MMP
Mass Mentoring
Former Names Greater Boston One-to-One (1992)
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

Mission StatementMORE »

Mass Mentoring Partnership (MMP) is fueling the movement to expand empowering youth-adult relationships to meet the needs of communities across Massachusetts. MMP serves more than 250 programs statewide supporting over 30,000 youth in quality relationships. We work with mentoring programs and youth development organizations to assess programmatic needs and organizational capacity to provide customized strategies that strengthen youth, families, and communities.

Mission Statement

Mass Mentoring Partnership (MMP) is fueling the movement to expand empowering youth-adult relationships to meet the needs of communities across Massachusetts. MMP serves more than 250 programs statewide supporting over 30,000 youth in quality relationships. We work with mentoring programs and youth development organizations to assess programmatic needs and organizational capacity to provide customized strategies that strengthen youth, families, and communities.


FinancialsMORE »

Fiscal Year Jan 01, 2016 to Dec 31, 2016
Projected Income $2,671,367.00
Projected Expense $2,667,461.00

ProgramsMORE »

  • Highland Street Corps Ambassadors of Mentoring
  • Mentor Recruitment, Support and Development
  • Positioning and Public Awareness
  • Quality Based Membership (QBM)
  • Training and Technical Assistance

Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

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


Overview

Mission Statement

Mass Mentoring Partnership (MMP) is fueling the movement to expand empowering youth-adult relationships to meet the needs of communities across Massachusetts. MMP serves more than 250 programs statewide supporting over 30,000 youth in quality relationships. We work with mentoring programs and youth development organizations to assess programmatic needs and organizational capacity to provide customized strategies that strengthen youth, families, and communities.


Background Statement

In 1992, The National Mentoring Partnership initiated the growth of locally based partnerships to serve as advocates and resources for the expansion and enrichment of youth mentoring. Boston leaders Reverend J. Donald Monan, S.J. and Paul C. O’Brien opened the doors of the nation’s first local mentoring partnership, which was then called Greater Boston One-to-One.  In 1998, to reflect the expansion of mentoring models and a commitment to providing statewide services, Greater Boston One-to-One become Mass Mentoring Partnership (MMP). In 2007, MMP expanded its geographic presence with the opening of a Western Mass office in Springfield. Since its inception, MMP has called upon the experience of established youth mentoring programs as well as a diverse group of smaller-scale programs to inform and shape its programs, messages and strategy. 


Impact Statement

MMP works to expand quality youth mentoring across the Commonwealth through two distinct strategies: providing services directly to organizations with established youth mentoring programs and those looking to develop youth mentoring programs; and building awareness of the field of mentoring and directing resources to the field as a whole. MMP supports and enhances its member programs by providing mentor recruitment support; delivering direct training and technical assistance; advocating for public funding and private financial resources for mentoring; heightening the visibility of mentoring and its role in strengthening communities through preventing youth violence, closing the achievement gap, and workforce development; and building public awareness about the need for and impact of mentoring.


Needs Statement

Research proves that the presence of a caring, adult mentor improves the lives of young people in measurable ways. Numerous national studies have shown that youth mentoring programs positively impact school connectedness and performances, relationships with family members and peers, and self-esteem.  Yet, more than 3,000 youth in Massachusetts are waiting to be matched with mentors.  Mass Mentoring recognizes that the field of mentoring in Massachusetts needs volunteers to be mentors, businesses to partner with mentoring programs and community advocates to raise public awareness of the importance of mentoring to our communities' strength.


CEO Statement

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Board Chair Statement

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Geographic Area Served

In a specific U.S. city, cities, state(s) and/or region.
Massachusetts-All Regions
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Organization Categories

  1. Youth Development - Adult, Child Matching Programs
  2. Youth Development - Management & Technical Assistance
  3. Youth Development - Alliances & Advocacy

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

Yes

Programs

Highland Street Corps Ambassadors of Mentoring

The Highland Street Corps Ambassadors of Mentoring drives human capital to mentoring programs across Massachusetts to extend and deepen our impact, especially in underserved areas. MMP receives support from the Highland Street Foundation and the Massachusetts Service Alliance to host this AmeriCorps program. MMP conducts a competitive process to host members who are co-recruited, co-hired, trained by MMP, and placed for a year of service at sites, building their capacity while enhancing the quantity and quality of mentoring. MMP currently has 25 members at 22 agencies and MMP. Over the past five years, Corps members provided more than 100,000 hours of service to mentoring programs.
Budget  515,476
Category  Youth Development, General/Other
Population Served Children and Youth (0 - 19 years)
Program Short-Term Success 
In 2012, MMP aims to have 25 Ambassadors that will serve full-time at up to 23 mentoring programs and MMP to provide services in one or more of four areas:
1) Program Development and/or Program Start-up: leading the development of practices and systems in the areas of program planning, management, operations and/or evaluation;
2)Mentor and Mentee Training: creating or strengthening systems to provide orientation, training and/or ongoing skill building for mentors, mentees, and parents to improve the quality of matches;
3) Match Support: expanding organizational ability to support and develop mentors and mentees throughout their match;
4) Recruitment and Marketing: all Ambassadors will engage in recruiting and retaining qualified volunteer mentors for their respective organization and some Ambassadors may be solely focused on improving their organization’s capacity in this area.
Program Long-Term Success  The AmeriCorps Ambassadors of Mentoring provide mentoring programs with motivated individuals trained in elements of effective practice who will make a lasting impact on these programs and the youth they serve. Ambassadors will impact service delivery, increase organizational capacity and sustainability, support initiatives in under-served communities and recruit, screen, and match volunteer mentors - yielding more positive outcomes for youth and a higher social and economic return.
Program Success Monitored By  In 2008-2011, Ambassadors recruited over 1,200 total new mentors (doubling the annual goal of 200 mentors) and the current 2011-2012 Corps is on track to achieve and surpass their annual goal. Host sites have reported mentor recruitment, program systems creation and implementation, and program and staff development as the greatest contributions of the program. Each year, the program has completed over 80% of all projects and over 80% of organizations report increased capacity to serve more kids in a higher-quality way.
Examples of Program Success 
  • In 2009, the Ambassadors of Mentoring funded a start up program for first generation college students at Roxbury Community College in order to increase retention among this group.The program now serves over 20 students.  
  • Former host site Stand and Deliver increased its academic mentoring services to youth in Lawrence with the support of two Ambassadors over two years. 
  • In 2010, the Ambassadors program funded a project at Big Sister Association of Greater Boston which increased recruitment of women of color to serve as mentors by 20%. 
  • 90% of host sites state that their Ambassador has been instrumental in helping to strengthen their capacity around mentor recruitment and match support.

Mentor Recruitment, Support and Development

MMP works to substantially increase the number of adults who enter into quality mentoring relationships with youth by building the capacity of programs to recruit mentors and launching large-scale mentor recruitment campaigns. Recruitment strategies include: implementing high-profile recruitment campaigns, such as the Red Sox Mentoring Challenge, directing Massachusetts’ National Mentoring Month campaign, developing workplace mentoring programs and opening doors for programs to build partnerships, managing the state’s only online mentor referral system, and launching the Back to School campaign and the Mentors of Color Campaign. Mentor recruitment will build the capacity of programs by assisting them in recruiting and retaining mentors and volunteers in order to double the number of youth in high quality mentoring relationships from 22,000 to 44,000, representing half of the youth in Massachusetts in single parent households in poverty.
Budget  314,962
Category  Youth Development, General/Other
Population Served Children and Youth (0 - 19 years)
Program Short-Term Success  MMP will work with mentoring programs to meet their mentor recruitment goals by increasing the number of inquiries collected through the year. MMP will also expand the Back to School campaign statewide, enhance the impact of the Mentors of Color recruitment campaign, and continue to use National Mentoring Month as a recruitment tool for mentoring statewide. Additionally, MMP will build its own capacity to recruit mentors throughout Massachusetts through mentor recruitment campaigns.
Program Long-Term Success  The success of mentor recruitment, support and development will be determined by assisting mentoring programs in meeting their own goals focused on recruitment and increasing MMP’s capacity for recruitment. MMP works with programs to ensure they are assisted in advancing their recruitment needs and building their capacity based on the number of mentors they can support so that ultimately more youth in need can be connected to a caring mentor.
Program Success Monitored By  MMP will measure the success of this program by increasing the number of mentors recruited and the capacity of programs to develop their own mentor recruitment initiatives. We will continue to evaluate the impact of recruitment campaigns and seed grants and refine any methods if needed. 
Examples of Program Success 
MMP has increased the capacity of mentoring programs by helping them expand the reach of their efforts by granting seed money for program use.  During the 2011 Red Sox Mentoring Challenge, programs used these grants to bring in over 250 inquiries and make 30 new matches between young people and caring adults.  This effort allows programs to utilize their own strategies and resources along with these grants and TA from MMP to advance their community specific initiatives to bring more caring adults into their programs.  This successful initiative is one that MMP looks to expand in order to further support and develop more initiatives for programs

Positioning and Public Awareness

MMP actively engages in raising public awareness of the success of mentoring and positioning mentoring as a policy strategy to improve outcomes for youth.MMP mobilizes program partners in advocacy campaigns that protect and increase state and federal funding opportunities for youth mentoring programs, and provides technical assistance for programs applying for public sector grants. MMP supports its network by providing significant information and frequent updates throughout the state and federal budget processes. In positioning mentoring as a policy strategy, MMP drives research to the field by conducting Mass Mentoring Counts, the statewide mentoring survey in conjunction with the UMass Donahue Institute biannually. The findings are used to benchmark the field of mentoring in Massachusetts and inform and guide policy-makers, funders, and practitioners. MMP uses the data to strengthen advocacy for support of mentoring through public policy and public funding.
Budget  614,378
Category  Youth Development, General/Other
Population Served Children and Youth (0 - 19 years)
Program Short-Term Success  MMP will continue to increase the level of funding for mentoring in the Massachusetts state budget by increasing the engagement of programs and mentor advocates in the budget process, as well as continuing to enhance the relationships between MMP staff and targeted legislators. Building the capacity of mentoring organizations to advocate on behalf of their programs and build their own support for public money through group and targeted trainings and technical assistance will be a crucial element in effectively advocating for mentoring as a policy tool.MMP will also continue to increase advocacy around mentoring by leading the annual Youth Mentoring Day at the State House and promote public awareness by increasing website traffic and social media campaigns.
Program Long-Term Success  MMP is committed to driving increased financial resources from the public sector to the field of youth mentoring by advocating for youth mentoring on the state and federal level; engaging programs in advocacy campaigns around the state and federal budgets and policy making; strengthening and engaging a cohort of volunteer mentors and mentees who participate in state and local advocacy; and building the capacity of programs to advocate for themselves and their constituencies and effectively compete for grants in the public sector. MMP is also working to highlight mentoring as an effective youth-development tool and position mentoring as a policy solution for youth development, education achievement, and long term self-sufficiency.
Program Success Monitored By  MMP will see success by maintaining and deepening relationships with all current state legislative champions; developing relationships with new legislators; increasing the mentoring line item in the state budget; and building the capacity of mentoring programs to advocate for increased public resources through trainings, technical assistance, and providing opportunities to engage with elected officials.
Examples of Program Success  In 2010 and 2011, MMP expanded its current advocacy strategy to include targeted relationship building with specific legislators to support the mentoring line item in the state budget, as well as targeted outreach with mentors and mentoring programs to bolster their voices in the budgetary process. The most notable accomplishment of MMP’s expanded public policy and advocacy work is the recent increase in the mentoring line item in the budget from $100,000 to $250,000. This is the first increase in the mentoring line item since 2007 and reflects the benefits of the increased time, energy and resources that MMP has put into this work at the state level.

Quality Based Membership (QBM)

QBM is a quality assurance process that provides an “indicator of quality” for mentoring programs in Massachusetts to help them benchmark their program practices against national standards of excellence. QBM demonstrates a commitment to excellence to potential mentors, funders, parents, and community partners. Together program staff and MMP develop a “Road to Membership” plan which outlines the training and technical assistance MMP staff will provide to help strengthen the organization’s program. The three levels of membership include: Affiliate, entry point for membership; Associate Partner, programs in the process of conducting a self-assessment, or actively working to meet designated standards for quality; and Partner Member, formal youth mentoring programs that have completed the self-assessment and demonstrate adherence to all requirements of QBM. The overall goal is to help sustain and grow high quality mentoring programs in order to match more caring adults with young people in need.
Budget  147,429
Category  Youth Development, General/Other
Population Served Children and Youth (0 - 19 years)
Program Short-Term Success  Currently, there are 216 mentoring programs in QBM, with 44 programs at the highest Partner level, 16 programs at Associate Partner level, and 156 programs at Affiliate level. QBM will achieve short term success by continuing to move programs towards the highest level of membership and improve the practices of programs in the process. MMP also seeks external opportunities to present the process and benefits of a QBM initiative and expand upon MMP's role as the national leader in quality.
Program Long-Term Success  QBM will increase the program capacity of mentoring programs around Massachusetts so that formal mentoring programs can provide more children with higher quality mentoring experiences. MMP is working to ensure that 100% of identified formal mentoring programs are members of QBM by 2013 and 55% of members achieve the top-quality tier of membership.
Program Success Monitored By  The success of QBM is determined by evaluations completed by mentoring programs. MMP anticipates that 75% of programs will meet their desired outcomes for taking part in membership process and 90% of programs who are in their second year of membership engage in re-affirmation of membership. MMP will continually review the current membership process and implement relevant improvements in hopes to grow the field of mentoring in Massachusetts.
Examples of Program Success 

For fiscal year 2012, the state provided some funding for mentoring programs. The funding was only available through a competitive request for proposal process. Of the nineteen programs which were awarded funding, sixteen are at the highest level of MMP membership, and the remaining three programs at the associate partner or affiliate level of membership. 

 


Training and Technical Assistance

MMP works with mentoring programs to assess programmatic needs and organizational capacity, identify resources for start-up and on-going operations, and provide customized strategies on how to implement and sustain a quality program that benefits mentors, youth and the organization. MMP presents a range of capacity-building services, including a two day program on how to build a quality youth mentoring program for organizations, enhanced trainings on program organizational development, research, and customized consulting for programs in our network. MMP offers 14 standard trainings at various times throughout the year and provides technical assistance around general program support and development.
Budget  147,429
Category  Youth Development, General/Other
Population Served Children and Youth (0 - 19 years)
Program Short-Term Success  In 2012, MMP will deliver 14 trainings on program development and seven trainings on organizational development by webinars, online presentations or in-person trainings. MMP will hold targeted roundtable sessions with focused content beyond standard trainings and deliver more than 250 hours of non-fee technical assistance to member programs. Additionally, MMP will develop three different tool kits on program practices for use and distribution on our website and increase access to resources beyond in-person trainings.
Program Long-Term Success  A successful mentor training and technical assistance program will guide and influence programs to employ effective practices to sustain themselves, create high-quality matches, and achieve positive outcomes for youth. By working with mentoring programs through training and technical assistance, MMP will improve the overall quality of mentoring programs in Massachusetts to achieve greater outcomes for the youth that they serve.
Program Success Monitored By  MMP’s goal is to increase the number of participants in all trainings by 25% and have at least 90% rate of participants report increased knowledge from training participation. MMP will also continually review and evaluate current training systems, track tools for ongoing improvementand integrate the latest information on best practices.
Examples of Program Success  An example of success at the program level is how the Boys and Girls Club utilized out training services.  Four years ago the Boys and Girls Clubs of Boston did not have a mentoring component.  Since that time, the organization has utilized the training and one-on-one technical services and has become a full partner member with mentoring programs at four sites. Here at MMP we are in the process of transitioning two in-person trainings to online learning modules during 2012 to expand the reach of our services beyond traditional in-person sessions.

CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Mr. Marty Martinez
CEO Term Start Mar 2007
CEO Email [email protected]
CEO Experience --
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
Mr. David Shapiro May 2004 Jan 2012

Senior Staff

Name Title Experience/Biography
Sue Anne Endelman Vice President and Chief Operating Officer

 Sue Anne Endelman has spent decades as a senior executive in the non-profit sector and has successfully led numerous initiatives to align mission, objectives, and financial resources to maximize and sustain organizational effectiveness and vibrancy. Endelman joined the staff of Mass Mentoring Partnership in early 2006 in the then newly created position of Vice President for Training and Strategic Services.  In August 2009, Endelman became MMP’s first Chief Operating Officer, a role in which she will build the operational infrastructure of the organization to be aligned with its recent 400 percent growth in revenue.

Endelman also spent 16 years as a senior executive at Jewish Community Centers of Greater Boston (JCCGB), most recently as Senior Vice President for Operations and Planning.  Her earliest work in the non-profit sector focused on out-of-school time and summer camp programs for children and adolescents, experiences that continue to drive her passion for organizations committed to promoting the best interests of youth.

Beth Fraster Director of Program Services --
Michael McCormick Director of Marketing and Public Awareness --

Awards

Award Awarding Organization Year
Nominee for Community Partner of the Year United Way of Massachusetts Bay & Merrimack Valley 2012
Former President & CEO David Shapiro named a Barr Foundation Fellow Barr Foundation 2011
Finalist, Annual Excellence in Advocacy Award Massachusetts Nonprofit Network 2010
Manza Excellence in Leadership Award MENTOR 2009
Bell Ringer Award for the Red Sox Mentoring Challenge New England Publicity Club --
Community Quarterbacks Award Eastern Bank --

Affiliations

Affiliation Year
MENTOR: National Mentoring Partnership - Respondent --
Member of state association of nonprofits? Yes
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
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Collaborations

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CEO/Executive Director/Board Comments

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Foundation Comments

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Staff Information

Number of Full Time Staff 11
Number of Part Time Staff 5
Number of Volunteers 25
Number of Contract Staff 0
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 2
Asian American/Pacific Islander: 1
Caucasian: 12
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 11
Male: 5
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 5
Management Succession Plan Under Development
Business Continuity of Operations Plan --
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy --
State Charitable Solicitations Permit --
State Registration --

Risk Management Provisions

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Reporting and Evaluations

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

Governance


Board Chair Mr. George Neble
Board Chair Company Affiliation Ernst and Young
Board Chair Term Jan 2015 -
Board Co-Chair Mr. Steven Powell
Board Co-Chair Company Affiliation VP, Investment Manager Services, State Street Corporation
Board Co-Chair Term Nov 2012 -

Board Members

Name Company Affiliations Status
Mr. Felix Arroyo City of Boston Voting
Secretary Andrea J. Cabral Massachusetts Secretary of Public Safety Voting
Ms. Jacqui Conrad Director, Communications and Public Relations, Cambridge College Voting
Mr. Mark Eldridge Chief Executive Officer and Founder ALKU Voting
Ms. Sonja Kelly Managing Director, Kelly Family Foundation Voting
Mr. John Mahoney Retired Vice Chairman & CFO, Staples Inc. Voting
Rev. J. Donald Monan S.J. Chancellor, Boston College Exofficio
Mr. George Neble Ernst & Young Voting
Mr. Paul C O'Brien President, The O'Brien Group Exofficio
Ms. Regina M Pisa Managing Partner, Goodwin Procter LLP Voting
Mr. Steven Powell Vice President Investment Manager Services, State Street Voting
Mr. Robert Rosenfield CEO, JN Philips Auto Glass Voting
Mr. Randall Seidl Sr. VP Enterprise Servers- Storage- Networking Hewlett Packard Voting
Mr. Brian Sullivan Boston Red Sox Voting
Mr. Reza Taleghani Managing Director & Group Head, JP Morgan Voting
Ms. Allison Werder MassLive Voting

Constituent Board Members

Name Company Affiliations Status
Colby Berger Adoption & Foster Care Mentoring --
Wendy Foster Big Brothers Big Sisters of Mass Bay --
Marty Martinez Mass Mentoring Partnership --
Lowell Mazie John Andrew Mazie Memorial Foundation --
Renee Moss Big Brothers Big Sisters of Hampshire Co. --
Deborah Re Big Sister association of Greater Boston --
Beth Russell Big Brothers Big Sisters of Hampden Co. --
Elizabeth Sweeney Family Service Inc. --
Ben Ticho Big Brothers Big Sisters of Central Mass/Metrowest --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 2
Asian American/Pacific Islander: 0
Caucasian: 13
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 2
Other (if specified): --
Gender Female: 5
Male: 11
Not Specified 0

Board Information

Board Term Lengths --
Board Term Limits --
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 No

Standing Committees

  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Finance
  • Nominating

CEO/Executive Director/Board Comments

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Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2015 2014 2013
Total Revenue $2,406,208 $2,328,524 $2,328,766
Total Expenses $2,471,014 $2,489,429 $2,422,683

Prior Three Years Revenue Sources

Fiscal Year 2015 2014 2013
Foundation and
Corporation Contributions
$665,006 $509,500 $691,500
Government Contributions $770,804 $652,045 $647,215
    Federal $273,896 $259,328 $297,215
    State $496,908 $392,717 $350,000
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $50,286 $37,819 $23,531
Indirect Public Support -- -- --
Earned Revenue $162,831 $115,743 $75,674
Investment Income, Net of Losses $2,916 $3,625 $5,040
Membership Dues -- -- --
Special Events $373,663 $435,202 $375,532
Revenue In-Kind $148,357 $337,003 $259,550
Other $232,345 $237,587 $250,724

Prior Three Years Expense Allocations

Fiscal Year 2015 2014 2013
Program Expense $2,123,312 $2,032,955 $1,969,110
Administration Expense $132,912 $183,185 $230,584
Fundraising Expense $214,790 $273,289 $222,989
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.97 0.94 0.96
Program Expense/Total Expenses 86% 82% 81%
Fundraising Expense/Contributed Revenue 12% 17% 13%

Prior Three Years Assets and Liabilities

Fiscal Year 2015 2014 2013
Total Assets $2,554,708 $2,552,013 $2,648,572
Current Assets $2,507,587 $2,495,006 $2,619,495
Long-Term Liabilities $0 $0 $0
Current Liabilities $552,096 $484,595 $420,249
Total Net Assets $2,002,612 $2,067,418 $2,228,323

Prior Three Years Top Three Funding Sources

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

Financial Planning

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

Capital Campaign

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

Short Term Solvency

Fiscal Year 2015 2014 2013
Current Ratio: Current Assets/Current Liabilities 4.54 5.15 6.23

Long Term Solvency

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

CEO/Executive Director/Board Comments

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Foundation Comments

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

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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