Share |

Community Labor United Incorporated

 6 Beacon Street, Suite 910
 Boston, MA 02108
[P] (617) 723-2639
[F] (617) 723-2480
-- --
 Printable Profile (Summary / Full)
EIN 20-3404034

LAST UPDATED: 04/02/2015
Organization DBA Green Justice Coalition
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No



Mission StatementMORE »

The organization's mission is to move strategic campaigns combining the joint power of community-based organizations and labor unions in order to protect and promote the interests of low and middle-income working families in the greater Boston area. Through a program of coalition building, research and policy development, public education and grassroots mobilization, CLU will move forward policies that promote quality jobs, secure healthcare and affordable housing for all of the Boston area's working people.

Mission Statement

The organization's mission is to move strategic campaigns combining the joint power of community-based organizations and labor unions in order to protect and promote the interests of low and middle-income working families in the greater Boston area. Through a program of coalition building, research and policy development, public education and grassroots mobilization, CLU will move forward policies that promote quality jobs, secure healthcare and affordable housing for all of the Boston area's working people.

FinancialsMORE »

Fiscal Year July 01, 2013 to June 30, 2014
Projected Income $983,000.00
Projected Expense $965,200.00

ProgramsMORE »

  • Communications Hub
  • Leadership Development
  • Research Hub
  • The Green Justice Coalition

Revenue vs. Expense ($000s)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

Expense Breakdown 2010 (%)

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


Mission Statement

The organization's mission is to move strategic campaigns combining the joint power of community-based organizations and labor unions in order to protect and promote the interests of low and middle-income working families in the greater Boston area. Through a program of coalition building, research and policy development, public education and grassroots mobilization, CLU will move forward policies that promote quality jobs, secure healthcare and affordable housing for all of the Boston area's working people.

Background Statement

CLU is a coalition of community and labor organizations that runs joint organizing campaigns to counteract the growing gap between rich and poor, while highlighting the connections between community issues and jobs. With our partner organizations we develop a common vision and plan of action. Our campaigns and research identify and win specific policy changes that will make the local economy more humane and equitable. 

CLU was formed in 2005 to bring together unions and community organizations, take on campaigns with regional significance, win real economic gains for our members, and weave the threads of an emerging progressive infrastructure.

In 2006, CLU organized, won and implemented its first organizing campaign to hire Boston Public School graduates, put them through an apprentice program, and repaint schools side by side with union painters. We turned low-wage work without benefits into high-road work hiring local residents. We also united a building trades union with local community organizations and brought young people of color into union construction jobs.     

CLU’s second campaign, titled “Secure Jobs, Secure Communities,” linked community organizations with SEIU Local 615 to organize low-wage security officers working in downtown Boston office buildings. Most of the workers come from the African diaspora and live in Roxbury, Dorchester, and Mattapan. The campaign developed and mobilized over 800 community and union leaders. Approximately 1500 workers won their first contract with significant raises, benefits and improved working conditions.

CLU has released several significant research reports which helped frame the need for economic changes and supported specific organizing campaigns ranging from taxicab drivers to hospital workers. We are now researching potential campaigns on transit, recycling, immigrant worker centers, and are investigating ways to strengthen the research and communications capacities of our partner organizations.

Impact Statement

Community Labor United’s current “Green Justice” campaign is cutting energy bills in low-income neighborhoods and communities of color, cutting carbon emissions, saving the planet, and creating jobs. In 2011 we won:

More access. Pioneered a new model for community outreach that brought home weatherization to lower-income neighborhoods.

More jobs. Trained and hired local residents for that weatherization work.

Better jobs. Negotiated Responsible Employer agreements that will cover the state’s biggest utilities, their weatherization vendors and subcontractors.


Our goal for 2012 is to finish this overhaul of the state's home weatherization system by adding:

Affordability. Increase subsidies so lower-income families can weatherize their homes.

Transparency. Pass legislation to make utility companies open their books and show who is being served by the weatherization programs they manage.

Lasting changes. Write all these reforms into the state’s next 3-year energy efficiency plan.

Needs Statement

We are seeking funds for:
  • Our Green Justice campaign. We are making the "green economy" affordable for working class families and communities of color.
  • Our Transit Justice campaign. We are launching a new campaign for better service, good jobs, and full funding for the MBTA.
  • A Communications Hub. We are setting up a training and resource center for CLU coalition partners to strengthen their media work and develop a common narrative that gives voice to working people.
  • A Research Center. By pooling our research needs and drawing on local universities, our community partners can get high-quality campaign research without busting their bank accounts.

CEO Statement

CLU’s goals are straightforward – we are working to grow new organizing in our region, specifically in low and moderate income communities and communities of color. CLU’s founding partners firmly believe that all communities need to be active and engaged in their communities and in their workplaces. Since low and moderate income communities have been left behind in representation and decision making, we have focused our organizing on this constituency. 

Our work is grounded in an analysis of systemic oppression that includes both income and a deep understanding of how race, class and gender are intertwined and connected. This requires us to be intentional and focused on exposing the economic and social inequities that exist in our society in all aspects of our work. For example, our Green Justice Campaign focuses on ensuring that low-income communities and communities of color, which have borne the brunt of environmental injustices, will be at the forefront of an emerging array of green opportunity. Equity has been a cornerstone of CLU’s campaigns.

Finally, CLU consistently and intentionally prioritizes the leadership development of people from low income communities and communities of color. Our work must engage and be led by grassroots leaders of the communities and workplaces we are affecting.

Board Chair Statement

Community Labor United has had a number of successes that validate our approach to bringing unions and community groups together on campaigns that focus on raising the living standards of low-wage workers. We have successfully broken down long-time cultural barriers that existed between labor and community-based organizations through our approach, which focuses on relationship building.
The success of Community Labor United as the only permanent community-labor partnership in Boston's history has been tremendously rewarding to me personally. Wage inequity is what inspired me to join the labor movement over thirty years ago and to be making demonstrable gains for low-wage workers through our partnership shows labor at its best.
Richard M. Rogers
Chair, Community Labor United
Executive Secretary-Treasurer, Greater Boston Labor Council

Geographic Area Served

Greater Boston Region-All Neighborhoods
While almost all our work focuses on working class neighborhoods and communities of color in greater Boston, our Green Justice energy efficiency campaign includes Fall River/New Bedford, Springfield, and Lynn, and our new transit campaign will include a statewide fight to solve the revenue crisis of the MBTA and other Regional Transit Authorities.

Organization Categories

  1. Civil Rights, Social Action, Advocacy - Alliances & Advocacy
  2. Community Improvement, Capacity Building - Urban & Community Economic Development
  3. Employment - Labor Unions/Organizations

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



Communications Hub

One of the key battles – which progressives are losing – is the battle of communications. Under CLU’s five-year plan, we will shift the current narrative about our economic crisis to include the voices of CLU’s primary constituency, working class communities and communities of color. Our campaigns will tell that larger narrative through creative street actions, visuals and propaganda that speak to the broader public and expose the inequities in our economic system. We are also hiring a full-time communications director who will coordinate a Communications Hub – a resource center that trains our organizations’ leaders and systematically develops a shared narrative across our racial, geographic, and organizational differences.

Budget  $100,000.00
Category  Arts, Culture & Humanities, General/Other Media & Communications
Population Served Poor,Economically Disadvantaged,Indigent Minorities Immigrant, Newcomers, Refugees
Program Short-Term Success 

We will bring members of the Communications Collaborative up to a basic level of media competence.

Organizations in the Collaborative will reprioritize their communications work and start shifting resources to that work.

Program Long-Term Success 

Organizations in the Collaborative will get their members’ voices, stories, and priorities into the mainstream media.

Collaborative members will use social media to reach the general public, their own members, and the press.

Collaborative members will use non-traditional visual, audio, and theater methods to reach their base communities and create cultures of organization and mobilization.

Collectively, members of the Collaborative will start reframing dominant narratives about inequality, opportunity, race, and change.
Program Success Monitored By 

Community Labor United will hire a Communications Director by the end of 2012 who will track progress and take corrective action as needed.

Examples of Program Success 

Union communications staff have led basic skills trainings and brought other organizations up to a basic level of media competence. Media Relations 101 and 102 are complete. Next come Internal Communications and Social Media 101.

We have established a Communicators’ Listserv where members are exchanging tips and skills.

Leadership Development

CLU also develops leadership in a unique way. Unlike many other coalitions, we constantly build the strength of our member organizations. We meet regularly with their representatives, assess their skill levels, offer training and support. For example, our skills development group helps leaders of color solve the wide range of challenges they face as executive or associate/deputy directors. They have the space to share their frustrations and hear advice from their peers on member and staff development, organizational structure and decision-making, building a strong base of leaders, and diversifying their funding sources.  CLU provides our own tools for supervision, staff evaluations, workplanning and organizational structure. We are also providing training in supervision for two of our organizations and helping them restructure their organizations.
Budget  $50,000.00
Category  Civil Rights, Social Action & Advocacy, General/Other Ethnic Groups' Rights & Racial Equality
Population Served Minorities Females Poor,Economically Disadvantaged,Indigent
Program Short-Term Success  Leaders of the organizations we are coaching, especially women of color, will survive in their jobs, make the necessary changes in their organizations, and will develop a mutual support network to continue the process.
Program Long-Term Success 
1. Social change and advocacy organizations will be led by the people they represent.
2. Those leaders will have the tools, skills, and support to make their organizations effective. 
Program Success Monitored By  Darlene Lombos, Community Labor United's executive director.
Examples of Program Success  One of the leading members of our Green Justice Coalition is the go-to community organization in the state's most environmentally stressed city. Its director is extraordinary, dynamic, and completely overworked -- which ripples throughout the organization. Our counseling and support program allowed her to recognize the stresses that her staff were experiencing and develop new management methods that have put the organization on a much more sustainable footing. 

Research Hub

Many of our coalition members cannot afford to take funds from their tight organizing budgets for the high-quality research their campaigns need. CLU is seeking funding for a collaboration with Tufts University's Urban and Environmental Policy Planning Department. Supervised by a faculty member and CLU's research director, three UEP graduate students will work on exploratory and strategic campaign research projects. We will pilot the program in the summer of 2012 if we can obtain $30,000 in Research Fellow stipends, $15,000 course release time for Tufts faculty, and $15,000 release time for our research director.
Budget  $60,000.00
Category  Employment, General/Other Internships
Population Served Minorities Poor,Economically Disadvantaged,Indigent Immigrant, Newcomers, Refugees
Program Short-Term Success  Some community campaigns will have much stronger research bases, sharper targets, and more chances of success than they now have.
Program Long-Term Success  Members of Community Labor United's board and coalition will have the capacity to conduct all but the most ambitious research projects without busting their budgets.
Program Success Monitored By  Connie Razza, CLU's Policy and Research Director.
Examples of Program Success  The Research Hub has not started yet.

The Green Justice Coalition

The Green Justice Coalition brings together unions, community and environmental groups to win:
  • A Green Economy for All. The Green Justice Energy Efficiency Campaign has negotiated agreements with the state's biggest utility companies that will dramatically include wages, training, and working conditions for weatherization installers -- a fast-growing, low-road industry. We are now working with utilities and the state to make home weatherization affordable and accessible for working class families and communities of color.
  • An Affordable, Available, and Sustainable MBTA. Our new campaign will expand the Green Justice Coalition and take up the tied issues of transit service and MBTA funding. As part of the campaign, we want the MBTA to hire its full projected workforce of maintenance workers, thereby cutting delays and breakdowns, creating family-supporting jobs for communities of color and lower-income communities, and building a sustainable MBTA.
Budget  $600,000.00
Category  Environment, General/Other Climatic Change
Population Served Unemployed, Underemployed, Dislocated Blacks, African Heritage Hispanic, Latino Heritage
Program Short-Term Success 

Energy Efficiency:Make home weatherization affordable and accessible in the state’s next three-year energy efficiency plan.

  • Invest 25% of weatherization marketing funds in community-based outreach, which our pilot programs showed to be extremely effective.
  • Shift rebates to make home weatherization affordable for lower-income families, especially tenants.
  • Bring run-down housing up to code so it can be weatherized.
  • Open the books so we can see what communities are being served.

Transit Justice:

  • Stop the cuts and fare hikes with short-term funding solutions.
  • Expand night and weekend service in underserved areas of the state so workers can get to jobs.
  • Build a strong coalition of transit riders, workers, and businesses to push for further reforms.
Program Long-Term Success 

Energy Efficiency:Meet the state’s ambitious goal of cutting carbon emissions 25% below 1990 levels by 2020 and 80% by 2050. Make home weatherization accessible and affordable to lower-income families and communities of color. Hire residents of those communities to do weatherization work; raise the wages and standards of those jobs.

Transit Justice:“Fix it, fund it, and make it fair.”

  • Stop breakdowns and missed schedules by repairing and maintaining equipment.
  • Find a reliable permanent funding source for public transit across the state.
  • Increase access to jobs, education, services, and recreation for all, especially the most marginalized.
Program Success Monitored By 

The Green Justice Coalition meets regularly to monitor progress and adjust our campaigns for greater effectiveness. We work closely with the state Energy Efficiency Advisory Council and its consultants to track progress toward our shared goals and evaluate specific program changes. We hire independent consultants to evaluate specific projects (see “Examples of Program Success”) and our researchers issue periodic reports that assess our progress and outline next steps.

Examples of Program Success 

1. Green Justice Coalition pilot projects tested a new model for weatherization work in four inner-city neighborhoods. Arbor Consulting Partners found that our pilot projects in Chinatown and Chelsea greatly expanded weatherization access and affordability. Hundreds of homes were weatherized and community residents were hired for union weatherization jobs with family-supporting wages, benefits, and paths to construction careers. The pilot projects gave us key information and leverage to push for reforms that will make statewide weatherization programs much more effective – and equitable.

2. The Green Justice Coalition’s Jobs Committee negotiated Responsible Employer agreements with the state’s largest utilities and weatherization contractors that dramatically increased wages and job quality for workers in one of the state’s lowest-paid industries. Our internal research showed those workers may gain a million dollars a year from these agreements.

CEO/Executive Director/Board Comments



CEO/Executive Director Ms. Mary Darlene Lombos
CEO Term Start Jan 2006
CEO Email
CEO Experience

Darlene Lombos started with CLU in 2006 as a Senior Organizer, became Organizing Director then Co-Director in 2008, and finally Executive Director in 2011. Darlene has been a community organizer since 1996, working on issues including police accountability and home daycare justice at Direct Action for Rights and Equality in Providence, RI as well as transportation equity, gentrification and displacement, and education reform at Sisters in Action for Power in Portland, OR. She brings fifteen years' experience in community and youth organizing, leadership development and coalition-building to this work.

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

Former CEOs and Terms

Name Start End
Ms. Lisa Clauson Jan 2005 June 2011

Senior Staff

Name Title Experience/Biography
Ms Diana Bell Senior Organizer

Diana Bell joined CLU in March of 2010. For over 5 years, Diana has been involved in community organizing and advocacy in the Greater Boston area and beyond. Prior to her work at CLU, she worked as a Campaign Organizer at the Massachusetts Immigrant and Refugee Advocacy Coalition (MIRA Coalition) where she helped lead two statewide legislative and budgetary initiatives- one campaign at securing equal higher education access for immigrant students and the other aimed at increasing public funding for ESOL programs. Diana also worked at the MA State House, SEIU Local 615 and City Life/Vida Urbana. Currently, Diana serves on the Advisory Board of SIM (Student Immigrant Movement), the unifying organizing structure for immigrant youth in Massachusetts. Diana is Ecuadorean-American and recently returned from a year long stay in her family’s home country.

Ms Soledad Boyd Senior Organizer

Soledad Boyd joined CLU’s staff in 2009. Soledad came to CLU from City Life/Vida Urbana where she began her organizing work eight years ago as a tenant organizer organizing low income and working class tenants of color. During her time at City Life, Soledad organized tenants in their struggle against rent increases and poor living conditions as well as their fight for respect from landlords. Soledad also helped form City Life’s Bank Tenant Association, which mobilizes tenants and former owners living in foreclosed properties against post foreclosure evictions. These efforts led to a city ordinance protecting tenants living in foreclosed properties.

Mr David Minasian Researcher David Minasian joined CLU’s staff in 2011 and has worked as an organizer for the Alliance to Develop Power in Springfield where he organized a tenant buy-out of a Section 8 complex and helped facilitate the creation of a worker-controlled cooperative business called United for Hire. David also is a member of Carpenters Local 107 and was a steward, editor of the local’s newsletter and elected delegate. Before arriving at CLU, he finished his Master’s Degree at the Labor Center at the University of Massachusetts at Amherst and was an instructor teaching Labor History to Carpenter apprentices and Political Science at Worcester State University.
Mr Mike Prokosch Administration and Grants Manager

Mike Prokosch joined CLU's staff in 2009. He has worked as a graphic artist, community newspaper editor, and organizer in the Vietnam, Central America, and Iraq antiwar/solidarity movements. For the past decade he has led popular economics trainings for unions and community groups through United for a Fair Economy and the UMass Lowell Labor Extension Program.

Ms Connie Razza Policy and Research Director

Connie Razza joined CLU’s staff in 2011 and has been a strategic research campaigner for more than a decade, working primarily on organizing campaign design and implementation for labor unions including the UAW and UNITE HERE international unions. In addition, she served the New York City Council as its Senior Policy Analyst for health issues. Connie also worked as a union organizer after being an activist-leader in an organizing drive of student employees throughout the University of California system.


Mr Jeremy Mosher Shenk Deputy Director

Jeremy Shenk came to Community Labor United in 2009 from the Service Employees International Union Local 615 where he was the community organizer. Among other things he built community support for a campaign of almost 1500 security officers who protect buildings in downtown Boston, Back Bay, and Cambridge to first form a union and then get a first union contract that had affordable high quality healthcare, significant wage increases, and other benefits for the first time. He was raised in Virginia and lived and organized for five years with the United Steelworkers and the Thomas Merton Center in Pittsburgh PA before relocating to Boston in 2007.


Award Awarding Organization Year
-- -- --


Affiliation Year
-- --
Member of state association of nonprofits? No
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --


Community Labor United's entire practice is one huge collaboration of community organizations, labor unions, environmental and other organizations. We also collaborate with other coalitions -- T4Massachusetts, the state AFL-CIO, Right to the City, MassUniting, and others.

CEO/Executive Director/Board Comments


Foundation Comments


Staff Information

Number of Full Time Staff 6
Number of Part Time Staff 1
Number of Volunteers 0
Number of Contract Staff 1
Staff Retention Rate % 67%

Staff Demographics

Ethnicity African American/Black: 2
Asian American/Pacific Islander: 1
Caucasian: 3
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 4
Male: 3
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Under Development
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 No
Document Destruction Policy No
Directors and Officers Insurance Policy No
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


Board Chair Mr. Richard Rogers
Board Chair Company Affiliation Greater Boston Central Labor Council
Board Chair Term Jan 2011 - Dec 2012
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Mr. Thomas Callahan Massachusetts Affordable Housing Alliance Voting
Mr. Domenic Desiata City Life/Vida Urbana Voting
Ms. Enid Eckstein 1199SEIU-Massachusetts Healthcare Workers East Voting
Ms. Jovanna Garcia Soto Chelsea Collaborative Voting
Mr. Muradieu Joseph SEIU Local 615 Voting
Mr. Thomas Laughlin International Union of Painters and Allied Trades, District Council 35 Voting
Mr. Lee Matsueda Alternatives for Community and Environment Voting
Mr. Warren Pepicelli UNITE HERE New England Joint Board Voting
Ms. Noemi Ramos-Winthrop New England United for Justice Voting
Mr. Craig Ransom New England Regional Council of Carpenters Voting
Mr. Richard Rogers Greater Boston Central Labor Council 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: 2
Asian American/Pacific Islander: 1
Caucasian: 6
Hispanic/Latino: 2
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 3
Male: 8
Not Specified 0

Board Information

Board Term Lengths 2
Board Term Limits --
Board Meeting Attendance % 75%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy No
Percentage of Monetary Contributions 0%
Percentage of In-Kind Contributions 0%
Constituency Includes Client Representation Yes

Standing Committees

  • Finance
  • Strategic Planning / Strategic Direction

CEO/Executive Director/Board Comments


Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

Expense Breakdown 2010 (%)

Fiscal Year July 01, 2013 to June 30, 2014
Projected Income $983,000.00
Projected Expense $965,200.00
Form 990s

2012 990

2011 990

2010 990

2009 990

2008 990

Audit Documents

2012 Audited Financials

2011 Audited financials

2010 Audited Financials

2009 Audited Financials

2008 Audited Financials

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2012 2011 2010
Total Revenue $1,244,169 $725,140 $1,173,627
Total Expenses $1,029,966 $930,600 $767,218

Prior Three Years Revenue Sources

Fiscal Year 2012 2011 2010
Foundation and
Corporation Contributions
$1,143,500 $674,050 $1,133,500
Government Contributions $0 $0 $0
    Federal -- -- $0
    State -- -- $0
    Local -- -- $0
    Unspecified -- -- $0
Individual Contributions $89,375 $33,526 $33,070
Indirect Public Support -- -- $0
Earned Revenue $6,900 $6,760 $2,984
Investment Income, Net of Losses $894 $2,964 $4,073
Membership Dues -- -- $0
Special Events -- -- $0
Revenue In-Kind $3,500 -- $0
Other -- $7,840 $0

Prior Three Years Expense Allocations

Fiscal Year 2012 2011 2010
Program Expense $816,392 $738,651 $642,917
Administration Expense $143,811 $119,620 $60,295
Fundraising Expense $69,763 $72,329 $64,006
Payments to Affiliates -- $0 $0
Total Revenue/Total Expenses 1.21 0.78 1.53
Program Expense/Total Expenses 79% 79% 84%
Fundraising Expense/Contributed Revenue 6% 10% 5%

Prior Three Years Assets and Liabilities

Fiscal Year 2012 2011 2010
Total Assets $774,870 $564,893 $781,812
Current Assets $774,870 $564,893 $781,812
Long-Term Liabilities $0 $0 $0
Current Liabilities $34,746 $38,972 $50,431
Total Net Assets $740,124 $525,921 $731,381

Prior Three Years Top Three Funding Sources

Fiscal Year 2012 2011 2010
1st (Source and Amount) -- --
-- --
New World $250,000.00
2nd (Source and Amount) -- --
-- --
Barr Foundation $188,000.00
3rd (Source and Amount) -- --
-- --
Surdna Foundation $100,000.00

Financial Planning

Endowment Value --
Spending Policy N/A
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 2012 2011 2010
Current Ratio: Current Assets/Current Liabilities 22.30 14.49 15.50

Long Term Solvency

Fiscal Year 2012 2011 2010
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

One of our principles as a coalition is to regrant a portion of our annual budget to member organizations that have the fewest funding opportunities. This helps them devote more of their resources and attention to organizing and strengthens the coalition as a whole. In FY2012 we intend to regrant $100,000.

Foundation Comments

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


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?


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


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