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Hale Barnard Corporation

 273 Clarendon Street
 Boston, MA 02116
[P] (617) 536-3726
[F] (617) 536-7480
Tracey Cravedi
 Printable Profile (Summary / Full)
EIN 23-7230037

LAST UPDATED: 12/19/2018
Organization DBA --
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No



Mission StatementMORE »

Hale Barnard Corporation's mission is to provide residential, financial and supportive services of exceptional quality for a diverse older population and to enhance all aspects of living in the later years by offering meaningful choices; providing social, intellectual and spiritual stimulation; and honoring individual worth.

Mission Statement

Hale Barnard Corporation's mission is to provide residential, financial and supportive services of exceptional quality for a diverse older population and to enhance all aspects of living in the later years by offering meaningful choices; providing social, intellectual and spiritual stimulation; and honoring individual worth.

FinancialsMORE »

Fiscal Year Jan 01, 2019 to Dec 31, 2019
Projected Income $2,553,177.00
Projected Expense $2,553,177.00

ProgramsMORE »

  • Barnard Services
  • Hale House

Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

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


Mission Statement

Hale Barnard Corporation's mission is to provide residential, financial and supportive services of exceptional quality for a diverse older population and to enhance all aspects of living in the later years by offering meaningful choices; providing social, intellectual and spiritual stimulation; and honoring individual worth.

Background Statement

Hale Barnard Corporation was founded as “Hale House” in 1973 by Boston residents who were concerned about their elderly neighbors at a time when Boston was in poor physical and financial shape. Real estate was affordable, so the founders bought five connected townhouses in Back Bay and began providing a safe and stable home for 20 seniors. In 1984 Hale House merged with the Frances Merry Barnard Home to form the Hale Barnard Corporation. Hale Barnard Corporation now has two programs that serve seniors and adults with disabilities who are facing homelessness:

Hale House is now a state-licensed Level IV Rest Home, which means it serves seniors aged 50+ who have become homeless due to extremely low income, disability, and lack of family support. It is not a nursing home. At Hale House each resident has a private bedroom and access to three daily meals, 24-hour in-house medical oversight, life-management supports, housekeeping, and laundry. Residents are free to come and go as they choose and make their own decisions about which supportive services to use. Residents can stay as long as they need to: some regain their ability to live independently, some eventually work with Hale House staff to transfer to a higher level of care, and some live out their lives at Hale House. Hale House serves 60-65 seniors each year, 56 at a time.

Barnard Services provides financial management for low-income adults who have enough to live on, and still live in their own homes, but are in danger of losing their homes because they cannot manage their money. There are two Barnard Services sub-programs:

The Budget Management Program for Seniors (BMPS) serves seniors (aged 60+) who have difficulty organizing and paying their bills. A trained volunteer comes to the senior’s home to help track the senior’s expenses and prepare checks for the senior to sign. This growing program serves 15-20 clients per year.

The Bill Payer Program (BPP) serves low-income adults aged 18+ whose mental illness or cognitive disability prevents them from paying bills, distinguishing between friends and exploiters, and using their money responsibly. Paid staff serve as authorized bill-payers, ensuring that each client's rent, utilities and other debts are paid, they have manageable amounts of pocket money, and they can maintain good relationships with landlords and creditors. BPP serves about 190 clients per year, 60-70% of whom are aged 60+.

Impact Statement

Hale Barnard Corporation’s top accomplishments during the past year were:

Ensuring that 271 seniors and adults with disabilities were securely housed and able to maintain a healthy, fiscally sound, and dignified life.

Initiating a partnership with the Suffolk County Sheriff’s Department to provide each Hale House resident with a Massachusetts Identification Card, free-of-charge. Most Hale House residents cannot afford a state-sanctioned photo ID and would otherwise have no photo identification.

Hiring a paid Program Manager for the Budget Management Program for Seniors, which had been run entirely by volunteers. The new Program Manager is able to provide more consistent and professionalized client outreach, recruitment and program management; and training, management, and retention for volunteers and Advisory Board members.

Creating a new garden, Harriet’s Hideaway, to replace an overgrown greenspace alongside Hale House with an open garden that can bring residents out into their neighborhood. The garden is also providing a new way for Hale Barnard engage with donors, through the sale of memorial bricks for the garden’s walkway. Harriet’s Hideaway commemorates Harriet Hemenway, who lived at the Hale House address in the 19th Century and founded the Massachusetts Audubon Society there in 1896.

Hale Barnard’s top goals for the coming year are to:

Update Hale House’s commercial kitchen, which has not received a thorough renovation in more than 20 years

Continue to expand the Budget Management Program for Seniors, and especially to identify and train more volunteers

Engage donors in the Harriet’s Hideaway memorial brick walk


Needs Statement

Operating a home and providing quality service for very-low-income seniors who are too independent to qualify for a nursing home requires a delicate financial balancing act: 100 residential homes like Hale House have closed in the past 20 years. There are now fewer than 3,000 slots available statewide for seniors like those at Hale House—people who have worked all their lives but still cannot afford the price of growing old. Hale Barnard’s most pressing need is general program support for Hale House. Its top five specific needs are:


- A 0.5 FTE Activities Assistant to provide additional support for Hale House health and wellness activities

- A new recruitment methodology for Hale House nursing staff to assist with retention in a challenging hiring environment


- Board recruitment assistance to offset the departure of several long-term members


- Updated computer hardware, software and security systems

- Development and implementation of additional donor engagement strategies

CEO Statement


Board Chair Statement


Geographic Area Served


Organization Categories

  1. Housing, Shelter - Senior Citizens' Housing, Retirement Communities
  2. Human Services - Supportive Housing for Older Adults
  3. Mental Health & Crisis Intervention - Mental Health Treatment

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



Barnard Services

Barnard Services clients are people you see every day: the developmentally disabled man employed at your neighborhood store, the talkative elderly woman on the T, the unusually quiet man on the park bench. Most live alone in private residences, subsidized apartments or rooming houses. They receive a regular, sustaining, income from Social Security, SSDI or SSI and should be able to afford rent, utilities, food, clothing and other necessities. But their lifelong or age-related mental illness and cognitive disabilities make it impossible for them to organize and pay their bills, stick to a budget, save for the future, or use pocket money effectively. As a result, they are vulnerable to exploitation and are often on the verge of eviction—all of it entirely preventable. Barnard Services provides two different services for people with different needs:

The Budget Management Program for Seniors (BMPS) provides financial management, free-of-charge, for low-income seniors aged 60+. Seniors in the program, while independent in many ways, cannot track their bills or distinguish between friends and exploiters. Each senior is matched with a trained and vetted volunteer who comes to the senior’s home to support the senior’s own bill organizing activities, help them negotiate with creditors as needed, and prepare checks for the senior to sign. A BMPS Manager handles client outreach, client recruitment and management, and recruitment, training, management, and retention of program volunteers and volunteer Advisory Board members. BMPS currently serves 15-20 seniors per year. Seniors whose advancing age and disabilities eventually require a higher level of support can easily transfer to the Bill Payer Program.

The Bill Payer Program provides financial management for low-income adults aged 18+ whose mental illness or cognitive disabilities (whether lifelong or age-related) have made them “hardest to serve.” These adults have sustaining incomes through Social Security, SSDI, or SSI, and are able to live in their own homes, but are at risk of homelessness, exploitation and malnutrition because they cannot adhere to a budget, balance bills and spending money, distinguish between friends and exploiters, or reserve funds to meet future needs. Paid staff, who report to the Director of Barnard Services, serve as the authorized bill-payers, ensuring that each client's rent, utilities and other bills are paid, and they have manageable amounts of pocket money, and save money when possible. Staff also work with clients’ case managers and family members (if appropriate) to help clients maintain positive relationships with landlords and creditors. The Bill Payer Program serves about 190 clients per year; in general, 60-70% are aged 60+.

Budget  $153,000.00
Category  Human Services, General/Other Financial Counseling
Population Served Aging, Elderly, Senior Citizens People/Families with of People with Psychological Disabilities At-Risk Populations
Program Short-Term Success 

Low-income seniors and other adults with psychological disabilities are able to remain in their own homes. They:

- Do not have their utilities turned off or face eviction for non-payment of bills

- Have money available to buy nutritious food

- Do not become the unwitting victims of financial exploiters

- Have pocket money appropriate to their incomes

- Are helped to save for future expenses

- Have someone in their lives who can continue to pay bills, including rent/mortgage and utilities, even when they are hospitalized (especially important for seniors and adults with complex medical needs)

- Have monthly or semi-monthly interactions with a trusted volunteer or staff counselor who can reduce any confusion or sense of isolation

Program Long-Term Success 

Barnard Services fills a critical gap between state and federal financial support programs and clients’ capacity to fully benefit from these programs.

Program Success Monitored By 

The BMPS Manager, with oversight from the Director of Barnard Services and the Executive Director, is responsible for collecting quantitative BMPS data, including marketing and outreach activities accomplished, number of referrals received, number of clients served, number of volunteers trained, and reasons for clients and volunteers leaving the program (clients needing a higher level of support and volunteer time constraints are primary reasons). Satisfaction data and quality improvement suggestions are collected annually. The BMPS Manager uses an online survey to collect information from volunteers and Advisory board members while the Director of Barnard Services works with clients by phone or in person to collect their information. Quality improvement suggestions circle back to the Advisory Board and Executive Director for discussions on implementation. Fiscal oversight comes from several places: volunteers must complete monthly financial reports on their work with their senior. A Hale Barnard monitor reviews these reports each month, and the senior's bank statements semi-monthly, to ensure that the accounting is accurate, and the senior's money is being used appropriately. The BMPS program as a whole is monitored by the Massachusetts Money Management Program, a program affiliated with the Massachusetts Executive Office of Elder Affairs.

The Barnard Services Director, with oversight from the Executive Director, collects quantitative and qualitative data from Bill Payer Program clients via ongoing discussions with the client and their case managers at partnering human service agencies, and by annual surveys conducted with each client in person. Each check written for Bill Payer Program Representative Payee Service is monitored by the Director of Barnard Services and Hale Barnard Corporation's Business Manager and signed by the Hale Barnard Executive Director. The Bill Payer Program is monitored monthly by North Shore Elder Services. It is audited every other year by the Massachusetts Money Management Program and the Social Security Administration.

Examples of Program Success 

Angela is an elderly woman with mild developmental delays who participated in the Special Olympics as a teen and worked in a supported workplace for many years. While she does have family in another state, Angela is alone in Massachusetts. Angela understands budgeting, bill-paying, and keeping to a schedule, but has trouble staying organized. The Budget Management Program for Seniors matched Angela with a married couple of volunteers who have taken Angela into their hearts. They not only organize her monthly bill-paying, they have helped her negotiate with her cable TV company and save money to make well-planned purchases without debt. Angela is happy, relaxed, and still living independently in her own home.

Lucy is an alert and active 60-year-old woman who struggles with mild dementia. She receives a steady income from Social Security, and she understands the concept of paying bills, but she does not really understand the process. When she came to Bill Payer Program it became clear that she had not paid her rent on several occasions and was consistently late on other bills. She was receiving letters from collection agencies for bills that she should have been able to cover. Her daughter had also taken money from her. The Bill Payer Program, with permission from Lucy and the Social Security Administration, assumed control of Lucy’s Social Security payments, set up a budget plan, began to pay Lucy’s rent and other monthly bills, and cleared her past debts. Lucy now has a reasonable amount of weekly spending money. She can treat her daughter if she wants to, but her daughter can no longer access Lucy’s entire income. Lucy now feels secure, clearer about her rights and benefits, and in charge of her own life.

Joseph is 70-year-old man, who rents an apartment in a public housing project. He lives alone, has no family, and is totally dependent on Social Security. When he came to the Bill Payer Program Joseph was on the verge of being evicted because he frequently overdrew his checking account and was unable to pay his rent, even though he should have had enough money to cover it. Even his case worker could not figure out where Joseph’s money was going. Bill Payer Program staff, with permission from Joseph and the Social Security Administration, assumed control of Joseph’s Social Security payments and closed his checking account. They negotiated a repayment plan with the public housing agency that controls Joseph’s apartment, and the agency dropped the eviction proceedings. Joseph can now spend a small, pre-determined amount of money each month without worrying about his bottom line, and he no longer experiences any of the financial difficulties he had been struggling with.

Hale House

Hale House is a state-licensed “Level IV” Rest Home, which means that it serves very-low-income seniors (aged 50+) who can still perform daily life activities but can no longer live alone because of very low income, disability, and lack of family or friends to help share the burden. It can serve 56 people at a time, and, with turnover, it generally serves 60-65 people a year.

Hale House residents come from all parts of Greater Boston, and from all racial, ethnic, gender, gender identity and religious backgrounds. Many worked low-wage jobs for years and now depend on Social Security benefits that total only about $6,000-$15,000 per year. Some also have physical, cognitive, and/or mental health disabilities that limited their earning power and now make old age more difficult. Unable to afford the higher co-pays and multiple medical visits that go with aging, especially now that aging has reduced or eliminated their ability to work, nearly all residents are referred to Hale House by an anti-homelessness or elder care organizations when they are about to become, or have already become, homeless. Many residents arrive at Hale House undernourished and lacking in critical medications because they have been struggling to balance rent, utility, food, and medical costs for weeks or even years.

At Hale House, each resident has a private bedroom. Since Hale House is not a nursing home, residents are free to come and go as they choose. Residents have access to three balanced meals each day, social and enrichment activities, one-on-one help with life-management issues, housekeeping, and laundry services. Hale House also provides the most comprehensive medical care program of any Level IV Home in Massachusetts (168 hours of licensed care per week vs. the state requirement of four hours per month, along with 40-hours of administrative oversight by a Director of Nursing who is also a registered nurse). Hale House nurses can monitor and often treat residents’ chronic physical and mental health conditions on-site and manage their trips to physicians and hospitals.

Residents can stay at Hale House as long as they need to—the typical stay is two months to two years. Some do well enough to move in with friends or family members who lacked the time and money to support them when they were doing poorly. Some are able to find subsidized housing. Some live out their lives at Hale House. Most leave when they have aged to the point where they need a higher level of care at a subsidized nursing home. Hale House staff and the resident work together to make necessary decisions, complete paperwork, and create a smooth transferal process.

Budget  $2,400,000.00
Category  Human Services, General/Other Senior Residential Facilities Programs
Population Served Aging, Elderly, Senior Citizens Poor,Economically Disadvantaged,Indigent Homeless
Program Short-Term Success 

100% of Hale House residents will:

- No longer be homeless or at risk of homelessness

- Be protected from financial exploitation

- Improve their health and wellbeing through access to on-sight health care

- Learn to incorporate their daily regimen of medications and other medical needs into a life filled with activities

- Improve their mental acuity and short-term memory

- Reduce their sadness and isolation through social, intellectual, and physical activities

- Regain control over their immediate lives and goals for the future

- Be able to handle difficult decision-making regarding their health care, family relationships, financial management, and aging.


Program Long-Term Success 

Very-low-income seniors with disabilities will:

- No longer become homeless in an increasingly expensive Greater Boston housing market

- No longer need to choose between paying rent and buying their medications

- Find supportive housing even if they have complex medical needs, such as diabetes, kidney disease, and mental illness

- Remain independent members of a community and neighborhood well into old age

- No longer fall victim to scammers, “friends,” and relatives who do not have the senior’s best interests in mind

- Control their own lives and decision-making

Program Success Monitored By 

At Hale House, each resident has an individual file and a medical file. Together they form a complete picture of each resident's life and health at Hale House. The Executive Director, Director of Nursing, in-house social worker and psychiatrist, Resident Services Coordinator, Activities Director, and Food Service Director meet weekly to track resident health and well-being, and their responses to specific interventions. Hale House also collects medical impact data (the number of emergency room visits, hospitalizations, hospital re-admissions, resident medical leave days from Hale House, and medical reasons for discharge) that helps to explain the discharge rate for the year. This data is reviewed semi-annually by the Executive Director and Director of Nursing.

Residents formally comment on their satisfaction with Hale Houses services via quarterly client surveys that ask residents to rate Hale House resident services, activities, meals, nursing, respect from staff, and cleanliness on a scale of 1-5. Residents also participate in monthly House Meetings with the Executive Director and management team, and via a Resident Council that meets monthly and consults with program managers as needed. Residents also have many informal opportunities to comment on specific issues relating to meals, medical care, housekeeping, laundry, activities, and life at Hale House.

Examples of Program Success 

Greater Boston has become one of the hottest rental markets in the country. Thousands of people are finding that they can no longer afford to live where they have always lived. Seniors who can no longer boost their incomes by working longer or changing jobs, and who have no family members to share expenses, end up on the street. Once on the street, they become trapped there because their connections to human and medical services lapse, their bodies become dirty, and their possessions become moldy and infested.

This past year Hale House welcomed a new resident, a man in his 60s, who had been homeless for some time. He has no family, a small income from Social Security, and had been living out of suitcases and bags. Having lost everything except his minimal possessions he was extremely nervous about relinquishing them for cleaning. He seldom left his new room at Hale House while they were gone and did not interact with any of the other residents. He completely changed, however, when every one of his possessions was returned to him, good as new. In fact, this experience cemented his trust in Hale House. He allowed his hair to be cut, and he began leaving his room on his own to meet the other residents. He has turned out to be a warm, friendly, intelligent man who loves music. Among his possessions are dozens of records (the vinyl could be wiped with cleanser, but the cardboard covers had to be fumigated for mold). The resident now hosts weekly DJ sessions for the other Hale House residents and has become one of the friendliest residents at Hale House.

Hale House’s resident satisfaction rate was 94%, based on spring and fall resident satisfaction surveys with 40% of residents reporting.

CEO/Executive Director/Board Comments



CEO/Executive Director Ms. Tracey Cravedi
CEO Term Start Oct 2009
CEO Email
CEO Experience --
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
-- -- --


Award Awarding Organization Year
-- -- --


Affiliation Year
-- --
Member of state association of nonprofits? Yes
Name of state association Massachusetts Association of Residential Care Homes (MARCH)

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --



CEO/Executive Director/Board Comments


Foundation Comments


Staff Information

Number of Full Time Staff 21
Number of Part Time Staff 14
Number of Volunteers 150
Number of Contract Staff 16
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 18
Asian American/Pacific Islander: 1
Caucasian: 22
Hispanic/Latino: 10
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 41
Male: 10
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Under Development
Years Strategic Plan Considers --
Management Succession Plan --
Business Continuity of Operations Plan --
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy --
Directors and Officers Insurance Policy --
State Charitable Solicitations Permit --
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 Rev Stephen Kendrick
Board Chair Company Affiliation First Church Boston (UU)
Board Chair Term Mar 2018 - Mar 2019
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Ms. Barbara E. Bowen Community Volunteer Voting
Ms. Tracey Cravedi Executive Director, Hale Barnard Corporation Exofficio
Ms. Fay Dabney Community Volunteer Voting
Mr. Howard Fuguet Partner, Ropes & Gray, Retired Voting
Ms. Meredith L. Harron Outreach Therapist, Harbor Counseling Voting
Mr. Joshua L. Heapes US Trust, Bank of America Private Wealth Management Voting
Mr. Fadi Pierre Kanaan VP/Senior Manager of Commercial Risk, Citizens Bank Voting
Rev. Stephen Kendrick Senior Minister, First Church Boston (UU) Voting
Ms. Rochelle Lite Relative of Hale House resident Voting
Ms. Margaret McIsaac Hale House Resident Voting
Ms. Mary Lou McLean Registered Nurse Voting
Ms. Margaret Moody Central Boston Elder Services, Retired Voting
Ms. Roxanne Morand Family member was Hale House Resident Voting
Ms. Pamela Morris Director of Senior Living, Rogerson Communities NonVoting
Ms. Rebekah Richardson President, Promise the Children Voting
Ms. Eleanor Williams Community Volunteer Voting
Ms. Jane Breschard Wilson Boston Women Communicators Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
Ms. Margaret Arneaud Volunteer NonVoting
Ms. Kate Byrne, MS, RN Clinician, Scattered Site Housing, Pine Street Inn NonVoting
Ms. Penina Delinois-Zephir Housing Director, Boston Commission on Affairs of the Elderly NonVoting
Mr. Yanick Denis Metro Housing Boston NonVoting
Mr. David Denton Maloney Properties NonVoting
Mr. Brian Dervan Branch Officer, Berkshire Bank NonVoting
Ms. Ruth Harel-Garvey Baycove Human Services, Tenancy Preservation Program NonVoting
Mr. Daniel O'Hare Social Security Administration NonVoting
Ms. Michelle Soohoo Social Security Administration NonVoting
Ms. Francesca Vitale Baycove Human Services, Tenancy Preservation Program NonVoting

Board Demographics

Ethnicity African American/Black: 1
Asian American/Pacific Islander: 1
Caucasian: 12
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 1 Middle Eastern
Gender Female: 13
Male: 4
Not Specified 0

Board Information

Board Term Lengths 1
Board Term Limits 0
Board Meeting Attendance % --
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 43%
Percentage of In-Kind Contributions --
Constituency Includes Client Representation Yes

Standing Committees


CEO/Executive Director/Board Comments

Please note that the Advisory Board members listed above advise on the Budget Management Program for Seniors only. 

Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2017 2016 2015
Total Revenue $2,905,103 $3,611,269 $2,497,703
Total Expenses $2,730,083 $2,600,357 $2,445,515

Prior Three Years Revenue Sources

Fiscal Year 2017 2016 2015
Foundation and
Corporation Contributions
$60,300 $51,800 $106,947
Government Contributions $23,100 $23,100 $23,100
    Federal -- -- --
    State $23,100 $23,100 $23,100
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $64,124 $998,084 --
Indirect Public Support $2,120,879 $2,143,894 $2,206,634
Earned Revenue -- -- --
Investment Income, Net of Losses $636,400 $394,391 $178,252
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind -- -- --
Other $300 -- $-17,230

Prior Three Years Expense Allocations

Fiscal Year 2017 2016 2015
Program Expense $1,819,156 $1,735,876 $1,670,252
Administration Expense $910,927 $864,481 $775,263
Fundraising Expense -- -- --
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.06 1.39 1.02
Program Expense/Total Expenses 67% 67% 68%
Fundraising Expense/Contributed Revenue 0% 0% 0%

Prior Three Years Assets and Liabilities

Fiscal Year 2017 2016 2015
Total Assets $12,575,560 $11,380,053 $10,515,763
Current Assets $698,402 $622,332 $717,109
Long-Term Liabilities $0 $0 $0
Current Liabilities $703,256 $552,263 $461,177
Total Net Assets $11,872,304 $10,827,790 $10,054,586

Prior Three Years Top Three Funding Sources

Fiscal Year 2017 2016 2015
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value $10,915,906.00
Spending Policy --
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 2017 2016 2015
Current Ratio: Current Assets/Current Liabilities 0.99 1.13 1.55

Long Term Solvency

Fiscal Year 2017 2016 2015
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments


Foundation Comments

Financial summary data in the charts and graphs above 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?