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All Hands Volunteers, Inc.

 6 County Road, Suite 6
 Mattapoisett, MA 02739
[P] (508) 758-8211
[F] (508) 758-8211
www.hands.org
info@hands.org
Heidi Dubreuil
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INCORPORATED: 2005
 Printable Profile (Summary / Full)
EIN 20-3414952

LAST UPDATED: 10/07/2016
Organization DBA All Hands Volunteers, Inc.
Former Names Hands On Disaster Response (2006)
Hands On Worldwide (2006)
HandsOnThailand (2005)
HandsOnUSA (2005)
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

Mission StatementMORE »

All Hands Volunteers is a US-based, 501(c)3 non-profit organization, that addresses the immediate and long-term needs of communities impacted by natural disasters by engaging and leveraging volunteers, partner organizations and local communities. We aim to demonstrate the power and value of volunteerism through the tangible work done, the hope it brings to suffering communities, and the transformative experiences it provides for volunteers.

Mission Statement

All Hands Volunteers is a US-based, 501(c)3 non-profit organization, that addresses the immediate and long-term needs of communities impacted by natural disasters by engaging and leveraging volunteers, partner organizations and local communities. We aim to demonstrate the power and value of volunteerism through the tangible work done, the hope it brings to suffering communities, and the transformative experiences it provides for volunteers.


FinancialsMORE »

Fiscal Year Sept 01, 2013 to Aug 31, 2014
Projected Income $4,600,000.00
Projected Expense $4,370,000.00

ProgramsMORE »

  • Ecuador Earthquake Response
  • Hurricane Matthew Response
  • Louisiana Flood Response
  • Nepal Earthquake Recovery
  • South Carolina Flood Recovery

Revenue vs. Expense ($000s)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

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


Overview

Mission Statement

All Hands Volunteers is a US-based, 501(c)3 non-profit organization, that addresses the immediate and long-term needs of communities impacted by natural disasters by engaging and leveraging volunteers, partner organizations and local communities. We aim to demonstrate the power and value of volunteerism through the tangible work done, the hope it brings to suffering communities, and the transformative experiences it provides for volunteers.


Background Statement

In 2005, our founder David Campbell flew to Thailand after hearing of the devastation wrought by the 2004 South East Asian tsunami. When he learned that unaffiliated volunteers were being turned away by aid organizations, David and a few friends organized a group to connect those who wanted to help with those who needed it. Together they raised more than $100,000 and began rebuilding five Phuket fishing villages. Recognizing the power of true volunteerism, David co-founded All Hands Volunteers in response to Hurricane Katrina. It is with this history that we serve communities near and far who have been impacted by natural disasters.

Impact Statement

Over 17,500 + volunteers from 42 countries around the world have given over 1,000,000+ hours of their time over the past ten years on our disaster response projects. With the time given by those volunteers and the support of generous donors, critical assistance was provided to over 35,000+ families.

The relationships we have grown domestically, with FEMA and within the community of National Voluntary Organizations Active in Disaster Response, have put us in a position to talk directly with major actors within the disaster response realm, implement our Recovery Coordination Center (RCC) model, and be an open door for volunteers independent of training or religious affiliation.

Internationally, we’re striving for geographical growth across Asia and throughout the Americas. We hope that our experience in Japan and the Philippines will open doors for us in Asia, bringing a new base of volunteers and supportive donors. Our lengthy Haiti involvement has proved that we can successfully execute meaningful longer-term activities. We will explore more long-term recovery initiatives with a construction focus.

Organizationally, our mission defined as disaster response and long term recovery, will assist in the recovery of what communities impacted by natural disasters have lost – a sense of normalcy. That will be our guiding principle, while enabling volunteers to provide aid and support throughout that process.

Needs Statement

1. Impact Fund:  We are seeking support to build a global emergency relief fund allowing us to respond quickly and efficiently anywhere in the world when disaster strikes.  Our goal is to raise $2 million USD by 2014.
 
 2. Rental Vehicle Partner:  We are seeking a U.S. based rental vehicle partner for 30+ vehicle rentals per year.  This is to include both SUV rentals and passenger van rentals.  This allows our emergency response team to arrive at any U.S. based disaster and begin our relief work.  We estimate this value at $30,000 USD per year.
 
3. Petrol Supply Partner:  We are seeking a petrol supply partner for the value of  $50,000 worth of petrol per year in-kind donation.  Petrol is one of our greatest expenses when responding to a disaster and if we can minimize this expense it will allow us to focus funding towards disaster relief and community rebuild.
 
4. International Airline Partner:  We are seeking an international airline partner for 30 international return flights per year to cover the cost of our emergency response staff to immediately respond to a global disaster. We estimate the value of this partnership at $75,000 USD per year.
 
5. Sandy Relief Funding:  We are seeking an additional $400,000 USD support to continue our Superstorm Sandy Relief efforts in New York.

CEO Statement

It's been over 10 years years since we launched the All Hands model; our 6-fold growth in the last 2 years has enabled extraordinary responses to the needs in Haiti, Japan, Philippines and the US.  The support we've received from our donors and volunteers is a powerful endorsement of the value and effectiveness of our unusual approach.
 
While most organizations tell "spontaneous volunteers" to stay home and send money, we've taken on the responsibility of organizing volunteers in a way that eliminates any burden on our host community, creating a flexible and adaptive workforce whose energy know no bounds.
 
As the new Executive Director I have taken on the important mission of guiding All Hands during its next phase of growth, and the Impact Fund is critical to ensure the financial stability of our organization.  We need your help today so that we can be there when needed to make an immediate impact.  Our goal is to serve more communities when disaster strikes but to also remain in communities, that have an unmet need, to further help on the road to recovery - as has been shown, this past year, in places like Long Island, Staten Island and the Philippines.

All Hands Volunteers has an impressive track-record of serving communities in need all across the globe, with an emphasis on flexibility, agility and open mindedness.  By giving ordinary people the tools to make a difference, thousands of people have been helped when they needed it most.

Thank you for your support, interest and involvement with All Hands Volunteers.

Board Chair Statement

All Hands began because we were thinking outside the box. We all became linked through our “spontaneous” desire to do something to help survivors of natural disasters. For me, it was the 2004 tsunami. Since then, over 13,000 people have been able to find an outlet for their desire to help others through All Hands Volunteers.

In 2011, with projects in Haiti, Japan, and three US locations, we felt we could sustain an ongoing project presence at all times, so that individuals who wanted a chance to volunteer could find it with us. This led to the decision to build up our capability for better leadership, financial management, HR, operations capability, and the development engine to fund those costs and our anticipated ongoing, multiple-project efforts. The investment was worth it – we now have a cadre of experienced operational folks, a strong core-management team, top ratings for effectiveness from major raters like Charity Navigator and BBB, and solid partnership with Habitat for Humanity.  But like many non-profits we have a challenge in maintaining reliable funding sources.

In January, we launched a project in the Philippines in response to devastating floods resulting from Typhoon Sendong.  We had seen how “Big D” disasters, like the Haiti earthquake and the Japan tsunami, readily generate spontaneous donations.  But that’s not the case for “small d” events, like the floods in the Philippines which never made a splash in the world news, and generated almost zero donations.  We knew we needed to strengthen our fundraising model to one that works now and into the future.

Thinking outside the box in 2004 helped to create us and we’re confident it can now sustain us. As we plan for the future, we must put emphasis on the growth of our Impact Fund, allowing us to respond globally wherever and whenever the need arises.  Not only do we seek funding support per project but we seek sustainability support to strengthen our position and allow us to help the way we always do quickly and efficiently.


Geographic Area Served

Throughout the United States
Internationally

In just 10 years, All Hands has successfully coordinated over 50 projects around the globe. 

Organization Categories

  1. Public Safety, Disaster Preparedness and Relief - Disaster Preparedness and Relief Service
  2. Philanthropy,Voluntarism & Grantmaking Foundations - Management & Technical Assistance
  3. International, Foreign Affairs, and National Security - International Relief

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

No

Programs

Ecuador Earthquake Response

On April 16, a 7.8 magnitude earthquake and violent aftershocks occurred in Ecuador destroying roads, bridges, and power supplies to the regions surrounding the Esmeraldas and Manabi  province. The damage to the country’s infrastructure appears unprecedented, with over 20,000 people left without homes. The death toll reached 660; more than 2,500 people have been injured. In the Manabi province, 22,754 people moved into shelters and 16,185 households were destroyed or damaged. 

Program Overview

Our teams are performing debris removal, demolition, community infrastructure, and camp improvement activities in the Esmeraldas and Manabi Provinces. In addition, we are building permanent, earthquake-resistant homes for families in San Miguel de Briceño, a community in the Manabi Province.

In partnership with the Ironman Foundation, Kahre and Race2Rebuild, we’ve launched a satellite base in Manta to build a SER community center. The center will provide a safe and uplifting space for over 500 hundred families, who’ve been displaced by the earthquake, to come together and receive job training, play sports, learn languages, and receive psychological support.

Through our Core Homes construction project, called “Manos a la Costa”, we are providing permanent, earthquake-resistant homes which include adequate living space and sanitation facilities.


Budget  $160,000.00
Category  Public Safety, Disaster Services, General/Other
Population Served Poor,Economically Disadvantaged,Indigent Victims
Program Short-Term Success  Our expertise lies in our ability to safely, productively mobilize local and international volunteers in post-disaster scenarios. Our experienced staff is initially performing the labor-intensive tasks of removing and disposing of rubble, taking down unsafe buildings, and helping distribute health and shelter kits. We will be looking to fill needs not being met by other groups, and attending to under served populations. We also plan to construct temporary shelters and safe spaces for children.
Program Long-Term Success 
We often stay with affected communities over the long term after our initial response to rebuild homes, schools, hospitals, and other buildings affected by the disaster. In an effort to revitalize the community we continue to focus our efforts on creating sustainable futures for the victims of disaster. 
 

Long term success is measured by the number of families we assist, houses and schools build, and by the number of volunteers enabled.

 
 

Long term success is measured by the number of families we assist, houses and schools build, and by the number of volunteers enabled.

 
Program Success Monitored By  Number of survivors we assist
Examples of Program Success  Please visit our website at www.hands.org to see up to date program success, pictures, and videos.  

Hurricane Matthew Response

All Hands has launched a project in response to the catastrophic flooding and destruction of homes, roads and bridges in Haiti. All Hands Volunteers is currently en route to Haiti and teams are standing by to assist in the Southeastern US. Once on the ground, we will do what we do best - bring volunteers from all over the world to help the most vulnerable populations recover from the devastation caused by the storm.
Budget  $160,000.00
Category  Public Safety, Disaster Services, General/Other Disaster Relief/Recovery
Population Served Poor,Economically Disadvantaged,Indigent
Program Short-Term Success  Our team members will be working tirelessly to gather information and make preparations to address the urgent needs of those affected. Our initial efforts will be focused on priorities set in concert with local partners who are attuned to the most specific needs of their communities and are likely to include projects like the clearing of debris, opening of roads and the building of temporary shelters.
Program Long-Term Success  We often stay with affected communities over the long term after our initial response to rebuild homes, schools, hospitals, and other buildings affected by the disaster. In an effort to revitalize the community we continue to focus our efforts on creating sustainable futures for the victims of disaster.
Program Success Monitored By  Number of disaster survivors we assist
Examples of Program Success  All inforamtion can we found on our website at: www.hands.org

Louisiana Flood Response

On March 10, All Hands Volunteers began monitoring the flooding in the southcentral US that brought record level rain and flash floods. The President declared major disaster across the state of Louisiana on March 13, 2016. The National Guard rescued nearly 3,300 people and emergency officials said more than 4,985 homes in Louisiana were damaged by flooding.
Budget  $30,000.00
Category  Public Safety, Disaster Services, General/Other Disaster Relief/Recovery
Population Served Families Homeless
Program Short-Term Success  Program short term success is measured by families assisted.
Program Long-Term Success  Program success is measured by families assisted.
Program Success Monitored By  Data Collection
Examples of Program Success  Please visit our website at www.hands.org for examples of program success.

Nepal Earthquake Recovery

On April 25th, a 7.8 earthquake hit Nepal near the capital city of Kathmandu, the worst of its kind in more than 80 years. More than 9,000 people were killed, a further 23,000 were injured and the mass destruction to infrastructure and homes was vast. Aftershocks continued to shake the country in the weeks that followed causing further fear for those who left homeless and vulnerable by the initial earthquake.
Budget  $500,000.00
Category  Public Safety, Disaster Services, General/Other Disaster Relief/Recovery
Population Served Families Children and Youth (0 - 19 years) Homeless
Program Short-Term Success  Short Term Success is measured by the number of families we assist, houses assessed, and volunteers we enable. 
Program Long-Term Success  Long term success is measured by the number of families we assist, houses and schools build, and by the number of volunteers enabled.
Program Success Monitored By  Data collection
Examples of Program Success 
217 homes cleared and 14 demolished, 13 schools cleared and 21 demolished, 61,565 hours by volunteers.

The response phase has now fully transitioned to longer term recovery and All Hands Volunteers has been adapting our programs accordingly. In Nuwakot we are focusing on permanent school reconstruction and in Sindhupalchok we are focusing on transitional homes and building back safer training programs. Ten months after the earthquakes, we still have active rubble removal and demolition programs which will continue alongside our recovery programs as long as the need exists.

Each program of the recovery phase has been carefully designed in Nepal to focus on the greatest need. By engaging over 870 volunteers from 61 countries who have donated 64,500 volunteer hours of free service, All Hands Volunteers has been able to create an impact toward those greatest needs, assisting as many as 463 families, clearing debris and safely executing multiple programs. To date, these include the completion of 13 demolition sites, as well as a crucial partnership with Room to Read which will see our volunteers demo, rubble, retrofit, and build five new school sites in the Nuwakot district. Residential volunteers from an astounding 68 countries have contributed to our efforts so far, their boundless dedication leading to many communities receiving assistance when all hope has been lost.

 
All inforamtion can we found on our website at: www.hands.org 
 

South Carolina Flood Recovery

Over the weekend of October 2, 2015, South Carolina experienced historic flooding that affected the entire state. The once-in-a-millennium rain event set rainfall records, and ten counties have declared a state of emergency. At least 19 people have died. President Barack Obama signed a disaster declaration for the state of South Carolina, ordering federal aid to supplement recovery efforts. Rescue teams continue to go door to door in Columbia (South Carolina’s capital city) to free residents trapped by the high waters. The South Carolina Emergency Management Division said more than 250 roads and at least 100 bridges remain closed across the state and the damage could cost up to $1 billion.
Budget  $500,000.00
Category  Public Safety, Disaster Services, General/Other Disaster Relief/Recovery
Population Served Families
Program Short-Term Success  Short term success is measured by homes we muck, gut and by the removal of  hazardous mold.
Program Long-Term Success  Long tern success is measured by how many families we assist through response and rebuild.
Program Success Monitored By  Number of homes and families we assist.
Examples of Program Success 

In immediate response to the historic flooding that occurred last fall, All Hands immediately deployed teams to the neglected areas of St Andrews and Georgetown, where we spent over 8 weeks assisting those most in need. While our immediate response phase wrapped up in December, we have now returned to the area to help families recover from the damage and help them rebuild their homes.

Our initial priorities revolve around mold sanitation and helping to repair and rebuild homes damaged by the storms. We will be targeting lower income families with a focus on homes with elderly or disabled residents, single parent head of households and households with young children. Our aim is to stay in the area until the affected communities are able to rely on their own resources.


CEO/Executive Director/Board Comments

All Hands Volunteers is the world’s leading disaster relief organization powered by volunteers. Over the last ten years, we have enabled over 35,000 volunteers to donate 175,000 days impacting 500,000 people all over the globe. As our volunteers work together to rebuild hope alongside local residents and partners, communities are restored and lives are transformed.
Your continued support of All Hands is essential to our mission to help survivors of natural disaster. On behalf of our entire family, I share our deep gratitude for your thoughtfulness and generosity.
Erik Dyson
Executive Director & CEO

Management


CEO/Executive Director Mr. Erik Dyson
CEO Term Start July 2013
CEO Email erik@hands.org
CEO Experience Erik Dyson recently joined All Hands Volunteers, succeeding founder David Campbell to become our second Executive Director. Erik has long had a passion for volunteer work, having served early in his career as regional and national program developer for Habitat for Humanity International. He continued working internationally, developing an impressive track record in international business, and is pleased to once again join an organization that combines international work with a commitment to serve those in need. Erik has taken on the important mission of guiding All Hands during its next phase of growth, as we approach our 10-year anniversary in 2015.

Prior to All Hands, Erik was the senior vice president of Latin America for GTECH Corporation, managing the company’s operations and pursuing new business opportunities. Previously he served as vice president of Latin America and Caribbean, where he guided the growth and development of the company’s presence in the region. Before joining GTECH, Erik worked in commercial real estate in the Boston area, and also worked for three years in El Salvador and Costa Rica with Habitat for Humanity International.

Erik graduated from Harvard Business School with a Masters in Business Administration, and American University where he studied International Business and Finance. Erik currently serves on the board of directors for Dorcas International Institute of Rhode Island and Helping Hands and Hooves.
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
Mr. David Campbell Sept 2005 July 2013

Senior Staff

Name Title Experience/Biography
Ninfa Bito Philippines Country Director

Ninfa first joined All Hands as a volunteer in 2006 on Project Santa Domingo, a typhoon response in the Bicol province of the Philippines. In January 2014, she formally joined the team as Philippines Country Director. Ninfa brings a background of account management and business development in the corporate and financial service sectors of the US, UK, and Hong Kong, as well as the development sector in the Philippines, having worked with companies such as Morgan Stanley & Co, Deutsche Morgan Grenfell, Robert Fleming, and Asian Development Bank, where she consulted on renewables and clean technology.

In addition to her work in the corporate world, Ninfa worked as a photojournalist covering disaster relief and humanitarian stories for UNICEF, Greenpeace, the New York Times, and the Far East Economic Review, as well as other international news organizations. In 2005, she was awarded a grant by the Panos/STOP TB Media Fellowship program to document and report on tuberculosis in the Philippines

Sherry Buresh Director of U.S. Disaster Response

Sherry Buresh joins All Hands Volunteers as the Director of U.S. Assessments and Response. For the past 10 years she has worked in the Disaster Relief/Response field, with 7 years prior experience directing a volunteer program. Her experience in disaster responses includes “on the ground” work, and organizing delivery of emergency in-kind donations. She has coordinated, trained and led hundreds of volunteers in responding to disasters across many states in the U.S.

Sherry has served on various committees, boards, and panels, including as chair of KY VOAD (Voluntary Organizations Active in Disasters), and she volunteers with Kentucky Community Crisis Response Team(KCCRT).

Stephanie Cromwell Director of Human Resources

Stephanie joins the All Hands Volunteers team as Manager of Human Resources. Stephanie has a B.S. in Human Resource Management from UMASS Dartmouth. She has volunteered for the Community Economic Development Center in New Bedford, as well as at a local elementary school to assist in the inspiration and education of students.  Prior to this role, Stephanie worked in the retail industry in a management capacity.

In her spare time she enjoys reading and spending time with family and friends

Paddy Durrant Director of International Assessments and Disaster Response

Paddy returns to the All Hands team as Director of International Assessments and Disaster Response. Paddy started off in the disaster world working with local and international volunteers to reconstruct villages devastated by the 2004 Asia Tsunami.

This experience compelled him to continue with disaster response and he joined All Hands as a hurricane response volunteer on Project Gonavies in Haiti in 2008. He then went on to volunteer on Project Sungai Geringing in Indonesia in 2009, later returning to Haiti in 2011 on Project Leogane where he served as the Project Coordinator for the Biosand Filter Program and helped bring clean water to over 1,000 families.

Paddy brings 10 years of strong practical experience and leadership in disaster response, and a first class degree in Disaster Management from Coventry University. With 45 countries under his belt, he is a seasoned traveler with a commitment to experience as many cultures as possible.

Tamera Gugelmeyer Director of Marketing and Communications An international human rights activist, Tamera concentrates on transforming organizations into successful, sustainable non-profits. She has consulted on new media, fundraising, marketing, and communications strategies for organizations such as Women’s Environment and Development Organization and the National Council for Research on Women. Experienced in both for-profit and non-profit, Tamera worked on operationational strategy at Purpose, corporate marketing and communications at Cisco Systems, and strategic fundraising at Southern Methodist University. She co-founded the first interdisciplinary graduate women’s organization at the University of Denver, completing her MA in International Studies with a focus on women’s political participation in the Middle East, where she lived and taught. She has served as an advisor or board member for numerous non-profit organizations.
Sara Hannafin Development Director

Sara brings a lengthy non profit, development background to All Hands.  Her development experience within the non-profit realm includes Connecticut based positions at Miss Porter’s School and the Northwest Center for Family Service and Mental Health, as well as holding management positions at both the Village for Families and Children and the historic Warner Theatre.

Creating and executing multi-channel development plans, securing and maintaining corporate, and building and maintaining relationships are some of the core talents Sara will add to the All Hands Development team.

Monique Pilié Director of U.S. Recovery and Rebuild Monique was born and raised in New Orleans, LA. After seeing the destruction wrought by Hurricane Katrina, she started Hike for Katreena – a non-profit dedicated to helping replace the 100,000 trees that were lost due to the storm – with the goal of planting one tree in New Orleans for each of the 2,175 miles of the Appalachian Trail. In the months after the storm she quit her job, sold her house, hiked all 2,175 miles of the Trail to raise awareness, and started planting trees. In five years, Hike for Katreena planted over 8,000 trees. Monique joined All Hands as a Team Leader in January of 2013, and quickly began taking on roles of increasing responsibility, first as Field Coordinator and now as Project Director. Monique continues to serve on Hike for Katreena’s board of directors, and looks forward to furthering her experience and knowledge in the Disaster Response field with All Hands.
Dominique Smith Director of Finance and Administration

Dominique Smith, a Chartered Financial Analyst, volunteered with All Hands in January 2011 in Haiti and joined the team six months later as Finance Manager. Dominique has 25+ years of professional experience includes foreign exchange trading, managing treasury operations and more recently Chief Operating Officer at Bermuda Commercial Bank.

Originally from France and now residing in Bermuda, Dominique has B.S. degree in Business Administration from Boston University and also studied Photojournalism at SPEOS, Paris Photographic Institute. She is a member of The Chartered Financial Analysts Society of Bermuda and The Bermuda Professional Photographic Association.

Awards

Award Awarding Organization Year
-- -- --

Affiliations

Affiliation Year
AFP (Association of Fundraising Professionals) 2011
National Voluntary Organizations Active in Disaster (NVOAD) 2010
InterAction - Member 2008
Member of state association of nonprofits? No
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- 2013
-- 2013

Collaborations

--

CEO/Executive Director/Board Comments

It's been 8 years since we launched the All Hands model; our 6-fold growth in the last 2 years has enabled extraordinary responses to the needs in Haiti, Japan, and the US.  The support we've received from our donors and volunteers is a powerful endorsement of the value and effectiveness of our unusual approach.

 
While most organizations tell "spontaneous volunteers" to stay home and send money, we've taken on the responsibility of organizing volunteers in a way that eliminates any burden on our host community, creating a flexible and adaptive workforce whose energy know no bounds.
 

In the last two fiscal years we have:
   -Engage more than 5,000 volunteers
   -Simultaneously assist over 4,500 families in 5 communities around the world
   -Clear homes, rebuild schools, rebuild homes, provide clean water, and help local businesses

We are committed to working in more communities around the world, developing more effective approaches to aid and maximizing donor dollars.  We will channel the passionate, creative minds of volunteers to bring hope to people in need.

Foundation Comments

--

Staff Information

Number of Full Time Staff 20
Number of Part Time Staff 1
Number of Volunteers 18
Number of Contract Staff 1
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 0
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 9
Other (if specified): Not Specified
Gender Female: 0
Male: 0
Not Specified 9

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Under Development
Years Strategic Plan Considers 3
Management Succession Plan Yes
Business Continuity of Operations Plan Yes
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy No
Document Destruction Policy Yes
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit Yes
State Registration Yes

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 Semi-Annually

Governance


Board Chair Mr. David Campbell
Board Chair Company Affiliation No Affliation
Board Chair Term Sept 2005 -
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
David Campbell All Hands Volunteers Voting
Stefanie Chang Community Volunteer Voting
Ian D’Arcy Hot Cake Marketing & Tyan D'Arcy Voting
Erik Dyson Executive Director/C.E.O. --
Jack Ferrebee Retired Civil Right Attorney Voting
Eric Gebaide Innovation Advisors Voting
Peter Kirkwood Shawnee Inn & Resort Voting
Michael McQueeney Summer Street Capital Partners Voting
Darius Monsef COLOURLovers Voting
Mike Pehl North Bridge Grow Equity Voting
Sanda Simanavicius Ziff Brothers Investments --
Nick Taranto Plated.com --
Laura Winthrop U.S. Embassy in Tokyo on a Council on Foreign Relations Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 1
Caucasian: 14
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 4
Male: 10
Not Specified 0

Board Information

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

Standing Committees

  • Strategic Planning / Strategic Direction

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Fiscal Year Sept 01, 2013 to Aug 31, 2014
Projected Income $4,600,000.00
Projected Expense $4,370,000.00
Form 990s

2014 990

2013 990

2012 990

2011 990

2010 990

2009 990

2008 990

Audit Documents

2014 Audit

2013 Audit

2012 Audit

2011 Audit

2010 Audit

2009 Audit

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2014 2013 2012
Total Revenue $4,083,041 $3,929,567 $1,650,816
Total Expenses $3,971,392 $2,913,607 $2,503,500

Prior Three Years Revenue Sources

Fiscal Year 2014 2013 2012
Foundation and
Corporation Contributions
$1,184,643 $1,649,358 $742,816
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $2,890,588 $2,190,606 $724,647
Indirect Public Support -- -- --
Earned Revenue -- -- $163,597
Investment Income, Net of Losses $-1,775 $2,841 $19,643
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind -- -- --
Other $9,585 $86,762 $113

Prior Three Years Expense Allocations

Fiscal Year 2014 2013 2012
Program Expense $3,404,978 $2,489,215 $1,980,659
Administration Expense $311,048 $222,851 $283,430
Fundraising Expense $255,366 $201,541 $239,411
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.03 1.35 0.66
Program Expense/Total Expenses 86% 85% 79%
Fundraising Expense/Contributed Revenue 6% 5% 16%

Prior Three Years Assets and Liabilities

Fiscal Year 2014 2013 2012
Total Assets $1,505,157 $1,096,623 $129,386
Current Assets $1,331,425 $1,001,492 $105,492
Long-Term Liabilities $0 $0 $0
Current Liabilities $380,180 $84,293 $132,891
Total Net Assets $1,124,977 $1,012,330 $-3,505

Prior Three Years Top Three Funding Sources

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

Financial Planning

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

Capital Campaign

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

Short Term Solvency

Fiscal Year 2014 2013 2012
Current Ratio: Current Assets/Current Liabilities 3.50 11.88 0.79

Long Term Solvency

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

CEO/Executive Director/Board Comments

--

Foundation Comments

Financial summary data in charts and graphs are 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?

The goal of All Hands Volunteers (AHV) is to bring hope and impact to communities affected by natural disasters by bringing the energy and compassion of volunteers combined with an experienced staff to create direct positive results. The results of this strategy are measured in three ways:

- By the immediate tangible benefits created, such as schools built, water filter deployed, or homes repaired.

- By the hope it creates in an affected community when hundreds of volunteers from around the world come to live in their community and help in whatever way is deemed most needed

- By giving the volunteers direct connection and a way to be immediately productive, through good planning, available tools and materials, and allowing strong personal bonds to form between affected community members and our volunteers  This high impact, low cost model also appeals to donors because we provide extensive reporting from the field and give all donors direct access to our project efforts through the volunteer experience.  Disasters create a spontaneous desire on the part of both volunteers and donors. Our model allows both to have an enriching experience.  We measure our progress by volunteers engagement, community acceptance, donor growth and retention, and the expansion of other organizations wishing to partner with us. The number of All Hands volunteers who choose to modify their life plan toward humanitarian work, or to include volunteering as a regular part of their life, is another important indicator.  

All Hands Volunteers has just celebrated its 8th year of doing disaster relief and community rebuild. With growth in volunteers hours, families helped and money raised every year, we have a proven model to continue to build on.  With this in mind, the organization now looks to the future to implement an Impact Fund of $2M to give us the strength and stability to respond faster anywhere in the world without affecting any on going projects or commitments.

Our goal is to raise a $2M Impact Fund by the end of our 2014 financial year and then to achieve an Impact Fund of $5M by December 2015.

2. What are your strategies for making this happen?

AHV employs several strategies to accomplish our long-term goals:

- We create an extremely productive and fulfilling experience for volunteers, giving us an ample supply of satisfied volunteers for future projects - We draw all of our staff from our pool of volunteer alumni, so that we have a knowledgeable and dedicated management group

- By living within the affected community, and deploying large teams of volunteers directly engaged on a daily basis, we become known and trusted within the community

- We empower our onsite management to identify the immediate needs of the affected community, and give them the financial discretion to respond to those needs. The volunteers benefit from knowing they are meeting real needs

- We encourage donors to come to our projects and provide a regular stream of video and website updates, including Twitter and other media, to provide "operational transparency" and results reporting to donors

- We have an open and creative approach to partnering with other organizations by using our flexibility to fill gaps that might exist in other organizations' plans - We are willing to respond to events anywhere in the world and take advantage of the high profile of major disaster events to capture both volunteer and donor interest  

- We have a 13 person Board of Directors, all of whom have been volunteers either with All Hands or other volunteer organizations, so they are a credible and knowledgeable resource in guiding the organization

- We maintain regular communication with our volunteer alumni via newsletters, Facebook, Twitter, etc. to keep volunteers engaged and supportive

- We are members of NVOAD (National Voluntary Organizations Active in Disasters) for domestic coordination and InterAction, the major organization of US based humanitarian organizations, for shared experiences and credibility

- We utilize technology to lower overhead costs, tap into a global source of experience while maintaining regular coordination and communication

- We are transparent and tangible with proven success; giving faith to our donors who support our organization and faith to our extensive team of current and future volunteers

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

Our organization staff has extensive business and broad disaster response experience in both multiple international and domestic events.  

Our Founder brings over 40 years of corporate experience, including: having served as CEO of 2 public companies and Board experience on 8 others.  

Our new C.E.O. has long had a passion for volunteer work, having served early in his career as regional and national program developer for Habitat for Humanity International. He continued working internationally, developing an impressive track record in international business, becoming senior vice president of Latin America for GTECH Corporation and now bringing a wealth of knowledge to the AHV structure.

All staff initially served as volunteers and our 3 senior operational leaders all have more than 5 years of field disaster response experience. Our support executives bring strong backgrounds from prior careers before joining AHV as a "second career" to enjoy the purposeful experience of humanitarian action.

We have seen six-fold revenue growth in the past two years with specific strategies in place for corporate donors, foundations, high net worth individuals, grants, volunteers, and the public.

Our ability to launch quickly and efficiently while a disaster is still in the "news cycle" attracts spontaneous donors and volunteers.The unique and creative projects we have launched has gotten us extensive PR coverage, including NPR, 60Minutes, CNN, Japan Times, etc.  

Disasters create complex challenges and our flexible approach has made us a desirable partner for a range of major organizations, including FEMA and Americorps within the US, and Habitat for Humanity, World Food Program, and UNDP on international responses.

Our volunteer capabilities are extensive both domestically and internationally.
 
Not only is the organization able to provide immediate disaster relief, such as mucking, gutting, and debris removal; we are also capable of providing on going community support, which can include mold treatment and housing rebuild as seen in projects in the Philippines and in New York.

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

Our quantitative indicators vary somewhat by project, but are identified, measured, and reported.

For example, in the Philippines following Typhoon Washi - locally known as 'Sendon' in December 2011, we set out with the goals to assist families clear homes, remove debris and begin a rebuild process aimed at creating 216 new permanent homes.  We achieved 244 new permanent homes with a further 88 homes being constructed in a second project to help normalize life again.

In Haiti, after the major earthquake in 2010, we established our base in the city of Leogane, where over 200 schools were destroyed. Given this obvious and immediate need we made a commitment to assess, locate management, and build 20 new schools. We located dedicated funding for the schools project, and used the Internet to keep our donors and the public informed of our progress.  

In Japan, after the March 11th tsunami, we launched a project based in the city of Ofunato. One of our volunteers noted the loss of most photos in the affected community and suggested a program to recover damaged photos by locally scanning then sending digitized images to volunteer re-touchers around the world.The photos were improved and digital copies produced, then returned to home-owners. Over 100,000 photos have been retouched by 450 volunteers around the world.  

In the aftermath of any natural disaster there is debris to be removed, and often, temporary housing solutions to be implemented. We will acquire appropriate equipment and dispatch teams to provide tree or rubble clearing, damaged home gutting, roof tarping, etc, while always reporting numbers of homes and families affected.  

We aspire to do more projects, engage more volunteers, and raise money in excess of current expenses. We hope to provide 24 project months in the current year, growing to 36 project months within 3 years. We would like to increase our volunteer engagement from 3,900 last year to 5,000 volunteers a year, and increase our funding to $5M.  

We perform CEO and organizational assessments on an annual basis, and review those assessments with the full Board. We have added a full time finance manager to strengthen our budgeting and financial reporting capability, and are developing financial models for various sized projects so we can tailor our development strategies to our project specific needs. We hope to be able to operate at a consistent surplus after this year.  

We have added more formal procedures for Human Resource development with the addition of a new HR professional, formalizing job descriptions, goals, and performance review criteria. We have also added additional positions to our operational structure to allow mentoring and staff development, which will expand over the next two years.

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

After 8 years and over 45 projects, the organization has recruited a new committed management team to build on a track record of changing people’s lives.  In the last 2 years, we have experienced significant growth across the organization; volunteer days, funds received, and results delivered. In response, we added key positions in HR, Finance, Development, and general management, as well as expanding the Board of Directors.

We have successfully received and executed on grants from multilateral organizations such as United Nations Development Programme, the Robin Hood Foundation and JP Morgan Chase and created a unique shared logistics facility encouraged by the World Food Program. This growth necessitated expansion of our permanent staff, which has quadrupled to 28. We are continuing to determine how this expansion meets our evolving needs, and how the expanded team can best work together work as a cohesive unit.

Any international expansion comes with financial and structural challenges which as a result has strengthened and fortified us organizationally.  We have ended the 2013 fiscal year as our most successful year ever as well as achieving incorporation in both the United Kingdom and the Philippines .

Our founder David Campbell brought a vision, energy, and his own personal financial support.  After 8 years of a successful, proven-model,  we now look to the future to implement  a long term sustainability plan for growth and an establishment of an Impact Fund of $2M by 2014 and $5M by end 2015, to further enable our readiness for rapid response and global disaster.

With necessary reserves in the Impact Fund, we will be able to respond when a disaster hits anywhere in the world, regardless of other project and financial commitments.  We will use our experience to help communities “build back stronger”.  We will look beyond the immediate response to longer term recovery needs as we did in Haiti and are now doing in New York and the Philippines.

We began the 2014 fiscal year by launching our 23rd domestic project, in response to the devastating Colorado flooding.  Within 2 days following the conclusion of search and rescue, we began mucking and gutting houses in the Evans and Lovelands districts.  One month into the Colorado response we deployed an additional team to Illinios, to help with rubble removal following a spate of tornadoes.
 
The majority of our international disaster responses have been in the Philippines: 5 projects in 7 years. Recognizing the unfortunate reality that the Philippines are vulnerable to natural disasters, we formed a Philippines registered charity – All Hands Volunteers - Philippines, Inc. Now, we are establishing our Asia Regional Office in Manila.  This will provide All Hands with a permanent local presence as well as the ability to respond quickly to disaster events throughout Southeast Asia.