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Interise Inc.

 197 Portland Street, Suite 200
 Boston, MA 02114
[P] (617) 350-6300
[F] (617) 350-6314
www.interise.org
[email protected]
Jean Horstman
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INCORPORATED: 2007
 Printable Profile (Summary / Full)
EIN 26-3011769

LAST UPDATED: 01/30/2015
Organization DBA --
Former Names InnerCity Entrepreneurs (2008)
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

Mission StatementMORE »

Interise stimulates economic revitalization in lower income communities.

We provide a diverse group of small business owners with entrepreneurial education, new networks, and access to markets. Our network of small businesses creates jobs, grows businesses, and develops community leaders.

Mission Statement

Interise stimulates economic revitalization in lower income communities.

We provide a diverse group of small business owners with entrepreneurial education, new networks, and access to markets. Our network of small businesses creates jobs, grows businesses, and develops community leaders.


FinancialsMORE »

Fiscal Year Jan 01, 2013 to Dec 31, 2013
Projected Income $2,137,051.00
Projected Expense $2,137,051.00

ProgramsMORE »

  • Gateway Cities Interise Program (Worcester County, Merrimack Valley, SouthCoast)
  • The Greater Boston Interise Program
  • The Merrimack Valley Interise Program
  • The SouthCoast Interise Program
  • The Worcester County Interise Program

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.


Overview

Mission Statement

Interise stimulates economic revitalization in lower income communities.

We provide a diverse group of small business owners with entrepreneurial education, new networks, and access to markets. Our network of small businesses creates jobs, grows businesses, and develops community leaders.


Background Statement

Small business is big business in low income communities—yet few achieve significant scale. Research from Boston University found that when they do and integrate into regional markets, they significantly contribute to local job creation. Their owners are also better prepared for local leadership roles.  Social and economic resilience increases.

Why inner city small employers fail to achieve scale? Conventional wisdom is lack of capital. These researchers, however, found that lack of the management competencies needed to achieve second-stage growth was the systemic cause.

80% of small business development resources are focused on start-ups—80% of which are no longer exist after 3 years. Affordable management training programs specifically tailored for the growth challenges facing urban small employers were exceedingly rare.

Interise was established to demonstrate how providing these employers with the appropriate development could significantly leverage job growth, and build more resilient businesses. Our annual impact report is at www.interise.org/our_impact/annual_report_card. Our research on small firm resilience is available at www.frbsf.org/community-development/publications/working-papers/2012/december/small-employer-firm-resilience.

In 2004, 14 Boston inner city small employers used our small business curriculum, the StreetWise ‘MBA’™ (SWMBA), to learn how to grow their businesses. In 2013, 600+ small employers will join our national network of 2,100 businesses in lower income communities by completing the SWMBA. In 2010 and 2011 our membership achieved annual job growth at 7X the rate of the private sector as a whole—at an average cost of less than $2,000 per job.

 In 2008 the Small Business Administration launched the Emerging Leaders Initiative, the only federal government program specifically tailored for the needs of small employers capable of but not prepared for second stage growth. In this initiative the private sector (small business) creates the jobs; government leverages their job creation potential by providing them with access to appropriate management training; and Interise, the nimble nonprofit, is contracted to develop and deliver our curriculum.

 In 2008, the Smaller Business Association of New England (SBANE) presented us with their Innovation Award, a first for social enterprises. In 2012, the SBA renewed our contract for another 5 years, and in 2013, Interise was selected for the Social Impact Exchange’s S&I 100 Index.

 


Impact Statement

Accomplishments 

1.   Created 1,015 new jobs, preserved 7,423 existing ones in lower income urban communities.

2.      Helped almost 2000 small employers grow, create jobs and develop as community leaders

3.      92% of Interise employers were female, minorities, immigrants, or operated in a lower-income community

4.      Again selected by the SBA its national instructional partner for the Emerging Leaders Initiative

5.      Expanded to New Bedford, Fall River, and Lawrence

Goals

1.      Continue to create new jobs at 7X the rate of the private sector as whole

2.      Annually help 650 more small employers grow and create new jobs

3.      Expand to 4 more cities

4.      Create procurement partnerships with two universities

 


Needs Statement

Board Members. Five more board members by May 2014.  We are particularly interested in recruiting women board members with experience in finance, marketing, technology, and business strategy. 

 

Volunteers: Business experts in all fields of management and finance to serve as coaches and mentors, using their business experience to help small employers in lower income communities grow and create new jobs.

 

Program: $175,000 to translate all element of our award-winning small business training program into Spanish, enabling us to better serve the fastest growing segment of small business owners.

 

Program: Marketing Campaign to build broader recognition with small employers across Massachusetts: $250,000.

 

Management: $125,000 to support initial salary of a crucial new hire, the Development and External Affairs. 


CEO Statement

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Board Chair Statement

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Geographic Area Served

Central Massachusetts Region
Greater Boston Region-All Neighborhoods
Metrowest Region
Northeast Massachusetts Region
Southeast Massachusetts Region
NATIONAL

 

In 2007, 15 Boston inner city small employers used our small business curriculum, the StreetWise ‘MBA’™ (SWMBA), to learn how to grow their businesses. Locally we work in Roxbury, Dorchester, Hyde Park, Mattapan, East Boston, Mission Hill, & Roslindale. In the same year we launched our Gateway Cities strategy, initially expanding to Worcester and now also operating in Lowell, Lawrence, Haverhill, New Bedford, Fall River, Fitchburg, and Leominster.  We also work in 31 cities across the nation.

 

Organization Categories

  1. Community Improvement, Capacity Building - Small Business Development
  2. Employment - Management & Technical Assistance
  3. -

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

No

Programs

Gateway Cities Interise Program (Worcester County, Merrimack Valley, SouthCoast)

Interise membership begins with the StreetWise ‘MBA’. It facilitates access to new markets, capital, and knowledge, culminating in the creation of a 3 year Strategic Growth Action Plan (SGAP). It includes:

PARTICIPATORY CLASSROOM LEARNING: Modules include strategy, financial management, marketing/sales, HR, financing & contracting. Over 100 hours are devoted to learning how to grow their businesses strategically.

PEER-TO-PEER LEARNING: CEO Mentoring Groups meet regularly, holding each other accountable for and to their SGAPs.
PRIVATE SECTOR NETWORK: Provides access to professional business services needed for growth.
STRATEGIC GROWTH ACTION PLAN: Resultant three-year plan outlines growth goals; actionable objectives; and associated timelines. Presented to peers and panels of business experts for further refinement.
CONTINUING ENGAGEMENT: Participants use on-going member services to support implementation of their SGAPs & to connect with and learn from the other 2500 members nationwide.

Budget  $1.00
Category  Community Development, General/Other Small & Minority Business Development Programs
Population Served Adults Minorities Females
Program Short-Term Success 

After three years, 250 small employers from Massachusetts Gateway Cities’ lower income neighborhoods will have developed growth plans for their local businesses, and acquired the management behaviors needed to implement the plan and manage second stage growth. 80% of them will increase their revenues by an average of 30% leading to the creation of 200 net new jobs with an average salary of $42,000.

Program Long-Term Success 

The secret to economic resilience in lower income communities is a network thriving small businesses integrated into the regional and national economies. Interise unleashes the job creation power of these employers. By building more resilient and profitable local small employers, Interise contributes to building stronger and more economically resilient lower income communities characterized by:

- A resilient, interconnected cluster of established local small employers

- Historically disadvantaged small business owners with significantly enhanced management capacity and more profitable businesses

- Contracting and procurement pathways to government, anchor institutions and corporations

- Integration of the local economy into regional, national and even international markets

- Expanded capacity to retain and create local employment

- Increased civil engagement as business owners add their entrepreneurial ability to the pool of local and their employees volunteer locally.

Program Success Monitored By 

 

From its inception, Interise has been committed to stringent evaluation. We use surveys and interviews to evaluate and measure our impact. We survey participants when they enter the SWMBA and annually for three years thereafter. This data allows us to quantify jobs created, wealth generated, loans secured, and other outcomes. Data collected includes:

 - Number of net new jobs created

- Average starting salary for new employees

- Percent of business owners reporting an increase in revenue

- Number and size of government and institutional contracts secured

- Average percentage of new employees hired from the local community

- Percent of business owners actively involved in their local communities

- Percent of business owners who encourage their employees to be active in their local communities

 
 We publish an annual Impact Report detailing these results.
Examples of Program Success  "My total sales were up 61% this year, we hired one additional person, bought an office condo and relocated the office, and launched a new website.  Big year, huh?  Well on my way to reaching my goal of $1M+ sales and 8-10 people by 2013.  Just wanted people to know that I attribute this success to (in order): 1. What I learned from class and peers, and the discipline and motivation that the Interise program gave me 2. WBE certification with the Commonwealth of MA 3. An improving economy (albeit slowly)
 
I was pretty discouraged with the business situation when I started the class a year ago - especially after a financial loss in 2008, a layoff, and growing debt. I am now positive and confident that SAK Environmental will continue to grow and reach our goals." 
Maureen Sakakeeny, SAK Environmental, Lowell, MA

The Greater Boston Interise Program

Interise membership begins with the StreetWise ‘MBA’. It facilitates access to new markets, capital, and knowledge, culminating in the creation of a 3 year Strategic Growth Action Plan (SGAP). It includes:

PARTICIPATORY CLASSROOM LEARNING: Modules include strategy, financial management, marketing/sales, HR, financing & contracting. Over 100 hours are devoted to learning how to grow their businesses strategically.
PEER-TO-PEER LEARNING: CEO Mentoring Groups meet regularly, holding each other accountable for and to their SGAPs.
PRIVATE SECTOR NETWORK: Provides access to professional business services needed for growth.
STRATEGIC GROWTH ACTION PLAN: Resultant three-year plan outlines growth goals; actionable objectives; and associated timelines. Presented to peers and panels of business experts for further refinement.
 
CONTINUING ENGAGEMENT: Participants use on-going member services to support implementation of their SGAPs & to connect with and learn from the other 2500 members nationwide.
Budget  $242,244.00
Category  Community Development, General/Other Small & Minority Business Development Programs
Population Served Adults Minorities
Program Short-Term Success  After three years, 170 small employers from Greater Boston's lower income neighborhoods will have developed growth plans for their local businesses, and acquired the management behaviors needed to implement the plan and manage second stage growth. 70% of them will increase their revenues by an average of 40% leading to the creation of 175 net new jobs with an average salary of $43,300.
Program Long-Term Success 

The secret to economic resilience in lower income communities is a network thriving small businesses integrated into the regional and national economies. Interise unleashes the job creation power of these employers. By building more resilient and profitable local small employers, Interise contributes to building stronger and more economically resilient lower income communities characterized by:

 

- A resilient, interconnected cluster of established local small employers

- Historically disadvantaged small business owners with significantly enhanced management capacity and more profitable businesses

- Contracting and procurement pathways to government, anchor institutions and corporations

- Integration of the local economy into regional, national and even international markets

- Expanded capacity to retain and create local employment

- Increased civil engagement as business owners add their entrepreneurial ability to the pool of local and their employees volunteer locally.

Program Success Monitored By 

From its inception, Interise has been committed to stringent evaluation. We use surveys and interviews to evaluate and measure our impact. We survey participants when they enter the SWMBA and annually for three years thereafter. This data allows us to quantify jobs created, wealth generated, loans secured, and other outcomes. Data collected includes:

 - Number of net new jobs created

- Average starting salary for new employees

- Percent of business owners reporting an increase in revenue

- Number and size of government and institutional contracts secured

- Average percentage of new employees hired from the local community

- Percent of business owners actively involved in their local communities

- Percent of business owners who encourage their employees to be active in their local communities

 
We publish an annual Impact Report detailing these results.
Examples of Program Success 

In 2012, 80% of the Boston entrepreneurs completing the StreetWise MBA (2009 – 2011) maintained all or added new employees; the average salary for new employees was $44.8K.

 

 “When we first started our business we found several sources of help and advice, but after a year or so there were no affordable resources to be found for more advanced advice. Interise provided the guidance we needed for the next steps in development. The class information, readings, advice from the Private Sector Network, and the probing, thoughtful discussions with my classmates have changed my thinking from solving the immediate problems to strategic planning. The members of our class have built caring, supportive relationships that help each of us analyze our business problems and celebrate each little success. I feel more confident in running our business, and taking growth steps, because of the changes this program inspired in me.” Barbara Flockhart, Publishing Solutions Group, 580 Harrison Avenue, Boston


The Merrimack Valley Interise Program

The StreetWise ‘MBA’TM (SWMBA) is our program entry point. It is a 7 month offering that facilitates access to new markets, capital, and knowledge through small business executive education, peer-to-peer learning, coaching, and networking. It culminates in the creation of a 3 year Strategic Growth Action Plan (SGAP) and includes:

Peer-to-Peer Learning: CEO Mentoring Groups meet regularly, holding each other accountable for developing and following SGAPs.

Participatory Classroom Learning: Modules include strategy, financial management, marketing/sales, HR, financing & contracting. Participants devote over 100 hours to learning how to grow their businesses strategically.

Private Sector Network: Volunteer business experts provide access to the professional networks participants need for growth.

Continuing Engagement: Participants use on-going member services to support implementation of their SGAPs & to connect with and learn from the other 2000 members nationwide.

Budget  $242,244.00
Category  Community Development, General/Other Small & Minority Business Development Programs
Population Served Adults Minorities Females
Program Short-Term Success  1
Program Long-Term Success  1
Program Success Monitored By 

 

From its inception, Interise has been committed to stringent evaluation. We use surveys and interviews to evaluate and measure our impact. We survey participants when they enter the SWMBA and annually for four years thereafter. This data allows us to quantify jobs created, wealth generated, loans secured, and other outcomes. 

We publish an annual Report Card (attached) detailing results from the previous year. Our 2011 outcomes include (Massachusetts and nationally):

  • Number of net new jobs created: 1015
  • Average starting salary for new employees: $41,865
  • Percent of business owners reporting an increase in revenue: 64%
  • Average percentage of new employees hired from the local community: 76%
  • Percent of business owners actively involved in their local communities: 80%
  • Percent of business owners who encourage their employees to be active in their local communities: 81%


Examples of Program Success  1

The SouthCoast Interise Program

The StreetWise ‘MBA’TM (SWMBA) is our program entry point. It is a 7 month offering that facilitates access to new markets, capital, and knowledge through small business executive education, peer-to-peer learning, coaching, and networking. It culminates in the creation of a 3 year Strategic Growth Action Plan (SGAP) and includes:

Peer-to-Peer Learning: CEO Mentoring Groups meet regularly, holding each other accountable for developing and following SGAPs.

Participatory Classroom Learning: Modules include strategy, financial management, marketing/sales, HR, financing & contracting. Participants devote over 100 hours to learning how to grow their businesses strategically.

Private Sector Network: Volunteer business experts provide access to the professional networks participants need for growth.

Continuing Engagement: Participants use on-going member services to support implementation of their SGAPs & to connect with and learn from the other 2000 members nationwide.

Budget  $1.00
Category  Community Development, General/Other Small & Minority Business Development Programs
Population Served Adults Minorities Females
Program Short-Term Success  1
Program Long-Term Success  1
Program Success Monitored By 

From its inception, Interise has been committed to stringent evaluation. We use surveys and interviews to evaluate and measure our impact. We survey participants when they enter the SWMBA and annually for four years thereafter. This data allows us to quantify jobs created, wealth generated, loans secured, and other outcomes. 

We publish an annual Report Card (attached) detailing results from the previous year. Our 2011 outcomes include (Massachusetts and nationally):

  • Number of net new jobs created: 1015
  • Average starting salary for new employees: $41,865
  • Percent of business owners reporting an increase in revenue: 64%
  • Average percentage of new employees hired from the local community: 76%
  • Percent of business owners actively involved in their local communities: 80%
  • Percent of business owners who encourage their employees to be active in their local communities: 81%
Examples of Program Success  1

The Worcester County Interise Program

 

The StreetWise ‘MBA’TM (SWMBA) is our program entry point. It is a 7 month offering that facilitates access to new markets, capital, and knowledge through small business executive education, peer-to-peer learning, coaching, and networking. It culminates in the creation of a 3 year Strategic Growth Action Plan (SGAP) and includes:

Peer-to-Peer Learning: CEO Mentoring Groups meet regularly, holding each other accountable for developing and following SGAPs.

Participatory Classroom Learning: Modules include strategy, financial management, marketing/sales, HR, financing & contracting. Participants devote over 100 hours to learning how to grow their businesses strategically.

Private Sector Network: Volunteer business experts provide access to the professional networks participants need for growth.

Continuing Engagement: Participants use on-going member services to support implementation of their SGAPs & to connect with and learn from the other 2000 members nationwide.

Budget  $242,244.00
Category  Community Development, General/Other Small & Minority Business Development Programs
Population Served Adults Minorities Females
Program Short-Term Success  1
Program Long-Term Success  1
Program Success Monitored By 

 

From its inception, Interise has been committed to stringent evaluation. We use surveys and interviews to evaluate and measure our impact. We survey participants when they enter the SWMBA and annually for four years thereafter. This data allows us to quantify jobs created, wealth generated, loans secured, and other outcomes. 

We publish an annual Report Card (attached) detailing results from the previous year. Our 2011 outcomes include (Massachusetts and nationally):

  • Number of net new jobs created: 1015
  • Average starting salary for new employees: $41,865
  • Percent of business owners reporting an increase in revenue: 64%
  • Average percentage of new employees hired from the local community: 76%
  • Percent of business owners actively involved in their local communities: 80%
  • Percent of business owners who encourage their employees to be active in their local communities: 81%

Examples of Program Success  1

CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Ms. Jean Horstman
CEO Term Start Oct 2006
CEO Email [email protected]
CEO Experience Jean has more than 30 years of nonprofit leadership experience, spanning the private, public, and nonprofit sectors and two continents. Before joining Interise as its first CEO, Jean served as the National Director for Civic Engagement and Corporate Citizenship at Citizen Schools. She has partnered with other national social entrepreneurs, serving in senior leadership roles with Manchester Craftsmen's Guild and BELL (Building Educated Leaders for Life), and was also the Managing Director of the Society for Organizational Learning. She spent 16 years working in the United Kingdom and Eastern and Central Europe, where she led organizations responding to societal changes related to post-industrialism, post-communism, urban and economic redevelopment, and globalization. A graduate of Duke University and the City University of London, Jean is a fellow of the Society for Organizational Learning and the Royal Society for the Advancement of the Arts, Manufacturing, and Commerce.
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
Mr. Bernard Johnson Director of Programs Bernard leads the development of the Interise membership in Massachusetts.  He also oversees the creation and management of the systems and services needed to scale Interise nationally. Prior to Interise, Bernard served as manager of operations for several commercial real estate properties’ for GE Commercial Finance/InterPark in Boston. In addition Bernard, successfully commanded a start - up division in Downtown Boston with Cintas, in which he performed sales, marketing, and operational management duties. Overall Bernard brings 10 plus years of sales, marketing, business development, and management experience with several industry leaders to Interise. Bernard holds a B.A. from the University of Massachusetts at Boston in English.
Mr. Steve Kirk Director of Finance and Administration Steve is responsible for the financial and administrative operating plans and systems that support Interise’s strategic goals.  Steve has over 20 years of experience managing international volunteer and educational exchange programs.  Prior to joining Interise, he served as the Director of Finance and Operations for School Year Abroad in Lawrence, MA.  He has held senior management positions at AFS Intercultural Programs/USA, WorldTeach, and Amigos de las Americas.  He also served as the Director ofDreams of Freedom: Boston’s Immigration Museum, a program of the International Institute of Boston.  Steve has served in leadership positions of boards of directors including the international and local boards of AMIGOS, the Overseas Development Network, the parent associations of Fontbonne Academy, and his local parochial school. In 1995 Steve was awarded a Kellogg Foundation-funded Fellowship in International Community Development through Partners of the Americas and currently serves as co-president of the Massachusetts Chapter. He holds a B.A. in Political Science from Boston College and an M.A. in Public Administration from the University of Houston.  He has also done graduate work in international development and social change at Clark University.

Awards

Award Awarding Organization Year
S&I 100 Social Impact Exchange 2013
Emerging 200 Initiative National Instructional Provider Small Business Administration 2012
Emerging 200 Initiative National Instructional Provider Small Business Administration 2011
Emerging 200 Initiative National Instructional Provider Small Business Administration 2010
Emerging 200 Initiative National Instructional Provider Small Business Administration 2009
Emerging 200 Initiative National Instructional Provider Small Business Administration 2008
Innovation Award Smaller Business Association of New England (SBANE) 2008

Affiliations

Affiliation Year
Chamber of Commerce --
Greater Boston Chamber of Commerce --
Member of state association of nonprofits? Yes
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

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CEO/Executive Director/Board Comments

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Foundation Comments

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Staff Information

Number of Full Time Staff 14
Number of Part Time Staff 4
Number of Volunteers 90
Number of Contract Staff 40
Staff Retention Rate % 92%

Staff Demographics

Ethnicity African American/Black: 3
Asian American/Pacific Islander: 0
Caucasian: 8
Hispanic/Latino: 3
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 10
Male: 4
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 3
Management Succession Plan Under Development
Business Continuity of Operations Plan Yes
Organization Policies And Procedures Under Development
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy --
State Charitable Solicitations Permit --
State Registration --

Risk Management Provisions

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Reporting and Evaluations

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

Governance


Board Chair Mr. Josh Tolkoff
Board Chair Company Affiliation Ironwood Equity
Board Chair Term Nov 2006 -
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Ms. Lorrayne "Dina" Yen Chu Lorrayne Yen Chu Consulting Voting
Mr. Joseph Ganley McKesson Voting
MS. Jean Horstman CEO, Interise Voting
Mr. Steve Kraus Bessemer Venture Partners Voting
Ms. Susan Labandibar Tech Networks of Boston Voting
Mr. Chris Moy Interstate Food Equipment Service, Inc. Voting
Ms. Tanya Pope Columbia University Voting
Ms. Manjari Raman Harvard Business School --
Mr. Chris Richmond True Point Center for Strategic Leadership Voting
Mr. Joseph Wadlinger Citizen's Bank 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: 1
Asian American/Pacific Islander: 2
Caucasian: 8
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 1
Other (if specified): 0
Gender Female: 4
Male: 7
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 2
Board Meeting Attendance % 88%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation Yes

Standing Committees

  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Executive
  • Finance
  • Nominating
  • Program / Program Planning

CEO/Executive Director/Board Comments

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Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

Expense Breakdown 2010 (%)

Fiscal Year Jan 01, 2013 to Dec 31, 2013
Projected Income $2,137,051.00
Projected Expense $2,137,051.00
Form 990s

2012 990

2011 990

2010 990

2009 990

Audit Documents

2012 Audited Financials

2011 Audited Financials

2010 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 $2,165,245 $2,191,787 $1,568,136
Total Expenses $2,102,512 $1,859,937 $1,373,482

Prior Three Years Revenue Sources

Fiscal Year 2012 2011 2010
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $1,418,275 $987,651
    Federal -- $1,300,775 $931,716
    State -- $117,500 $35,935
    Local -- -- $20,000
    Unspecified -- -- --
Individual Contributions $583,853 $524,101 $461,600
Indirect Public Support -- -- --
Earned Revenue $1,573,226 $211,327 $90,294
Investment Income, Net of Losses $5 $1,165 $250
Membership Dues -- -- --
Special Events $8,161 -- --
Revenue In-Kind -- $36,919 $28,341
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2012 2011 2010
Program Expense $1,716,623 $1,548,247 $1,193,995
Administration Expense $277,678 $217,134 $148,891
Fundraising Expense $108,211 $94,556 $30,596
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.03 1.18 1.14
Program Expense/Total Expenses 82% 83% 87%
Fundraising Expense/Contributed Revenue 18% 5% 2%

Prior Three Years Assets and Liabilities

Fiscal Year 2012 2011 2010
Total Assets $881,725 $892,425 $436,722
Current Assets $849,508 $892,027 $436,324
Long-Term Liabilities $32,500 $86,298 $3,000
Current Liabilities $66,653 $86,288 $45,733
Total Net Assets $782,572 $719,839 $387,989

Prior Three Years Top Three Funding Sources

Fiscal Year 2012 2011 2010
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy --
Percentage(If selected) --
Credit Line No
Reserve Fund Yes
How many months does reserve cover? 6.00

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 12.75 10.34 9.54

Long Term Solvency

Fiscal Year 2012 2011 2010
Long-term Liabilities/Total Assets 4% 10% 1%

CEO/Executive Director/Board Comments

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Foundation Comments

Financial summary data in the charts and graphs above is per the organization's audited financials.  Contributions from foundations and corporations are listed under individuals as the breakdown was not available.  The current liabilities is per the total current liabilities line on the audit with the remainder of liabilities assumed as long-term.
 

Documents


Other Documents

No Other Documents currently available.

Impact

The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.


1. What is your organization aiming to accomplish?

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2. What are your strategies for making this happen?

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

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

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

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