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Boston Area Gleaners Inc.

 240 Beaver Street #212
 Waltham, MA 02452
[P] (781) 894-3212
[F] --
Laurie Caldwell
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 Printable Profile (Summary / Full)
EIN 30-0434755

LAST UPDATED: 12/14/2018
Organization DBA --
Former Names Boston Area Farm Gleaning Project (2004)
Organization received a competitive grant from the Boston Foundation in the past five years No


Mission StatementMORE »

We are dedicated to rescuing surplus farm crops for people in need.  We deliver high quality, local produce to pantries and meal programs by working closely with local farmers who donate their surplus, and mobilizing volunteer labor to harvest what would otherwise be plowed under. Our goal is to build a reliable and sustainable surplus supply chain from local farms to our most vulnerable community members.

Mission Statement

We are dedicated to rescuing surplus farm crops for people in need.  We deliver high quality, local produce to pantries and meal programs by working closely with local farmers who donate their surplus, and mobilizing volunteer labor to harvest what would otherwise be plowed under. Our goal is to build a reliable and sustainable surplus supply chain from local farms to our most vulnerable community members.

FinancialsMORE »

Fiscal Year Apr 01, 2018 to Mar 31, 2019
Projected Income $758,130.00
Projected Expense $779,742.00

ProgramsMORE »

  • Distribution
  • Gleaning

Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

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


Mission Statement

We are dedicated to rescuing surplus farm crops for people in need.  We deliver high quality, local produce to pantries and meal programs by working closely with local farmers who donate their surplus, and mobilizing volunteer labor to harvest what would otherwise be plowed under. Our goal is to build a reliable and sustainable surplus supply chain from local farms to our most vulnerable community members.

Background Statement

Gleaning is a practice in which farmers allow public access to crops in their fields for the benefit of community members who cannot afford to purchase farm-fresh food.  In ancient times, biblical laws mandated that farmers facilitate accessibility to their crops by leaving the corners of their fields unharvested and available for the poor to glean.  In modern times, gleaning is provided as a service to farmers who are interested in donating their surplus crops to people in need, and to reduce the food waste that results from modern production methods.

Boston Area Gleaners, Inc. (BAG) rescues surplus crops in order to simultaneously combat hunger and food waste—two problems endemic to our modern food system.  By mobilizing volunteers on short notice to glean surplus crops from local farms, each year we are able to provide hundreds of thousands of pounds of high quality, healthy fruits and vegetables for food-insecure individuals and families in eastern Massachusetts.
Boston Area Gleaners began in 2004.  The grassroots group of a handful of local volunteers worked with a few local farms to glean 8,240 pounds of crops.  In 2007, BAG was incorporated as a non-profit.  In 2010, BAG hired its first employee (our current executive director).  By 2016, we increased our gleaning yields to 421,167 pounds of fruits and vegetables from 51 farms, growing our organizational carrying capacity by nearly 4,500%.  To this day, we remain the only organization in the region that operates a reliable farm gleaning service, which enables farmers to donate the fruits of their labor to feed their neighbors in need.

Since our inception, we have developed partnerships with over 70 farms and more than 2,000 volunteers who, along with BAG staff gleaners, have captured over 1,250,000 pounds of surplus produce.  This amounts to over 5 million four-ounce servings of fresh, locally grown fruits and vegetables that would otherwise have never been harvested.  To distribute this fresh food, we have built partnerships with a growing number of charitable food agencies in the Greater Boston area, including three distribution partners (Greater Boston Food Bank, Food For Free, and Merrimack Valley Food Bank), for a combined distributive reach to over 500 food pantries and meal programs in the region.  In addition, BAG supplies to a growing number of organizations that are creating new business models that provide access to high quality food in low-income communities, such as Daily Table.

Impact Statement

In 2016, BAG was able to harvest ("glean") twice as much produce than the year before. Volunteers and staff gleaned 421,167 pounds of more than 60 crop varieties from 512 farms; this total poundage represented a 16% growth factor over the record-breaking year of 2015. Considering the severity of drought impact on farm crops in the 2016 farming season, we consider this a significant accomplishment. Also in 2016, we completed a three-year strategic business plan that plots a course for BAG to glean and deliver more than 1 million pounds of high quality surplus by 2019. The Massachusetts Non-Profit Network awarded BAG the 2016 Excellence Award in the Small Non-Profit category in recognition of our well-managed growth and unique service.

In 2017, we have a substantial emphasis on development growth; currently, the potential for our work is many times larger than we are able to fulfill, both from the supply said (farm donations) and the demand size (requests for deliveries of fresh produce from hunger relief agencies). Currently, our revenue stream includes 60% foundation grants, 30% individual donations, and 10% earned revenue. Our strategic plan includes adding a development director with the goal of lessening our reliance on foundation income, such that individual donations fulfill 50% of revenue, with 30% in grants, and up to 20% in earned income in the form of our traditional delivery fees and the addition of new models of income, such as the sale of value-added farm products in collaboration with certain farms. In addition to adding development capacity and developing new earned revenue models, we will continue to build our infrastructure by adding refrigerated vehicles to comply with impending food safety mandates, as well as increase mechanized lifting capacity. We also added a new program in 2017: Education and Outreach to recruit volunteers and raise awareness in the community about our work.

Needs Statement

Our three-year goal is to grow the organization’s capacity so that we are able to glean and deliver 1 million pounds of surplus crops annually.  In order to accomplish this, we need to scale up organizational capacity.

1) Increase development capacity by working with a development professional to create a short-term plan, and then hire a Development Director. We are pursuing grants of $100,000 to fund the hiring, onboarding, and year one start-up costs for this position.

2) Raise $258,500 in capital to implement phased fleet, heavy equipment, and technology acquisition.

3) Hire an Education and Outreach Program staffed by one part-time position to increase outreach to volunteers and complement development efforts ($48,000 year one start-up costs).

4) Add 5.2 FTE’s to operations by 2019 (Gleaning and Distribution programs, estimated $105,000 total costs).

5) Continue to add to general operating funds to allow for addition of increased office space ($5,000/year), the addition of a part-time bookkeeper and office manager ($15,000/year), and the addition of three new computers and a multipurpose office printer ($5,000).

CEO Statement

While the mission of BAG is appealing in its simplicity, the execution of gleaning in the Boston area is logistically complex and demanding.  As the local food economy expands, ways to alleviate local food insecurity naturally become intertwined with this work.  Through our recent exponential growth, BAG has shown the impact of capturing surplus food from farms as a viable resource for community members in need.

Boston is unique in that it is a large metropolitan area with many small farms in close proximity to a dense population center.  In Middlesex County alone, over 700 vegetable and fruit farms are listed with the MA Department of Agriculture.  With the right infrastructure in place at BAG, the potential to impact local food insecurity is enormous.

To address this gap, we developed a three-year strategic business plan (2017-2019) that lays out in detail our plans to build out the organization so that we are able to capture and deliver over 1 million pounds annually to people in need in the Boston area.  In terms of procuring surplus donations, with over 1,000 farms in the region, supply is abundant, but we must build strong connections with growers.  In terms of distribution, we are supplying large charitable distributors, but we are increasingly looking for ways to deliver high quality surplus product to agencies and businesses that are not just feeding people, but are also focused on improving the economic conditions in impoverished and low-income communities through small business development and job training programs that can utilize surplus product.

Board Chair Statement

The Gleaners resonate with so many people in so many different ways.

We alleviate hunger, we collect and distribute locally-grown food on a shoestring budget, we reduce waste from the practice of farming, we give volunteers the opportunity to get into the fields and do something about hunger.
We draw support from people of faith, from those attuned to economic justice, those working for sustainable environmental practices, from foodies, and many other walks of life.
While hunger has deepened, farming--especially sustainable farming--surges.  Boston Area Gleaners faces the challenge of growing to meet demand in two directions: more hunger and more farms from which to glean.  As we mature into a structural part of hunger relief, we have added skilled, experienced board members, a part-time paid staff member, interns, and are looking to add cargo van capacity to help make gleaning trips more efficient.
We need to sustainably grow our own organization to be of the most use to all of our constituents.  A donated cargo van increased our carrying capacity.  Interns have grown our reach through social media, attracting more volunteers and spreading the word about gleaning.  New board members bring invaluable experience with accounting and financial planning, fundraising, community development, and the food pantry recipient perspective about how to best incorporate gleaned produce as hunger relief.
As the number of farms within our reach increases, we seek to increase our partnerships with farmers.  Urban farming presents another avenue through which to reduce waste and support local farmers.
Sustainable growth means increasing our income in order to pay full- and part-time staff a living wage.  It means limiting our driving range to minimize fuel costs.  We continue to build relationships with farmers (and volunteer gleaners) to ensure that we can get volunteers to glean when the farmers need us there.
To an extent, as we educate farmers about our service, we have changed the shape of our work (and theirs).  If the farmer knows to call us, gleaning has become part of the process of farming.  In turn, we become able to plan more trips in advance, making it easier to find volunteers.
The Gleaners reduce waste in the food system while helping both farmers and the needy to make use of locally-grown produce.  Our challenge, our opportunity, is to meet the growing demand on both sides of this equation.

Geographic Area Served


Thanks to its partnerships with Food For Free, Greater Boston Food Bank, and Merrimack Valley Food Bank, BAG has a distributive reach of over 500 hunger relief agencies in seven counties of eastern MA (Suffolk, Middlesex, Essex, Norfolk, Plymouth, Bristol, Barnstable), and Worcester.  In addition, BAG delivers gleaned produce directly to around 20 pantries each year.  As we improve our ability to glean higher volumes of crops, we will develop relationships with additional food agencies.

Organization Categories

  1. Food, Agriculture & Nutrition - Food Banks, Food Pantries
  2. Human Services - Emergency Assistance (Food, Clothing, Cash)
  3. -

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





Our Distribution Program is focused on the timely distribution of gleaned produce to our recipient agencies. Distribution was a new program in 2016, a structure that evolved due to a more than 300% volume increase over the previous 3 seasons.

The program is staffed by 1.5 FTE’s and one seasonal intern.
More than half of the produce donated to BAG by farms is delivered to one of three distribution partners, which further distribute among a network of over 500 agencies across eastern Mass. These partners include: the Greater Boston Food Bank, Food For Free, and Merrimack Valley Food Bank. The remaining donations are delivered directly to about 20 smaller agencies that serve clients directly.
In 2016, BAG began working with organizations that could offer processing of product with cosmetic blemishes that inhibit distribution through our usual networks. Agencies such as Daily Table and Commonwealth Kitchen have the capacity to process Grade B product into ready-to-eat meals and preserved products while also providing valuable job training to low-income residents of the Boston area.
Budget  $66,086.00
Category  Food, Agriculture & Nutrition, General/Other Food Distribution
Population Served Poor,Economically Disadvantaged,Indigent Families
Program Short-Term Success 
Our Distribution Program allows us to separate our Gleaning Program from food delivery, making both activities run more efficiently.  This year, we our new Distribution Program has taken the weight of making deliveries off of our staff Gleaning Coordinators, allowing Gleaning Coordinators to focus their time on gleaning with volunteers and reaching out to farmers.
As we grow to be able to glean more food, the Distribution Program must also grow to include more partner recipient agencies that can receive large volumes of produce.  We hope to add new agencies in areas in which significant food insecurity persists.  We also want to partner with organizations that are able to process gleaned produce into prepared meals.
Program Long-Term Success  Our long-term goal for the Distribution Program is to be able to broaden our reach so that gleaned produce is available to a large portion of this region's food-insecure individuals and families.  We also hope to deepen our reach so that these communities can access fresh, nutritious gleaned food on a regular basis.
Program Success Monitored By  We carefully track Distribution Program data (pounds delivered, crops donated, agencies served, etc.)  From this data, we see that, with the help of our distribution partners, we have been able to distribute more than 60 varieties of gleaned produce to hundreds of local hunger relief agencies this year.
Examples of Program Success 
We have received much positive feedback from our partner hunger relief organizations.  A recipient at the Cambridge Economic Opportunity Council Food Pantry told an interviewer from the Living On Earth radio program:
"What [the Gleaners] do is so important for us.  I get things I couldn't afford...  It fills in the spots I would otherwise neglect.  And it's a little gift.  It makes people happy."


The Gleaning Program is focused on the collection of surplus crops. Gleaning operates year-round and consists of two activities: farm gleaning with volunteers, and a post-harvest pick-up service. Gleaning begins in May and ends as late as March, when we glean storage areas of roots, squash, and tree fruit. Off-season work for Gleaning Program staff includes farmer and volunteer outreach, food safety improvement and compliance, first-aid training, and infrastructure improvement.

The 2017 Gleaning Program will be comprised of 1.8 FTE’s, 1 intern, and over 1,600 volunteers. Each volunteer gleaning trip is quickly set up once we receive a call from a farmer notifying us of surplus. Gleaning Coordinators are responsible for: (1) farmer outreach, 2) identifying the crop donation; (2) mobilizing groups of volunteers; (3) supervising volunteers in the field; and (4) ensuring safe delivery of crop donation to our cold storage facility.

Our post-harvest pick-up service is offered to farms during the height of the season when crops that have already been harvested begin to accumulate in storage areas.
Budget  $106,444.00
Category  Food, Agriculture & Nutrition, General/Other Hunger Action
Population Served Poor,Economically Disadvantaged,Indigent Families
Program Short-Term Success  In 2017, we aim to glean at least 500,000 pounds of surplus produce from local farms.  We hope to partner with several new farms, and to bring dozens of new volunteers into local fields to harvest for the hungry.
Program Long-Term Success 
There are over 1,200 fruit and vegetable farms in eastern MA, according to  Over-planting is a common modern farming method used to mitigate the financial risk of crop failure.  In the case that the market does not demand as many crops as a farmer planted, surplus results. Many farmers would like to donate the surplus crops that required energy and resources to produce, but they do not have the financial means to harvest and distribute crops that will not return income.
BAG currently gleans from fewer than 5% of the farms in eastern MA.  Our goal is to offer our services to every farmer that wishes to donate his or her surplus.  If we were operationally equipped to glean from just half of the farms in the region, we could provide more than 16 million servings of fresh, locally grown fruits and vegetables to food-insecure people in this area.
Program Success Monitored By  We carefully track crop, farm, volunteer, and staffing data using an online data management system.  We analyze this data month-to-month and year-over-year to determine the organizational improvements we must make to broaden our reach and further our mission.
Examples of Program Success 
Volunteer gleaners are proud to be an integral part of BAG's mission. One of our most dedicated volunteers wrote:
"While I know you appreciate my volunteering for many gleaning trips last season, I considered it a privilege to play a small role in linking local agriculture with so many people in need of food.  Having participated in my first glean of the new season today, I look forward to continuing what I began last year.  Not sure I’ll hit 40 [trips] again, but you never know, I might do more.  The numbers aren’t the point.  Finding my place in a larger great effort that you lead and coordinate at BAG is what matters."
We are grateful to be able to provide such an opportunity to hundreds of local people each year, and even more thankful for their support.

CEO/Executive Director/Board Comments

Program expansion goals for 2017-2019:

Gleaning: Expansion will focus on outreach to large and medium-sized farms over the strategic planning period because of the untapped volume of surplus that remains on these farms. Existing partner farms will be encouraged to meet our established “high performance” donation standards.


Distribution: Aided by new information provided specifically for BAG by the Tufts University Urban Planning program, we will expand distribution into areas of greatest need in the Greater Boston area by adding new delivery routes to Lawrence, Lowell, and under-served areas of Boston.


Education and Outreach: this start-up program will be focused on more than tripling our volunteer force, so that we exceed 4,000 by 2019. We will also build our capacity to work with larger groups of volunteers, such as employers who are offering service workdays.


CEO/Executive Director Ms. Laurie L Caldwell MBA
CEO Term Start Jan 2010
CEO Email
CEO Experience Laurie “Duck” Caldwell is Executive Director for Boston Area Gleaners.  Her work in the non-profit sector began in 1995, and has included vocational instruction, project management, program and curriculum development, and consulting, most notably with Vermont Works for Women.  She is a carpenter by trade and worked as a residential contractor for over 20 years.  Her experience in developing markets for local produce includes four years of management and consulting in natural foods cooperatives in the northeast, as well as some small-scale organic farming.   She holds a B.A. in Philosophy from Randolph-Macon Woman’s College, a certificate in small business development from Trinity College, and an MBA in organizational management and environmental sustainability from Antioch University in New England.
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
Oakes Plimpton Jan 2007 Dec 2009

Senior Staff

Name Title Experience/Biography
-- -- --


Award Awarding Organization Year
Boston Area Gleaners Wins Excellence Award in "Small Nonprofit: Doing More with Less" Category Massachusetts Nonprofit Network 2016
Hunger Hero Award for the Executive Director, Laurie "Duck" Caldwell Boston Mayor's Office 2013


Affiliation Year
Associated Grant Makers 2010
Member of state association of nonprofits? Yes
Name of state association Massachusetts Nonprofit Network

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --


Boston Area Gleaners collaborates with a growing list of more than 70 eastern Massachusetts farms (please see our website for a list).  We deliver food directly to up to 20 food pantries, meal programs, and low-income markets in the metro Boston area each year.  In addition, we collaborate with three distribution partners (Food For Free, Greater Boston Food Bank, and Merrimack Valley Food Bank), which together distributed over 57% of our produce in 2016.  Through these collaborations, our total distributive reach is to well over 500 agencies in eastern MA.

CEO/Executive Director/Board Comments


Currently, the Executive Director of BAG fills the following roles: human resources, bookkeeping, operations manager, and development director. The ability to leave the office and build networks to improve food security in the Boston area as well as building the capacity of the organization (by attracting larger donors) is very limited. Therefore, the organization’s ability to perform its mission to the degree that is possible in our region will be hampered if we are not able to expand capacity at the executive and support staff levels. Positions identified in the strategic plan for 2017 as imperative include development director and outreach coordinator. This will allow the growth needed to build the infrastructure needed in operations as well as the capacity for the ED to participate in regional efforts to improve the food system and to help guide food recovery efforts.


The challenges are addressed in the attached three-year strategic business plan, but all are contingent on successful fundraising efforts.


Foundation Comments


Staff Information

Number of Full Time Staff 5
Number of Part Time Staff 7
Number of Volunteers 1,729
Number of Contract Staff 1
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 13
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 10
Male: 3
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 No
Organization Policies And Procedures Under Development
Nondiscrimination Policy Under Development
Whistle Blower Policy Yes
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 N/A N/A
Non Management Formal Evaluation and Frequency Yes Annually


Board Chair Ms. Charlotte Milan
Board Chair Company Affiliation Town of Arlington
Board Chair Term Mar 2016 - Feb 2018
Board Co-Chair Mr. Fred Berman
Board Co-Chair Company Affiliation American Institutes for Research/National Center on Family Homelessness
Board Co-Chair Term Mar 2016 - Feb 2018

Board Members

Name Company Affiliations Status
Ms. Gretta Anderson Moraine Farm --
Mr. Fred Berman MA American Institutes for Research/National Center on Family Homelessness Voting
Ms. Joan Blaustein MA Retired (formerly, Metropolitan Area Planning Council) Voting
Dr. Margaret Coleman MD Cambridge Health Alliance Voting
Mr. Jonathan Goldberg MA Grateful Massage, LLC Voting
Ms. Nancy Goodman MA Environmental League of Massachusetts Voting
Mr. Matt Gray MA Neighborhood Produce Voting
Ms. Charlotte Milan MBA Town of Arlington Voting
Mr. Oakes Plimpton Founder NonVoting
Dr. Kaveri Roy DNP, RN, CHPN MGH Institute of Health Professions Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
Gretta Anderson Moraine Farm NonVoting
Rose Arruda Massachusetts Department of Agriculture Exofficio
Scott Clarke Gore Place Exofficio
Dr. Deishin Lee Boston College Carroll School of Management NonVoting
Ms. Helene Newberg Esq. -- NonVoting
Kristen Ploetz Esq. Green Lodestar, LLC NonVoting
Theresa Snow Salvation Farms NonVoting

Board Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 1
Caucasian: 8
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 6
Male: 4
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 2
Board Meeting Attendance % 78%
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 No

Standing Committees

  • Advisory Board / Advisory Council
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Finance
  • Governance and Policy
  • Strategic Planning / Strategic Direction

CEO/Executive Director/Board Comments

The primary challenge we face is that of sustainability.  By nature, our development needs are large; earned income (based on delivery fees to agencies that want regular deliveries) will never comprise more than 15% of our total budget.  We are still small but have grown quickly, thanks to two large one-year foundation grants--each awarded for two years running.  With this increased capacity, we were able to show real results, doubling poundage gleaned year-over-year in the past two years.  However, our development capacity is still very limited, we have no endowment and very little savings.  The degree to which we are able to operate is determined annually.  We are looking for investors that can get us to the next level by providing substantial general operating support over the next three years so that we can hire a development director who can build a donor program, allowing us to build income decrease our reliance on (and subjection to) grant funding. 

Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2016 2015 2014
Total Revenue $419,346 $307,849 $195,798
Total Expenses $305,959 $174,249 $110,442

Prior Three Years Revenue Sources

Fiscal Year 2016 2015 2014
Foundation and
Corporation Contributions
$305,500 $220,599 $111,987
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $57,766 $47,303 $41,736
Indirect Public Support -- -- --
Earned Revenue $34,641 $32,413 $20,115
Investment Income, Net of Losses $15 $4 $3
Membership Dues -- -- --
Special Events $21,424 $7,530 $21,957
Revenue In-Kind -- -- --
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2016 2015 2014
Program Expense $200,102 $116,801 $81,347
Administration Expense $34,273 $20,677 $28,450
Fundraising Expense $71,584 $36,771 $645
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.37 1.77 1.77
Program Expense/Total Expenses 65% 67% 74%
Fundraising Expense/Contributed Revenue 19% 13% 0%

Prior Three Years Assets and Liabilities

Fiscal Year 2016 2015 2014
Total Assets $363,513 $250,126 $116,526
Current Assets $271,792 $193,060 $90,820
Long-Term Liabilities -- $0 $0
Current Liabilities -- $0 $0
Total Net Assets $363,513 $250,126 $116,526

Prior Three Years Top Three Funding Sources

Fiscal Year 2016 2015 2014
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy Income Only
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? Yes

Short Term Solvency

Fiscal Year 2016 2015 2014
Current Ratio: Current Assets/Current Liabilities inf inf inf

Long Term Solvency

Fiscal Year 2016 2015 2014
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

Please note that because our fiscal year shifted in CY2017, FY2017 was reported as a “floating quarter” and did not meet the income threshold to warrant either an audit or a financial review. A full audit is currently being conducted for FY2018, which was April 1, 2017 - March 31, 2018. The audit will be available in September 2018. Over the next three years, we plan to nearly triple the current budget size. We will accomplish this by applying to larger foundations prioritizing foundations offering multi-year grant awards. These awards will comprise 60% of our total income, with 25% in individual donations, and 15% in earned income. Once we are through the three-year build-out, we plan to increase individual donation income--thanks to a development director we will hire during this period--so that during the next three-year period of 2020-2023, the ratio of foundation support will recede to no more than 30% of total income, and individual support at more than 50%. Please note that our fiscal year is shifting to April 1- Mar 31, which more closely relates to operational activity. The FY2017 budget has not been approved at the time of this profile update, but will be available upon request in late March 2017.

Foundation Comments

Financial summary data in the charts and graphs above is per the organization's IRS Form 990s. Contributions from foundations and corporations are included under individuals when the breakout was not available.
Please note, this organization changed its fiscal year in 2017 from a January 1 - December 31 fiscal year to a April 1 - March 31 fiscal year, as such, the 2017 990 document posted above reflects a three month period (January 1, 2017 - March 31, 2017) and is not included in the charts and graphs.




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