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Entrepreneurial Ventures in Education, Inc. (Summer Advantage USA)

 1001 Marina Drive, Apartment 410
 Quincy, MA 02171
[P] (617) 818-1959
[F] (866) 359-4589
www.summeradvantage.org
[email protected]
Earl Phalen
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INCORPORATED: 2010
 Printable Profile (Summary / Full)
EIN 26-3185485

LAST UPDATED: 07/06/2016
Organization DBA Summer Advantage USA
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

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Mission StatementMORE »

Our mission is to harness the power of summer learning to raise the educational achievement of all students.

Mission Statement

Our mission is to harness the power of summer learning to raise the educational achievement of all students.


FinancialsMORE »

Fiscal Year July 01, 2015 to June 30, 2016
Projected Income $3,559,351.00
Projected Expense $3,868,776.00

ProgramsMORE »

  • Summer Advantage

Revenue vs. Expense ($000s)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

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


Overview

Mission Statement

Our mission is to harness the power of summer learning to raise the educational achievement of all students.


Background Statement

With two decades of track record in raising student achievement, Founder Earl Martin Phalen became one of only 6 fellows selected out of 1,300 applicants by The Mind Trust’s Education Entrepreneur Fellowship to launch Summer Advantage in 2009. Funded by both the fellowship and a $1M investment from the Indiana Department of Education, Summer Advantage launched three high-quality summer learning programs for 850 children.

In five years, Summer Advantage USA has expanded from a regional pilot to one of the most effective summer learning programs in the nation. We have since expanded our program to serve over 18,000 children in communities across the country, including Chicago, IL; Roaring Fork Valley, CO; Indianapolis, IN; Birmingham, AL; and New York City, NY.

Summer Advantage also grew from a start-up to $5M in annual revenues – including over $6M in funding from complex streams like Title I, Social Innovation Fund, 21st Century Community Learning Center, School Improvement Grant, and state summer school reimbursement funding – all during one of this country’s toughest economic times.

During our expansion, results remained consistently strong. Year to year, children who participate in our program make strong academic gains and experience a year-round impact:

  • Children who participate in Summer Advantage consistently gain on average 1 month of math and reading skills each summer, as opposed to losing 3 months of academic skills as children from low-income communities historically do.
  • Our third grade scholars who came from one of the poorest schools in Indiana gained nearly 16 percentage points in language arts and 12 percentage points in math on the state standardized exam. Prior to Summer Advantage, that school averaged a 1-2% increase on their state test scores.
  • After three years of partnership with the Roaring Fork Valley School District in Colorado, the district saw its state test results improve to the highest mark ever in a six-year period, and its students are now outperforming the state proficiency average.

Our results have been so consistently strong that Summer Advantage USA was invited and approved to expand our program into a year-round, whole-school model to ultimately serve over 10,000 children each year. At the “Phalen Leadership Academies,” where the vast majority of children live in poverty, scholars’ achievement has been exceptionally strong; in the 2014-2015 school year, 100% of children were reading proficiently by third grade.


Impact Statement

We are proud of our extensive track record of raising student achievement, which we believe is a strong predictor of what our impact will be in 2016. In 2015, as in every year since we were founded in 2009, children who participated in Summer Advantage gained over 1 month of math and reading skills each summer, as measured by a nationally-normed diagnostic test.

Our goal each year is to help ensure that children grow academically, socially and emotionally during the summer months. Specifically, we hold ourselves accountable to the following performance measures for 2016:

  • Scholars will demonstrate an average of 1 month of grade-equivalent skills gains in reading and math on a nationally-normed pre- and post-assessment, STAR Reading and Math;
  • Over 90% of scholars will attend our programs daily;
  • Over 90% of scholars will report that adults at Summer Advantage care about them; and
  • Over 90% of families will report that they will recommend the program to other families.

Needs Statement

One of the most important factors in our ability to effectively serve children is our capacity to identify and recruit highly effective teachers and program leaders. We aim for our staff composition to reflect the diversity of the communities in which we serve. The majority of our leaders are people of color, and we place a strong focus on recruiting a diverse group of educators to our program.

At the same time, we also focus on building up the skills of diverse educators in the communities in which we serve. We partner with a variety of community organizations, including universities and nonprofits, to not only build a strong, diverse team of educators but also to provide opportunities for professionals of color to gain experience in the education field. Many of our program’s leaders, teachers, and teacher’s assistants have since gone on to receive teaching or administrative certifications and are now serving as exceptional educators within their community.

Another important goal of our organization is to be able to achieve financial sustainability. To achieve this goal, we aim to be selected for and to build on multi-year fee for service contracts, as well as to engage renewable philanthropic funding streams. When planning for the growth of a particular region, we are generally able to achieve financial sustainability when we are able to serve at least 750 students with three-year commitments from our partners.


CEO Statement

Summer Advantage is distinguished by its ability to grow while maintaining consistently high impact, diversity in leadership, talent selection process, high retention, and cost-effectiveness:

Consistently high impact: In every year of our existence, children who attend our program have gained over 1 month of grade equivalent math and reading skills while we expanded from serving 800 children to 18,000 and from 1 community to 5 states.

Diversity in leadership: We are proud to be among the very few organizations serving children of color that are in fact led by majority people of color. Consistent with this focus, we also place a strong emphasis on building a pipeline of highly talented program leaders and staff members.

Talent selection: Summer Advantage has developed an industry-leading staff selection and evaluation process. We have a proven process for selecting exceptional teachers and Teacher's Assistants, which consists of an online application, phone interview, in-person interviews; and we have a state-approved professional development program, which includes over 40 hours of pre-service training in areas such as Effective Classroom Management, Partnering with Parents, and Differentiating Instruction.

High retention: Summer Advantage participants, including families and partners, report high levels of satisfaction (>90%) and value long-term partnerships – this means that children in our communities receive multiple summers of high quality programming that allow them to make significant academic improvements. Summer Advantage teachers also report high levels of satisfaction (>90%) and high-performing teachers return to teach for us at an equally high rate – this ensures that each summer our scholars are mentored by exceptional educators.

Cost-effectiveness: The cost of the program per student is $1,500. According to research conducted by the Wallace Foundation (McCombs et al., 2011) externally-led summer programs typically cost around $2,400-$2,800 per student. We are able to keep cost down through innovative use of technology (virtual office, paperless application, etc.) high staff and partner retention, and highly leveraged partnerships in which partner districts agree to provide in-kind contributions in daily meals, bus transportation and facilities.


Board Chair Statement

Since graduating from Yale in 1989, I personally became increasingly committed to direct service as a powerful way to impact change. I originally thought I was going to run for political office as a way to make the world a better place. When I graduated, I joined an amazing volunteer program called the Lutheran Volunteer Corps, where I served for one year at a homeless shelter in Washington, D.C. That experience clearly showed me that my personal path and calling was to use direct service to effect social change.

Following this, when I attended Harvard Law School, a small group of black students and I started a mentoring program for young children called Building Educated Leaders for Life (or “BELL”), named after one of our fantastic professors, the late Derrick Bell. What started as a community service project serving 20 children grew to a national nonprofit touching the lives of over 15,000 children annually. My experience at BELL showed me that while we had made a big difference in children’s lives after school and during the summer, we could achieve the transformative impact we sought if we took what we had learned in the out of school time space and used that to create a network of schools. We were blessed in 2009 to receive a fellowship from The Mind Trust, a nonprofit that works to bring exceptional educational opportunities to communities in Indiana and nationwide. Through that opportunity, Summer Advantage USA was born.

Since its founding, Summer Advantage has grown to serve over 18,000 children across five states. The most critical lesson I’ve learned in this time is that effectively leading nonprofits is all about people, people, people. Having an exceptional teacher in every program classroom and an exceptional leader for every site has been and will continue to be the linchpin in yielding the successful impact that we’ve had in the lives of our scholars.


Geographic Area Served

City of Boston- South Dorchester

Summer Advantage USA will aim to serve children across Boston. In the summer of 2016, we will serve children in attending the Oliver Wendell Holmes Elementary School in Dorchester.

Organization Categories

  1. Education - Educational Services
  2. -
  3. -

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

Yes

Programs

Summer Advantage

Summer Advantage is one of the very few scientifically-proven summer learning program models in the country (Chaplin & Capizzano, 2006), and we are focused on serving children grades K-8 who live in some of the most socially and economically disadvantaged communities in the nation. In 2016, we will provide the evidence-based Summer Advantage program to 100 children (whom we call “scholars”), grades K-3, at the Oliver Wendell Holmes Elementary School in Dorchester.

Our children (who we call "scholars") will experience the following: daily breakfast and community time; small classrooms with approximately 20 scholars and two educators in every classroom; rigorous, curriculum-based morning academics; lunch and recess; afternoon enrichment courses including art, music, physical education and science; and Friday guest speakers, field trips, college campus visits and scholar-led community service projects.

Budget  $150,000.00
Category  Education, General/Other Summer School
Population Served Children Only (5 - 14 years)
Program Short-Term Success 

Summer Advantage will have an immediate, measurable impact on the academic and social development of our scholars. Scholars will stay safe, healthy, and active during the summer months, when students’ safety is often at risk and when many children in Boston go hungry. Our program will mitigate summer learning loss among our students and help scholars gain one month of skills in literacy and math; improve student engagement in learning activities, career exploration, and postsecondary planning; and increase family involvement in student learning.

Program Long-Term Success 

According to research and our evidence base, providing the Summer Advantage program to students during the early elementary years will result not only in a reduction in learning loss but also in an immediate positive gain in academic skills, as evidenced by participant performance on a nationally-normed pre- and post-test.

Over time, we anticipate seeing improvement in student academic performance and standardized test scores. The ultimate goal is for the intermediate-term outcomes to translate into positive gains in the long-term goals of improved grade-level proficiency and reduced achievement gaps within the participating schools. Based on existing evidence, we project that students who participate in over 3 years of the Summer Advantage program will have greater educational success over time, which will increase their overall academic achievement.

Program Success Monitored By 

We conduct an internal evaluation to assess the program's impact on major factors linked to student achievement: academic performance, parental engagement, and teacher satisfaction. We administer both pre- and post-tests to determine our scholars’ degree of academic growth during Summer Advantage. Scholars' vocabulary, word analysis, reading, writing, computation, math concepts, and problem solving skills are assessed using a nationally-normed exam, STAR Reading and Math. In addition to scholar academic growth, we hold ourselves accountable to measuring scholar attendance, scholar engagement, and partner satisfaction. To do so, we use internally-designed surveys that assess perceptions of the program’s content and efficacy, as well as self-reported levels of satisfaction and engagement from parent, scholars, and teachers.

Examples of Program Success 

While 2016 will be our first year implementing this program in Boston, we have had a consistently strong impact on the lives of over 18,000 children in five states. Our track record includes:

  • Every year since we were founded in 2009, children who participate in Summer Advantage consistently gain over 1 month of math and reading skills each summer.
  • After three years of partnership, Roaring Fork Valley Schools in Colorado saw its state test results improve to the highest mark ever in a six-year period, and its students are now outperforming the state proficiency average.

Perhaps the best description of the impact of our program comes from our families. After attending a college field trip, a scholar joined his family at a July 4th celebration. During the event, he declared to everyone that he was determined to go to college. The 9-year-old shared, "I have decided to attend and graduate from Butler University." There were 43 family members at the cookout, and none had gone to college.


CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Mr. Earl Martin Phalen
CEO Term Start Jan 2009
CEO Email [email protected]
CEO Experience

Widely recognized as one of the nation’s top social entrepreneurs, Earl Martin Phalen is the Founder and CEO of Summer Advantage and the George and Veronica Phalen Leadership Academies. Earl is deeply committed to the education of children and is a proven leader with a track record of success. While at Harvard Law School, Earl founded Building Educated Leaders for Life (BELL), which operates after-school and summer education programs in several major U.S. cities. Under Earl’s leadership, the organization grew from a local community service project to a national non-profit educating 15,000 children annually, and from $12K annual budget to $27.5M annually. Phalen then founded Summer Advantage USA, a summer reading program that partners with school districts to provide quality summer learning programs for children in grades K-8. The program is one of only two scientifically-proven models in the country and has served over 18,000 children since its inception in 2009.

As a result of the impact of Summer Advantage, Earl and his team were encouraged to expand their 25-day summer program model into a school. This new network of K-8 blended learning schools is called the George and Veronica Phalen Leadership Academies in honor of his parents. The Phalen Leadership Academies, or “PLA,” was awarded an unprecedented 10 charters, which will ultimately enable them to serve 10,000 students each year. Their first academy opened in August of 2013. While the vast majority of PLA’s students live below the poverty line, 100% of its third graders passed the IREAD-3, demonstrating reading proficiency on the state exam.

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
Ms. Sheila Brillson Director of Programs Ms. Brillson is a seasoned manager with deep experience in government operations, education and community service. As a former public school teacher and a two term mayor of Michigan City, Indiana, Sheila has expertise in human resources, operations, program management and quality improvement. As mayor, Ms. Brillson founded an economic development corporation which encouraged record investment and many new family wage jobs, with the corporation continuing to serve as a chief job creation engine for northern Indiana. Recent work in Washington State focused on workforce development and job readiness training with diverse communities-veterans, immigrants, Native Americans, dislocated workers and migrant seasonal farmworkers, producing outstanding results in at-risk populations and youth. Ms. Brillson has lead successful ventures in regional community health initiatives, education and capital project planning/ implementation. She has worked collaboratively at the regional, state and federal level on diverse matters including education, veteran’s issues, housing, healthcare and the environment. Prior to her work at Summer Advantage, she served as Operations Director for the Critical Junctures Institute at Western Washington University. She has a BA from John Carroll University and a MA from Valparaiso University.
Ms. Helen Dixon Director of Recruitment Ms. Dixon is responsible for leading the recruitment, selection and placement of all employees. Ms. Dixon has over 10 years of human capital recruitment experience. Prior to joining Summer Advantage USA, Ms. Dixon served as National Director of Recruitment for New Leaders for New Schools, a non-profit which specializes in recruiting and developing exceptional teachers into urban school principals. Formerly the Director of Recruitment for the City of Chicago, Ms. Dixon was the architect of enterprise-wide recruitment planning, strategies, policies and program development applicable to 38,000 employees and 43 operating departments. Prior to the City of Chicago, Ms. Dixon served as a Senior Recruitment Officer and Marketing Manager for the Chicago Public Schools. During her tenure, she provided district-wide recruitment and employment guidance to 600 schools, and designed and implemented strategies to meet annual workforce requirements.
Mr. Johnny Jin Director of Development Mr. Jin leads national development and fundraising for the Phalen Leadership Academies (PLA) and Summer Advantage USA. In this capacity, he helped raise over $30M, including highly selective investments from the Gates Foundation, Charter School Growth Fund, School Improvement Grant, Social Innovation Fund, Corporation for National and Community Service, and more to help the organization grow from a local summer learning program into a national educational nonprofit that includes high quality public charter schools. He developed the charter school application, the blended learning approach, and financial model that resulted in a state authorization of 10 charters to PLA, that will ultimately serve 10,000 children annually. He also worked closely with the CEO to secure approval, district partnership and seed funding to launch the state’s first Innovation Network School, in just the second year of PLA’s launch. Mr. Jin immigrated to the United States at the age of eleven, and became one of the youngest credentialed high school English teachers in Los Angeles. As an English teacher, Mr. Jin guided his ninth graders to gain two grade levels in a single school year. He has worked with former US Secretary of Education and contributed content to a nationally distributed social studies curriculum. Mr. Jin holds a Bachelor’s Degree in Economics from UC Berkeley and a Master's Degree in Education Policy and Management from Harvard.
Ms. Michelle Reeves Director of Legal Affairs/HR Michelle Reeves joined PLA as the Director of Legal Affairs and Human Resources in March 2013. Since that time, she has been invaluable in supporting the organization’s varied transactions, employee matters and other business issues. Prior to coming to PLA, Michelle served as an Administrative Law Judge and prior to that appointment, Michelle was an attorney at the Indiana Department of Education, where she supported the State Superintendent of Public Instruction, the Indiana State Board of Education, the Board of Special Education Appeals, the Indiana Case Review Panel and Professional Standards Advisory Board.
Ms. Terra Smith Chief Operating Officer  

Ms. Smith leads the executive team and the organization’s national operations. Ms. Smith obtained a BA in Political science from Morgan State University. After Morgan, she attended Columbia Law School and earned her Juris Doctor in 1999. Ms. Smith then worked as a corporate associate at Skadden, Arps, Slate, Meagher & Flom LLP and then became a staff attorney with the U.S. Securities and Exchange Commission. Ms. Smith left her career as a successful corporate lawyer in New York to pursue her life's passion, serving our nation’s most at-risk children. Tens of thousands of children’s lives have been changed because of her decision. In 2009, Terra set out to identify gaps within our education system and began the launch of three national initiatives that have had a transformative impact on the education of children: Summer Advantage USA, the Phalen Leadership Academies, and LaTonya’s House, which provides a safe and caring living environment for hundreds of adults with disabilities and allows them to lead independent lives. Ms. Smith brings more than a decade of experience recruiting the nation’s top talent for leading firms in the country. Ms. Smith simultaneously established The Giving Fund, Incorporated (a foundation that provides free consulting services to start-up non-profits) and Compendium Business Solutions, a for-profit consulting firm that assists emerging companies with strategic development and recruitment.

Ms. Eva Spilker Director of Finance Ms. Spilker has served as Controller and Finance Director at Diamondback Direct, an International division of Quadriga Direct Mail Holdings – a leading global provider of Direct Marketing services. Her responsibilities included all Finance and Accounting functions as well as short- and long-term forecasting, payroll and benefit management, internal and external reporting, margin management, annual budgeting, audit management and executive team and board presentations. Ms. Spilker’s career in finance began in the Corporate Financial Consulting division of Ernst & Young in Baltimore, Maryland. She then transitioned to the Economics Group of CSX Intermodal where she developed long term planning models as well as all Capital Expenditure justifications and analyses. After CSX, Ms. Spilker transitioned to a Partner role in a regional advertising agency where she managed all Finance and Operations functions. Ms. Spilker holds an Economics degree from the University of North Carolina at Chapel Hill.

Awards

Award Awarding Organization Year
Pahara-Aspen Institute Fellowship Pahara and Aspen Institutes 2015
Shine a Light Hero Award Black Entertainment Television 2010
President’s Service Award Office of the President of the United States of America 1997

Affiliations

Affiliation Year
-- --
Member of state association of nonprofits? No
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 16
Number of Part Time Staff 320
Number of Volunteers 0
Number of Contract Staff 0
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 163
Asian American/Pacific Islander: 4
Caucasian: 104
Hispanic/Latino: 50
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 283
Male: 53
Not Specified 0

Plans & Policies

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

Risk Management Provisions

--

Reporting and Evaluations

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

Governance


Board Chair Mr. Earl Martin Phalen
Board Chair Company Affiliation Founder and CEO, Summer Advantage USA and Phalen Leadership Academies
Board Chair Term Jan 2016 -
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Mr. Earl Martin Phalen Founder and CEO, Summer Advantage USA and Phalen Leadership Academies Voting
Dr. Carolyn Reedom Owner and Operator, CSR Education Voting
Dr. Fernando Reimers Director of Global Education and International Education Policy at Harvard University Voting
Ms. Terra Smith Founder and CEO, The Giving Fund; COO, Summer Advantage USA Voting
Mr. Donald Stinson Superintendent – Retired, Decatur Township Voting
Mr. Steven Tucker Medical Editor with Novo Nordisk, Inc. 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: 3
Asian American/Pacific Islander: 0
Caucasian: 2
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 2
Male: 4
Not Specified 0

Board Information

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

Standing Committees

    --

CEO/Executive Director/Board Comments

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Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2013 2012 2011
Total Revenue $4,025,930 $3,700,483 $5,265,009
Total Expenses $4,849,706 $4,224,467 $4,380,817

Prior Three Years Revenue Sources

Fiscal Year 2013 2012 2011
Foundation and
Corporation Contributions
-- -- --
Government Contributions $3,201,530 $2,782,407 $2,618,766
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $3,201,530 $2,782,407 $2,618,766
Individual Contributions $823,450 $904,245 $2,600,128
Indirect Public Support -- -- --
Earned Revenue -- -- --
Investment Income, Net of Losses $950 $3,305 $3,390
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind -- -- --
Other -- $10,526 $42,725

Prior Three Years Expense Allocations

Fiscal Year 2013 2012 2011
Program Expense $3,934,943 $3,669,989 $3,741,731
Administration Expense $643,452 $324,541 $322,408
Fundraising Expense $271,311 $229,937 $316,678
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.83 0.88 1.20
Program Expense/Total Expenses 81% 87% 85%
Fundraising Expense/Contributed Revenue 7% 6% 6%

Prior Three Years Assets and Liabilities

Fiscal Year 2013 2012 2011
Total Assets $484,334 $1,228,831 $1,728,819
Current Assets $328,349 $1,028,254 $1,728,819
Long-Term Liabilities $0 $0 $0
Current Liabilities $130,326 $51,047 $27,051
Total Net Assets $354,008 $1,177,784 $1,701,768

Prior Three Years Top Three Funding Sources

Fiscal Year 2013 2012 2011
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 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 2013 2012 2011
Current Ratio: Current Assets/Current Liabilities 2.52 20.14 63.91

Long Term Solvency

Fiscal Year 2013 2012 2011
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

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Foundation Comments

Please note, this organization changed its fiscal year in 2013 from a Jan. 1 - Dec. 31 fiscal year to a July 1 - June 30 fiscal year. As such, the 2014 Form 990 posted above covers a 6 month period (Jan. 1, 2014 - June 30, 2014) and is that data not included in the charts and graphs above. The 2014 audited financial file posted above covers an 18 month period (Jan. 1, 2013 - June 30, 2014). 
 
Financial summary data in charts and graphs are per the organization's IRS Form 990s. Contributions from foundations and corporations are listed under individuals when the breakout was not available.  

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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