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FLORIDA INSTITUTE FOR COMMUNITY STUDIES INC Organization Name provided in the GuideStar Exchange* as of 06/12/2012: FLORIDA INSTITUTE FOR COMMUNITY STUDIES INC

Organization Name as listed in the IRS Business Master File as of 09/08/2014: FLORIDA INSTITUTE FOR COMMUNITY

* The GuideStar Exchange allows nonprofits to regularly update key information directly to GuideStar. It provides richer and broader information about their programs, impact, finances, people and more.

AKA  FICS
Tampa, FL
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GuideStar Summary

&1002;                GuideStar Exchange Committed to transparency ?
This organization is a Silver-level GuideStar Exchange participant, demonstrating its commitment to transparency.

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&1002; Registered with IRS Legitimacy information is available
&1002; Financial Data Annual Revenue and Expense data reported
&1002; Forms 990 2013, 2012, and 2011 Forms 990 filed with the IRS
&1002; Mission Objectives Mission Statement is available
&1002; Impact Summary Impact Summary from the nonprofit is available
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Basic Organization Information

FLORIDA INSTITUTE FOR COMMUNITY STUDIES INC Organization Name provided in the GuideStar Exchange* as of 06/12/2012: FLORIDA INSTITUTE FOR COMMUNITY STUDIES INC

Organization Name as listed in the IRS Business Master File as of 09/08/2014: FLORIDA INSTITUTE FOR COMMUNITY

* The GuideStar Exchange allows nonprofits to regularly update key information directly to GuideStar. It provides richer and broader information about their programs, impact, finances, people and more.
Also Known As: FICS
Physical Address: Tampa, FL 33687 
EIN: 59-3712006
Web URL: www.ficsinc.org 
NTEE Category: V Social Science Research Institutes
V99 Social Science Research Institutes, Services N.E.C.
V Social Science Research Institutes
V05 Research Institutes and/or Public Policy Analysis
R Civil Rights, Social Action, Advocacy
R99 Civil Rights, Social Action, and Advocacy N.E.C.
Ruling Year: 2002 


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Mission Statement

FICS partners with communities to help them achieve their goals through research, services, education and training.

Legitimacy Information

This organization is registered with the IRS.

This organization is required to file an IRS Form 990 or 990-EZ.

Institutional funders should note that an organization’s inclusion on GuideStar.org does not satisfy IRS Rev. Proc. 2011-33 for identifying supporting organizations.

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Annual Revenue & Expenses (IRS Form 990, July 2012)

Fiscal Year Starting: July 01, 2012
Fiscal Year Ending: June 30, 2013

Total Revenue $426,043
Total Expenses $396,819

Revenue & Expenses

Revenue and expense information has not been provided by the nonprofit. Click here if you are associated with this organization and want to provide this information.

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Balance Sheet (IRS Form 990)

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Forms 990 Received from the IRS Additional Information
IRS Form 990 is an annual document used by approximately one-third of all public charities to report information about their finances and operations to the federal government. GuideStar uses data from Form 990 to populate its database with financial information about nonprofit organizations. Posting Form 990 images on the GuideStar website is an ongoing process.

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Forms 990 Provided by the Nonprofit

Financial Statements

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Annual Reports

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Leadership (GuideStar Exchange,
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June 2012)

Dr. Alayne Unterberger

Term:

Since Feb 2002

Profile:

Alayne Unterberger is the Executive Director of the newly formed Florida Institute for Community Studies, which takes a community centered approach to incorporating research, community education and training. She received her MA from the University of South Florida in 1993 and her PhD at the University of Florida. She is an applied medical anthropologist, founder and Project Director for Pocos Hijos Para Darles Mas, a social marketing project aimed at male responsibility, family planning and STD/HIV/AIDS prevention within the farmworker community. An adjunct professor of Medical Spanish at the College of Medicine, University of South Florida, she regularly gives workshops on issues related to culture, health and gender.

Leadership Statement:

In eight years, we have accomplished wonderful things by staying true to our model of partnering with communities.  Our focus on community-based and community-led research makes our programs more effective because they are designed by and not for the community they serve.  Please partner with us!  Together we can achieve anything!

Board Chair (GuideStar Exchange,
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June 2012)

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Board Co-Chair (GuideStar Exchange,
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June 2012)

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Board of Directors (GuideStar Exchange,
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June 2012)

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Board Leadership Practices (GuideStar Exchange,
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June 2012)
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GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

Board Orientation & Education ?
Why does this matter? Without clarity around their responsibilities and expectations, board members are not positioned to succeed. They may find themselves challenged to fulfill their governance responsibilities or frustrated by the expectations that the organization has set for them. BoardSource recommends that every new board member participate in a formal orientation process, and that all board members sign a pledge or agreement committing to their board service and to all of the responsibilities and expectations that come with service. Ideally, board members also should participate in a formal governance training program prior to serving on a board.

Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?
Response Not Provided
CEO Oversight ?
Why does this matter? Oversight and management of the chief executive is one of the board’s most important legal responsibilities. The CEO or executive director is the board's single employee, and - just like any other employer/employee relationship - regular and written assessment is critical to ensuring that the chief executive and board are communicating openly about goals and performance. BoardSource recommends that boards conduct formal, written reviews of their chief executives on an annual basis, which should include an in-person discussion with the chief executive and distribution of the written evaluation to the full board.

Has the board conducted a formal, written assessment of the chief executive within the past year?
Response Not Provided
Ethics & Transparency ?
Why does this matter? A commitment to handling conflicts of interests is essential to creating an organizational culture of transparency. Boards should create and follow a policy for identifying and handling conflicts of interest, whether real or perceived. BoardSource recommends that organizations review the conflict-of-interest statement and require signed disclosures from all board members and senior staff on an annual basis.

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements within the past year?
Response Not Provided
Board Composition ?
Why does this matter? The best boards are composed of individuals who bring a variety of skills, perspectives, backgrounds, and resources to tackle the complex and strategic challenges confronting their organizations. BoardSource recommends that boards commit to diversity and inclusion by establishing written policies and practices, which include strategic and intentional recruitment of diverse board members, continual commitment to inclusivity, and equal access to board leadership opportunities.

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?
Response Not Provided
Board Performance ?
Why does this matter? Boards need to regularly assess their own performance. Doing so ensures that they are being intentional about how they govern their organization, which is a critical component of effective board leadership. BoardSource recommends that a board conduct a self-assessment of its performance a minimum of once every three years to ensure that it is staying on track with its roles and responsibilities.

Has the board conducted a formal, written self-assessment of its performance within the past three years?
Response Not Provided

Officers for Fiscal Year (IRS Form 990)

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Highest Paid Employees & Their Compensation (IRS Form 990)

Highest Paid Employee data is not available for this organization.

People information was last updated by the nonprofit in June 2012

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Programs

Program: (GuideStar Exchange,
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June 2012)

Budget:
--
Category:
Population Served:

Program Description:

FICS includes: 1. Pocos Hijos Para Darles Mas, the award winning social marketing program now in it's 6th year 2. Vivir Mejor, Live Better: Our Model Program focusing on Cardiovascular Health 3. One Goal Many Voices: A statewide program focusing on the needs of health promotors and outreach workers 4. Quick and Easy Spanish: immersion Spanish - 6 weeks with a native Spanish speaker. 5. Multicultural Family Center: afterschool programming for youth 10-18, homework help, mentoring, free/confidential HIV testing and computer lab.

Program Long-Term Success:

We have expanded our programming and made new partnerships, including Children's Services

Program Short-Term Success:

Program Success Monitored by:

Program Success Examples:

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Impact Summary from the Nonprofit

Impact Statement:  FICS works at the community level to build on strengths to create effective programs that keep youth out of gangs, help adults and youth become healthier, and live HIV and substance free.  Our reach extends to 2000 people per year, predominantly low-income minority youth and adults, translating to documented outcomes of only one teen pregnancy in four years compared to the 40 we documented in one year before our program began; zero cases of HIV and a substance abuse rate for youth of only 3% compared to national norms of 15%. Forty –four adult diabetics in our programs lost weight, for an average weight loss of 9.8 lbs in one year, and 86% were compliant with diabetic testing.  We estimate a conservative savings to our community of $4.89 for every dollar spent on after school programs, meaning we have saved the community $1.5 million for youth. In terms of diabetics’ outcomes, we have documented a cost-savings of $2.2million in only one year.
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