Dare to Run, Inc.

Changing the World, One Woman at a Time.

Brooklyn, NY   |  http://www.daretorun.org/

Mission

Dare to Run is a 501 (c) 3 nonprofit organization whose mission is to educate and empower women with the skills necessary to run for public office at the local, state and national level of government.

Ruling year info

2019

President

Ms Rachelle Janice Suissa

Main address

2520 Batchelder St Apt #2L

Brooklyn, NY 11235 USA

Show more contact info

EIN

82-2689047

NTEE code info

Community Improvement, Capacity Building N.E.C. (S99)

IRS filing requirement

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

Sign in or create an account to view Form(s) 990 for 2019, 2019 and 2018.
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Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

Dare to Run is working to ensure that we increase the number of women running for office at all levels of government across New York State. Currently, women comprise 25% of members of Congress, 23% of members of statewide executive office, and only 11% of governors nationwide. Dare to Run is combining an two-semester academic certification program, along with a mentorship and internships for interested candidates. The purpose of this all-in one program is for the participants to be able to get both the academic and hands-on experience they need to learn not only how to run for office and win, but how to set up your office as a candidate, and the individual challenges that female candidates face both during and after the campaign. Dare to Run gives women of all political ideologies the chance to work together and form strategic bonds that will not only guide their campaign process, but will also shape their personas as legislators.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Dare to Run Women's Leadership Certification Program

Semester 1:

Running a Successful Campaign

Students will examine several key factors that involve the decision to run for public office. They will also learn the ins and outs of drafting public policy, how the different branches of government work together to implement policy, and how women can make a difference in their communities.

Deciding to Run for Office
Policy and Advocacy 101
Understanding Complex Government
Why Women Can Make a Difference
Fundraising/PACS
Crafting a Campaign Message
Fundamentals of Grassroots Organizing

​Semester 2

You’re In…Now What?



Participants will learn the importance of not only building their relationships with constituents, but also how to serve them as leaders within the community. They will also learn more advanced public policy strategies, depending on which level of government they are serving in, and why it is important and necessary to understand the decision making process with regards to political processes.

How to Get on the Ballot in Your State
Leveraging Relationships with Constituents
Serving Your Constituents Adequately
Effective Advocacy for Public Policy
Fundamentals of Political Decision-Making

Population(s) Served
Women and girls

Where we work

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of students registered for online courses

This metric is no longer tracked.
Totals By Year
Population(s) Served

Women and girls

Related Program

Dare to Run Women's Leadership Certification Program

Type of Metric

Input - describing resources we use

Direction of Success

Increasing

Context Notes

Due to the Covid-19 Pandemic, we have 19 women registered for the Dare to Run Virtual Women's Leadership Program for the 2020-2021 cohort.

Number of teachers recruited

This metric is no longer tracked.
Totals By Year
Population(s) Served

Women and girls

Related Program

Dare to Run Women's Leadership Certification Program

Type of Metric

Input - describing resources we use

Direction of Success

Increasing

Context Notes

We have recruited 20 instructors to create presentations for their seminars and work with participants in the program to ensure they are getting the necessary feedback they need to be successful.

Number of donors retained

This metric is no longer tracked.
Totals By Year
Population(s) Served

Women and girls, LGBTQ people

Related Program

Dare to Run Women's Leadership Certification Program

Type of Metric

Other - describing something else

Direction of Success

Increasing

Context Notes

We have gained a total of 15 new donors in FY 2020, up from 15 in 2020, which is terrific. We have at least 5 individual contacts with each of our donors form one major campaign to another campaign.

Number of participants engaged in programs

This metric is no longer tracked.
Totals By Year
Population(s) Served

Women and girls, LGBTQ people

Related Program

Dare to Run Women's Leadership Certification Program

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context Notes

We have 19 women in the Dare to Run Virtual Women's Leadership Program. We have various methods of engagement with them, including online platform, zoom check in calls and individual sessions

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

Over the course of three years, Dare to Run plans to open training facilities in fourteen states across the southeast and Midwest.
These states include: Alabama, Arkansas, Kentucky, Louisiana, Mississippi, Oklahoma, New York, North Carolina, North Dakota. Pennsylvania
South Carolina, Tennessee, Virginia, and West Virginia

Dare to Run is targeting these states because these are the 14 states with the lowest numbers of women serving in their state legislatures.* On average, women will comprise a total of 28.5% of state legislatures nationwide, a significant increase from the 2018 legislative session in which they comprised 25.8% nationwide.

​In addition, Dare to Run is aiming to reach a broad population of women with a wide variety of political ideologies, and believes this make up of states in the South and Southeast would serve these women advantageously. Many women in these states do not have access to training programs and resources that can be found in other states. Dare to Run embraces women with all political ideologies and looks forward to providing them the opportunity to gain critical, important skills needed to run a successful campaign for public office.

Our strategies including the following:

1. New Partnerships. Developing partnerships with other organizations working in the aforementioned states to build relationships and lay the groundwork for Dare to Run to set up training programs within those states. Dare to Run already has partnerships with organizations in Pennsylvania, New Jersey and Arkansas.Dare to Run will make a comprehensive list of organizations from across all 14 states, as well as political clubs to conduct outreach to. Once these partnerships and connections have been made, Dare to Run will aim to conduct strategy sessions with all of the organizations in each state. A strategy session would invite all organizations to sit down and discuss how Dare to Run can partner with them to implement our training program and bring it to their constituents as well.

2. Database of Potential Candidates. Recruiting interested participants in each of these states who would like to learn how to run for office. Dare to Run has a candidate database that it has been building since 2017 and will use the contacts made in this database to see if they have knowledge or concepts of any available spaces where training programs can be conducted.

3. Existing Partnerships: Dare to Run has partnerships with organizations including 21 in 21, the Girl Scouts of Greater New York, New Leaders Council, and Motivote. Dare to Run will leverage these amazing partnerships and use them for the purpose of recruiting new potential candidates for our training program. We will also partner with them for the possibility of using their space to collaborate and conduct a women's/girls leadership training program onsite and be able to offer two sets of programming to two different populations.

We have a board of 7 people, an advisory council of 14 people, and an email database of almost 500 people. We are growing our network daily and expanding our reach, and that's important for Dare to Run to be able to carry out three important goals: fundraising, candidate recruitment, and partnership development.

1. We have received our 501 c 3 status in March of 2019.
2. We have over 2,100 followers on facebook, 1,200 followers on instagram and 180 followers on Twitter.
3. We have over 100 potential donors in our network and over 450 people on our email list.


What's next is recruiting the first thirty people to complete the first cohort in 2019, acquiring workshop facilitators to lead the program, and fundraising $25,000 going into our third fiscal year.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • How is your organization collecting feedback from the people you serve?

    Electronic surveys (by email, tablet, etc.),

  • How is your organization using feedback from the people you serve?

    To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve,

  • With whom is the organization sharing feedback?

    The people we serve, Our board, Our funders, Our community partners,

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded,

  • What challenges does the organization face when collecting feedback?

    We don’t have the right technology to collect and aggregate feedback efficiently, The people we serve tell us they find data collection burdensome, It is difficult to get honest feedback from the people we serve,

Financials

Dare to Run, Inc.
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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

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Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

Dare to Run, Inc.

Board of directors
as of 08/09/2022
SOURCE: Self-reported by organization
Board chair

Rachelle Suissa

Dare to Run

Term: 2017 - 2020

Zlata Baldekova

Dare to Run

Josephine Bosco

Dare to Run

Jen Gilbert

Dare to Run

Diana Gonzalez

Dare to Run

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    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? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Not applicable
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? No

Organizational demographics

SOURCE: Self-reported; last updated 8/9/2022

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

The organization's leader identifies as:

Race & ethnicity
Multi-Racial/Multi-Ethnic (2+ races/ethnicities)
Gender identity
Female
Sexual orientation
Decline to state
Disability status
Decline to state

Race & ethnicity

Gender identity

 

Sexual orientation

Disability

Equity strategies

Last updated: 08/09/2022

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

Data
  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We disaggregate data by demographics, including race, in every policy and program measured.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We use a vetting process to identify vendors and partners that share our commitment to race equity.
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.