Mercer County Better Together

Harnessing the power of collaboration to strengthen Mercer County.

ALEDO, IL   |  mcbettertogether.org

Mission

Align resources and priorities to create stronger, sustainable and vibrant businesses, organizations, communities and county through countywide collaboration.

Notes from the nonprofit

Mercer County Better Together exists to bring the Mercer County Strategic Plan to life and harness the power of collaboration to strengthen Mercer County and its communities. Thank you for your support!

Ruling year info

2018

Executive Director

Kyle McEwen

Main address

PO BOX 73

ALEDO, IL 61231 USA

Show more contact info

EIN

82-2006671

NTEE code info

Employment Training (J22)

IRS filing requirement

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

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

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

A countywide focus is crucial to increasing local revenues, adding jobs or growing population in rural America. MCBT was formed to serve as Mercer County's vehicle to connect needs and priorities to resources and opportunities. MCBT is working to make Mercer County a player in the regional economy through implementation of the Mercer County Strategic Plan.

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?

Community Development

MCBT seeks to harness the power of collaboration to strengthen Mercer County and its communities through implementation of the Mercer County Strategic Plan.

Population(s) Served

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.

Completion rate of priority actions identified in the Mercer County Strategic Plan.

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

No target populations selected

Related Program

Community Development

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context Notes

As of Q3 2019, 39 of Mercer County Strategic Plan's 69 action steps identified as either 'completed' or 'ongoing' (completed but continual based on nature of work). Progress percentage: 57%.

Procurement of funds necessary to open Mercer County Endowment Fund.

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

No target populations selected

Related Program

Community Development

Type of Metric

Input - describing resources we use

Direction of Success

Increasing

Context Notes

Information session held August 2019 with estate planning stakeholders. 56 of these stakeholders have been educated on the fund. The QC Community Foundation is assisting with fund development efforts.

Bredth of Mercer County communities, businesses and organizations represented in the work of MCBT.

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

No target populations selected

Related Program

Community Development

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

As of Q3 2019, a total of approximately 75 communities, businesses and organizations have been represented in the work of MCBT.

Number of people within the organization's service area accessing food aid

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

No target populations selected

Related Program

Community Development

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context Notes

As of Q3 2019, the Loving Hands Food Ministry has served 58 unique individuals with food aid. MCBT is the fiscal agent for this effort.

Number of jobs created and maintained

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

No target populations selected

Related Program

Community Development

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context Notes

As of Q3 2019, 9.0 FTE jobs have been created through the projects and programs of MCBT.

Number of youth programs offered

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

No target populations selected

Related Program

Community Development

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

In Q4 2019, MCBT made the Dolly Parton Imagination Library program available to Mercer County residents.

Number of meals delivered

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

No target populations selected

Related Program

Community Development

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context Notes

As of Q3 2019, the Loving Hands Food Ministry has provided 475 meals to food insecure residents of Mercer County.

Number of partner churches

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

No target populations selected

Related Program

Community Development

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

As of Q3 2019, 10 Mercer County churches have participated in the Feeding Resource Consortium.

Number of emergency meals provided

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

No target populations selected

Related Program

Community Development

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context Notes

As of Q4 2019, the Loving Hands Food Ministry has provided 475 meals through the program's emergency food pantry at the Mercer County Health Department. MCBT is fiscal agent for this effort.

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.

Through implementation of the Mercer County Strategic Plan, MCBT seeks to accomplish the following:

1) Build a culture of collaboration and unity throughout Mercer County around issues of importance to multiple sectors and communities.

2) Engage in a planning process to develop a procedure that will identify projects for current and future funding.

3) Develop action plans and systems for leveraging resources to achieve priorities.

4) Utilize processes and plans as an engine for investment and reinvestment in Mercer County now and the future.

Utilizing resident feedback, stakeholder input and content expert insight, MCBT developed the data-driven Mercer County Strategic Plan.
This plan outlines over 70 actions to be taken by MCBT or local stakeholders over the next three years to accomplish the priority work identified during plan development. MCBT will continue to seek wide-reaching impact, diverse perspectives and collaborative benefit where possible during plan implementation.

Prior to gaining 501(c)(3) status in July 2018, MCBT spent over two years learning the values, hopes, concerns and ideas of each of Mercer County's eleven population centers. During this time, important relationships were built with residents, grassroots leaders and elected officials. This knowledge of people and processes empowers MCBT to continue successful implementation of the Mercer County Strategic Plan.

MCBT completed a nearly two-year countywide planning process in March of 2018. The first in the nation to execute the Orton Family Foundation's "Community Heart & Soul" planning model on a countywide scale, the work of MCBT has been regarded as revolutionary by community developers across the United States. Since becoming a certified 501(c)(3) organization on July 3rd, 2018, MCBT has connected Mercer County residents to over $840,000 in funding for health, recreation and education.

MCBT coordinated and executed a countywide funding application process, securing $150,000 to complete revitalization projects at eleven public parks and recreation facilities across Mercer County.

Through completion of the Mercer County Strategic Plan, MCBT enabled $100,000 in technology support funding for Mercer County CUSD #404 and Sherrard CUSD #200.

MCBT linked key mental health stakeholders, resulting in a $560,000 federal grant to create the Mercer County Mental Health Action Program (MHAP), to fill local mental health service gaps identified in the Mercer County Strategic Plan.

Next steps include:
Launching an endowed Geographic Field of Interest Fund to facilitate reinvestment into Mercer County projects and initiatives.
Facilitation of the "Imagination Library" children's literacy program for county residents.

Financials

Mercer County Better Together
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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.

Mercer County Better Together

Board of directors
as of 6/8/2020
SOURCE: Self-reported by organization
Board chair

Kirk Doonan

Nutrien Ag Solutions, Viola / Mayor, Village of Viola

Term: 2018 -

Kirk Doonan

Nutrien Ag Solutions / Village of Viola

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? Not applicable