United Cerebral Palsy of Greater Dane County, Inc.
Understanding Disabilities, Creating Opportunities, Promoting Community
United Cerebral Palsy of Greater Dane County, Inc.
EIN: 39-1034054
Mission
Understanding Disabilities / Creating Opportunities / Promoting Community
Ruling year
1964
Principal Officer
Ginger Schwahn
Main address
2801 Coho Street Suite 100
Madison, WI 53713 USA
EIN
39-1034054
Autism
Cerebral palsy
Down syndrome
Child development
Family disability resources
Population served
Children and youth
Families
Caregivers
NTEE code
Birth Defects (G20)
Health (General and Financing) (E80)
Health Support Services (E60)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Tax forms
Communication
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Birth to 3 Connections
We provide information and early intervention services for young children with disabilities and delays. We offer services during daily routines in a child’s home, daycare or other familiar setting.
Youth Resources
We provide childcare services and teen support programs so children with disabilities are included in our community.
Respite Services
We assist families in securing caregiver relief for their children with developmental disabilities.
Adult Services
We provide individualized planning and comunity support for adults with developmental disabilities.
Where we work
External reviews
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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Who are the people you serve with your mission?
Families caring for children with disabiities and delays.
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How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, 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, To understand people's needs and how we can help them achieve their goals
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What significant change resulted from feedback?
In 2021 we adapted our summer programming to ensure continuity through COVID and family feedback on previous services. We offered two locations instead of one with group meeting locations, etc.
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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 people’s interactions with us (e.g., site, frequency of service, etc.), We act on the feedback we receive
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What challenges does the organization face when collecting feedback?
It is difficult to get the people we serve to respond to requests for feedback, The people we serve tell us they find data collection burdensome, Our families are constantly surveyed or approached for a variety of reason and so we are very cauti
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2021 info
5.94
Months of cash in 2021 info
2.1
Fringe rate in 2021 info
20%
Funding sources info
Assets & liabilities info
United Cerebral Palsy of Greater Dane County, Inc.
Revenue & expensesFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
United Cerebral Palsy of Greater Dane County, Inc.
Balance sheetFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
United Cerebral Palsy of Greater Dane County, Inc.
Financial trends analysis Glossary & formula definitionsFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
This snapshot of United Cerebral Palsy of Greater Dane County, Inc.’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
Created in partnership with
Business model indicators
| Profitability info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $49,436 | $125,862 | $311,185 | $253,188 | $511,023 |
| As % of expenses | 1.2% | 3.1% | 6.6% | 4.5% | 8.8% |
| Unrestricted surplus (deficit) after depreciation | $46,820 | $123,732 | $307,991 | $248,861 | $504,430 |
| As % of expenses | 1.1% | 3.1% | 6.5% | 4.4% | 8.7% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $4,116,751 | $4,166,771 | $4,949,925 | $5,811,666 | $6,298,642 |
| Total revenue, % change over prior year | -0.4% | 1.2% | 18.8% | 17.4% | 8.4% |
| Program services revenue | 94.4% | 94.2% | 97.5% | 98.7% | 93.9% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.7% | 0.7% | 0.6% | 0.5% | 0.5% |
| Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 4.4% |
| All other grants and contributions | 4.9% | 5.2% | 1.9% | 0.8% | 1.1% |
| Other revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $4,127,486 | $4,003,302 | $4,731,085 | $5,624,086 | $5,815,688 |
| Total expenses, % change over prior year | 1.4% | -3.0% | 18.2% | 18.9% | 3.4% |
| Personnel | 85.2% | 86.2% | 85.3% | 88.2% | 88.9% |
| Professional fees | 3.9% | 2.6% | 3.0% | 2.7% | 2.0% |
| Occupancy | 3.2% | 2.5% | 1.9% | 2.9% | 3.1% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.1% |
| Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other expenses | 7.6% | 8.7% | 9.8% | 6.2% | 5.9% |
| Full cost components (estimated) info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $4,130,102 | $4,005,432 | $4,734,279 | $5,628,413 | $5,822,281 |
| One month of savings | $343,957 | $333,609 | $394,257 | $468,674 | $484,641 |
| Debt principal payment | $0 | $0 | $0 | $0 | $757,200 |
| Fixed asset additions | $0 | $15,792 | $0 | $16,989 | $0 |
| Total full costs (estimated) | $4,474,059 | $4,354,833 | $5,128,536 | $6,114,076 | $7,064,122 |
Capital structure indicators
| Liquidity info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Months of cash | 1.7 | 1.4 | 1.4 | 3.0 | 2.1 |
| Months of cash and investments | 3.9 | 3.6 | 3.4 | 4.9 | 4.1 |
| Months of estimated liquid unrestricted net assets | 3.1 | 3.5 | 3.8 | 3.7 | 4.6 |
| Balance sheet composition info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Cash | $582,550 | $473,784 | $534,345 | $1,398,626 | $1,009,067 |
| Investments | $757,305 | $720,123 | $823,215 | $899,009 | $958,302 |
| Receivables | $62,073 | $179,574 | $436,619 | $702,498 | $617,468 |
| Gross land, buildings, equipment (LBE) | $80,716 | $15,792 | $15,792 | $32,781 | $32,781 |
| Accumulated depreciation (as a % of LBE) | 100.0% | 13.5% | 33.7% | 29.4% | 49.6% |
| Liabilities (as a % of assets) | 26.1% | 16.9% | 19.6% | 44.9% | 16.2% |
| Unrestricted net assets | $1,065,102 | $1,188,834 | $1,496,825 | $1,745,686 | $2,250,116 |
| Temporarily restricted net assets | $32,750 | $13,000 | N/A | N/A | N/A |
| Permanently restricted net assets | $0 | $0 | N/A | N/A | N/A |
| Total restricted net assets | $32,750 | $13,000 | $8,000 | $0 | $5,000 |
| Total net assets | $1,097,852 | $1,201,834 | $1,504,825 | $1,745,686 | $2,255,116 |
Key data checks
| Key data checks info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Principal Officer
Ginger Schwahn
Number of employees
Source: IRS Form 990
United Cerebral Palsy of Greater Dane County, Inc.
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
United Cerebral Palsy of Greater Dane County, Inc.
Board of directorsas of 04/26/2023
Board of directors data
Anna Stern
Tri-North Builders
Term: 2022 - 2022
Kritsin Gebhardt
Madison College
Term: 2022 - 2022
Brian Vanderbloemen
McFarland Public Schools
Jeff Blattner
Baker Tilly
Michelle Rawlings
Family Representative
Ryan Pulvermacher
M3 Insurance
Tom Long
One Community Bank
Amanda Schiefelbein
Family Representative
Stephanie Beirne
Quartz Health Solutions
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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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? No -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? No -
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
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Sexual orientation
No data
Disability
Equity strategies
Last updated: 01/18/2022GuideStar 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
- 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 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.
- 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 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.
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- Financial statements for 2021, 2020
- Officer and/or Employee data for 2021, 2020, 2019, 2018, 2017
- Contractor and/or Paid Preparer data for 2021, 2020, 2019
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