NORTHEAST IOWA COMMUNITY ACTION CORPORATION
Helping People, Changing Lives
NORTHEAST IOWA COMMUNITY ACTION CORPORATION
EIN: 42-6092713
as of September 2023
as of September 18, 2023
Mission
Through dynamic partnerships, quality family services, advocacy and education, NEICAC advances community development and improves social and economic conditions for individuals and families with limited resources.
Ruling year
1966
Principal Officer
Trisha Sweeney Wilkins
Main address
305 Montgomery Street PO Box 487
Decorah, IA 52101 USA
EIN
42-6092713
Early childhood education
Public transportation
Food aid
Family counseling
Housing services
Population served
Children and youth
Adults
Economically disadvantaged people
NTEE code
Human Services - Multipurpose and Other N.E.C. (P99)
Emergency Assistance (Food, Clothing, Cash) (P60)
Rural (S32)
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
What we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
FAMILY & INDIVIDUAL SERVICES
NEICAC's Family Service Offices, located in each of the seven counties served by the agency, are the starting point for access to programs that are administered within and referrals to services provided outside of the agency. Family Service staff can assist customers in applying for Head Start, LIHEAP (heating assistance), Crisis Assistance, Disaster relief, Food, and General Relief, among other programs.
This program provides services to individuals and families within the seven NE Iowa counties of Allamakee, Bremer, Chickasaw, Clayton, Fayette, Howard and Winneshiek.
CRISIS PROGRAM & FOOD PANTRIES
Family Services Offices operate a Crisis Program which provides financial assistance to eligible households facing an emergency or crisis. This direct assistance can help with utilities, rent, mortgage, vehicle repairs, medical, and other necessities. NEICAC also operates several food pantries to make both food and personal products available to area residents.
This program provides services to individuals and families within the seven NE Iowa counties of Allamakee, Bremer, Chickasaw, Clayton, Fayette, Howard and Winneshiek.
LOW-INCOME HOME ENERGY ASSISTANCE PROGRAM (LIHEAP)
LIHEAP is designed to aid qualifying low-income households with the supplemental payment of a portion of their residential heating costs for the winter heating season, encourage regular utility payments and promote energy awareness and reduction. Eligible households may also receive financial assistance with a past due heat and/or electric account and repair or replacement of a nonworking heating system.
This program provides services to individuals and families within the seven NE Iowa counties of Allamakee, Bremer, Chickasaw, Clayton, Fayette, Howard and Winneshiek.
WEATHERIZATION PROGRAM (WAP)
The Weatherization Program helps to improve housing safety, comfort and affordability to eligible individuals. Services include a cost effectiveness energy audit, air leakage checks, insulation, and all combustion appliances inspection for repair and/or replacement.
This program provides services to individuals and families within the seven NE Iowa counties of Allamakee, Bremer, Chickasaw, Clayton, Fayette, Howard, Floyd, Mitchell and Winneshiek.
HOUSING
NEICAC Housing Programs provide safe and affordable housing to seniors, individuals with disabilities and individuals and families with limited resources. NEICAC owns and manages rental housing apartments, duplexes and single-family homes throughout northeast Iowa.
This program provides services to individuals and families within the seven NE Iowa counties of Allamakee, Bremer, Chickasaw, Clayton, Fayette, Howard and Winneshiek.
HEAD START & EARLY HEAD START
NEICAC Early Childhood Programs promote school readiness of children from birth to age five. Early Head Start is a home visitation program that provides services to eligible pregnant women and children ages birth to 3 years old. The program conducts home visits in the family's home and provides opportunities for group socialization. The Head Start program is a full day, full week preschool experience for low-income and disabled children 3-5 years old. The Head Start approach addresses not only the educational needs of children, but also the health, nutrition, social, mental health, and literacy needs.
This program provides services to individuals and families within the seven NE Iowa counties of Allamakee, Bremer, Chickasaw, Clayton, Fayette, Howard and Winneshiek.
CHILD CARE FOOD PROGRAM (CACFP)
The Child & Adult Care Food Program (CACFP) provides meal reimbursement and nutrition education to registered childcare providers in addition the agency Head Start program.
This program provides services to individuals and families within the seven NE Iowa counties of Allamakee, Bremer, Chickasaw, Clayton, Fayette, Howard and Winneshiek.
FAMILY DEVELOPMENT & SELF-SUFFICIENCY (FaDSS)
The Family Development and Self-Sufficiency (FaDSS) program is a voluntary, strength-based home visiting program for low-income families. FaDSS provides services that promote, empower and nurture families toward economic and emotional self-sufficiency.
This program provides services to individuals and families within the seven NE Iowa counties of Allamakee, Bremer, Chickasaw, Clayton, Fayette, Howard and Winneshiek.
PUBLIC TRANSIT
The EARL Public Transit program promotes community development with safe and affordable transportation for the public. Transit provides door-to-door service in the counties of Allamakee, Clayton, Fayette, Howard and Winneshiek. All rides are open to the general public, including persons with disabilities. Transit provides rides for work, appointments, getting groceries or running errands. EARL Public Transit vehicles are ADA compliant and wheelchair accessible.
This program provides services to individuals and families within the seven NE Iowa counties of Allamakee, Clayton, Fayette, Howard and Winneshiek.
Where we work
External reviews
Photos
Videos
Goals & Strategy
Reports and documents
Download strategic planLearn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
1. Branding: Tell our story, educate, and demonstrate agency community impact so employees, clients, and communities better understand NEICAC’s mission and services.
2. Partnerships: Collaborate with internal and external partners to identify, cultivate and expand partnerships, strengthening the impact of services on individuals and families in the community.
3. Funding: Secure $1,000,000 in unrestricted funding over the next five years.
4. Service Delivery: Improve service delivery approach to enhance client experience.
5. Technology: Modernize technology to support strategic direction.
6. Culture: Improve the organizational culture to attract, inspire, and retain staff.
7. Education: Educate the staff and community on systemic poverty (to be addressed in years 2-3)
What are the organization's key strategies for making this happen?
Branding
• Create employee advocate training program for all NEICAC programs
• Improve processes for internal and external agency communications
• Develop a coordinated marketing, communications, and branding strategy
• Enhance outreach and engagement programs for external stakeholders
Partnerships
• Strengthen interdepartmental communication and collaboration
• Establish stronger relationships with partners by improving frequency and content of communications
• Be more present in the community by increasing the number of events NEICAC attends
Funding
• Develop a donor identification and cultivation program
• Cultivate NEICAC relationships with current and prospective donors
• Create a comprehensive stewardship program for all volunteers and donors
• Build a strategic development program to solicit unrestricted funds
Service Delivery
• Building a collaborative internal and external referral process
• Streamline internal processes to create a quicker and smoother client experience
• Use data to understand long-term impact & outcomes to improve service delivery for Clients
• Develop organization culture that puts clients first.
• Create customer focused approach to accessing services
Technology
• Create greater staff efficiencies through modernizing technology
• Implement dynamic referral tracking system
• Reduce reliance on paper for internal operations and service delivery
• Improve client experience through modernizing technology
Organizational Culture
• Increase job satisfaction & engagement of NEICAC employees
• Enhance Staff Training & Professional Development
• Establish Mentoring Program for New Employees
• Implement Recruitment Plan to Attract Qualified Candidates
• Create New Methods of Staff Recognition
What are the organization's capabilities for doing this?
Assigned staff for each goal and strategy including the use of of a database to keep on track.
What have they accomplished so far and what's next?
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2023 info
1.57
Months of cash in 2023 info
4.4
Fringe rate in 2023 info
30%
Funding sources info
Assets & liabilities info
Financial data
NORTHEAST IOWA COMMUNITY ACTION CORPORATION
Revenue & expensesFiscal Year: Feb 01 - Jan 31
NORTHEAST IOWA COMMUNITY ACTION CORPORATION
Balance sheetFiscal Year: Feb 01 - Jan 31
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.
NORTHEAST IOWA COMMUNITY ACTION CORPORATION
Financial trends analysis Glossary & formula definitionsFiscal Year: Feb 01 - Jan 31
This snapshot of NORTHEAST IOWA COMMUNITY ACTION CORPORATION’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.
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Business model indicators
| Profitability info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | -$131,598 | -$208,043 | $4,674,617 | $1,259,183 | -$144,508 |
| As % of expenses | -1.1% | -1.7% | 40.7% | 10.0% | -0.9% |
| Unrestricted surplus (deficit) after depreciation | -$340,024 | -$422,408 | $4,130,962 | $407,287 | -$911,619 |
| As % of expenses | -2.8% | -3.4% | 34.4% | 3.0% | -5.4% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $11,716,413 | $12,272,253 | $14,104,671 | $13,863,444 | $16,639,491 |
| Total revenue, % change over prior year | -8.4% | 4.7% | 14.9% | -1.7% | 20.0% |
| Program services revenue | 0.0% | 0.0% | 0.0% | 0.0% | 10.8% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.3% | 0.3% | 0.2% | 0.1% | 0.3% |
| Government grants | 74.7% | 69.0% | 75.6% | 81.9% | 89.8% |
| All other grants and contributions | 25.8% | 31.7% | 25.0% | 18.6% | 1.9% |
| Other revenue | -0.8% | -1.0% | -0.8% | -0.5% | -2.8% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $11,751,921 | $12,373,147 | $11,479,896 | $12,551,566 | $16,266,201 |
| Total expenses, % change over prior year | -3.5% | 5.3% | -7.2% | 9.3% | 29.6% |
| Personnel | 55.3% | 53.6% | 53.9% | 52.1% | 41.2% |
| Professional fees | 0.5% | 0.5% | 0.6% | 0.2% | 5.1% |
| Occupancy | 0.8% | 1.0% | 4.2% | 4.0% | 1.5% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.1% |
| Pass-through | 16.0% | 13.1% | 19.6% | 20.0% | 37.9% |
| All other expenses | 27.3% | 31.8% | 21.7% | 23.7% | 14.2% |
| Full cost components (estimated) info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $11,960,347 | $12,587,512 | $12,023,551 | $13,403,462 | $17,033,312 |
| One month of savings | $979,327 | $1,031,096 | $956,658 | $1,045,964 | $1,355,517 |
| Debt principal payment | $37,661 | $0 | $885,913 | $0 | $0 |
| Fixed asset additions | $0 | $473,522 | $1,612,622 | $0 | $0 |
| Total full costs (estimated) | $12,977,335 | $14,092,130 | $15,478,744 | $14,449,426 | $18,388,829 |
Capital structure indicators
| Liquidity info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Months of cash | 2.5 | 1.9 | 3.9 | 5.3 | 4.4 |
| Months of cash and investments | 2.5 | 1.9 | 3.9 | 5.3 | 4.4 |
| Months of estimated liquid unrestricted net assets | 4.5 | 3.9 | 6.5 | 7.0 | 6.0 |
| Balance sheet composition info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Cash | $2,406,386 | $1,980,455 | $3,770,718 | $5,532,685 | $5,964,843 |
| Investments | $0 | $0 | $0 | $0 | $0 |
| Receivables | $1,824,589 | $1,581,633 | $2,205,917 | $2,704,928 | $2,168,937 |
| Gross land, buildings, equipment (LBE) | $5,494,664 | $5,945,449 | $10,490,816 | $10,468,279 | $9,979,082 |
| Accumulated depreciation (as a % of LBE) | 31.2% | 32.1% | 51.3% | 57.2% | 64.0% |
| Liabilities (as a % of assets) | 42.0% | 43.4% | 25.2% | 30.5% | 29.8% |
| Unrestricted net assets | $5,500,204 | $5,077,796 | $9,208,758 | $9,616,045 | $8,704,426 |
| Temporarily restricted net assets | $0 | N/A | N/A | N/A | N/A |
| Permanently restricted net assets | $0 | N/A | N/A | N/A | N/A |
| Total restricted net assets | $0 | $0 | $0 | $0 | $517,798 |
| Total net assets | $5,500,204 | $5,077,796 | $9,208,758 | $9,616,045 | $9,222,224 |
Key data checks
| Key data checks info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Principal Officer
Trisha Sweeney Wilkins
Number of employees
Source: IRS Form 990
NORTHEAST IOWA COMMUNITY ACTION CORPORATION
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
NORTHEAST IOWA COMMUNITY ACTION CORPORATION
Board of directorsas of 08/18/2022
Board of directors data
Lester Askelson
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? No -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? No -
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
No data
Gender identity
No data
No data
Sexual orientation
No data
Disability
No data
Contractors
Fiscal year endingGuideStar Pro Reports
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- Contractor and/or Paid Preparer data for 2023, 2022, 2021
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