GOLD2023

TSNE

Partners in social change

aka TSNE   |   Boston, MA   |  http://www.tsne.org
GuideStar Charity Check

TSNE

EIN: 04-2261109


Mission

TSNE strengthens organizations working towards a just and equitable society.

Ruling year info

1960

Chief Executive Officer

Elaine Ng

Main address

NonProfit Center, 89 South St. Suite 700

Boston, MA 02111 USA

Show more contact info

Formerly known as

Third Sector New England Inc

EIN

04-2261109

Subject area info

Public affairs

Community and economic development

Unknown or not classified

Voluntarism

Population served info

Adults

NTEE code info

Nonprofit Management (S50)

Management & Technical Assistance (W02)

Management & Technical Assistance (S02)

What we aim to solve

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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?

Fiscal Sponsorship

At TSNE, we provide financial, grant, and contract management, and business and administrative services to nonprofit organizations to ensure those of varying financial positions can access the support they need to sustain their work. By offering fiscal sponsorship, were offering nonprofit organizations the services they need, at more economical rates, from an organization rooted in equity.

Population(s) Served
Adults

TSNE has over six decades of experience helping us become a leader in capacity building while also encouraging us to be dynamic and evolve as our society and sector has changed. Our consulting, training, and search core focus area is rooted in this foundation. Our diverse team of skilled and experienced consultants facilitate learnings and guide nonprofits towards success. We build on organizations strengths and assist in helping their work be more effective, more collaborative, more adaptive, and more in touch with their communities. Our team works with the whole organization to improve systems, enhance communication, support the development of leadership, staff, and board, reduce conflict, and clarify missions and strategic visions.

Population(s) Served
Adults

TSNE offers proactive building and high-quality tenant management services for non-profit organizations. This core focus area helps non-profit organizations and developers maintain their facilities by reducing their expenses, while also providing the expertise to ensure that clients receive a maintained and well-run space. In doing so, we are helping organizations receive and host the services, programs, and resources they need to support their communities and, ultimately, create a more equitable society.

Population(s) Served
Adults

Where we work

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.

Positioning TSNE for the Future
Over the past few years, TSNE has undergone a significant transformation period with executive and staff changes. TSNE transitioned from a historically white dominant Board with an all-white management team, to an organization with an actively engaged Board that is now over 80% BIPoC, and a senior management and staff team that is 58% and 55% BIPoC, respectively. In addition to this demographic shift, TSNE engaged in multiple change management and organizational development projects, including facilitating a considerable shift in organizational culture.

Our Unique Value Proposition
In 2022, TSNE embarked on a strategic planning process to refine our mission and establish new vision, values, and goals. Working with the firm Strategy Matters, LLC, TSNE engaged in a planning process that formalized our theory of change, assessed current and recent programs, services, and initiatives, provided clarity into our unique value proposition, and identified opportunities to further TSNEs impact across the nonprofit sector. The strategic planning process drew from the insight, experiences, and aspirations of internal and external stakeholdersthe full TSNE community. The outcome of this process is a three-year strategic plan which positions TSNE for the future.

Our Strategic Goals:
1. Maximize Organizational Effectiveness: Build the internal capacity we need to deliver on our mission and to be sustainable long-term

2. Increase our Positive Impact on the Nonprofit Sector: Realize TSNEs role as an innovator and thought leader

3. Increase our Direct Impact on Equity, Internally and Externally: Center equity in all that we do so that it becomes a hallmark of our work

4. Execute a plan for financial stewardship and sustainability: Control costs, explore new revenue sources, and steward our resources effectively

TSNE approaches our work with a focus on operational excellence and equity. We develop our services with a learning-centered lens and work in partnership with organizations and groups to continually modify and refine our approach to meet the practical needs of organizations and the sector through fiscal sponsorship, management and consulting services, and professional development. TSNE provides the foundational support that allows programs and organizations to grow, thrive, and focus on their mission.

TSNE has more than 60 years of experience in capacity building, and is a founding member of the National Network of Fiscal Sponsors and the National Nonprofit Centers network. Our staff of experts in accounting, finance, administration, legal, human resources, property management, and consulting provide small to medium sized nonprofits with essential back-office services, compliance management, and consulting supports.

TSNE has developed an intended impact statement that guides our organizational efforts for delivering consistently high-quality, responsive, and cost-effective services that support a wide range of clients to strengthen their organizations. We also developed equitable learning and evaluation practices that will allow us to continuously reflect, learn, plan, and strengthen our existing services. TSNE is now focused on deepening our learning and evaluation practices, and developing ways to measure the longer-term impact of our services.

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 shared information about our current feedback practices.
  • 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

  • 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?

    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, It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time

Financials

TSNE
Fiscal year: Jul 01 - Jun 30

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
NET GAIN/LOSS:    in 
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2022 info

SOURCE: IRS Form 990

6.03

Average of 3.30 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990

11.9

Average of 7.5 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990

23%

Average of 25% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

TSNE

Revenue & expenses

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

TSNE

Balance sheet

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

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.

Fiscal year ending: cloud_download Download Data

TSNE

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

This snapshot of TSNE’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 2018 2019 2020 2021 2022
Unrestricted surplus (deficit) before depreciation $2,670,632 $2,026,292 -$1,264,962 $6,385,780 $492,501
As % of expenses 5.2% 3.4% -2.0% 10.2% 0.8%
Unrestricted surplus (deficit) after depreciation $1,613,637 $1,004,498 -$2,304,970 $5,144,274 -$996,385
As % of expenses 3.1% 1.7% -3.6% 8.1% -1.6%
Revenue composition info
Total revenue (unrestricted & restricted) $50,793,982 $72,561,937 $70,555,519 $80,834,257 $83,599,694
Total revenue, % change over prior year -20.5% 42.9% -2.8% 14.6% 3.4%
Program services revenue 35.9% 27.3% 27.7% 15.4% 19.2%
Membership dues 1.6% 0.8% 1.0% 1.1% 0.2%
Investment income 0.7% 1.1% 1.1% 0.3% 0.6%
Government grants 6.6% 7.7% 12.8% 5.2% 1.6%
All other grants and contributions 48.9% 59.5% 48.5% 73.4% 71.5%
Other revenue 6.4% 3.6% 9.0% 4.7% 6.9%
Expense composition info
Total expenses before depreciation $51,520,760 $58,734,881 $62,133,622 $62,302,509 $61,778,668
Total expenses, % change over prior year 6.6% 14.0% 5.8% 0.3% -0.8%
Personnel 53.8% 51.7% 53.5% 53.4% 55.7%
Professional fees 18.5% 20.0% 20.1% 22.4% 21.3%
Occupancy 4.2% 3.8% 3.5% 2.5% 2.6%
Interest 1.1% 0.9% 0.8% 0.6% 0.6%
Pass-through 11.1% 10.9% 11.4% 15.0% 13.0%
All other expenses 11.3% 12.7% 10.7% 6.3% 6.8%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $52,577,755 $59,756,675 $63,173,630 $63,544,015 $63,267,554
One month of savings $4,293,397 $4,894,573 $5,177,802 $5,191,876 $5,148,222
Debt principal payment $345,259 $358,207 $497,043 $0 $716,417
Fixed asset additions $1,418,646 $1,026,193 $0 $2,105,276 $0
Total full costs (estimated) $58,635,057 $66,035,648 $68,848,475 $70,841,167 $69,132,193

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 5.0 7.9 8.9 9.6 11.9
Months of cash and investments 10.2 12.7 13.1 16.4 18.6
Months of estimated liquid unrestricted net assets 5.5 5.0 4.3 5.3 5.2
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $21,423,238 $38,767,991 $45,915,822 $49,657,698 $61,284,470
Investments $22,303,348 $23,336,840 $21,980,158 $35,602,905 $34,275,565
Receivables $24,710,501 $20,981,455 $20,088,938 $21,265,636 $26,592,582
Gross land, buildings, equipment (LBE) $32,477,345 $33,444,227 $33,542,263 $34,124,565 $34,530,399
Accumulated depreciation (as a % of LBE) 36.5% 38.3% 40.9% 39.4% 43.0%
Liabilities (as a % of assets) 22.5% 20.1% 21.4% 16.4% 14.0%
Unrestricted net assets $31,431,975 $32,436,473 $30,131,503 $35,275,777 $34,279,392
Temporarily restricted net assets $38,865,160 $0 N/A N/A N/A
Permanently restricted net assets $0 $51,694,303 N/A N/A N/A
Total restricted net assets $38,865,160 $51,694,303 $56,325,183 $72,579,649 $90,351,041
Total net assets $70,297,135 $84,130,776 $86,456,686 $107,855,426 $124,630,433

Key data checks

Key data checks info 2018 2019 2020 2021 2022
Material data errors No No No No No

Operations

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

Documents
Form 1023/1024 is not available for this organization

Chief Executive Officer

Elaine Ng

As a 30-year-plus veteran of the nonprofit and education sectors, Elaine has a passion and commitment for organizations that shift the paradigm of equity and access. Most recently, she held the positions of Strategic Planning Director for Special Education for Boston Public Schools, and Executive Director of the Boston Chinatown Neighborhood Center.

Number of employees

Source: IRS Form 990

TSNE

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Compensation
Other
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Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

TSNE

Highest paid employees

SOURCE: IRS Form 990

Compensation
Other
Related
Show data for fiscal year
Compensation data
Download up to 5 most recent years of highest paid employee data for this organization

TSNE

Board of directors
as of 12/07/2023
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Miki Akimoto

National Center for Family Philanthropy

Angela Brown

Metropolitan Area Planning Council

Nancy B. Gardiner

Hemenway and Barnes, LLP

Jaye Y. Smith

Trust Early Learners

Marcos Lucio Popovich

Nellie Mae Education Foundation

Beth Chandler

YW Boston

Clement James

Year Up

Jay Kim

Foundation for MetroWest

Ayisha Lee

TIAA

Megha Vadula

Hilco Redevelopment Partners

Miki Akimoto

National Center for Family Philanthropy

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 ? Yes
  • 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? Yes

Organizational demographics

SOURCE: Self-reported; last updated 12/5/2022

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
Asian/Asian American
Gender identity
Female, Not transgender

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

Disability

Equity strategies

Last updated: 07/13/2022

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 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 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 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.

Contractors

Fiscal year ending

Professional fundraisers

Fiscal year ending

SOURCE: IRS Form 990 Schedule G

Solicitation activities
Gross receipts from fundraising
Retained by organization
Paid to fundraiser