PLATINUM2024

North Shore Community Development Coalition Inc.

aka North Shore CDC   |   Salem, MA   |  http://northshorecdc.org/

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North Shore Community Development Coalition Inc.

EIN: 04-2686893


Mission

North Shore CDC invests in neighborhoods to create thriving communities. We envision a North Shore where every neighborhood is one of choice and opportunity.

Ruling year info

1980

President and CEO

Mrs. Felicia S. Pierce

Main address

96 Lafayette Street

Salem, MA 01970 USA

Show more contact info

EIN

04-2686893

Subject area info

Arts services

Public arts

Art museums

Historic preservation

Community and economic development

Show more subject areas

Population served info

Children and youth

Adults

Immigrants and migrants

Economically disadvantaged people

At-risk youth

Show more populations served

NTEE code info

Community Coalitions (S21)

Housing Development, Construction, Management (L20)

Youth Development Programs (O50)

Programs and results

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?

Housing Development

North Shore CDC invests strategically in real estate to create comprehensive community and economic development. The cornerstone of our investment strategy is the creation of quality, housing that families and individuals can afford. North Shore CDC developments are deeply affordable — meaning that for many of our units we go beyond the threshold of providing housing affordable to households earning 80% of the area median income (AMI) by also offering homes to eligible households at 60% and 30% AMI and other targeted populations in need. To date, our portfolio includes 399 units throughout Salem and Beverly.

Population(s) Served

YouthBuild North Shore empowers priority youth and young adults with the competency and desire to transform their lives and improve their communities through education, employment, and leadership development. As an affiliate of the national YouthBuild USA program model, our model focuses on low-income young people ages 16 to 24 working toward their GEDs or high school diplomas while learning job skills by building affordable housing in their communities. Emphasis is placed on leadership development, education, counseling, community service projects with tangible impacts, and future pursuits in college, careers, or both. YouthBuild North Shore is the only YouthBuild in the region and the only new Massachusetts program to be approved in the last 7 years.

Population(s) Served

North Shore CDC’s Family Resource Center provides a menu of workshops and classes that assist residents in achieving goals that will enhance their financial stability, such as job training or educational opportunities. All services include intake and a need assessment supported by Case Management from the Family Stability Team of 2.5 FTE. Clients come to the FRC for a specific need, and the Family Stability Team establishes a service plan with defined goals and objectives. Within this plan will be services provided directly by North Shore CDC as well as referral to agency partners who lead programs at Espacio and other locations in the community. This maximizes the existing community resources, while also hosting these services in a location that is convenient to our target population.

Programs include:
• Job Readiness: Individuals participate in one-on-one career counseling with a member of the Family Stability Team as well as group training on work readiness skills, such as resume development, job search, and interviewing skills in partnership with North Shore Career Center.
• Financial Wellness: The Family Stability Team leads Financial Wellness classes, provides client support to resolve old debt, establish a budget, resolve back rent, plan for savings goals, and other related financial needs faced by our target population. Local banks provide financial literacy workshops regularly throughout the year.
• Tax Filing: VITA Tax Prep is offered over 12 weeks between January and April. The Family Stability Team and other Community Engagement staff are trained on the VITA tax prep process and we engage volunteers from Salem State University to help residents file tax returns.
• Housing Workshops: The Family Stability Team runs a program “How to be a Good Tenant” which addresses challenges faced by individuals new to renting, living in the U.S. or those who were previously homeless. Community Teamwork Inc. assists with their SMART Tenant Workshops and Subsidized Housing Application assistance.
• Citizenship Classes: Open Door Immigration Services provides 12week workshops twice annually, coordinated by the Family Stability Team who conducts intake and Case Management for participants.
• English for Speakers of Other Languages (ESOL): Since the 1980s Catholic Charities has provided this service within the North Shore CDC program model. Currently, ESOL classes are ongoing three days per week.
• Food Pantry: Greater Boston Food Bank utilizes Espacio as a Food Pantry distribution site with weekly deliveries coordinated by the Family Stability Team.
• Early Childhood Education: The Salem Public Library offers a Spanish-language story hour for preschoolers and their parent(s) at the FRC. With support from the Family Stability Team, this includes early literacy resources for parents, access to reading materials, story time, songs, and activities.
• Community Service: North Shore CDC hosts Community Service events including the annual MLK Day of Service in January, Youth Get to the Point Day in April, Build Days throughout the summer.
• Health Care: The Family Stability Team provides multi-lingual support to help residents in completing their MassHealth applications or aid in navigating their health insurance policy questions.
• Voter Engagement: As many residents of the Point are recent immigrants and new to voting in the U.S., North Shore CDC plans ‘Meet the Candidate’ and ‘Why Your Vote Matters’ Events at Espacio in the months leading up to the elections along with registration support.

Population(s) Served
Social and economic status

NSCDC's community development activities and programs provide united, networked opportunities for the social, civic, and economic empowerment of residents in the communities we serve, so that they may further the goals of neighborhood revitalization in their own communities. Our staff works with residents to implement an annual set of community-based activities and classes. Our community engagement outreach includes quarterly resident meetings, intentional one-on-one meetings between our community engagement staff and residents, weekly coffee hours between community engagement staff and residents, focus groups around current city or neighborhood issues, and monthly resident newsletters.In addition to our outreach, North Shore CDC hosts a number of annual community events- from holiday celebrations, like Beverly's annual tree lighting in the Gloucester Crossing community to city-wide community service days, like Youth Get to the Point that being over 100 youth together to give back to the Point neighborhood. These community events provide an opportunity to build relationships with residents, inform them of other services, and engage them further as leaders in their community. All formal and informal resident feedback is gathered, evaluated, and reported back to the neighborhood at community meetings and through CDC print and web-based communications.

Population(s) Served

Founded in 2017, the Punto Urban Art Museum (PUAM) is a mission-driven social justice art program that believes public art can be a tool to help integrate neighborhoods and create more resilient communities. This is a mission-driven art program with the goal of breaking down invisible socio-economic barriers. The open air museum in Salem's historic settlement community, the Point, which contains 75 Large scale murals. We offer educational tours on social justice, equity and segregated neighborhoods. Through PUAM, we provide opportunities to community members and local artists to learn, design, and create new art. The Creative Point Neighbor program pairs residents with artist mentors as they learn to design and install murals on the National Grid Artist Wall on Peabody Street in Salem. The Mural Ambassador program is a docent tour guide initiative that trains and hires residents within the Point. Proyectos Punto opened in 2024 is the museum's first interior arts space.

Population(s) Served

Where we work

Awards

Social Advocacy and Public Engagement Award 2013

Massachusetts Planning Association

Social Service Award 2014

Salem Chamber of Commerce

Community Police Partnership Award 2011

Beverly Police Department

Historic Preservation Award 2017

Historic Salem Inc

Bedrock of Support Award 2014

Amelia Peabody Foundation

Community Enhancement 2015

North Shore Association of Realtors

Green Building 2011

Enterprise Green Communities

Social Advocacy Award 2015

American Planning Association: Massachusetts Chapter

Charter Award in the Neighborhood, District, and Corridor 2022

Congress for New Urbanism

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 computer literacy/skills/technology courses conducted

This metric is no longer tracked.
Totals By Year
Related Program

Community Engagement

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

In four cohorts, we conducted 7 computer classes with 14 participants each. In 2023, we provided 56 residents (seniors, small business owners, and new arrivals) with computers & basic computer skills.

Number of tax returns completed by volunteers

This metric is no longer tracked.
Totals By Year
Related Program

Community Engagement

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Average price for admission to exhibits (in dollars)

This metric is no longer tracked.
Totals By Year
Type of Metric

Other - describing something else

Direction of Success

Increasing

Context Notes

Punto Urban Art Museum is free for everyone as it is an open air museum accessible at anytime day or night. In 2024, NSCDC is working to develop a docent tour guide program, which will charge a fee.

Total number of works exhibited

This metric is no longer tracked.
Totals By Year
Related Program

Punto Urban Art Museum

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Total dollars paid to artists

This metric is no longer tracked.
Totals By Year
Related Program

Punto Urban Art Museum

Type of Metric

Input - describing resources we use

Direction of Success

Holding steady

Context Notes

This number is based on how many projects we complete in a year.

Number of homeless participants engaged in housing services

This metric is no longer tracked.
Totals By Year
Related Program

Family Self Sufficiency Programs

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

*These numbers are specific to our Young Adult Housing Outreach program (18 to 24 year olds), which began in October of 2021.

Number of low-income units in market-rate neighborhood

This metric is no longer tracked.
Totals By Year
Related Program

Housing Development

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

In 2024, we will begin construction on 63 affordable apartments in downtown Salem. The total number apartments is 474 as of June 17, 2024.

Number of households furnished

This metric is no longer tracked.
Totals By Year
Related Program

Housing Development

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Context Notes

Harbor Crossing is a building of permanent, affordable housing for young people ages 18 to 24, who were experiencing housing instability or aged out of foster care.

Number of housing units built

This metric is no longer tracked.
Totals By Year
Related Program

Housing Development

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

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.

Lacking resources and capacity to rebuild and reposition, smaller Massachusetts cities such as Salem and Peabody, both Gateway cities, and Beverly have been slow to draw new economic investment, particularly investment in historically low-income neighborhoods. The North Shore region is anchored by these midsize urban centers, and the regional economy very much depends upon their economic revitalization and progress. Our greatest strengths are our partnerships with communities in jointly addressing community and economic development challenges. Over the next three years, North Shore CDC will use our community-driven strategic plan to transform low-income neighborhoods on the North Shore to improve quality of life and create catalytic economic development. Our strategic direction is North Shore CDC's response to what our communities value most, and are guided by our vision of a region where every neighborhood is one of choice and opportunity.Successful implementation of our strategic plan will result in a stronger regional community development organization with an integrated and enhanced neighborhood development model well positioned to expand throughout the North Shore.

North Shore CDC's Community Investment Plan is focused on sustainable, regional growth. * Pursue strategic partnerships that improve scale, efficiency, and innovation to maximize our impact and improve our sustainability. For example, YouthBuild North Shore currently provides 64 at-risk youth annually with the competency and desire to transform their communities through education, employment, and leadership development. Using our model, NSCDC will develop a program business plan that allows us to offer the same service in multiple cities by developing a diverse revenue stream and engaging new community-based partners. The impact will be doubling the amount of youth getting access to employment opportunities in the region by 2019. * Invest in the development of leaders among our communities, board, and staff. For example, throughout the community engagement and strategic planning process, residents and stakeholders in our core communities emphasized a need for a stronger leadership strategy. North Shore CDC will develop an institute to bring best practices in leadership development to all core communities we serve -more effectively engaging neighborhood change. * Build and operate a sustainable organizational platform well-suited for growth. North Shore CDC will expand our financial capacity to support diversification of our revenue streams by increasing our philanthropic giving through the Community Investment Tax Credit program, increasing state and federal funding for our YouthBuild program and by pursuing an aggressive real estate development pipeline that will increase our liquidity, net worth, and reserves. * Create dynamic, community-driven investments in the neighborhoods we serve. We plan to produce impactful real estate development projects that have a more immediate and direct impact on our residents through the production of transformational development in distressed neighborhoods and downtowns. We will also include commercial development within our pipeline, pursuing development opportunities to create jobs and bring further revitalization and economic impact to North Shore communities.

North Shore CDC has a culture of collaboration and planning that is rooted in the vision and voice of neighborhood residents and stakeholders. At a governance level this is reflected in North Shore CDC's board member composition. Thirty-three percent of board members represent the low-income neighborhoods that North Shore CDC serves. In 2010 North Shore CDC decided to become a CHDO, a designation requiring this representation, although its board composition pre-dated this formal designation. North Shore CDC ensures routine engagement with community members through our investment in community engagement staff positions. In each of the communities in which we work, community engagement staff works with residents to develop a Neighborhood Master Plan tailored to the priorities of the resident stakeholders that will serve as a road map for comprehensive community improvement for the coming years. Progress on the master plans are assessed through annual neighborhood surveys that measure progress on key revitalization measures in target neighborhoods, and feed North Shore CDC program planning for the coming years. Our work is guided by thorough planning efforts in each of our core communities. Various public processes have led to clear visions laid out by municipal officials and other key stakeholders which prioritize particular areas for growth. In each case, North Shore CDC has been centrally involved in the planning and outreach process. Our priorities have been to ensure that local residents have a genuine opportunity for their voices to be heard and for the various plans to position the communities, along with our organization, to implement action items and create dynamic change in the communities in which we work. NSCDC's community development activities and programs provide united, networked opportunities for the social, civic, and economic empowerment of residents in the communities we serve, so that they may further the goals of neighborhood revitalization in their own communities. Our staff works with residents to implement an annual set of community-based activities and classes. Our community engagement outreach includes quarterly resident meetings, intentional one-on-one meetings between our community engagement staff and residents, weekly coffee hours between community engagement staff and residents, focus groups around current city or neighborhood issues, and monthly resident newsletters. In addition to our outreach, North Shore CDC hosts a number of annual community events. These community events provide an opportunity to build relationships with residents, inform them of other services, and engage them further as leaders in their community. All formal and informal resident feedback is gathered, evaluated, and reported back to the neighborhood at community meetings and through CDC print and web-based communications.

North Shore CDC's strategic plan outlines the expected impact of our activities on the previously identified goals and the communities and constituencies to be served. Our business plan tracks our accomplishments and future endeavors. In order to give our stakeholders the most up to date information, please contact our offices for a copy of our strategic plan, business plan, and our annual report.

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?

    We don't have any major challenges to collecting feedback

Financials

North Shore Community Development Coalition Inc.
Fiscal year: Jan 01 - Dec 31

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

0.17

Average of 0.12 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990

3

Average of 2.8 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990

17%

Average of 23% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

North Shore Community Development Coalition Inc.

Revenue & expenses

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

North Shore Community Development Coalition Inc.

Balance sheet

Fiscal Year: Jan 01 - Dec 31

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

North Shore Community Development Coalition Inc.

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

This snapshot of North Shore Community Development Coalition 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.

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Business model indicators

Profitability info 2018 2019 2020 2021 2022
Unrestricted surplus (deficit) before depreciation -$165,373 $35,808 $712,357 $2,874,242 $211,691
As % of expenses -5.3% 1.1% 21.8% 71.5% 4.7%
Unrestricted surplus (deficit) after depreciation -$348,531 -$142,365 $545,526 $2,712,062 -$21,136
As % of expenses -10.6% -4.2% 15.9% 64.9% -0.4%
Revenue composition info
Total revenue (unrestricted & restricted) $2,858,639 $3,156,414 $3,985,452 $6,893,056 $4,973,173
Total revenue, % change over prior year -10.7% 10.4% 26.3% 73.0% -27.9%
Program services revenue 33.0% 35.3% 29.3% 32.2% 55.5%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.6% 0.2% 0.1% 0.1% 0.0%
Government grants 27.0% 26.9% 17.5% 17.2% 7.6%
All other grants and contributions 35.0% 31.8% 43.2% 47.7% 36.4%
Other revenue 4.5% 5.7% 9.9% 2.8% 0.5%
Expense composition info
Total expenses before depreciation $3,094,217 $3,227,353 $3,273,095 $4,018,814 $4,534,852
Total expenses, % change over prior year 11.3% 4.3% 1.4% 22.8% 12.8%
Personnel 49.6% 52.4% 60.4% 63.6% 57.9%
Professional fees 13.9% 13.4% 10.4% 6.4% 12.5%
Occupancy 14.9% 13.8% 13.4% 14.7% 14.9%
Interest 0.0% 0.0% 0.0% 0.0% 0.0%
Pass-through 0.0% 0.0% 0.0% 0.0% 0.0%
All other expenses 21.5% 20.4% 15.7% 15.4% 14.8%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $3,277,375 $3,405,526 $3,439,926 $4,180,994 $4,767,679
One month of savings $257,851 $268,946 $272,758 $334,901 $377,904
Debt principal payment $1,178,390 $0 $0 $0 $0
Fixed asset additions $0 $0 $0 $3,475,413 $0
Total full costs (estimated) $4,713,616 $3,674,472 $3,712,684 $7,991,308 $5,145,583

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 2.3 1.6 3.1 3.4 3.0
Months of cash and investments 3.0 2.2 3.7 3.9 3.5
Months of estimated liquid unrestricted net assets 17.8 16.5 18.3 23.0 20.3
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $589,448 $424,655 $838,771 $1,144,434 $1,141,384
Investments $173,799 $173,799 $173,799 $176,799 $176,799
Receivables $4,774,922 $5,009,246 $5,284,936 $6,326,308 $7,260,403
Gross land, buildings, equipment (LBE) $6,025,588 $6,025,588 $5,586,589 $9,016,306 $9,106,060
Accumulated depreciation (as a % of LBE) 23.4% 26.3% 28.8% 19.1% 21.5%
Liabilities (as a % of assets) 59.8% 61.2% 61.1% 55.5% 70.0%
Unrestricted net assets $4,585,989 $4,443,624 $4,989,150 $7,701,212 $7,680,076
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 $300,000
Total net assets $4,585,989 $4,443,624 $4,989,150 $7,701,212 $7,980,076

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

President and CEO

Mrs. Felicia S. Pierce

Felicia Pierce, Chief Executive Officer of North Shore CDC, is a nationally recognized, award-winning non-profit leader with over 15 years of experience in community organizing, planning, and development. Pierce is known for her strategic vision and leadership, informed by community engagement, to develop impactful strategies, programs, and projects that enhance economic development, innovative affordable housing, and neighborhood growth for marginalized and underinvested communities throughout the North Shore. In 2019, she was instrumental in developing the innovative service model for Harbor Crossing, which provides affordable housing to young adults who have experienced homelessness or are aging out of foster care. In 2020, she designed and launched NSCDC’s Community Ambassador Program. Both of these unique program models have been duplicated by other communities and organizations due to their effectiveness and positive impact on vulnerable populations. Pierce extends her expertise and dedication to service locally by supporting the community as Board Vice-Chair for Root N.S. and serving on the Essex County Community Foundation’s Racial Equity Committee. She is also the co-founder of the North Women of Color Association and was featured in the April 2022 issue of North Shore Magazine in the article “Wonder Women.” Pierce was recognized as one of Salem's Wonder Women by the Peabody Essex Museum in 2020 and was named Director of the Year in 2019 by YouthBuild USA. Originally from NYC, Pierce now resides in Lynn, MA, with her husband Milton and their inquisitive, resilient 4-year-old pre-adoptive foster daughter . She finds balance through strength training, mentoring other women, listening to vinyl records, and serving in her church. Pierce holds a Master of Social Work with a major in community organization and planning from the CUNY Hunter School of Social Work, a Bachelor of Arts in Sociology from SUNY College at Old Westbury, a certificate in nonprofit management and leadership from Tufts University through the Institute for Nonprofit Practice, and is a Spring 2024 graduate of the LEADS - Leaders Engaged and Activated to Drive System-wide Change program.

Number of employees

Source: IRS Form 990

North Shore Community Development Coalition Inc.

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Compensation
Other
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Compensation data
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North Shore Community Development Coalition Inc.

Highest paid employees

SOURCE: IRS Form 990

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

North Shore Community Development Coalition Inc.

Board of directors
as of 06/17/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Ms. Mikki Wilson

Dot Connector Consulting

Term: 2024 - 2026

Frank Nitkiewicz

Federal Home Loan Bank of Boston

Naomi Cottrell

Crowley Cottrell Landscape Architects

Faith Glickman-Rossi

Lerner & Holmes PC

Diana Moreno

Metro Credit Union

Brian Castellanos

MA Dept of Children & Families

Xavier Cole

Berkshire Hathaway Real Estate Svcs.

Hannah Commoss

Strategic Advisors, LLC

Ariel Noesi

Brookline Bank

Adriana Paz

Newfold Digital

Eileen Quinn

Wells Fargo

Sarah Tarbet

Jones Architecture

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 6/12/2024

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
Black/African American
Gender identity
Female, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Decline to state

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

Disability

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