CROSSOVER MISSION, INC.
CROSSOVER MISSION, INC.
EIN: 46-5125222
as of November 2023
as of November 13, 2023
Mission
Crossover helps the kids who need us most to become successful adults through a program of year-round basketball training and one-to-one academic mentoring.
Notes from the nonprofit
Crossover Mission is not a religiously affiliated organization. All are welcome to participate in our programs and are warmly embraced. Discrimination of any kind is not tolerated for staff, volunteers or student athletes and their families.
Ruling year
2014
Co-Founder
Mr. Antoine Jennings
Executive Director & Co-Founder
Mrs. Catherine De Schouwer
Main address
4425 US Hwy 1
Vero Beach, FL 32967 USA
EIN
46-5125222
Basketball
Youth services
Youth organizing
Population served
Children and youth
At-risk youth
NTEE code
Youth Development Programs (O50)
Children's and Youth Services (P30)
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 reports Download other documentsWhat we aim to solve
The purpose of Crossover Mission is to reach at-risk and under-resourced youth who face instability at home, poverty, poor role models and educational failure. Drawing them in through a love of basketball, student athletes receive year-round basketball training, and one-to-one academic mentoring so they may reach their full potential. What makes Crossover different from the wide variety of local after-school programs is that “we go deep”. Crossover is committed to providing the support that any one child needs. In addition to additional academic support at the Crossover Center, staff can provide in-school advocacy with teachers, guidance counselors and school administration, college and career planning, health screening and paperwork completion for sports eligibility, and, when necessary, support navigating the juvenile justice system.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
One-to-one Academic Mentoring
Each Crossover student athlete receives one-to-one academic mentoring once per week at the Crossover Center. Students identified as in need of additional academic support attend the Center up to 5 times per week.
Year-round Basketball Training
Crossover student athletes participate in year-round basketball training which focuses on basketball fundamentals, athleticism, team work and preparation for entry onto school sports teams.
Course Recovery Tutoring
Crossover staff and volunteer mentors assist at both in-school and after-school Course Recovery at Gifford and Storm Grove Middle Schools. Course Recovery is designed to permit students who are required to repeat a course in order to stay meet graduation requirements.
Summer Mentoring Program
Crossover athletes continue to participate in basketball training and academic support, when needed. Summer programs include community outings and educational opportunities, transportation and tuition for local basketball camps, and attendance at a State University Basketball Camp for selected players.
Where we work
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of students enrolled
This metric is no longer tracked.Totals By Year
Population(s) Served
At-risk youth
Related Program
One-to-one Academic Mentoring
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Total number of volunteer hours contributed to the organization
This metric is no longer tracked.Totals By Year
Population(s) Served
At-risk youth
Related Program
One-to-one Academic Mentoring
Type of Metric
Input - describing resources we use
Direction of Success
Increasing
Context Notes
Academic mentors volunteer their time to work one-to-one with a student athlete at the Crossover Center.
Number of students receiving personal instruction and feedback about their performance
This metric is no longer tracked.Totals By Year
Population(s) Served
At-risk youth
Related Program
One-to-one Academic Mentoring
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Crossover staff monitors grades through the Indian River School District online portal weekly. Ongoing discussions with students include support in finishing missing assignments and test preparation.
Number of students served who earn passing grades in core subjects
This metric is no longer tracked.Totals By Year
Population(s) Served
At-risk youth
Related Program
One-to-one Academic Mentoring
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
In order to be promoted to the next grade, any course that does not receive a passing grade must be made up through a school-sponsored Course Recovery program.
Number of students eligible to try out for school basetball teams (2.0GPA and no behavior referrals)
This metric is no longer tracked.Totals By Year
Population(s) Served
At-risk youth
Related Program
Year-round Basketball Training
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
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?
The primary goal of Crossover Mission is to help the kids who need us most to become successful and productive adults through a program of year-round basketball training and one-to-one academic mentoring. The most important factor in the success of a child or teen after parental influence is his/her own motivation and drive to work for something. Finding the key to that kind of motivation is tricky but essential, especially with at-risk children and teens. Crossover Mission participants are highly attracted by both the game and culture of basketball. At the same time, however, many experience inconsistency, uncertainty, failure and inaccessibility to opportunities on a daily basis. A strong relevant role model and a pervasive positive culture for success are essential. Crossover Mission is a family of belonging, striving, and achieving that provides a positive, life-building community of peer acceptance and approval.
What are the organization's key strategies for making this happen?
• Crossover provides year-round basketball training which focuses on skill development, team building, and athletics.
• One-to-one academic mentoring provides a caring adult presence for every student athlete to help with homework, monitor grades and develop strategies for long-term success.
• Course Recovery tutoring takes place in collaboration with the School District of Indian River during and after school to provide support to students who have failed a core class in order to meet graduation requirements.
• Crossover Summer Program provides ongoing basketball training, enrichment activities, educational outings, support and transportation for local basketball camps, and attendance at a State University Basketball Camp for selected student athletes.
• Crossover Pro and Crossover Junior Programs are designed for mentor and student to work through together. They focus on character development, time management, goal setting and building positive mindset.
• Newly launched in 2021, a program just for girls and young women in our community: Transcendence Academy. This program requires girls to complete six courses to earn their symbolic crowns, including courses on the importance of education, active listening, relationships, emotional health, and healthy living.
What are the organization's capabilities for doing this?
The Crossover Basketball Training Program aims to make basketball available to those who would otherwise be disqualified due to financial hardship. Year-round basketball practices are conducted 3x per week and focus on fundamentals and fitness. Players are held accountable and are allowed to participate only when academic requirements are fulfilled.
The Academic Mentoring Program (AMP) requires all participants to attend academic mentoring a minimum of one time per week. Student athletes who do not maintain a “C" or higher average in each subject receive additional supports both in school and at the Crossover Center and may attend up to 5 days per week. Crossover staff go as deep as necessary for each student to succeed, including school advocacy and direct connection with teachers.
Crossover is in direct collaboration with Gifford Middle and Storm Grove Middle Schools, providing one-on-one support in Course Recovery so students may pass the grade and minimize the dropout risk.
What have they accomplished so far and what's next?
At inception in 2014, just two Crossover participants were eligible for sports participation. As the initial population of Crossover student athletes approaches high school graduation, significant efforts are being placed on deepening the college and career planning support with an emphasis on opportunities available through college athletic scholarships and recruiting.
Our recent accomplishments include:
According to the most recent annual data (Q4 of the 2020-2021 academic school year), 90% of Crossover
students maintained a GPA of 2.0 or above. In that same time frame, 66% of the students had a 3.0 or
above GPA and there were 20 students (34%) who made the A/B Honor Roll. In the first quarter of the 2021-
2022 school year, 87% of students met or eclipsed a 2.0 GPA and 25% made the A/B Honor Roll. With a
significant number of new student athletes this school year, we are on the move to help them improve their
performance.
For the 2020-21 academic year, of the 46 Crossover middle and high school students, all but two (96%)
were eligible to try out or their school basketball team; of the 35 students who tried out, 31 students (89%)
were accepted onto their school teams.
For the academic year 2020-21, 99% of Crossover students have remained free of the juvenile justice
system, and 100% have no known gang involvement and are enrolled in school either in a traditional or
virtual school option.
Our Class of 2021 achieved a 100% graduation rate from high school and 100% entry into college with
financial aid and scholarships and two members now playing college basketball.
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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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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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 engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive
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What challenges does the organization face when collecting feedback?
We don't have any major challenges to collecting feedback
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
0.68
Months of cash in 2022 info
15.4
Fringe rate in 2022 info
0%
Funding sources info
Assets & liabilities info
Financial data
CROSSOVER MISSION, INC.
Balance sheetFiscal Year: Sep 01 - Aug 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.
Fiscal Year: Sep 01 - Aug 31
This snapshot of CROSSOVER MISSION, 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 | 2017 | 2018 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $106,032 | $80,673 | $140,919 | $697,135 | $1,639,801 |
| As % of expenses | 33.6% | 22.4% | 26.8% | 76.2% | 150.7% |
| Unrestricted surplus (deficit) after depreciation | $80,403 | $68,804 | $104,551 | $664,160 | $1,568,414 |
| As % of expenses | 23.6% | 18.5% | 18.6% | 70.1% | 135.2% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $414,219 | $441,355 | $667,589 | $1,611,734 | $4,160,932 |
| Total revenue, % change over prior year | 19.3% | 6.6% | 0.0% | 141.4% | 158.2% |
| Program services revenue | 2.9% | 5.3% | 0.8% | 0.6% | 0.4% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.0% | 0.0% | 1.7% | 0.5% | -0.4% |
| Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 93.3% |
| All other grants and contributions | 97.1% | 94.7% | 97.5% | 94.9% | 6.7% |
| Other revenue | 0.0% | 0.0% | 0.0% | 3.9% | 0.0% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $315,136 | $360,936 | $526,670 | $914,599 | $1,088,407 |
| Total expenses, % change over prior year | 67.3% | 14.5% | 0.0% | 73.7% | 19.0% |
| Personnel | 68.4% | 63.4% | 71.6% | 55.3% | 50.3% |
| Professional fees | 0.7% | 0.0% | 0.9% | 1.1% | 16.0% |
| Occupancy | 8.9% | 12.9% | 14.3% | 16.7% | 10.1% |
| Interest | 0.0% | 0.0% | 0.9% | 1.7% | 5.1% |
| Pass-through | 0.0% | 0.0% | 0.0% | 5.4% | 0.0% |
| All other expenses | 22.0% | 23.8% | 12.3% | 19.8% | 18.5% |
| Full cost components (estimated) info | 2017 | 2018 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $340,765 | $372,805 | $563,038 | $947,574 | $1,159,794 |
| One month of savings | $26,261 | $30,078 | $43,889 | $76,217 | $90,701 |
| Debt principal payment | $0 | $0 | $0 | $176,241 | $0 |
| Fixed asset additions | $63,731 | $42,077 | $441,621 | $586,345 | $3,120,527 |
| Total full costs (estimated) | $430,757 | $444,960 | $1,048,548 | $1,786,377 | $4,371,022 |
Capital structure indicators
| Liquidity info | 2017 | 2018 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Months of cash | 7.1 | 7.8 | 8.1 | 10.1 | 15.4 |
| Months of cash and investments | 7.1 | 7.8 | 8.1 | 10.1 | 16.9 |
| Months of estimated liquid unrestricted net assets | 6.9 | 7.3 | -1.0 | 0.9 | -15.6 |
| Balance sheet composition info | 2017 | 2018 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Cash | $187,619 | $233,364 | $356,578 | $770,711 | $1,400,555 |
| Investments | $0 | $0 | $0 | $0 | $133,159 |
| Receivables | $7,504 | $8,333 | $23,748 | $26,653 | $1,059,151 |
| Gross land, buildings, equipment (LBE) | $98,738 | $152,913 | $626,320 | $1,315,697 | $4,304,721 |
| Accumulated depreciation (as a % of LBE) | 33.7% | 37.5% | 23.5% | 21.5% | 5.2% |
| Liabilities (as a % of assets) | 8.0% | 8.9% | 49.8% | 40.3% | 33.5% |
| Unrestricted net assets | $245,575 | $314,379 | $435,160 | $1,099,320 | $2,667,734 |
| Temporarily restricted net assets | $7,504 | $7,250 | N/A | N/A | N/A |
| Permanently restricted net assets | $0 | $0 | N/A | N/A | N/A |
| Total restricted net assets | $7,504 | $7,250 | $0 | $0 | $1,782,724 |
| Total net assets | $253,079 | $321,629 | $435,160 | $1,099,320 | $4,450,458 |
Key data checks
| Key data checks info | 2017 | 2018 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Co-Founder
Mr. Antoine Jennings
Antoine Jennings is a Gifford native who faced instability and heavy struggles during his childhood associated with the incarceration of his father, an alcoholic mother raising five children, extreme poverty, daily exposure to drug dealing, lack of guidance and education; these factors lead to the making of poor life choices. After a life-changing experience, Antoine has dedicated himself to helping young people who are facing the same pain and hopelessness he faced in childhood. His mission is to impress upon the Crossover participants and any he can reach, the importance of education and making right choices. Antoine is a relevant and approachable black role model, himself a basketball player and visible in the black community. He is the head coach at practices, is present in the schools and in recreational athletic programs within the Gifford community.
Executive Director & Co-Founder
Catherine De Schouwer
Catherine De Schouwer is a native of Vero Beach, a local businesswoman and mother of three. Mrs. De Schouwer has a Masters' Degree in Business and Accounting and held a CPA license for 15 years. She has 20 years of experience in international business. This experience allows her to provide the corporate and business expertise that supports Crossover Mission. In addition, as a mother of elementary and middle school children, her first-hand understanding of the public school system is instrumental in knowing how to successfully navigate the complexities of the many good and needed school programs available to assist the Crossover student athletes.
Number of employees
Source: IRS Form 990
CROSSOVER MISSION, INC.
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
CROSSOVER MISSION, INC.
Board of directorsas of 07/05/2022
Board of directors data
Mr. Bradley Lorimier
Retired pharmaceutical executive
Term: 2017 - 2023
Antoine Jennings
Crossover Mission, Inc.
Catherine W DeSchouwer
Crossover Mission, Inc.
Bob Parsons
Retired Specialty Construction Products Company
Greg Pitts
Center of Joy Church & small business owner
Charles "Robi" Robinson
Retired Professor of Education at Bridgewater State University
Bradley Lorimier
Retired Pharmaceutical Executive
Linda Knoll
Retired Marketing and Publicity Executive
Milo Thornton
Captain of Uniform Patrol Operations for Indian River County Sheriff’s Office
Leslie Bergstrom
Retied Business Owner
Frederick"Rick" McCarthy
Retired Educator/College Professor
Keandra Foster
Assistant Principal
Leslie Bergstrom
Retired business owner
Jeremy Odom
McDonald's onwer
Gregory Pitts, Sr
Pastor
Milo Thornton
Law enforcement
Mary Penrose
Vice President of Ogilvy & Mather
Becki Rundels
Corporate Marketing
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? 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
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:
The organization's co-leader identifies as:
Race & ethnicity
Gender identity
Sexual orientation
Disability
We do not display disability information for organizations with fewer than 15 staff.
Equity strategies
Last updated: 07/21/2020GuideStar 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 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.
- We use a vetting process to identify vendors and partners that share our commitment to race equity.
- 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 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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