Neighborhood Resource Center
Neighborhood Resource Center
EIN: 33-1024355
as of September 2024
as of September 09, 2024
Mission
The Neighborhood Resource Center (NRC) strengthens families. We build relationships, share resources, and develop skills to enhance lives in Greater Fulton.
Ruling year
2003
Principal Officer
Breanne Armbrust
Main address
1519 Williamsburg Road
Richmond, VA 23231 USA
EIN
33-1024355
Human services
NTEE code
Community, Neighborhood Development, Improvement (S20)
Youth Development Programs (O50)
Employment Procurement Assistance and Job Training (J20)
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
We hope to support a thriving, inclusive Greater Fulton and East Henrico.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
NRC Programs
The NRC is a vibrant community center that offers creative educational programs for youth and their families. Programs include a recording studio and writing workshop for kids to write and record their own songs; an organic garden and commercial kitchen to provide nutrition/healthy cooking classes and apprenticeships; Out-of-School-Time youth program (after-school and summer) that includes tutoring; Girl & Cub Scouts; Modern Dance; Arts and Crafts, Drama, Gardening. NRC programs are supported by a computer lab with internet access. NRCWorks, a Financial Opportunity Center, in partnership with VA LISC, helps members achieve employment and educational aspirations and financial stability. Greater Fulton's Future, also in Partnership with VA LISC, is a community development initiative equipping community leaders with the skills and resources to facilitate change and growth in their own community.
NRC Out of School Time Program
The NRC out-of-school time program serves school age children 6-12 years old. We operate from 3:30-6:30pm. Supper is served 3:30-5:00pm and along with volunteers, homework help and tutoring is offered. At 5pm, students have the opportunity to stay for classes and programs that include Gardening, Art, Writers Workshop and Recording Studio, Girl Scouts, Cub Scouts, Dance, Drama, and Food Landscapes. Our program provides a safe place for youth to have fun with their peers, while providing diverse educational enrichment opportunities, creative outlets for self-expression, and options to develop and practice healthy lifestyles and relationships.
NRC Works
The NRC Works program is a Financial Opportunity center seed funded by VA LISC and operates to help local members achieve Well-being, Opportunity, Relationships, Knowledge, and Stability. It is a three component program integrated to provide 1) Employment search support and coaching helping members find their way through the employment and educational options open to them, 2) Financial coaching to assist members with learning about their financial circumstances and finding ways to work toward and achieve greater financial stability, and 3) Income supports counseling helping members find their way to food card and cash assistance, bus tickets and transportation support, programs offered through the Department of Social Services, and much much more.
Where we work
Awards
Turnip the Beet, Gold Award 2022
United States Department of Agriculture
Affiliations & memberships
HandsOn Greater Richmond 2015
United Way of Greater Richmond & Petersburg Partnership Agency 2016
Art180 2020
Community Foundation for a greater Richmond 2019
Project Yoga Richmond 2022
Photos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of financial literacy courses conducted
This metric is no longer tracked.Totals By Year
Population(s) Served
People of African descent, People of European descent, People of Latin American descent
Related Program
NRC Works
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Number of one-on-one coaching sessions
This metric is no longer tracked.Totals By Year
Population(s) Served
People of African descent, People of Latin American descent, Economically disadvantaged people
Related Program
NRC Works
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of hours of coaching
This metric is no longer tracked.Totals By Year
Population(s) Served
People of African descent, People of Latin American descent, People of European descent, Economically disadvantaged people
Related Program
NRC Works
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
The average coaching session is one hour, but some of our members met with us for 90 minutes or longer this year.
Average change in client credit score
This metric is no longer tracked.Totals By Year
Population(s) Served
People of African descent, People of European descent, Economically disadvantaged people
Related Program
NRC Works
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Number of clients who were formerly credit invisible who now have an established credit score
This metric is no longer tracked.Totals By Year
Population(s) Served
People of African descent, People of European descent, Economically disadvantaged people
Related Program
NRC Works
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Number of tax returns completed by volunteers
This metric is no longer tracked.Totals By Year
Population(s) Served
Ethnic and racial groups, Economically disadvantaged people
Related Program
NRC Works
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Dollars saved in tax preparation fees
This metric is no longer tracked.Totals By Year
Population(s) Served
Ethnic and racial groups, Economically disadvantaged people
Related Program
NRC Works
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Average change in income of clients served (in dollars)
This metric is no longer tracked.Totals By Year
Population(s) Served
People of African descent, People of European descent, People of Latin American descent, Economically disadvantaged people
Related Program
NRC Works
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Number of families assisted with rent or mortgage to avoid eviction
This metric is no longer tracked.Totals By Year
Population(s) Served
People of African descent, People of Latin American descent, People of European descent, Economically disadvantaged people
Related Program
NRC Works
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Number of families served
This metric is no longer tracked.Totals By Year
Population(s) Served
People of African descent, People of European descent, Economically disadvantaged people, Families
Related Program
NRC Programs
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of clients served
This metric is no longer tracked.Totals By Year
Population(s) Served
People of African descent, People of European descent, Economically disadvantaged people
Related Program
NRC Programs
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of individuals completing apprenticeship
This metric is no longer tracked.Totals By Year
Population(s) Served
People of African descent
Related Program
NRC Works
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
Learn 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?
Goal 1: Financial Growth and Sustainability
Bolster NRC Fulton's financial sustainability by diversifying and increasing revenue streams, improving technology systems, and through developing an inclusive sustainer base.
Goal 2: Community Impact
Expanding our geographic reach along the Williamsburg Road corridor of east Henrico County while growing and deepening our partnerships to provide resources that enhance the lives of our neighbors, with particular emphasis on women of color, families, and historically marginalized communities.
Goal 3: Operations & Culture
Ensure all of our systems and processes reflect the current goals, needs and structure of the organization, our staff and the communities we serve in order to be a truly equitable and effective organization.
What are the organization's key strategies for making this happen?
Goal 1 Objectives:
We will increase our donor retention rate to maintain at least a 40% donor retention rate year to year,
We will recruit 100 new donors each year, building our sustainer donor base to 100 sustainer donors over the next three years,
We will seek out and grow two new corporate partnerships per year for volunteer, donor, and Board membership opportunities.
Goal 2 Objectives:
NRC Fulton members will be from historically under-resourced communities and our programs will be informed by the needs of the communities that we serve.
We will grow and deepen relationships with partner organizations, including nonprofits and government agencies, using a solidarity and non-extractive reciprocity approach.
We will help our members reach their dreams by providing support for economic stability and growth.
Goal 3 Objectives:
The NRC will practice and promote economic justice by paying a living wage for all NRC jobs.
Staff and the Board of Directors will participate in professional development and community engagement (outreach) that provides a deeper understanding of the community that we serve through relationship building.
We will have qualified staff and Board members in key positions and all key positions will be filled.
What are the organization's capabilities for doing this?
We have stabilized the organizational financially to the best place that we have ever been in our history. We have aligned the work of our staff to eliminate silos, with a focus on improving the experience for our members. We have strong leadership in our CEO and in our Board Chair who are committed to leading the organization through our multi-year expansion.
What have they accomplished so far and what's next?
We have already increased our utilization of our programs, increasing the number of families that we support to four times more than in 2020. We have successfully expanded to support families into East Henrico.
Our next steps include hiring additional staff and growing our Board of Directors to support our expansion. We will continue to grow our membership in the NRC WORKS program, ensuring that individuals along the Rt. 60/Williamsburg Rd corridor have access to a wide array of economic empowerment opportunities.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
-
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 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 share the feedback we received with the people we serve, 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
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What challenges does the organization face when collecting feedback?
We don’t have the right technology to collect and aggregate feedback efficiently, The people we serve tell us they find data collection burdensome, It is difficult to find the ongoing funding to support feedback collection
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
35.47
Months of cash in 2022 info
13.8
Fringe rate in 2022 info
22%
Funding sources info
Assets & liabilities info
Financial data
Neighborhood Resource Center
Balance sheetFiscal Year: Jan 01 - Dec 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: Jan 01 - Dec 31
This snapshot of Neighborhood Resource Center’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 | -$59,802 | -$37,100 | $245,485 | $211,840 | $221,491 |
| As % of expenses | -11.0% | -7.3% | 64.7% | 59.2% | 47.5% |
| Unrestricted surplus (deficit) after depreciation | -$78,228 | -$57,430 | $225,641 | $190,360 | $203,312 |
| As % of expenses | -13.9% | -10.8% | 56.5% | 50.2% | 41.9% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $532,806 | $468,551 | $663,933 | $577,163 | $411,192 |
| Total revenue, % change over prior year | -15.4% | -12.1% | 41.7% | -13.1% | -28.8% |
| Program services revenue | 0.6% | 0.1% | 0.2% | 0.0% | 0.0% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Government grants | 10.4% | 18.8% | 16.5% | 31.7% | 24.5% |
| All other grants and contributions | 89.0% | 81.1% | 83.4% | 68.2% | 75.4% |
| Other revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $545,200 | $511,103 | $379,552 | $357,778 | $466,786 |
| Total expenses, % change over prior year | -13.4% | -6.3% | -25.7% | -5.7% | 30.5% |
| Personnel | 66.5% | 66.7% | 66.3% | 65.0% | 59.7% |
| Professional fees | 8.0% | 13.3% | 12.4% | 10.0% | 14.0% |
| Occupancy | 2.7% | 3.0% | 3.0% | 3.9% | 3.2% |
| 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 | 22.8% | 17.0% | 18.3% | 21.1% | 23.1% |
| Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $563,626 | $531,433 | $399,396 | $379,258 | $484,965 |
| One month of savings | $45,433 | $42,592 | $31,629 | $29,815 | $38,899 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $0 | $0 | $0 | $26,798 | $0 |
| Total full costs (estimated) | $609,059 | $574,025 | $431,025 | $435,871 | $523,864 |
Capital structure indicators
| Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Months of cash | 2.2 | 1.4 | 11.6 | 17.2 | 13.8 |
| Months of cash and investments | 2.2 | 1.4 | 11.6 | 17.2 | 13.8 |
| Months of estimated liquid unrestricted net assets | -3.0 | -4.0 | 2.3 | 9.9 | 13.3 |
| Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Cash | $99,034 | $57,722 | $368,035 | $513,594 | $538,721 |
| Investments | $0 | $0 | $0 | $0 | $0 |
| Receivables | $39,056 | $40,597 | $0 | $87,088 | $10,522 |
| Gross land, buildings, equipment (LBE) | $452,248 | $452,247 | $452,247 | $479,045 | $479,045 |
| Accumulated depreciation (as a % of LBE) | 28.1% | 32.6% | 37.0% | 39.4% | 43.2% |
| Liabilities (as a % of assets) | 3.4% | 4.6% | 1.3% | 0.7% | 1.8% |
| Unrestricted net assets | $190,295 | $132,865 | $358,506 | $586,535 | $789,847 |
| Temporarily restricted net assets | $257,160 | 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 | $257,160 | $251,708 | $290,604 | $298,149 | $21,064 |
| Total net assets | $447,455 | $384,573 | $649,110 | $884,684 | $810,911 |
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
Principal Officer
Breanne Armbrust
Number of employees
Source: IRS Form 990
Neighborhood Resource Center
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Neighborhood Resource Center
Board of directorsas of 01/12/2024
Board of directors data
Lok Lam
Nathan Conway
Lok Lam
Jordan Jones
Brian Battle
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:
Race & ethnicity
Gender identity
Transgender Identity
Sexual orientation
No data
Disability
Equity strategies
Last updated: 10/31/2023GuideStar 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 disaggregate data by demographics, including race, in every policy and program measured.
- 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 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.
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