GLOBAL TIES ALABAMA
Globalizing Alabama one handshake at a time
GLOBAL TIES ALABAMA
EIN: 63-0506191
as of September 2024
as of September 09, 2024
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Central America Youth Ambassador(CAYA)
The Central American Youth Ambassador (CAYA) Program is a U.S. Department of State youth exchange designed to strengthen the leadership skills of young people from Central America and the United States. This multi-national exchange also builds bonds of friendship and understanding between people of Central America, the Dominican Republic, and people of the United States.
Eisenhower Fellowship
Eisenhower Fellowships identifies, empowers and connects innovative leaders through a transformative fellowship experience and lifelong engagement in a global network of dynamic change agents committed to creating a world more peaceful, prosperous and just.
Fulbright Scholars Enrichment Seminar
The Fulbright Program is the flagship international educational exchange program sponsored by the U.S. government and is designed to increase mutual understanding between the people of the United States and the people of other countries.
Open World
The mission of the Open World Leadership Center, an arm of the U.S. Congress, is to introduce rising leaders of emerging countries to the importance of legislative functions in creating and sustaining democracies. This is done through the introduction of young foreign leaders to the American democratic governing systems and free market operations at every level: federal, state, and local. The Center also maintains a continuing relationship with the network of leaders it has enlisted, especially with those from countries crucial to American national security interests.
Young Transatlantic Innovative Leadership Initiative (YTILI)
An international exchange program focused on the themes of entrepreneurship skills and enhanced Euro-Atlantic integration designed for 47 young professionals from 42 European countries. Fellows will begin their program in Washington, DC with discussions about entrepreneurship and innovation in the U.S. including meetings hosted by Google and the U.S. Department of State. Subsequently, they will spend two weeks working at carefully-selected host institutions in one of eight participating cities: Albany, NY; Albuquerque, NM; Charlotte, NC; Chicago, IL; Detroit, MI; Huntsville, AL; Pittsburgh, PA; and Seattle, WA. Fellows will be assigned individual mentors and have the opportunity to participate in the day-to-day operations of their host organizations and benefit from job-shadowing and professional interaction with their American peers. The program will conclude in San Francisco, CA for an opportunity to present a strategic plan or community action plan during a pitch session and reflect on their experiences as a group.
Young Leaders of the Americas Fellowship (YLAI)
President Obama’s Young Leaders of the Americas Initiative (YLAI) empowers entrepreneurs and innovative civil society leaders to strengthen their capacity to launch and advance their entrepreneurial ideas and effectively contribute to social and economic development in their communities.
Global Perspective Institute (GPI)
The Global Perspective Inventory (GPI) is a web-based assessment of individual experiences and development of a global perspective. The emphasis placed on cognitive, intrapersonal, and interpersonal dimensions provides a holistic approach to assessing learning and development. The GPI is beneficial for those involved with program assessment and institutional improvement initiative
The International Women of Courage
Established in 2007, the annual Secretary of State's International Women of Courage Award honors women around the globe who have exemplified exceptional courage and leadership in advocating for human rights, women’s equality, and social progress, often at great personal risk. This is the only Department of State award that pays tribute to emerging women leaders worldwide.
International Visitor Leadership Program
The International Visitor Leadership Program (IVLP) is the U.S. Department of State’s premier professional exchange program. Through short-term visits to the United States, current and emerging foreign leaders in a variety of fields experience this country firsthand and cultivate lasting relationships with their American counterparts. Professional meetings reflect the participants’ professional interests and support the foreign policy goals of the United States.
Where we work
Photos
Our results
How does this organization measure their results? It's a hard question but an important one.
Numbers of Visitors per Year
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, Adolescents, Women and girls
Related Program
International Visitor Leadership Program
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
This Metric tracks our number of International Visitors in each calendar year across our IVLP and non-IVLP exchange programming. This metric includes virtual visitors as well starting in 2020.
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?
Global Ties Alabama's mission is to promote international relationships through citizen diplomacy, refugee assistance and enrich Alabama's education, commerce and global awareness.
What are the organization's key strategies for making this happen?
Global Ties Alabama's Strategic Plan is built on three pillars that guide everything we do. They include:
Our Vision that the path to global peace and prosperity depends on our willingness to understand one another and build trust.
Our Belief that our programs have the potential to change lives for the better, provided that these programs are well-executed and scaled. When successful, we build trust where none existed before, enabling people to work together across borders and cultures to improve their lives and livelihoods.
Our Commitment to engage and support our global network of stakeholders, alumni, and clients to help ensure their ability to fulfill their promise and potential.
What are the organization's capabilities for doing this?
Global Ties Alabama possesses a large and diverse network of volunteers that include home hospitality and home stay hosts, drivers, professional service providers, and local guides that enhance our ability to engage with our International Visitors and provide services to our refugee clients. Additionally, our strategic partnerships with organizations throughout Alabama and Tennessee enables us to connect our community to the world, facilitate international collaboration that improves lives, and provide vital social services to our refugee clients.
What have they accomplished so far and what's next?
Through our growth over the years, Global Ties Alabama has continually worked to provide well-planned, efficacious programming that works to develop an increasingly global and interconnected society in Alabama and promote peaceful exchange across borders. With the recent addition of our new Refugee Resettlement office in January 2024, Global Ties Alabama has taken another step forward in enhancing our ability to enrich our community and promote global peace by responding to the growing needs of the international refugee community.
In our traditional role as the implementing agency for federally-funded international exchanges, our organization has continued to grow our Diplomatic Corps of Volunteers over the past several years. We have expanded into providing programming for additional industries and academic and professional fields that we have not traditionally had the capacity for. As a result of the pandemic, Global Ties Alabama has also developed and maintained a robust toolkit for virtual exchanges. We strive to continue to diversify our programming so that we can facilitate further collaboration between our community and the world.
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 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 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?
It is difficult to get the people we serve to respond to requests for feedback, We don’t have the right technology to collect and aggregate feedback efficiently, Staff find it hard to prioritize feedback collection and review due to lack of time, It is difficult to identify actionable feedback
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2023 info
2.37
Months of cash in 2023 info
3
Fringe rate in 2023 info
8%
Funding sources info
Assets & liabilities info
Financial data
GLOBAL TIES ALABAMA
Balance sheetFiscal Year: Oct 01 - Sep 30
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: Oct 01 - Sep 30
This snapshot of GLOBAL TIES ALABAMA’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 | 2019 | 2020 | 2021 | 2022 | 2023 |
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Unrestricted surplus (deficit) before depreciation | -$23,535 | -$16,473 | $34,064 | -$19,602 | $41,269 |
As % of expenses | -9.6% | -9.8% | 19.0% | -7.3% | 10.7% |
Unrestricted surplus (deficit) after depreciation | -$24,286 | -$17,224 | $33,129 | -$20,624 | $39,769 |
As % of expenses | -9.9% | -10.2% | 18.4% | -7.6% | 10.3% |
Revenue composition info | |||||
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Total revenue (unrestricted & restricted) | $221,259 | $151,328 | $213,493 | $238,189 | $425,594 |
Total revenue, % change over prior year | -7.2% | -31.6% | 41.1% | 11.6% | 78.7% |
Program services revenue | 0.0% | 0.0% | 0.0% | 40.9% | 38.5% |
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 | 43.7% | 0.0% | 0.0% | 15.1% | 55.3% |
All other grants and contributions | 56.3% | 100.0% | 100.0% | 44.0% | 6.1% |
Other revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Expense composition info | |||||
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Total expenses before depreciation | $244,794 | $167,801 | $179,429 | $268,843 | $384,325 |
Total expenses, % change over prior year | 11.2% | -31.5% | 6.9% | 49.8% | 43.0% |
Personnel | 37.1% | 47.1% | 49.8% | 51.7% | 40.9% |
Professional fees | 18.9% | 23.8% | 32.8% | 14.1% | 0.9% |
Occupancy | 10.2% | 9.8% | 5.3% | 3.4% | 3.3% |
Interest | 0.6% | 0.9% | 0.7% | 0.4% | 0.0% |
Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other expenses | 33.1% | 18.4% | 11.3% | 30.4% | 54.9% |
Full cost components (estimated) info | 2019 | 2020 | 2021 | 2022 | 2023 |
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Total expenses (after depreciation) | $245,545 | $168,552 | $180,364 | $269,865 | $385,825 |
One month of savings | $20,400 | $13,983 | $14,952 | $22,404 | $32,027 |
Debt principal payment | $0 | $0 | $0 | $0 | $0 |
Fixed asset additions | $3,662 | $0 | $2,010 | $0 | $2,011 |
Total full costs (estimated) | $269,607 | $182,535 | $197,326 | $292,269 | $419,863 |
Capital structure indicators
Liquidity info | 2019 | 2020 | 2021 | 2022 | 2023 |
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Months of cash | 1.5 | 2.3 | 5.1 | 2.0 | 3.0 |
Months of cash and investments | 1.5 | 2.3 | 5.1 | 2.0 | 3.0 |
Months of estimated liquid unrestricted net assets | 0.7 | -0.1 | 2.0 | 0.7 | 1.7 |
Balance sheet composition info | 2019 | 2020 | 2021 | 2022 | 2023 |
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Cash | $29,889 | $32,511 | $76,475 | $43,954 | $95,734 |
Investments | $0 | $0 | $0 | $0 | $0 |
Receivables | $0 | $0 | $0 | $0 | $0 |
Gross land, buildings, equipment (LBE) | $5,840 | $6,440 | $9,949 | $24,878 | $26,888 |
Accumulated depreciation (as a % of LBE) | 21.7% | 31.4% | 44.8% | 16.6% | 20.9% |
Liabilities (as a % of assets) | 45.3% | 93.3% | 56.7% | 42.8% | 34.4% |
Unrestricted net assets | $19,735 | $2,511 | $35,640 | $37,154 | $76,923 |
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 | $0 |
Total net assets | $19,735 | $2,511 | $35,640 | $37,154 | $76,923 |
Key data checks
Key data checks info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Chief Executive Officer
Mrs. Jacquelyn Shipe
Jacquelyn Gates Shipe is the Chief Executive Officer of Global Ties Alabama. She is also the President and CEO of SOARing, LLC, which delivers global leadership development consulting services specializing in ethics and compliance, diversity, and organizational culture shaping. Jacqui Shipe is the former Ethics Officer for the World Bank Group where she reported to the Office of the President and was a corporate officer for Duke Energy and Bell Atlantic/Verizon having served as the Vice President of Diversity, Ethics and Compliance. She is also the former Chair of the Board of Directors of Global Ties U.S.
Number of employees
Source: IRS Form 990
GLOBAL TIES ALABAMA
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
GLOBAL TIES ALABAMA
Highest paid employeesSOURCE: IRS Form 990
Compensation data
GLOBAL TIES ALABAMA
Board of directorsas of 07/09/2024
Board of directors data
Mr. John Davis
Albert (Al) Allenback
John Davis
Foster Perry
Helen Fischle
Zeke Anders
Serge Braylyan
Ivan Brezovich
Verna Gates
Kenneth Hines
Tae Lee
Dr. Libby Parker
Jenny Hite
Pamela Foster
Glen McCord
Bernard Simelton
Micah Wells
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
No data
Equity strategies
Last updated: 03/22/2022GuideStar 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 ask team members to identify racial disparities in their programs and / or portfolios.
- 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 use a vetting process to identify vendors and partners that share our commitment to race equity.
- 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.