Arizona Cycling Association
Building Strong Mind, Body and Character Through Interscholastic Cycling
Arizona Cycling Association
EIN: 47-2449671
Mission
The Arizona Cycling Association is a 501(c)(3) non-profit youth development organization, building strong mind, body and character, guided by the principals of inclusivity and equality. The ACA promotes interscholastic mountain bike riding and racing, provides training and education to coaches and teams, and offers a comprehensive infrastructure to grow youth cycling in a fun, safe and professional manner.
Ruling year
2015
President & Executive Director
Mike Perry
Main address
10115 E Bell Rd Ste 107 #210
Scottsdale, AZ 85260 USA
Formerly known as
Arizona High School Cycling League
EIN
47-2449671
Outdoor education
Physical fitness
Sports
Cycling
Youth development
Population served
Children and youth
Adolescents
Adolescent girls
Adolescent boys
NTEE code
Amateur Sports Clubs, Leagues, N.E.C. (N60)
Youth Development Programs (O50)
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
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Mountain Bike Race Series
Interscholastic mountain bike racing. League-sanctioned races provide student-athletes an opportunity to push themselves in a competitive and fun atmosphere to help them build strong bodies, strong minds and strong characters. The race series is held in the fall. Professional race promotion, timing, course preparation and risk management assures every participating student-athlete is given an enjoyable environment.
Coach Training and Education
The coach licensing program is designed to ensure that coaches are equipped to provide quality programming to student-athletes that meets national standards and best practices. The program includes background screening , professional education, first aid training and field work requirements at varying levels for the three license levels.
Interscholastic Mountain Biking
Mountain biking isn’t an official high school sport, yet, but that isn’t going to stop us from having the some of the finest high school mountain bike clubs in the country. Our teams range from 5 to 100 riders and provide our students with a unique opportunity not found in traditional school sports. The league rewards both individual achievement and teamwork. Priority is placed on demonstrating our core principles – strong mind, strong body, strong character, inclusivity and equality – not just winning.
The Pedal Girl, Pedal!
The Pedal Girl, Pedal! program aims to increase female participation, with an emphasis on recruitment and retention of female student-athletes and coaches. Pedal Girl, Pedal! events are focused on promoting physical health, confidence and self-esteem through skills clinics, camps and female-led rides.
Adventure
This program broadens the riding experience for young adults through non-competitive mountain biking activities and events. In an outdoor experiential learning environment, physical challenges, fun and education have equal value toward the overall character development of the participants.
Trail Advocacy
The mission of this program is to educate and empower young adults to take a leadership role in trail advocacy, land stewardship, and courteous and respectful use of trails. Events include trail workdays, camps and clinics.
Loaner Bike Program
The Arizona Cycling Association has a small fleet of bikes available for student-athletes who wish to participate but lack their own bikes. Recipients are also given a new helmet. Together with the ACA’s Financial Assistance Program, the intention is to bring greater diversity, equity, and inclusion to youth mountain biking by providing bikes, gear, and resources to overcome historical barriers to the sport.
Financial Assistance
The Arizona Cycling Association is committed to making our programs accessible to everyone, regardless of their financial situation. We promote the vision that every teen deserves the opportunity to strengthen their body, mind and character through participation in interscholastic mountain biking. Whether student-athlete or coach, assistance is available to help offset expenses directly related to participation in ACA activities.
Where we work
External reviews
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?
The experiences that a young person can enjoy through ACA programs will help shape them as adults, providing youth opportunities to learn foundational life lessons through sport. We teach strong body, mind and character through riding and racing, as well as inclusivity and equity through Pedal Girl, Pedal!, financial assistance and loaner bikes. We teach a respect for others as well as the outdoors and stewardship for the environment through our trail advocacy activities. Our coach licensing program equips ACA coaches to provide our quality programs to a national standard. All of our programs teach and build community.
What are the organization's key strategies for making this happen?
In order for the ACA to maintain the strength of its existing programs as well as meet the demand imposed by exponential growth and robust programming, the following priority investment areas have been identified:
1) Deliver and maintain measurable and meaningful value to all constituents by creating, maintaining and/or strengthening support services, communications, operations, programming, branding and league co-branding.
2) Development/Fundraising: Diversify revenue streams (sponsorships, fundraising, earned revenue)
3) Branding and Marketing: Enhance and implement our robust and comprehensive marketing and branding strategy. Strengthen our brand alignment and our ability to communicate across our entire organization through the use of technology solutions that facilitate marketing and fundraising efforts. Enhance value to all constituents, and build community through aligned communication.
4) Ensure that the ACA is a culturally relevant, diverse and inclusive organization, free of barriers, where everyone is equally valued. We will accomplish this through the development and implementation of a comprehensive DEI strategy.
What are the organization's capabilities for doing this?
The ACA has prepared a 3-5 year strategic plan that identifies priority investment areas which are refreshed biannually. For each priority investment area resources were identified based on the needs to support the area in order to implement and achieve the strategic goals over the next three to five years. A simple forecast financial plan was prepared to support our core baseline ongoing activities, with the addition of the forecasted growth in each new priority investment area. Further, resources were determined and prioritized within each area and projected benchmark by year.
What have they accomplished so far and what's next?
Priority investment areas listed in the strategic plan are aligned with the ACA's goals. In 2020, the ACA developed a marketing and communications plan to implement a rebranding project to improve organizational consistency. In 2021 the ACA redoubled its female outreach by dedicating additional resources and relaunched under Pedal Girl, Pedal! moniker. Also in 2021, in order to support licensed coaches in continuing to deliver quality programs, the ACA rolled out new and improved coach licensing training modules.
Financials
Revenue vs. expenses: breakdown
Liquidity in 2020 info
0.00
Months of cash in 2020 info
23.3
Fringe rate in 2020 info
8%
Funding sources info
Assets & liabilities info
Arizona Cycling Association
Revenue & expensesFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
Arizona Cycling Association
Balance sheetFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
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
SOURCE: IRS Form 990
This snapshot of Arizona Cycling Association’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 | 2016 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $136,096 | $28,044 | $8,564 | $171,466 | $76,825 |
| As % of expenses | 73.3% | 11.4% | 2.8% | 61.0% | 42.1% |
| Unrestricted surplus (deficit) after depreciation | $132,536 | $22,347 | $5,146 | $151,315 | $63,746 |
| As % of expenses | 70.0% | 8.9% | 1.7% | 50.3% | 32.6% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $321,830 | $274,727 | $312,254 | $452,438 | $259,208 |
| Total revenue, % change over prior year | 0.0% | -14.6% | 13.7% | 44.9% | -42.7% |
| Program services revenue | 49.6% | 80.9% | 82.6% | 75.1% | 82.4% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.0% | 0.0% | 0.0% | 0.0% | 0.1% |
| Government grants | 50.4% | 19.1% | 17.4% | 14.8% | 17.4% |
| All other grants and contributions | 0.0% | 0.0% | 0.0% | 10.1% | 0.0% |
| Other revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $185,734 | $246,683 | $303,690 | $280,972 | $182,383 |
| Total expenses, % change over prior year | 0.0% | 32.8% | 23.1% | -7.5% | -35.1% |
| Personnel | 27.7% | 22.8% | 18.5% | 20.0% | 30.8% |
| Professional fees | 43.1% | 55.3% | 66.1% | 51.8% | 15.3% |
| Occupancy | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| 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 | 29.1% | 22.0% | 15.4% | 28.2% | 53.9% |
| Full cost components (estimated) info | 2016 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $189,294 | $252,380 | $307,108 | $301,123 | $195,462 |
| One month of savings | $15,478 | $20,557 | $25,308 | $23,414 | $15,199 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $17,802 | $0 | $0 | $45,669 | $0 |
| Total full costs (estimated) | $222,574 | $272,937 | $332,416 | $370,206 | $210,661 |
Capital structure indicators
| Liquidity info | 2016 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Months of cash | 7.6 | 7.1 | 6.1 | 11.9 | 23.3 |
| Months of cash and investments | 7.6 | 7.1 | 6.1 | 11.9 | 23.3 |
| Months of estimated liquid unrestricted net assets | 7.6 | 7.1 | 6.1 | 12.0 | 23.5 |
| Balance sheet composition info | 2016 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Cash | $117,643 | $146,338 | $154,902 | $279,074 | $353,649 |
| Investments | $0 | $0 | $0 | $0 | $0 |
| Receivables | $0 | $0 | $0 | $1,625 | $3,875 |
| Gross land, buildings, equipment (LBE) | $17,802 | $17,802 | $17,802 | $63,471 | $63,471 |
| Accumulated depreciation (as a % of LBE) | 20.0% | 52.0% | 71.2% | 51.7% | 72.3% |
| Liabilities (as a % of assets) | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Unrestricted net assets | $132,536 | $154,883 | $160,029 | $311,344 | $375,090 |
| Temporarily restricted net assets | $0 | $0 | $0 | N/A | N/A |
| Permanently restricted net assets | $0 | $0 | $0 | N/A | N/A |
| Total restricted net assets | $0 | $0 | $0 | $0 | $0 |
| Total net assets | $132,536 | $154,883 | $160,029 | $311,344 | $375,090 |
Key data checks
| Key data checks info | 2016 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
President & Executive Director
Mike Perry
Number of employees
Source: IRS Form 990
Arizona Cycling Association
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Arizona Cycling Association
Board of directorsas of 01/23/2023
Board of directors data
Tim Louis
Mike Perry
Chris Stewart
John Shumaker
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? No -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? No -
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? No -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? No -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? No
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
No data
Gender identity
No data
No data
Sexual orientation
No data
Disability
No data
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