PLATINUM2024

360 COMMUNITIES

Help in the moment. Hope for the future.

Burnsville, MN   |  www.360Communities.org
GuideStar Charity Check

360 COMMUNITIES

EIN: 41-0987708


Mission

360 Communities delivers safety and stability that improves lives.

Ruling year info

1974

President & CEO

Mr. Jeff Mortensen

Main address

501 East Highway 13 Suite 112

Burnsville, MN 55337 USA

Show more contact info

EIN

41-0987708

Subject area info

Domestic violence

Community improvement

Human services

Population served info

Adults

Families

Non-adult children

NTEE code info

Community, Neighborhood Development, Improvement (S20)

Human Service Organizations (P20)

Spouse Abuse, Prevention of (I71)

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?

Violence Prevention and Intervention

360 Communities supports 3,000 people a year with safe shelter, outreach, and violence prevention education.

Population(s) Served
Adults
Families

A network of two family resource centers and five healthy choice food shelves provides stability and hope for people, surrounding them with the resources they need to plan for a brighter future.

Population(s) Served
Adults
Families

360 Communities has two programs that work with children from birth to high school graduation to ensure school success. Through strong communication, home visits and a strength-based approach, we partner with parents, children, schools and child care providers to supply stabilizing and empowering resources. This allows the next generation a better opportunity at success in school and in life.

Population(s) Served
Non-adult children
Families

Where we work

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 nights of safe housing provided to families of domestic violence

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

Violence Prevention and Intervention

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Holding steady

Context Notes

In 2023, 360 Communities sheltered 303 individuals who were fleeing domestic violence at our Lewis House shelter. About half were children. The shelter is open 24/7, 365 days a year.

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.

Our main goals are: 1) ensuring school success, 2) preventing sexual and domestic violence, and 3) addressing basic needs while promoting long-term stability.

Ensuring School Success
Partners For Success staff design family learning plans with students, parents and teachers to improve academic success and coach parents on how they can support their child's education.

Child Care Aware staff works with child care providers to strengthen their programs so children are ready to learn when they start kindergarten.

Our resource center staff and volunteers conduct child education checks during intakes and refer families to school-based family support workers.

Lewis House advocates discuss school success at family intakes, parent goal-planning and weekly follow-up. They coordinate backpack donations and provide transportation to school enrollment.

Preventing Sexual and Domestic Violence
Lewis House staff provide safety planning for women and children fleeing domestic/sexual abuse.

Lewis House advocates provide safe support groups for women, teens, and children healing from domestic and sexual violence.

Partners for Success staff provide safety planning and connections to Lewis House for families.

Resource center employees discuss domestic violence concerns with clients, conduct safety planning and connect people with Lewis House when necessary.

Addressing Basic Needs and Promoting Self-Sufficiency
Food Shelf workers provide food support to families and individuals in need.

Resource center staff and volunteers provide resource referrals for employment, early childhood family education, and free tax preparation services to promote long-term stability.

Partners For Success staff provide referrals for basic needs like food and promote long-term stability.

Lewis House Shelter staff provide for basic needs with food and clothing and conduct goal-planning so women can move out of the shelters and work toward long-term stability.

Armful of Love connects low-income families with holiday gifts and meals.

1.) Two programs to ensure school success from birth through high school graduation.
2.) Sexual and domestic violence prevention and intervention.
3.) Five food shelves and two resource centers to stabilize individuals and families and promote long-term stability.

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

3.33

Average of 2.37 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990

2.5

Average of 1.4 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990

16%

Average of 18% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

360 COMMUNITIES

Revenue & expenses

Fiscal Year: Oct 01 - Sep 30

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

360 COMMUNITIES

Balance sheet

Fiscal Year: Oct 01 - Sep 30

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

360 COMMUNITIES

Financial trends analysis Glossary & formula definitions

Fiscal Year: Oct 01 - Sep 30

SOURCE: IRS Form 990 info

This snapshot of 360 COMMUNITIES’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 $327,236 $132,209 $665,905 $744,337 $136,799
As % of expenses 6.8% 2.6% 10.6% 11.4% 2.0%
Unrestricted surplus (deficit) after depreciation $252,659 $67,468 $594,668 $661,205 $50,917
As % of expenses 5.2% 1.3% 9.3% 10.0% 0.7%
Revenue composition info
Total revenue (unrestricted & restricted) $5,042,875 $5,010,820 $7,291,376 $7,313,284 $6,729,234
Total revenue, % change over prior year -2.8% -0.6% 45.5% 0.3% -8.0%
Program services revenue 0.0% 0.0% 0.0% 0.0% 0.0%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.4% 0.5% 0.3% 1.5% 0.0%
Government grants 65.0% 60.0% 50.8% 47.0% 51.6%
All other grants and contributions 34.6% 39.5% 48.9% 51.5% 48.4%
Other revenue 0.0% 0.0% 0.0% 0.0% 0.0%
Expense composition info
Total expenses before depreciation $4,828,218 $5,072,144 $6,299,786 $6,552,219 $6,909,363
Total expenses, % change over prior year -4.7% 5.1% 24.2% 4.0% 5.5%
Personnel 73.2% 69.4% 55.9% 58.6% 61.1%
Professional fees 3.3% 5.5% 5.2% 4.6% 4.8%
Occupancy 1.7% 2.2% 4.1% 6.2% 4.1%
Interest 0.1% 0.0% 0.2% 0.4% 0.0%
Pass-through 13.2% 14.5% 29.4% 24.4% 24.7%
All other expenses 8.6% 8.4% 5.1% 5.8% 5.3%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $4,902,795 $5,136,885 $6,371,023 $6,635,351 $6,995,245
One month of savings $402,352 $422,679 $524,982 $546,018 $575,780
Debt principal payment $0 $0 $16,671 $211,529 $0
Fixed asset additions $0 $72,373 $154,877 $87,127 $0
Total full costs (estimated) $5,305,147 $5,631,937 $7,067,553 $7,480,025 $7,571,025

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 1.5 0.7 1.8 2.0 2.5
Months of cash and investments 3.3 2.3 3.1 3.4 3.7
Months of estimated liquid unrestricted net assets 0.9 1.5 2.2 2.9 3.0
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $619,165 $311,441 $950,572 $1,076,900 $1,468,149
Investments $725,657 $659,222 $684,239 $779,506 $688,835
Receivables $307,282 $581,170 $425,613 $676,091 $354,292
Gross land, buildings, equipment (LBE) $1,702,910 $1,755,194 $1,875,421 $1,894,538 $1,924,081
Accumulated depreciation (as a % of LBE) 77.9% 78.1% 75.0% 75.1% 78.4%
Liabilities (as a % of assets) 31.6% 35.4% 23.7% 15.3% 22.4%
Unrestricted net assets $743,045 $810,513 $1,405,181 $2,066,386 $2,117,303
Temporarily restricted net assets $439,141 $245,608 N/A N/A N/A
Permanently restricted net assets $295,801 $295,801 N/A N/A N/A
Total restricted net assets $734,942 $541,409 $867,094 $883,822 $472,767
Total net assets $1,477,987 $1,351,922 $2,272,275 $2,950,208 $2,590,070

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
Letter of Determination is not available for this organization
Form 1023/1024 is not available for this organization

President & CEO

Mr. Jeff Mortensen

Jeff Mortensen, President & CEO, became the leader of 360 Communities in October 2016. He transitioned to this position over a period of one year, as our former CEO announced his retirement. Prior to this role, Jeff had been Chief Operating Officer since 2012, and has held other positions since he joined 360 Communities in 2006. Jeff is a strategic senior leader with over 20 years of experience in operations management and executive level positions in both for-profit and non-profit environments. He is an expert at moving organizations and groups through transformational change, and has an impressive track record for implementing innovative solutions and establishing effective organizational infrastructure. Jeff received his bachelor of science degree in Chemical Engineering from the University of Minnesota Duluth.

Number of employees

Source: IRS Form 990

360 COMMUNITIES

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Compensation
Other
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Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

360 COMMUNITIES

Highest paid employees

SOURCE: IRS Form 990

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

360 COMMUNITIES

Board of directors
as of 03/27/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Eram Cowlas

WCCO-TV

Term: 2021 -

Jeff Mortensen

360 Communities

Todd Goderstad

Ames Construction

Andy Warczak

Harris Williams & Co.

Bob Verchota

VanNorman & Associates

Loren Solfest

Dougherty, Molenda, Solfest, Hills & Bauer P.A.

Eram Cowlas

Hennepin Theatre Trust

Karin Munksgaard

Thomson Reuters

Stephanie Schmid

CaringBridge

Isabella Rojas

Hylden Advocacy & Law

Linda Garrett-Johnson

The Word Applied, Inc.

Carlito Reyes

Mars-Wrigley

Alex Stanley

Collins Aerospace

Hannah Laniado

Minneapolis-St. Paul Susan G. Komen

Laura Bel Fadel

KPMG, LLC.

Florence Wanda

Lighthouse Business & Tax Solutions

Mark Skarohlid

Collins Aerospace

Kimberly Switlick-Prose

Anthem, Inc.

Steve Rausch

Retired

Jenni Faulkner

Bolton & Menk, Inc.

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 10/30/2021

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
White/Caucasian/European
Gender identity
Male
Sexual orientation
Decline to state
Disability status
Decline to state

Race & ethnicity

No data

Gender identity

No data

Transgender Identity

No data

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 11/14/2022

GuideStar 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

Data
  • 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.
Policies and processes
  • 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.

Contractors

Fiscal year ending
There are no fundraisers recorded for this organization.