RED LODGE AREA COMMUNITY FOUNDATION
Connecting People~Building Community
RED LODGE AREA COMMUNITY FOUNDATION
EIN: 20-0192255
as of November 2023
as of November 13, 2023
Mission
Connecting people and building community by catalyzing change and sharing resources to build a strong, vibrant, resilient, inclusive community. We do this by focusing on leadership, donor services and grant making in four primary program areas: Resilient Community,Robust Arts, Culture & Environment,Connected Youth, and Thriving Nonprofits.
Ruling year
2006
Executive Director
Tracy Timmons
Main address
PO Box 1871 122 Hauser Avenue S
Red Lodge, MT 59068 USA
EIN
20-0192255
Philanthropy
Foundations
Community and economic development
Community improvement
Population served
Children and youth
Infants and toddlers
Seniors
Economically disadvantaged people
Artists and performers
NTEE code
Philanthropy / Charity / Voluntarism Promotion (General) (T50)
Community Foundations (T31)
Community Improvement, Capacity Building N.E.C. (S99)
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 Foundation is dedicated to improving the lives of people throughout Carbon County by playing a key role in identifying and solving community issues through gracious dialogue, neutral convening, delivery of services, supporting and collaborating with a variety of community stakeholders, and by always working together. We accomplish through leadership, grant making and donor services. We bring together the financial resources of individuals, families, government, and businesses to support effective nonprofits and grass root efforts in our communities.”
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Resilient Community & Responsive Leadership
Purpose Statement: Building strong connections for a supportive community where all can thrive.
Robust Arts, Culture, & Environment
Purpose Statement: To continue to catalyze the development of the Red Lodge Area as a destination center for arts, culture, and conferences.
Connected Youth
Purpose Statement: Create a community that offers concrete support and opportunity for families, youth, and children to reach their potential as contributing members of society.
Thriving Nonprofits
Purpose Statement: We assist in development of a thriving nonprofit sector by connecting organizations of all capacities to education, technology, professional services, financial assistance, and volunteers.
Where we work
Awards
Roosevelt Historic Project of the Year 2018
Carbon County Historical Society
Affiliations & memberships
Association of Fundraising Professionals - Member 2011
Council on Foundations 2011
Montana Community Foundation 2011
Montana Nonprofit Association 2011
Red Lodge Chamber of Commerce 2011
HUD Housing & Urban Development 2022
Daughters of the American Revolution 2022
Montana Main Street 2022
External reviews
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Total number of performances
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, Children and youth
Related Program
Robust Arts, Culture, & Environment
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Bringing low cost, diverse musical performances to our community is an important for a robust arts and cultural scene as well as economic development.
Number of training workshops
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Our trainings are designed for learning and networking opportunities. The demand fluctuates based on trends and needs both in national and local nonprofit sector.
Number of organizations applying for grants
This metric is no longer tracked.Totals By Year
Population(s) Served
Infants and toddlers, Children and youth, Economically disadvantaged people, At-risk youth
Type of Metric
Context - describing the issue we work on
Direction of Success
Increasing
Context Notes
We receive grant applications in all of our program areas. Our largest recipient of grants are other nonprofits and the second largest is youth service providers.
Total dollar amount of grants awarded
This metric is no longer tracked.Totals By Year
Population(s) Served
Infants and toddlers, Adolescents, Economically disadvantaged people
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Average number of dollars received per donor
This metric is no longer tracked.Totals By Year
Type of Metric
Input - describing resources we use
Direction of Success
Increasing
Context Notes
Individual Donors, Foundations and Government and earned income completes our diversified funding strategy.
Number of convenings hosted by the organization
This metric is no longer tracked.Totals By Year
Population(s) Served
At-risk youth, Working poor, Artists and performers, Retired people, Self-employed people
Related Program
Resilient Community & Responsive Leadership
Type of Metric
Context - describing the issue we work on
Direction of Success
Increasing
Context Notes
Leadership as a neutral convener is a very important aspect of our activities. We facilitate community conversations that often have opposing opinions and information.
Number of community initiatives in which the organization participates
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
We provide gap services to keep our community vibrant and resilient.
Total number of grants awarded
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, Children and youth, At-risk youth, Working poor, Low-income people
Type of Metric
Output - describing our activities and reach
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 Foundation focuses on community engagement and development in four primary focus areas:
1. Connected Youth Purpose Statement: Create a community that offers concrete support and opportunity for families, youth, and children to reach their potential as contributing members of society.
2. Resilient Community Purpose Statement: Building strong connections for a supportive community where all can thrive. Working together to strengthen the health of the community by listening and responding to needs focused on Community Mental Health, Transportation, Housing, Connection to Resources, and Age Friendly Initiatives.
3. Robust Arts & Culture Purpose Statement: Catalyze the development of the Red Lodge Area as a destination for arts, culture, and conferences.
4. Thriving Nonprofits Purpose Statement: We assist in development of a thriving nonprofit sector by connecting organizations of all capacities to education, technology, professional services, financial assistance, and volunteers.
What are the organization's key strategies for making this happen?
Connecting people and building community by identifying community needs, engaging people to gather information through diverse perspectives, create viable strategies and solutions, engage the needed resources, and implement the strategies to create the desired community assets.
What are the organization's capabilities for doing this?
All of are goals are worked on and achieved through strategic collaboration -we never go at anything alone. From the beginning, when a community member see a need, to inviting diverse stakeholders to the table for discussion, to project planning and execution we focus on how can we achieve our goals together.
In addition to our collaborative approach, we ensure we are not duplicating the efforts of existing organizations, leverage donations and income always to maximize impact, and utilize dedicated and engaged volunteers.
What have they accomplished so far and what's next?
RESILIENT COMMUNITY & RESPONSIVE LEADERSHIP
1. Created and established a workforce housing approach that includes the partnership of Helena Habitat for Humanity, Montana Land Trust, and the Foundation to build homes that remain affordable in the long term.
2. Operating the first county wide transit system to provide no cost rides for people.
3. Provide grants to Seniors with episodic needs so that they can age in their place of choice.
ROBUST ARTS, CULTURE, & ENVIRONMENT
1. Revitalizing a main street 1920's historic school building into a fully operational arts, culture, performance, conference, and education center.
CONNECTED YOUTH
1. Provide child care and early childhood supplemental grants for working class families that don't qualify for government services and can't afford the full cost of these services.
2. Connect high school youth with volunteer opportunities to connect them to their community, build their skills for the future, and connect them to meaningful opportunities.
3. Provide grants to youth who could not otherwise participate in activities of interest to them.
THRIVING NONPROFITS
1. Operate the annual Fun Run for Charities that supports over 55 charities to generate needed operational funds to meet their missions.
2. Operate the Nonprofit Shared Services Center that provides no cost meeting rooms, technical services, and use of equipment that can be shared between the charities.
Financials
Revenue vs. expenses: breakdown
Liquidity in 2021 info
3.37
Months of cash in 2021 info
4.9
Fringe rate in 2021 info
22%
Funding sources info
Assets & liabilities info
Financial data
RED LODGE AREA COMMUNITY FOUNDATION
Revenue & expensesFiscal Year: Jan 01 - Dec 31
RED LODGE AREA COMMUNITY FOUNDATION
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 RED LODGE AREA COMMUNITY FOUNDATION’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 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $204,116 | $33,443 | -$193,057 | $61,692 | $160,964 |
| As % of expenses | 17.3% | 2.7% | -14.4% | 3.8% | 7.6% |
| Unrestricted surplus (deficit) after depreciation | $204,116 | $9,495 | -$246,157 | $18,056 | $131,981 |
| As % of expenses | 17.3% | 0.7% | -17.7% | 1.1% | 6.2% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $1,369,891 | $1,282,392 | $1,246,107 | $2,032,750 | $2,068,074 |
| Total revenue, % change over prior year | 43.2% | -6.4% | -2.8% | 63.1% | 1.7% |
| Program services revenue | 5.9% | 6.8% | 1.2% | 7.5% | 4.0% |
| Membership dues | 1.1% | 0.9% | 3.0% | 1.8% | 0.0% |
| Investment income | 0.2% | 0.4% | 0.2% | 0.8% | 0.1% |
| Government grants | 12.9% | 0.8% | 14.0% | 14.7% | 3.1% |
| All other grants and contributions | 78.4% | 88.2% | 80.9% | 66.1% | 88.3% |
| Other revenue | 1.5% | 2.8% | 0.7% | 9.2% | 4.4% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $1,177,026 | $1,242,633 | $1,338,149 | $1,622,710 | $2,116,720 |
| Total expenses, % change over prior year | 54.3% | 5.6% | 7.7% | 21.3% | 30.4% |
| Personnel | 20.6% | 26.4% | 31.8% | 32.8% | 31.9% |
| Professional fees | 6.9% | 7.8% | 14.9% | 4.8% | 7.7% |
| Occupancy | 2.5% | 2.0% | 4.2% | 4.2% | 4.0% |
| Interest | 0.0% | 0.1% | 0.2% | 0.1% | 0.0% |
| Pass-through | 49.9% | 48.2% | 36.7% | 49.1% | 47.2% |
| All other expenses | 20.1% | 15.6% | 12.2% | 8.9% | 9.2% |
| Full cost components (estimated) info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $1,177,026 | $1,266,581 | $1,391,249 | $1,666,346 | $2,145,703 |
| One month of savings | $98,086 | $103,553 | $111,512 | $135,226 | $176,393 |
| Debt principal payment | $0 | $0 | $100,000 | $0 | $0 |
| Fixed asset additions | $302,891 | $273,041 | $0 | $0 | $128,544 |
| Total full costs (estimated) | $1,578,003 | $1,643,175 | $1,602,761 | $1,801,572 | $2,450,640 |
Capital structure indicators
| Liquidity info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Months of cash | 5.1 | 4.1 | 3.6 | 7.4 | 4.9 |
| Months of cash and investments | 5.1 | 4.1 | 3.6 | 7.4 | 4.9 |
| Months of estimated liquid unrestricted net assets | 10.2 | 7.3 | 3.0 | 2.8 | 2.3 |
| Balance sheet composition info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Cash | $497,267 | $427,062 | $395,909 | $1,007,214 | $865,829 |
| Investments | $85 | $85 | $0 | $0 | $0 |
| Receivables | $485,138 | $165,125 | $156,243 | $149,961 | $164,911 |
| Gross land, buildings, equipment (LBE) | $770,067 | $1,045,203 | $816,111 | $829,254 | $957,798 |
| Accumulated depreciation (as a % of LBE) | 8.6% | 10.3% | 17.3% | 21.0% | 21.2% |
| Liabilities (as a % of assets) | 3.7% | 11.4% | 1.3% | 10.6% | 13.6% |
| Unrestricted net assets | $0 | $0 | $1,012,188 | $1,030,244 | $1,162,225 |
| Temporarily restricted net assets | $0 | $0 | N/A | N/A | N/A |
| Permanently restricted net assets | $0 | $0 | N/A | N/A | N/A |
| Total restricted net assets | $0 | $0 | $575,564 | $929,447 | $788,342 |
| Total net assets | $1,701,272 | $1,697,257 | $1,587,752 | $1,959,691 | $1,950,567 |
Key data checks
| Key data checks info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Tracy Timmons
Tracy leads the Foundation through community development, including nonprofit development, healthy age friendly community, connecting youth, and robust arts & culture, through collaboration and networking. The largest project, the Old Roosevelt project, has well-developed plans of creating a $15M indoor, outdoor facility renovation for an Arts & Culture, Conference, Education, Reception Center that will deepen the community’s cultural roots while providing significant economic opportunities for arts, main street, and the community. The Foundations newest endeavor, Carbon County’s first rural transportation system, utilizes her skills to meet the needs of people in poverty and low income situations’ need for transportation to meet basic needs, such as access to important health systems, groceries, and social interaction. Tracy has focused on identifying and meeting rural Carbon County, MT needs for the past 20 years.
Number of employees
Source: IRS Form 990
RED LODGE AREA COMMUNITY FOUNDATION
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
RED LODGE AREA COMMUNITY FOUNDATION
Board of directorsas of 03/05/2023
Board of directors data
Tara Mastel
Red Lodge Area Community Foundation
Term: 2022 - 2025
Merv Coleman
Coleman Gallery & Studio
Mark Schubert
Mark Schubert, CPA
Kathleen Delahanty
Community Member
Alan Schuyler
Roberts Community Foundation
Jo Ann Eder
OP & WE Edwards Foundation
Don Redfoot
Age Friendly
Steve Hanson
Attorney
Kate Belinda
High School Science Teacher
Tara Mastel
MSU Extension
Janet Peterson
Bookkeeper
Jackie Ogg
Part Time Community Member
Chris Lorash
Banker
Board leadership practices
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
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
Equity strategies
Last updated: 03/05/2023GuideStar 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 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 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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- Contractor and/or Paid Preparer data for 2021, 2020, 2019
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