The Golden Heart Fund
Lifting those who once lifted our city
Learn how to support this organization
The Golden Heart Fund
EIN: 81-4595320
as of September 2024
as of September 09, 2024
Mission
“Our mission is to create a Meaningful, Trusted Network of Healthy, Happy, and Purpose-driven alumni who are inspired to Give back to each other and the Community.” We’ve created a player-led community where former 49ers support one another in navigating the challenges that come with life after the NFL. Our peer-to-peer model empowers alumni to rediscover purpose through service, while recipients of support get the best personalized care from peers who understand their circumstances.
Ruling year
2017
Executive Director
Killjan Anderson
Main address
4949 Marie P Debartolo Way
Santa Clara, CA 95054 USA
EIN
81-4595320
Leadership development
Health care access
Financial services
Basic and emergency aid
Education
Population served
Widows and widowers
Families
Caregivers
Adults
Economically disadvantaged people
NTEE code
Public Foundations (T30)
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
To raise funds to provide relief to disadvantaged and distressed former football players and their families nationwide, including but not limited to the support and funding for mental and physical health, disaster recovery, or other personal financial hardship. Our mission is to create a meaningful, trusted network of healthy, happy, and purpose-driven alumni who are inspired to give back to each other and the community.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
The Golden Heart Fund
Our mission is to create a meaningful, trusted network of healthy, happy, and purpose-driven alumni who are inspired to give back to each other and the community.
We’ve created a player-led community where former 49ers support one another in navigating the challenges that come with life after the NFL. Our peer-to-peer model empowers alumni to rediscover purpose through service, while recipients of support get the best personalized care from peers who understand their circumstances.
Where we work
Our results
How does this organization measure their results? It's a hard question but an important one.
Average grant amount
This metric is no longer tracked.Totals By Year
Related Program
The Golden Heart Fund
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Total number of grants awarded
This metric is no longer tracked.Totals By Year
Related Program
The Golden Heart Fund
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
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?
Be the lighthouse for alumni in distress; activate the alumni network and invest in local resources to identify, problem solve, and provide aid to 100% of alumni in distress.
Empower alumni with trusted care managers who can help navigate NFL benefits and public/private resources to provide a single, enduring point of contact for all alumni needs.
Inspire our alumni to give back; create a robust alumni network that reinvests in each other and in the community.
What are the organization's key strategies for making this happen?
Horizon 1 - Build lean team and learn
The Golden Heart Fund hygiene
*Understand our 49er alumni and their needs
*Build TGHF identity, vision and budget
*Identify “swim lanes” for where TGHF can most effectively support
*Build core team and expand awareness of TGHF
*Design and launch pilots focused on helping players access benefits and find purpose and meaning after football
Horizon 2 - Scale reach and service
Sustainable operations and high impact wins
*Professionalize fundraising and communications
*Build active and engaged alumni and stakeholder network (to local companies)
*Expand TGHF team to fully launch targeted services that fill critical needs (e.g., benefits concierge service, case management)
What are the organization's capabilities for doing this?
Compassionate Support Network: We have a dedicated team of professionals trained to be the lighthouse for alumni in distress. They provide emotional support, guidance, and resources to alumni facing challenges, ensuring no one is left behind.
Local Resource Mobilization: We have established strong local connections and partnerships to identify and address alumni in distress. These relationships enable us to quickly respond to emerging needs within our community.
Trusted Care Managers: Our organization employs experienced care managers who serve as the central point of contact for alumni. They are well-versed in NFL benefits and have extensive knowledge of public and private resources, ensuring alumni receive comprehensive assistance.
Engagement Strategies: We employ innovative engagement strategies to inspire alumni to give back. By fostering a sense of community and shared purpose, we create a robust alumni network that actively reinvests in each other and the wider community.
Data and Technology: We leverage data and technology to streamline our operations and enhance the efficiency of our support services. This allows us to reach and aid a larger percentage of alumni in distress.
Strategic Partnerships: Our organization collaborates with other nonprofits, public agencies, and private sector partners to expand our reach and resources, furthering our mission to support alumni in need.
Continuous Improvement: We are committed to ongoing evaluation and improvement of our capabilities and programs. This ensures that we remain responsive to evolving alumni needs and can adapt our services accordingly.
What have they accomplished so far and what's next?
In our journey toward fulfilling our mission, we have made significant progress in Horizon 1, which includes the following key milestones:
Understanding Our 49er Alumni: We've conducted in-depth research and engagement with our alumni, gaining valuable insights into their needs and challenges.
Building TGHF Identity, Vision, and Budget: We have defined a clear identity for The Golden Heart Fund (TGHF) and established a visionary framework along with a sustainable budget to guide our initiatives.
Identifying "Swim Lanes": Through strategic analysis, we've identified specific areas where TGHF can have the greatest impact, ensuring efficient resource allocation.
Building a Core Team: We've assembled a lean and dedicated core team equipped with the skills and passion to drive our mission forward.
Expanding Awareness: Efforts to increase awareness of TGHF have yielded positive results, garnering support and engagement from a growing community.
Designing and Launching Pilots: We have initiated pilot programs aimed at helping former players access benefits and discover purpose beyond football. These programs are a testament to our commitment to our alumni's well-being.
Looking ahead, our focus remains on Horizon 1 as we continue to refine our processes, engage with alumni, and gather feedback from our pilot initiatives. The next steps involve scaling and refining our successful pilot programs, leveraging our strengthened core team, and expanding our impact within the 49er alumni community. Our ultimate goal is to provide unwavering support to our alumni and empower them to lead fulfilling lives beyond their football careers.
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 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 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 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 tell the people who gave us feedback how we acted on their feedback
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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, Staff find it hard to prioritize feedback collection and review due to lack of time
Financials
Revenue vs. expenses: breakdown
Liquidity in 2023 info
35.26
Months of cash in 2023 info
4.9
Fringe rate in 2023 info
12%
Funding sources info
Assets & liabilities info
Financial data
The Golden Heart Fund
Balance sheetFiscal Year: Apr 01 - Mar 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: Apr 01 - Mar 31
This snapshot of The Golden Heart Fund’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 | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $767,270 | $174,031 | $424,478 | $57,296 | -$970,671 |
| As % of expenses | 410.7% | 81.7% | 120.7% | 18.0% | -97.8% |
| Unrestricted surplus (deficit) after depreciation | $767,070 | $173,431 | $423,303 | $57,296 | -$970,671 |
| As % of expenses | 410.1% | 81.1% | 120.0% | 18.0% | -97.8% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $954,111 | $546,453 | $200,757 | $464,761 | $256,875 |
| Total revenue, % change over prior year | -17.2% | -42.7% | -63.3% | 131.5% | -44.7% |
| 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 | 0.7% | 8.0% | 22.4% | 11.9% | 13.8% |
| Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other grants and contributions | 99.3% | 92.5% | 44.1% | 82.1% | 81.5% |
| Other revenue | 0.0% | -0.6% | 33.4% | 6.1% | 4.7% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $186,832 | $213,133 | $351,600 | $317,609 | $992,355 |
| Total expenses, % change over prior year | -31.6% | 14.1% | 65.0% | -9.7% | 212.4% |
| Personnel | 14.4% | 35.6% | 54.6% | 40.0% | 49.3% |
| Professional fees | 46.3% | 28.0% | 23.8% | 37.9% | 26.1% |
| Occupancy | 0.0% | 0.0% | 0.0% | 0.3% | 0.5% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 37.9% | 32.0% | 13.6% | 9.6% | 10.5% |
| All other expenses | 1.4% | 4.4% | 8.1% | 12.1% | 13.7% |
| Full cost components (estimated) info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $187,032 | $213,733 | $352,775 | $317,609 | $992,355 |
| One month of savings | $15,569 | $17,761 | $29,300 | $26,467 | $82,696 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $1,802 | $0 | $1,563 | $0 | $0 |
| Total full costs (estimated) | $204,403 | $231,494 | $383,638 | $344,076 | $1,075,051 |
Capital structure indicators
| Liquidity info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Months of cash | 105.8 | 34.2 | 15.1 | 4.9 | 4.9 |
| Months of cash and investments | 105.8 | 102.3 | 76.8 | 86.8 | 16.5 |
| Months of estimated liquid unrestricted net assets | 105.8 | 102.5 | 76.6 | 87.0 | 16.1 |
| Balance sheet composition info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Cash | $1,647,846 | $608,074 | $441,879 | $129,679 | $401,235 |
| Investments | $0 | $1,209,119 | $1,808,076 | $2,168,966 | $965,779 |
| Receivables | $0 | $0 | $0 | $0 | $0 |
| Gross land, buildings, equipment (LBE) | $1,802 | $1,802 | $2,565 | $0 | $0 |
| Accumulated depreciation (as a % of LBE) | 11.1% | 44.5% | 45.8% | 0.0% | 0.0% |
| Liabilities (as a % of assets) | 0.2% | 0.1% | 0.3% | 0.1% | 2.8% |
| Unrestricted net assets | $1,648,574 | $1,822,005 | $2,245,308 | $2,302,604 | $1,331,933 |
| 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 | $1,648,574 | $1,822,005 | $2,245,308 | $2,302,604 | $1,331,933 |
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
Executive Director
Killjan Anderson
Number of employees
Source: IRS Form 990
The Golden Heart Fund
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
The Golden Heart Fund
Board of directorsas of 10/24/2023
Board of directors data
Ron Ferrari
Harris Barton
Brent Jones
Ronnie Lott
Al Guido
San Francisco 49ers
Valerie Panou
Dwaine Board
Junior Bryant
Scott Blackburn
McKinsey
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: 08/29/2023GuideStar 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 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 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 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
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- Contractor and/or Paid Preparer data for 2023, 2022, 2021
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