The Community Impact Fund
Financial Wellbeing for All
The Community Impact Fund
EIN: 82-4577516
Mission
To help organizations meet the needs of people in their community by providing education and technology to create sustainable and scalable community impact.
Ruling year
2018
Executive Director
Mike Scheid
Main address
9250 E. Costilla Ave ste 110
Greenwood Village, CO 80112 USA
EIN
82-4577516
Community improvement
Economic development
Financial services
Population served
Social and economic status
Work status and occupations
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
ALICE, an acronym for Asset Limited, Income Constrained, Employed, is a new way of defining and understanding the struggles of households that earn above the Federal Poverty Level, but not enough to afford a bare-bones household budget. These short-term decisions have long-term consequences not only for ALICE families, but for all of us. 42% of American Households Are Falling Behind Financially Every Month! For far too many families, the cost of living outpaces what they earn. These households struggle to manage even their most basic needs – housing, food, transportation, child care, health care, and necessary technology. When funds run short, cash-strapped households are forced to make impossible choices, such as deciding between quality child care or paying the rent, filling a or fixing the car.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Impact Loans
An Impact Loan is an interest-free loan, with a flexible payback plan that helps you build emergency savings.
You can use this loan to bridge your cash flow and pay emergency expenses without accruing extra fees or high-interest debt and as you pay it back you automatically start building emergency savings!
Where we work
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of organizational partners
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of participants engaged in programs
This metric is no longer tracked.Totals By Year
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
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?
Once you see a problem like financial scarcity, you can’t “un-see” it. It is everywhere you look, and unless we stand up with a bold mission to fight back, it is never going to get solved.
We believe employers are the key to sustainable and scalable community impact.
Our “WHY” is to help organizations and individuals meet the needs of people in their community.
Our “Mission” is to help organizations meet the financial needs of people in their community by providing the education and technology to create sustainable and scalable community impact.
What are the organization's key strategies for making this happen?
We believe in trust-based philanthropy and appreciate the value of both grants and loans. However, we observe that significant behavior change often occurs when individuals participate in a hand-up program, where they can repay a loan and pay it forward, rather than receiving a one-way grant. Dignity also comes with anonymity. By partnering with CIF, we manage the program on our partner’s behalf, ensuring that the names of loan recipients remain anonymous to their employers.
We recognize the pivotal role that employers and foundations play in serving this demographic. However, these organizations often face the challenge of making a significant impact with limited funds. The Impact Loan model addresses this challenge effectively. Unlike annual grant programs, which are one-time transactions serving individual recipients, loans are repaid and can be reused to provide new loans to additional individuals. This model effectively doubles or triples the impact year after year despite leveraging a single financial investment to establish the program. This approach not only maximizes funding allocation but also empowers organizations to innovate in their charitable strategies.
The Impact Loan model is designed to be scaled. The repayment of loans allows additional individuals to benefit from Impact Loans, beyond just the employees of the partnering organization. This approach extends to employees of key community partners as well. The model allows the founding partner to offer Impact Loans to these employees, alongside annual grants or sponsorships. Thus relationships are deepened and missions are strengthened by focusing on the individuals who drive the mission forward each day. This effort has a secondary yet profound effect on the culture of both organizations, increasing employee engagement, recruitment, and retention.
What are the organization's capabilities for doing this?
What have they accomplished so far and what's next?
Financials
Revenue vs. expenses: breakdown
Liquidity in 2022 info
383.52
Months of cash in 2022 info
19.6
Fringe rate in 2022 info
9%
Funding sources info
Assets & liabilities info
Financial data
The Community Impact Fund
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 The Community Impact 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 | 2020 | 2021 | 2022 |
|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $226,671 | $472,292 | $870,899 |
| As % of expenses | 61.9% | 70.7% | 141.6% |
| Unrestricted surplus (deficit) after depreciation | $226,671 | $472,292 | $870,899 |
| As % of expenses | 61.9% | 70.7% | 141.6% |
| Revenue composition info | |||
|---|---|---|---|
| Total revenue (unrestricted & restricted) | $593,046 | $1,140,173 | $1,485,930 |
| Total revenue, % change over prior year | 0.0% | 92.3% | 30.3% |
| Program services revenue | 6.0% | 3.2% | 9.1% |
| Membership dues | 0.0% | 0.0% | 0.0% |
| Investment income | 0.0% | 0.0% | 0.0% |
| Government grants | 0.0% | 0.0% | 0.0% |
| All other grants and contributions | 94.0% | 96.8% | 90.9% |
| Other revenue | 0.0% | 0.0% | 0.0% |
| Expense composition info | |||
|---|---|---|---|
| Total expenses before depreciation | $366,375 | $667,881 | $615,031 |
| Total expenses, % change over prior year | 0.0% | 82.3% | -7.9% |
| Personnel | 0.0% | 36.4% | 53.4% |
| Professional fees | 6.9% | 3.2% | 5.3% |
| Occupancy | 0.0% | 0.0% | 0.0% |
| Interest | 0.0% | 0.0% | 0.0% |
| Pass-through | 81.3% | 40.0% | 6.8% |
| All other expenses | 11.7% | 20.4% | 34.5% |
| Full cost components (estimated) info | 2020 | 2021 | 2022 |
|---|---|---|---|
| Total expenses (after depreciation) | $366,375 | $667,881 | $615,031 |
| One month of savings | $30,531 | $55,657 | $51,253 |
| Debt principal payment | $0 | $0 | $0 |
| Fixed asset additions | $0 | $0 | $0 |
| Total full costs (estimated) | $396,906 | $723,538 | $666,284 |
Capital structure indicators
| Liquidity info | 2020 | 2021 | 2022 |
|---|---|---|---|
| Months of cash | 7.9 | 10.8 | 19.6 |
| Months of cash and investments | 7.9 | 10.8 | 19.6 |
| Months of estimated liquid unrestricted net assets | 10.8 | 14.4 | 32.6 |
| Balance sheet composition info | 2020 | 2021 | 2022 |
|---|---|---|---|
| Cash | $242,563 | $601,863 | $1,006,360 |
| Investments | $0 | $0 | $0 |
| Receivables | $0 | $113,858 | $582,018 |
| Gross land, buildings, equipment (LBE) | $0 | $0 | $0 |
| Accumulated depreciation (as a % of LBE) | 0.0% | 0.0% | 0.0% |
| Liabilities (as a % of assets) | 0.0% | 0.1% | 0.2% |
| Unrestricted net assets | $0 | $0 | $0 |
| Temporarily restricted net assets | N/A | N/A | N/A |
| Permanently restricted net assets | N/A | N/A | N/A |
| Total restricted net assets | $0 | $0 | $0 |
| Total net assets | $328,889 | $801,181 | $1,672,080 |
Key data checks
| Key data checks info | 2020 | 2021 | 2022 |
|---|---|---|---|
| Material data errors | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Mike Scheid
Mike is a passionate leader focused on “doing good by doing well” in business. Before joining CIF in January of 2021, he owned Share Good Foods, which was successfully sold, and led the development of SGF, a Do Good Things social enterprise. He also worked to drive impact and growth through his leadership at Swoovy®, a platform fueling volunteerism, social connections, and a wraparound support system for nonprofits.
Number of employees
Source: IRS Form 990
The Community Impact Fund
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
The Community Impact Fund
Board of directorsas of 09/04/2024
Board of directors data
Matt King
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 ? 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? 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? 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
Gender identity
Transgender Identity
Sexual orientation
No data
Disability
No data
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