Microenterprise Collaborative of Inland Southern California
Your connection to small business support and resources in Inland Southern California.
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Microenterprise Collaborative of Inland Southern California
EIN: 83-3903493
as of September 2023
as of September 18, 2023
Mission
The purpose of the Microenterprise Collaborative of Inland Southern California is to create and grow sustainable small businesses and job development by supporting micro business development agencies.
Notes from the nonprofit
We serve as the portal of small business support and resources in Inland Southern California, connecting small business owners to the help and support they need to start and run successful businesses.
Ruling year
2019
Executive Director
Ms. Pamela Deans
Main address
14050 Cherry Ave Ste R PMB 1108
Fontana, CA 92337 USA
EIN
83-3903493
Job creation and workforce development
Microfinance
Community development finance
Financial counseling
Entrepreneurship
Population served
Adults
Ethnic and racial groups
Low-income people
Working poor
Self-employed people
NTEE code
Single Organization Support (B11)
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 Microenterprise Collaborative of Inland Southern California serves as the portal of small business support and resources in Inland Southern California, connecting small business owners to the help and support they need to start and run successful businesses. The dire situation for the small businesses of Inland Southern California the past two years during the COVID-19 Pandemic has required extraordinary efforts from our small business service providers, microlenders, and community partners. Our no-cost Small Business Assistance Tool helps small business owners gain access to; training, technical assistance, support services and access to capital to individuals starting and growing small businesses in the region who are low and moderate individuals and disadvantaged and underserved populations such as people of color, women, immigrants, individuals with disabilities, Spanish-speaking, LGBTQ+, and veterans.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
MicroEnterprise Collaborative of Inland Southern California
We are a diverse coalition of community leaders dedicated to improving small business development in Riverside and San Bernardino counties, including banks, Chambers of Commerce, business associations, and nonprofits as well as universities and community college business departments, business programs, services, microlenders, and city and county agencies understand the importance of successful small businesses for the economy of the region. To assist them, small business service providers and microlenders provide training, counseling, and microloans and rely on our partners to refer small business owners who need their help. The purpose of the Microenterprise Collaborative of Inland Southern California is to create and sustain business and jobs through micro-business development.
Where we work
Affiliations & memberships
SB County Workforce Development Board Economic Development Business Resource Committee 2023
External reviews
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Total dollars loaned to organizations
This metric is no longer tracked.Totals By Year
Related Program
MicroEnterprise Collaborative of Inland Southern California
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
ACCESSED CAPITAL TO START AND GROW MICRO and SMALL BUSINESSES. This amount has decreased in 2022 due to factors like low credit score, high risk and inability to secure traditional financing sources.
Number of organizations applying for loans
This metric is no longer tracked.Totals By Year
Related Program
MicroEnterprise Collaborative of Inland Southern California
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Decreasing
Context Notes
The reason for the decline in traditional financing in 2022 is unknown. However, it indicates that small businesses are picking alternative financing options, such as crowdfunding, peer-to-peer, etc
Number of those who successfully gained employment after counseling
This metric is no longer tracked.Totals By Year
Related Program
MicroEnterprise Collaborative of Inland Southern California
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
JOBS CREATED OR RETAINED. In the first quarter of 2022, business activity in the Inland Empire expanded, yet not as many accessing business training and counseling services.
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 Microenterprise Collaborative builds the entrepreneurial ecosystem by:
Maximizing the outreach and marketing of small business programs so entrepreneurs can find the resources and capital they need. Our Business Assistance Tool and our revamped website with its “How-to” Business Guides are our front-line assistance to those looking for information and capital about business ownership. Now hundreds of business owners visit our website for help every month. www.microbizinsocal.org
Building the capacity of nonprofit business development programs by acting as a funding intermediary to facilitate the flow of financial support for this critical work.
Expanding micro-business development in underserved areas. The Microenterprise Collaborative has been leading the effort to expand small business development for low and moderate-income residents and businesses in the Inland Empire.
Exploring ways to support micro-business owners becoming employers for the first time or looking to rehire. The Microenterprise Collaborative conducted research to determine what prevented business owners from expanding their businesses by hiring and supported the implementation of a pilot program operated by the IE Women’s Business Centers called “Taking the Leap: from Entrepreneur to Employer.” In 2020, the research was conducted, and preliminary findings are listed on our website: https://microbizinsocal.org/micro-businesses-create-jobs/ The results of the pilot cohort program and recommendations for future programming will be published this year.
Raising public awareness of the importance of micro-business development by hosting regional meetings of the collaborative network of small business providers, and planning and presenting with the FDIC, Federal Reserve, and OCC at the IE Community Development Forum.
We are pleased to report the results of the extraordinary efforts in 2020 of the Collaborative’s small business programs in the region include nearly 19,000 small business owners received training and counseling, 754 jobs were created, and nearly 200 businesses were launched. 1,025 business owners accessed capital for a total of $34, 240,866 in 2020.
For 2022, the Microenterprise Collaborative has committed to launching a marketing campaign to improve outreach and access to business resources and capital which includes; radio PSAs, social media ad buys, op-eds, expanded search engine optimization, and videos, all in English and Spanish.
What are the organization's key strategies for making this happen?
1.Create a set of communications tools for Small Business Programs,
Financial Institutions, Government Agencies, and Foundations that
demonstrate the value of the Collaborative in achieving the mutual goal
of supporting small business development in the region.
2.Expand the use of the Small Business Assistance Tool by securing
agreements with at least five Government Agency Partners to include the
Collaborative’s webtool on their webpages.
3.Convene the network of Small Business Programs in at least three locations
by June 30, 2022, to support collaboration and to determine the capacity
building needs of the network.
4.Based on the information gleaned during the network convenings, provide a
program that addresses the capacity building needs of the Small Business
Programs by December 31, 2022.
5.Secure foundation funding, expertise, and communication tools that help Small
Business Programs improve their marketing and outreach to small business
owners.
6.Provide at least three public education programs for Financial Institutions that
demonstrate the small business owner referral and development process.
7.Secure the staffing and funding necessary to implement the 2022 Action
Steps of the Strategic Plan.
What are the organization's capabilities for doing this?
What have they accomplished so far and what's next?
We are pleased to report the results of the extraordinary efforts in 2020 of the Collaborative’s small business programs in the region include nearly 19,000 small business owners received training and counseling, 754 jobs were created, and nearly 200 businesses were launched. 1,025 business owners accessed capital for a total of $34, 240,866 in 2020.
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 identify where we are less inclusive or equitable across demographic groups, 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 take steps to get feedback from marginalized or under-represented people, 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 demographics (e.g., race, age, gender, etc.), 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 share the feedback we received with the people we serve, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded
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What challenges does the organization face when collecting feedback?
It is difficult to get the people we serve to respond to requests for feedback, It is difficult to find the ongoing funding to support feedback collection
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
0.00
Months of cash in 2022 info
62.6
Fringe rate in 2022 info
8%
Funding sources info
Assets & liabilities info
Financial data
Microenterprise Collaborative of Inland Southern California
Revenue & expensesFiscal Year: Jan 01 - Dec 31
Microenterprise Collaborative of Inland Southern California
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.
Microenterprise Collaborative of Inland Southern California
Financial trends analysis Glossary & formula definitionsFiscal Year: Jan 01 - Dec 31
This snapshot of Microenterprise Collaborative of Inland Southern California’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 |
|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $58,120 | $326,603 | -$150,166 | $466,974 |
| As % of expenses | 34.5% | 82.7% | -63.8% | 313.3% |
| Unrestricted surplus (deficit) after depreciation | $58,120 | $326,603 | -$150,166 | $466,974 |
| As % of expenses | 34.5% | 82.7% | -63.8% | 313.3% |
| Revenue composition info | ||||
|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $226,585 | $721,665 | $85,347 | $616,040 |
| Total revenue, % change over prior year | 0.0% | 218.5% | -88.2% | 621.8% |
| Program services revenue | 0.0% | 0.0% | 0.0% | 0.0% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.0% | 0.0% | 0.1% | 0.0% |
| Government grants | 0.0% | 0.0% | 0.0% | 0.0% |
| All other grants and contributions | 100.0% | 100.0% | 99.9% | 100.0% |
| Other revenue | 0.0% | 0.0% | 0.0% | 0.0% |
| Expense composition info | ||||
|---|---|---|---|---|
| Total expenses before depreciation | $168,465 | $395,077 | $235,513 | $149,066 |
| Total expenses, % change over prior year | 0.0% | 134.5% | -40.4% | -36.7% |
| Personnel | 8.2% | 7.5% | 0.0% | 59.7% |
| Professional fees | 67.6% | 17.4% | 30.8% | 15.7% |
| Occupancy | 0.0% | 0.0% | 0.0% | 0.0% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 0.0% | 61.3% | 16.8% | 1.5% |
| All other expenses | 24.2% | 13.8% | 52.4% | 23.2% |
| Full cost components (estimated) info | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|
| Total expenses (after depreciation) | $168,465 | $395,077 | $235,513 | $149,066 |
| One month of savings | $14,039 | $32,923 | $19,626 | $12,422 |
| Debt principal payment | $0 | $0 | $0 | $0 |
| Fixed asset additions | $0 | $0 | $0 | $0 |
| Total full costs (estimated) | $182,504 | $428,000 | $255,139 | $161,488 |
Capital structure indicators
| Liquidity info | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|
| Months of cash | 9.6 | 14.0 | 15.9 | 62.6 |
| Months of cash and investments | 9.6 | 14.0 | 15.9 | 62.6 |
| Months of estimated liquid unrestricted net assets | 9.6 | 14.0 | 15.9 | 62.6 |
| Balance sheet composition info | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|
| Cash | $134,779 | $461,382 | $311,216 | $778,190 |
| Investments | $0 | $0 | $0 | $0 |
| Receivables | $0 | $0 | $0 | $0 |
| Gross land, buildings, equipment (LBE) | $0 | $0 | $0 | $0 |
| Accumulated depreciation (as a % of LBE) | 0.0% | 0.0% | 0.0% | 0.0% |
| Liabilities (as a % of assets) | 0.0% | 0.0% | 0.0% | 0.0% |
| Unrestricted net assets | $0 | $461,382 | $0 | $0 |
| Temporarily restricted net assets | N/A | N/A | N/A | N/A |
| Permanently restricted net assets | N/A | N/A | N/A | N/A |
| Total restricted net assets | $0 | $0 | $0 | $0 |
| Total net assets | $134,779 | $461,382 | $311,216 | $778,190 |
Key data checks
| Key data checks info | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|
| Material data errors | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Ms. Pamela Deans
Ms. Deans joins the Collaborative with over fourteen years’ management experience in the Job Training and Workforce Development Field. Under her recent seven-year leadership as Center Director for the Center for Employment Training (CET), the center ranked consistently among the top performing centers. She was responsible for the center operations, program development including human resources, curriculum, program offerings, enrollment, placement, and overall student success during her tenure. Pamela’s nonprofit career experience has given her the opportunity to secure renewing grants from organizations like Edison, Inland Empire United Way, and Wells Fargo, along with many other organizations which helped numerous adult students achieve vocational training and improve their employment outlook in the Inland Empire overall. She brought new programming to CET including an Apprenticeship Readiness program to CET, developed by NABTU (North American Building Trades Union), and much more.
Number of employees
Source: IRS Form 990
Microenterprise Collaborative of Inland Southern California
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Microenterprise Collaborative of Inland Southern California
Board of directorsas of 09/20/2023
Board of directors data
Ms. Michelle Skiljan
CSUSB
Term: 2021 - 2024
Clemente Mojica
Neighborhood Partnership Housing Services
Lisa Kiplinger-Kennedy
Barstow College
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
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 09/20/2023GuideStar 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 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.
- We use a vetting process to identify vendors and partners that share our commitment to race equity.
- 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.
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