Gwinnett Coalition, Inc.
Advancing the health and well-being for all Gwinnettians.
Gwinnett Coalition, Inc.
EIN: 58-1925667
as of September 2024
as of September 09, 2024
Mission
The Gwinnett Coalition's mission is to lead systems change and build capacity to advance equity and community well-being, and our vision is an equitable, resilient, and healthy Gwinnett.
Ruling year
1991
President and CEO
Ms. Renee Byrd-Lewis
Main address
750 South Perry Street, Suite 312
Lawrenceville, GA 30046 USA
EIN
58-1925667
Community improvement
Health care access
Public health
Human services
Mental health care
Population served
Social and economic status
Ethnic and racial groups
Caregivers
Families
Parents
NTEE code
Community Improvement, Capacity Building N.E.C. (S99)
Leadership Development (W70)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990-N.
Tax forms
Communication
Programs and results
What we aim to solve
Gwinnett County is the 2nd largest county in Georgia and remains one of the fastest growing in the country. In 1970, Gwinnett County was a rural, affluent, primarily Caucasian community of 72,349. Today, it is a suburban community of 936,250 residents. Gwinnett, the most diverse community in the southeastern United States, is comprised of 13% Asian, 22% Hispanic, 30% Black and 35% Caucasian. Gwinnett’s foreign-born population is 26%, a majority of whom hail from the Americas and Asia, like Mexico, Korea, India, Vietnam, El Salvador and China. Researchers refer to Gwinnett County as the prototype community of the future because Gwinnett County is today what the United States will be in 2040. The Gwinnett Coalition is an organization that is evolving its structure and capacity to facilitate the impact-oriented work that needs to occur to address Gwinnett's most complex and challenging issues.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Mental and Behavioral Health
Build resilient communities within Gwinnett by creating a shared understanding of trauma and resilience, promoting trauma-informed policies and practices, and advocating for policy, system, and environmental change that strengthens the resilience of Gwinnett’s people, communities, and the organizations that serve those communities.
Health Equity
Advance health equity in Gwinnett County by increasing health literacy and awareness of and access to health and well-being resources.
Nonprofit Capacity Building
Build an effective nonprofit ecosystem and cross-sector collaboration through the launch of the Gwinnett Nonprofit Coalition, a capacity building initiative empowering nonprofits to meet the growing needs of Gwinnettians.
Where we work
Affiliations & memberships
National Council of Nonprofits Member 2024
Our results
How does this organization measure their results? It's a hard question but an important one.
Evaluation documents
Download evaluation reportsNumber of training workshops
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults
Related Program
Mental and Behavioral Health
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Resilient Gwinnett partners, who offer evidence-based prevention and intervention workshops related to adverse childhood experiences, continue their extraordinary Y/Y growth trajectory.
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 Coalition is evolving to serve as the lead community development organization for Gwinnett County. Utilizing a “collective impact” approach, the Coalition brings people and organizations together in a structured way to achieve social change. Key elements of collective impact include a common agenda, shared measurement, mutually reinforcing activities, and continuous communication. The framework prioritizes a few strategic issues, leverages subject matter experts and community partners to develop and test solutions, and scales success to effect sustainable systemic change.
Before this work can truly begin in earnest, the organization must ensure an effective operational structure, sound business and staffing model, and program alignment.
What are the organization's key strategies for making this happen?
1. Restructure and establish an appropriate nonprofit governing structure and right-sized Board of Directors to support organizational change and implement nonprofit best practices.
2. Develop a succession plan for a leadership transition.
3. Review and develop a staffing structure to support the collective impact approach including evaluating current positions, creating job descriptions and filling positions.
4. Invest in upgraded technology infrastructure and systems to support research, communications and project management.
5. Revamp branding to reflect a change in mission and organizational priorities.
6. Evaluate all programs and projects to determine their fit with the new mission; establish criteria and development recommendations for realignment, restructuring, and spinning-off existing programs.
What are the organization's capabilities for doing this?
The Gwinnett Coalition has successfully transitioned into a more traditional nonprofit with a governing Board of Directors who provide fiduciary oversight and guide strategy. As well, the President and CEO is a 27-year resident of Gwinnett County with past professional experience in both private and public sector organizations. Previous work experiences include executive roles in advancement at a 4-year public college, community relations / corporate citizenship at two Fortune 100 tech companies, and a consulting firm serving organizations seeking to increase organizational capacity. Additionally, new hires consist of experienced professionals from diverse backgrounds and sectors. This combination of talent allows the Gwinnett Coalition to transcend industry and functional boundaries while leveraging an extensive network to achieve desired outcomes.
What have they accomplished so far and what's next?
1. Disbanded a 60-member advisory board and reconstituted the Board of Directors to a 12-member governing board. Established Finance and Audit Committee and Governance Committee to provide oversight of finance and audit activities and governance and nominating of Board members, respectively.
2. In December of 2020, the founder and Executive Director of 30 years retired and a new President and CEO.
3. Developed a new staffing mode and hired experienced professionals to lead future collective impact work. Increased staff from five to eight with plans to hire five more in 2022.
4. Secured grants and invested $50,000 in technology infrastructure and systems to improve Gwinnett Coalition operations and increase nonprofit effectiveness.
5. Updated the organization's name from Gwinnett Coalition for Health and Human Services to Gwinnett Coalition and created a new logo and brand identity.
6. Transitioned two programs (GREAT Little Minds and Great Days of Service) to other organizations with similar missions, thus eliminating duplication of resources. Combined the Gwinnett Cares Helpline (an Information and Referral resource) and Gwinnett Cares Website into one as the one stop shop for community resources who "need help" and those who wish to "give help.
The Gwinnett Coalition is now leading collaborative work to improve healthcare outcomes and access in partnership with local public health, behavioral and mental health, government, hospitals, and other providers. The Gwinnett Coalition will soon engage local partners in strategies and activities that enhance and support education at all levels and ultimately builds the talent pipeline necessary for a successful community.
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
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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, We don’t have the right technology to collect and aggregate feedback efficiently, The people we serve tell us they find data collection burdensome, It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
Months of cash in 2022 info
Fringe rate in 2022 info
%
Funding sources info
Assets & liabilities info
Financial data
Gwinnett Coalition, Inc.
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 Gwinnett Coalition, Inc.’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 | $229,287 | $84,069 | $121,442 | $276,726 | $375,797 |
| As % of expenses | 37.2% | 14.6% | 18.3% | 32.4% | 45.0% |
| Unrestricted surplus (deficit) after depreciation | $228,378 | $82,933 | $120,806 | $275,382 | $374,678 |
| As % of expenses | 37.0% | 14.4% | 18.2% | 32.2% | 44.8% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $840,208 | $664,077 | $815,461 | $1,201,930 | $969,133 |
| Total revenue, % change over prior year | 14.7% | -21.0% | 22.8% | 47.4% | -19.4% |
| 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 | 9.8% | -3.0% | 15.7% | 1.8% | 1.7% |
| Government grants | 59.7% | 54.9% | 50.8% | 65.0% | 60.0% |
| All other grants and contributions | 30.5% | 48.1% | 33.6% | 33.2% | 38.5% |
| Other revenue | 0.0% | 0.0% | 0.0% | 0.0% | -0.2% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $616,527 | $575,249 | $664,592 | $853,744 | $834,704 |
| Total expenses, % change over prior year | -8.5% | -6.7% | 15.5% | 28.5% | -2.2% |
| Personnel | 60.1% | 63.2% | 59.2% | 51.3% | 62.3% |
| Professional fees | 1.3% | 1.1% | 0.0% | 5.4% | 10.4% |
| Occupancy | 1.5% | 0.0% | 0.0% | 2.0% | 2.1% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 0.0% | 0.0% | 0.0% | 20.1% | 0.0% |
| All other expenses | 37.1% | 35.7% | 40.8% | 21.2% | 25.3% |
| Full cost components (estimated) info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $617,436 | $576,385 | $665,228 | $855,088 | $835,823 |
| One month of savings | $51,377 | $47,937 | $55,383 | $71,145 | $69,559 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $0 | $5,141 | $0 | $0 | $0 |
| Total full costs (estimated) | $668,813 | $629,463 | $720,611 | $926,233 | $905,382 |
Capital structure indicators
| Liquidity info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Months of cash | 9.0 | 12.3 | 10.9 | 12.9 | 13.7 |
| Months of cash and investments | 25.9 | 29.8 | 28.1 | 27.4 | 30.7 |
| Months of estimated liquid unrestricted net assets | 26.2 | 29.8 | 28.0 | 25.7 | 31.6 |
| Balance sheet composition info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Cash | $464,921 | $592,008 | $604,168 | $919,105 | $954,870 |
| Investments | $867,106 | $836,110 | $952,077 | $1,030,876 | $1,183,390 |
| Receivables | $59,979 | $94,767 | $98,540 | $64,274 | $153,975 |
| Gross land, buildings, equipment (LBE) | $7,751 | $12,892 | $12,892 | $10,982 | $8,585 |
| Accumulated depreciation (as a % of LBE) | 86.3% | 60.7% | 65.6% | 71.9% | 71.6% |
| Liabilities (as a % of assets) | 3.1% | 5.9% | 4.3% | 0.6% | 1.0% |
| Unrestricted net assets | $1,349,346 | $1,432,279 | $1,553,085 | $1,828,467 | $2,203,145 |
| Temporarily restricted net assets | $444 | $5,203 | N/A | N/A | N/A |
| Permanently restricted net assets | $0 | $0 | N/A | N/A | N/A |
| Total restricted net assets | $444 | $5,203 | $34,630 | $175,970 | $68,848 |
| Total net assets | $1,349,790 | $1,437,482 | $1,587,715 | $2,004,437 | $2,271,993 |
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
President and CEO
Ms. Renee Byrd-Lewis
Renée Byrd-Lewis has served as President and CEO of the Gwinnett Coalition since October 2020. Past professional experience in private and public sector organizations fuels a diverse portfolio of capabilities in community development, public relations, and communications. Previous roles include Vice President of Advancement and Strategic Communications at Georgia Gwinnett College, Director of Community Relations at Cisco Systems and Scientific Atlanta, and senior consultant for nonprofits seeking to increase organizational capacity. Ms. Byrd-Lewis is adept at transcending industry and functional boundaries and leveraging an extensive network to achieve desired outcomes. She earned a master's degree from Georgia State University and dual bachelor's degrees in psychology and sociology. Currently, she serves as Past Board Chair of Leadership Gwinnett Foundation and as a Board member of the Gwinnett Chamber of Commerce and Gwinnett Medical Center Foundation.
Number of employees
Source: IRS Form 990
Gwinnett Coalition, Inc.
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Gwinnett Coalition, Inc.
Board of directorsas of 07/01/2024
Board of directors data
Suleima Salgado
SSL Independent, LLC
Term: 2023 - 2025
Suleima Salgado
SSL Independent, LLC
Jill Edwards
United Community Bank, Inc.
Tina Fleming
Gwinnett County Government
Jennifer Hibbard
View Point Health
Jessica Andrews-Wilson
Gwinnett United in Drug Education
Marqus Cole
Grace Fellowship Church
Bianca Rayner
The Fet Group
Victoria Huynh
Center for Pan Asian Community Services
Chuck Warbington
City of Lawrenceville
Asif Jessani
CCS: Marketing and Technolocy
Nikki Mouton
Gwinnett County Public Schools
Beth Quinlan
Smith and Howard
Hank Reid
LettumEat
Matt Yarbrough
Gate City Public Affairs
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 ? 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
Gender identity
No data
Transgender Identity
No data
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 07/01/2024GuideStar 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 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.
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