National Interscholastic Cycling Association (NICA)
EIN: 13-4234305
Mission
NICA's mission is to build strong minds, bodies, character, and communities through cycling. We seek to reinvent youth sports by modeling inclusive and equitable programming that provides space for all middle and high school youth to join and that is designed to cultivate cyclists for life. Unlike almost all other youth sports, we have no tryouts, and no one sits on the bench. Everyone rides! Many coaches are parents. Families participate together. A supportive and healthy community is fostered through every NICA experience.
Ruling year
2014
President
Amanda Carey
Main address
21 Orinda Way Suite C-368
Orinda, CA 94563 USA
EIN
13-4234305
Cycling
Youth development
Population served
Children and youth
Adolescents
Adults
Women and girls
Students
NTEE code
Amateur Sports Clubs, Leagues, N.E.C. (N60)
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
Affiliations
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
Across the United States we face growing concerns about the health and well-being of our youth. The internet, videogames, and a screen-based lifestyle are creating the first generation of kids that will be less healthy than their parents. NICA is offering an alternative to traditional sports programs where there is an opportunity for every student to participate on a team, and benefit from this participation, as well as have their contribution valued.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
NICA Coach Education
NICA’s comprehensive coach education program provides new and existing volunteer coaches with the high-quality training and resources they need to be confident, competent, and empowered leaders on their youth mountain bike teams. NICA coaches not only create amazing experiences for student-athletes, they create a foundation for building healthy mountain bike communities. NICA coaches change lives! Coach education is essential to the mission of NICA because we believe that we can change youth sports by developing great coaches.
NICA Racing & Team Practice
Team practice is the foundation of NICA programming and interscholastic racing is one of NICA’s core activities. NICA's inclusive racing format offers participants the opportunity to experience and learn discipline, success, failure, and graceful defeat. Racing in the team environment helps student-athletes learn empathy, humility, flexibility, and resiliency. NICA student-athletes learn that it takes a village to build a successful racer, as well as to put on a race. While every league has a different approach to races, NICA staff and trainers work with leagues to ensure consistency and safety across all leagues.
NICA GRiT - Girls Riding Together
NICA’s vision is that every youth is empowered to be part of a thriving and engaged cycling community. NICA’s GRiT initiative exists to give girls and women equitable access to the transformative power of mountain biking. Through GRiT, we create the safe spaces and opportunities necessary for women and girls to engage, build confidence, belong, and thrive as riders and humans.
NICA Teen Trail Corps
Mountain biking as a community has often felt a responsibility towards the trail systems we use, and Teen Trail Corps is the NICA program to introduce our student-athletes to that culture of service. As leagues across NICA experience growth, NICA teams become highly visible users of the trail systems. Through Teen Trail Corps, NICA teams have an opportunity to showcase their commitment to the trails and develop a good reputation within the local trail community. Beyond developing community relationships, Teen Trail Corps also opens up land steward relationships and provides a pathway for leagues to work with land managers in developing new locations for team practices and potential event venues.
NICA Adventure
NICA programming has always included adventure since our inception. We are built on a culture of passion for mountain biking and character development. NICA Adventure supports leagues and NICA Coaches in applying the principles of adventure and experiential education. It is a crucial component in providing resources to meet the social and emotional needs of all the student-athletes in our leagues. Adventure helps our student-athletes build relationships and interpersonal skills that will serve them beyond their time with NICA.
Where we work
External reviews
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of participants engaged in programs
This metric is no longer tracked.Totals By Year
Population(s) Served
Adolescents
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
As new leagues join NICA from different states, the number of participants increase. In 2022, we welcomed new leagues to NICA while some leagues left NICA to pursue different missions.
Number of female participants engaged in programs
This metric is no longer tracked.Totals By Year
Population(s) Served
Adolescents
Related Program
NICA GRiT - Girls Riding Together
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
This metric represents the number of middle and high school girls who are registered with NICA.
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?
The experiences that a young person can enjoy through NICA programs will help shape them as adults, providing youth opportunities to learn foundational life lessons through sport. We teach strong body, mind and character through racing, team practice, riding, adventure, and NICA Camp programs, as well as inclusivity and equity through Girls Riding Together (GRiT). We teach a respect for others as well as the outdoors and stewardship for the environment through our Teen Trail Corp (TTC) program. NICA League Leadership and Development provides league leadership the ongoing support needed to set up and run a successful NICA league. Also, the Coach Licensing program equips NICA coaches to provide our quality programs to a national standard. And finally, all of our programs teach and build community.
What are the organization's key strategies for making this happen?
In order for NICA to maintain the strength of its existing programs as well as meet the demand imposed by exponential growth and robust programming, the following priority investment areas have been identified:
1) Deliver and maintain measurable and meaningful value to all NICA leagues by creating, maintaining and/or strengthening NICA league support services, communications, operations, programming, branding and league co-branding.
2) Development/Fundraising: Diversify revenue streams (sponsorships, fundraising, earned revenue)
3) Branding and Marketing: Enhance and implement our robust and comprehensive marketing and branding strategy. Strengthen our brand alignment and our ability to communicate across our entire organization through the use of technology solutions that facilitate marketing and fundraising efforts. Enhance value to all constituents, and build community through aligned communication.
4) Ensure that NICA is a culturally relevant, diverse and inclusive organization, free of barriers, where everyone is equally valued. We will accomplish this through the development and implementation of a comprehensive DEI strategy.
What are the organization's capabilities for doing this?
NICA has prepared a 3-5 year strategic plan that identifies priority investment areas which were recently refreshed in 2020. For each priority investment area resources were identified based on the needs to support the area in order to implement and achieve the strategic goals over the next three to five years. A simple forecast financial plan was prepared to support our core baseline ongoing activities, with the addition of the forecasted growth in each new priority investment area. Further, resources were determined and prioritized within each area and projected benchmark by year.
What have they accomplished so far and what's next?
Since the 2018 approval of the strategic plan by NICA's Board of Directors, the Priority Investment Areas listed in the strategic plan were updated in 2020 to further align with NICA's goals. Also in 2020, with the support of an external marketing consultant, NICA developed a marketing and communications plan to implement a rebranding project to improve organizational consistency. In 2020 NICA also partnered with Risha Grant, an internationally renowned diversity, inclusion and bias expert, to survey Diversity Equity and Inclusion within the NICA community. Moving forward the goal is to identify, within NICA leagues, activities specific to the recruitment of BIPOC student-athletes and coaches with the purpose to develop a comprehensive organizational DEI strategy. Finally, in 2021, in order to support licensed coaches in continuing to deliver quality NICA programs across the nation, NICA rolled out new and improved coach licensing training modules.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
-
Who are the people you serve with your mission?
We serve middle and high school students in the US.
-
How is your organization collecting feedback from the people you serve?
Electronic surveys (by email, tablet, etc.),
-
How is your organization using feedback from the people you serve?
To identify bright spots and enhance positive service experiences, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals,
-
With whom is the organization sharing feedback?
The people we serve, Our staff,
-
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 act on the feedback we receive,
-
What challenges does the organization face when collecting feedback?
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2020 info
4.80
Months of cash in 2020 info
20.1
Fringe rate in 2020 info
15%
Funding sources info
Assets & liabilities info
National Interscholastic Cycling Association (NICA)
Revenue & expensesFiscal Year: Jul 01 - Dec 31
SOURCE: IRS Form 990
National Interscholastic Cycling Association (NICA)
Balance sheetFiscal Year: Jul 01 - Dec 31
SOURCE: IRS Form 990
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.
National Interscholastic Cycling Association (NICA)
Financial trends analysis Glossary & formula definitionsFiscal Year: Jul 01 - Jun 30
SOURCE: IRS Form 990
This snapshot of National Interscholastic Cycling Association (NICA)’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.
Created in partnership with
Business model indicators
| Profitability info | 2016 | 2017 | 2018 | 2019 | 2020 * |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $251,944 | $583,589 | $406,238 | $1,000,338 | $275,586 |
| As % of expenses | 7.0% | 16.1% | 9.8% | 19.3% | 4.7% |
| Unrestricted surplus (deficit) after depreciation | $208,771 | $542,156 | $359,040 | $954,318 | $213,188 |
| As % of expenses | 5.7% | 14.8% | 8.6% | 18.3% | 3.6% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $4,059,005 | $3,988,885 | $4,656,681 | $6,268,978 | $6,206,034 |
| Total revenue, % change over prior year | 31.1% | -1.7% | 16.7% | 34.6% | -1.0% |
| Program services revenue | 61.7% | 54.1% | 57.0% | 56.4% | 52.0% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other grants and contributions | 38.7% | 44.9% | 41.3% | 42.1% | 46.9% |
| Other revenue | -0.5% | 1.0% | 1.7% | 1.5% | 1.1% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $3,597,697 | $3,627,608 | $4,144,641 | $5,181,206 | $5,908,150 |
| Total expenses, % change over prior year | 20.4% | 0.8% | 14.3% | 25.0% | 14.0% |
| Personnel | 37.9% | 40.6% | 43.3% | 43.7% | 51.8% |
| Professional fees | 6.1% | 6.8% | 4.7% | 6.2% | 5.7% |
| Occupancy | 1.6% | 1.6% | 1.4% | 1.4% | 1.5% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 8.6% | 1.8% | 2.1% | 2.6% | 1.9% |
| All other expenses | 45.8% | 49.2% | 48.4% | 46.1% | 39.1% |
| Full cost components (estimated) info | 2016 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $3,640,870 | $3,669,041 | $4,191,839 | $5,227,226 | $5,970,548 |
| One month of savings | $299,808 | $302,301 | $345,387 | $431,767 | $492,346 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $0 | $46,123 | $0 | $65,443 | $122,122 |
| Total full costs (estimated) | $3,940,678 | $4,017,465 | $4,537,226 | $5,724,436 | $6,585,016 |
Capital structure indicators
| Liquidity info | 2016 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Months of cash | 4.0 | 5.8 | 6.5 | 8.0 | 8.6 |
| Months of cash and investments | 4.0 | 5.8 | 6.5 | 8.0 | 8.6 |
| Months of estimated liquid unrestricted net assets | 4.5 | 6.2 | 6.5 | 7.4 | 6.8 |
| Balance sheet composition info | 2016 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Cash | $1,194,351 | $1,741,223 | $2,262,276 | $3,463,935 | $4,218,110 |
| Investments | $0 | $0 | $0 | $0 | $0 |
| Receivables | $365,784 | $152,055 | $175,765 | $101,898 | $233,546 |
| Gross land, buildings, equipment (LBE) | $414,261 | $460,246 | $448,882 | $500,861 | $617,265 |
| Accumulated depreciation (as a % of LBE) | 68.8% | 70.9% | 70.7% | 69.9% | 65.9% |
| Liabilities (as a % of assets) | 2.6% | 2.7% | 4.8% | 7.3% | 21.3% |
| Unrestricted net assets | $1,471,617 | $2,013,773 | $2,372,813 | $3,327,131 | $3,540,319 |
| Temporarily restricted net assets | $268,500 | $46,188 | $151,990 | $239,424 | N/A |
| Permanently restricted net assets | $0 | $0 | $0 | $0 | N/A |
| Total restricted net assets | $268,500 | $46,188 | $151,990 | $239,424 | $261,722 |
| Total net assets | $1,740,117 | $2,059,961 | $2,524,803 | $3,566,555 | $3,802,041 |
Key data checks
| Key data checks info | 2016 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
President
Amanda Carey
Amanda has been involved with NICA since 2015 when she started her local Teton Valley Composite Team as part of the Idaho League. In 2017 Amanda joined the NICA National Team bringing with her a deep passion and commitment to making mountain biking accessible to riders of all ages and abilities.
Amanda has a B.A. in Political Science from Colorado College and a M.S. in Sports Psychology from Capella University. Prior to her time at NICA, Amanda held multiple positions in nonprofit organizations including development director and executive director with different cycling and trail advocacy organizations. Amanda also brings with her many years as a professional mountain bike and cyclocross racer.
As President, Amanda reports to the Board of Directors and serves as chief executive of NICA. In partnership with the Board, Amanda is responsible for the overall success of the organization.
Number of employees
Source: IRS Form 990
National Interscholastic Cycling Association (NICA)
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
National Interscholastic Cycling Association (NICA)
Highest paid employeesSOURCE: IRS Form 990
Compensation data
National Interscholastic Cycling Association (NICA)
Board of directorsas of 03/07/2023
Board of directors data
Robert Burns
Trek Bicycle Corporation
Term: 2022 -
Robert Saffell
Wolters Kluwer
Kimo Seymour
Life Time Events and Media
Lisa Sher
Fluxx Collective
Eric Russell
Clif Bar and Company
Timothy P. Rogers
Continental Automotive, Inc and Continental Tire the Americas LLC
Dr. Francine C. Luce
Jersey City Board of Education
Scott Chapin
Marsh & McLennan’s Bicycle Industry Vertical
Kristen Dieffenbach
West Virginia University
Vanessa Hauswald
NorCal NICA League
Lindsey Kriete
Lutheran Home & Harwood Place
Mike Kuhn
Pennsylvania Interscholastic Cycling League
Imelda March
Digital Designer and UX Strategist
Jerry Pomije
Q Enterprises, Quality Bicycle Products, Inc.
Austin McInerny
NICA
Robert Burns
Trek Bicycle Corporation
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
Sexual orientation
No data
Disability
No data
GuideStar Pro Reports
Report successfully added to your cart!
Want more data?
A GuideStar Pro report containing the following information is available for this organization:
- Email contact information
- Financial trends metrics for five most recent years 2020, 2020, 2019, 2018, 2017*
- Financial statements for 2021
- Officer and/or Employee data for 2020, 2020, 2019, 2018, 2017
- Contractor and/or Paid Preparer data for 2020, 2020, 2019
- Board of Directors data for 2023
- *with the ability to download the data for 2020, 2020, 2019, 2018, 2017
Download it now for $125.
Need the ability to download nonprofit data and more advanced search options?Consider a Pro Search subscription.