Fraternal Order of the Umbrella Inc
Fraternal Order of the Umbrella Inc
EIN: 22-3314578
as of September 2024
as of September 09, 2024
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
The Umbrella Club aims to address the problem of prohibitively expensive medical costs, whether for direct treatment, medical devices, or home remodeling, for people from infancy through age 21. This assistance is as crucial as it ever has been, if not more so, due to factors that make paying for these necessary and lifesaving medical procedures and equipment extremely difficult for many families. These factors include an increase in poverty due to the COVID-19 pandemic (with an estimated child poverty rate in Fairfield County in 2021 of 11.1%), the ever-increasing cost of medical procedures and equipment, and rapid inflation. Of the ~220,000 children living in Fairfield County per the 2020 Census, approximately 4,600 live with “fair or poor health” per the CDC. Factoring in Fairfield County’s child poverty rate of 11.1%, there are over 500 children in the County living in poor health and in poverty whose families need additional support.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Good and Welfare Program
The Umbrella Club meets monthly to evaluate and award all funding to low-to-moderate income families and children with medical and medical equipment needs who have fallen through the various governmental and societal safety nets for an array of reasons, and who lack the wherewithal to fund such needs on their own. The Club’s members respect human dignity and understand that a quiet helping hand can make all the difference to those in need. Over the past 40 years, the Club has donated over $4,000,000 to families and children who would have otherwise slipped through the net provided by assorted governmental and societal agencies that, for various reasons, were unable to provide necessary assistance.
Where we work
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of children with a disability supported to live at home
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Total dollar amount of grants awarded
This metric is no longer tracked.Totals By Year
Population(s) Served
People with physical disabilities, People with learning disabilities, People with intellectual disabilities, Chronically ill people, Children and youth
Related Program
Good and Welfare Program
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
2022 contains a major $500,000 gift, structured as a $100,000/year/5-year commitment. All funds were accounted for in 2022. Yearly dollars distributed continue to increase.
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 Umbrella Club seeks to provide a "helping hand" to the children and families in need of financial support because of their medical issues. The Club's activities are purposely low profile out of respect for the families' privacy. The Club’s members respect human dignity and understand that a quiet helping hand can make all the difference to those in need. Over the past 40 years, the Club has donated over $4,000,000 to families and children who would have otherwise slipped through the net provided by assorted governmental and societal agencies that, for various reasons, were unable to provide necessary assistance; we aim to continue this trend as medical costs become more and more prohibitive, giving vital assistance and, more importantly, hope to those who receive aid.
The Umbrella Club is seen as “a shelter in the storm” – offering kindness and financial respite that provides those suffering with a renewed sense of hope and optimism. Sometimes all people need is a helping hand to move forward in improving their lives.
What are the organization's key strategies for making this happen?
The Umbrella Club's strategies are simple and can be summarized in three steps,
The first step is to review all applications for support that come in through our website. There is a link on the Umbrella Club’s website that leads to a simple application consisting of personal information, the aid recipient’s diagnoses and medical issues, and the type of support requested. The Good and Welfare Committee meets monthly to review all applications and selects applications to move forward. Applications that do not move forward are often referred to other organizations to receive support.
The second step is to bring each Committee-recommended application to a general vote from the Club’s 50-member base. At the Club’s monthly meetings, a summary of applicants is read and the Club votes—
usually in the affirmative—if the applicant receives funding. Applicants are notified of the Club’s decision and, if they receive support, a delivery is scheduled.
The third, final step is to deliver the support. These deliveries are held in person whenever possible; all Club members are asked to attend at least one delivery every year. The support is handed off at these deliveries, whether in the form of a check or medical equipment; this also offers an opportunity for Club members to develop deeper connections with support recipients, putting a face to the name on the application and seeing firsthand what the Club’s support can do for families in need.
What are the organization's capabilities for doing this?
The Club raises over $500,000 annually, primarily from three major events: a winter outing, a spring golf tournament, and the Endless Summer beach party. Additionally, the Club raises money through member dues, sponsorships from local and regional corporations, and grant funding.
During monthly meetings, the Club always votes on the Good and Welfare Committee's suggestions and, through a portfolio containing cash and investment funds, we are able to disburse to families in a timely and appropriate manner. The Club has followed this format successfully since its inception in 1979, and is always looking for new members in the community when a spot opens.
What have they accomplished so far and what's next?
The Club continues to make progress towards helping all possible children and families. In 2022, the Club was able to make 59 distributions, totaling $335,652.19 in direct contributions and medical equipment purchases to children whose average age was nine and a half years old. The average donation size was $5,689.02.
As the Club continues to spread word of its mission while maintaining a low profile, we continue to diversify funding streams and resources, in order to raise more money and help more children and their families who do not have the means to afford necessary care.
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
1.00
Months of cash in 2022 info
0.5
Fringe rate in 2022 info
0%
Funding sources info
Assets & liabilities info
Financial data
Fraternal Order of the Umbrella Inc
Revenue & expensesFiscal Year: Jan 01 - Dec 31
Fraternal Order of the Umbrella 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 Fraternal Order of the Umbrella 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 | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | -$124,847 | $14,324 | $59,943 | $74,878 | -$558,370 |
As % of expenses | -50.0% | 4.7% | 25.8% | 18.0% | -53.9% |
Unrestricted surplus (deficit) after depreciation | -$124,847 | $14,324 | $59,943 | $74,878 | -$558,370 |
As % of expenses | -50.0% | 4.7% | 25.8% | 18.0% | -53.9% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $182,237 | $255,750 | $265,150 | $464,292 | $562,501 |
Total revenue, % change over prior year | -46.7% | 40.3% | 3.7% | 75.1% | 21.2% |
Program services revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Membership dues | 7.9% | 5.7% | 5.5% | 3.5% | 2.8% |
Investment income | 3.9% | 4.2% | 2.8% | 1.6% | 1.5% |
Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other grants and contributions | 87.2% | 87.1% | 90.3% | 89.3% | 95.2% |
Other revenue | 1.1% | 3.0% | 1.4% | 5.6% | 0.5% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $249,885 | $304,341 | $231,949 | $415,448 | $1,035,645 |
Total expenses, % change over prior year | -5.2% | 21.8% | -23.8% | 79.1% | 149.3% |
Personnel | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Professional fees | 0.0% | 0.0% | 3.2% | 1.8% | 0.7% |
Occupancy | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Pass-through | 85.5% | 82.4% | 86.4% | 83.6% | 93.8% |
All other expenses | 14.5% | 17.6% | 10.3% | 14.6% | 5.5% |
Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $249,885 | $304,341 | $231,949 | $415,448 | $1,035,645 |
One month of savings | $20,824 | $25,362 | $19,329 | $34,621 | $86,304 |
Debt principal payment | $0 | $0 | $0 | $0 | $0 |
Fixed asset additions | $0 | $0 | $0 | $0 | $0 |
Total full costs (estimated) | $270,709 | $329,703 | $251,278 | $450,069 | $1,121,949 |
Capital structure indicators
Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Months of cash | 0.6 | 0.5 | 2.1 | 1.7 | 0.5 |
Months of cash and investments | 19.9 | 18.0 | 25.2 | 16.2 | 5.4 |
Months of estimated liquid unrestricted net assets | 19.9 | 16.9 | 25.2 | 16.2 | 0.0 |
Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Cash | $11,845 | $12,999 | $39,786 | $59,728 | $43,173 |
Investments | $401,555 | $443,595 | $447,881 | $502,817 | $424,418 |
Receivables | $0 | $0 | $0 | $0 | $3,890 |
Gross land, buildings, equipment (LBE) | $0 | $0 | $0 | $0 | $0 |
Accumulated depreciation (as a % of LBE) | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Liabilities (as a % of assets) | 0.0% | 6.3% | 0.0% | 0.0% | 99.1% |
Unrestricted net assets | $413,400 | $427,724 | $487,667 | $562,545 | $4,175 |
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 | $413,400 | $427,724 | $487,667 | $562,545 | $4,175 |
Key data checks
Key data checks info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Board President
Scott Kelly
Number of employees
Source: IRS Form 990
Fraternal Order of the Umbrella Inc
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Fraternal Order of the Umbrella Inc
Board of directorsas of 08/05/2024
Board of directors data
Scott Kelly
Ameriprise Financial
Gene Fignar
EMF Law Associates
Christopher Fuller
Giovana’s Wine & Spirits
Michael G. Mezzapelle
Mezzapelle & Associates
Robert L. DelVecchio
Retured, fmr. Skaarup Ship Brokers, Inc. and ICAP Shipping USA
Thomas R. Heide
Heide & Company
Yari Usherov
Fidelity Investments
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 ? Not applicable -
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? Not applicable
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
We do not display disability information for organizations with fewer than 15 staff.
Equity strategies
Last updated: 08/05/2024GuideStar 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 review compensation data across the organization (and by staff levels) to identify disparities by race.
- 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 measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
- 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.