Vital Communities
Vital Communities
EIN: 03-0355283
as of September 2024
as of September 09, 2024
Mission
Vital Communities engages Upper Valley people, organizations, and communities to create equitable solutions to our region’s challenges. To fulfill this mission, we will: • Identify, include, engage, and connect diverse groups in our community so that our goals and approach are informed by people of all ages, genders, races, cultures, faiths, abilities, educational backgrounds, professions, documentation status, income levels, sexual orientations, and geographic locations throughout the Upper Valley; • Recognize and challenge systemic racism and all forms of discrimination in our organization and community; • Incorporate justice, equity, diversity, and inclusion in all our efforts.
Ruling year
1998
Executive Director
Sarah Jackson
Main address
195 North Main Street
White River Junction, VT 05001 USA
EIN
03-0355283
Community and economic development
Civic participation
Agriculture
Community food systems
Sustainable agriculture
Population served
Adults
Children and youth
Economically disadvantaged people
Activists
Farmers
NTEE code
Community Improvement, Capacity Building N.E.C. (S99)
Citizen Participation (W24)
Agricultural Programs (K20)
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
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Climate
We support Upper Valley communities to collaboratively manage the effects of climate change through proactive adjustments in ecological, social, and economic systems by:
● Convening the Upper Valley Adaptation Workgroup focused on local climate resilience
● Hosting Upper Valley Adaptation Forums on community-based climate change solutions
● Training local Climate Change Leadership Academy (2CLA) leaders
● Supporting the VT/NH Energy Education Program's Youth Climate Leadership Academy
Early Childhood Education/Childcare
We support Upper Valley community partners to increase the affordability and availability of high-quality childcare by:
● Convening the Early Care & Education (ECE) Initiative, which brings together employers, employees, ECE
providers, parents, philanthropists, and advocates in workgroups to address (1) Facilities and Program Models,
(2) Workforce Recruitment and Retention, and (3) Advocacy at the state and local levels
Economy
We support Upper Valley communities in developing a resilient, self-reliant, and environmentally
sustainable regional economy that serves all by:
● Hosting The Local Crowd Upper Valley, a community-based crowdfunding platform for local entrepreneurs
● Supporting the Local First business network with online listings and seasonal campaigns
● Hosting meetings of the Upper Valley Economy Network
● Convening the Economy Advisory Committee of local business and economic stakeholders
● Fostering town-to-town collaborations like the 4-Town Coalition Community Development effort
Energy
We support Upper Valley communities to realize the goal of 100% renewable energy by 2050 by:
● Coordinating and supporting Weatherize and Solarize campaigns by town energy committees and contractors
● Advancing local energy initiatives through the New Hampshire Local Energy Solutions Workgroup
● Convening the Upper Valley Energy Advocacy Council to address energy costs for low-income residents
● Providing Strategic Planning Consulting and Support for community energy groups
● Supporting ~40 Town Energy Committees with surveys, showcases, and roundtables
● Engaging in grassroots efforts to equitably alleviate the Energy Burden for mobile home residents
● Using Working Lands & Solar Leases to increase farm viability, land access, and clean energy generation
Food & Farm
We support Upper Valley farms and working lands to protect their natural resources, bolster
regional self-sufficiency and food security, and help drive our economy by:
● Working with the Upper Valley Hunger Council for a hunger-free region
● Managing Upper Valley Everyone Eats, which supports local restaurants while feeding Vermonters in need
● Supporting Farm to School programming that helps schools source local food and grow school gardens
● Sharing artful Climate Farmer Stories that promote local farmers’ positive role in climate resilience
● Collaborating with the NH Agricultural Viability Alliance to offer farm and food business guidance
● Convening the Upper Valley Resilience Network to increase community food security and access
Housing
We support Upper Valley planners, developers, employers, municipal leaders, property owners, and community groups so that they can work together to create more places to live by:
● Hosting public Housing Breakfasts and Roundtables that address housing solutions and promote action plans
● Supporting the White River Valley Consortium in creating housing solutions for a 14-town area
● Convening the New Hampshire Housing Coalition to increase affordable workforce housing
● Organizing a multi-sector Housing Advisory Committee to advise on Vital Communities’ housing efforts
● Counting New Homes annually in the Upper Valley and using the report to inform solutions
● Facilitating the Upper Valley Housing Fund, a $10 million project of the Corporate Council
● Connecting Local Housing Groups with resources and networks to advance home creation
● Engaging Upper Valley communities to examine and reform zoning and land use regulations
Leadership
We support Upper Valley community members who want to understand
our region and its emerging challenges so that they can be inclusive and effective leaders by:
● Managing our year-long training program, Leadership Upper Valley, and its alumni network
● Coordinating the Upper Valley Equity Exchange of nonprofits working on diversity, equity, and inclusion
● Convening the Corporate Council to take action on issues impacting employers and employees
● Convening a Municipal Leaders Group from Hanover, Lebanon, Hartford, and Norwich
● Managing 35 public email Community Discussion Lists for community-focused news and exchanges
Place-based Education
We support Upper Valley communities to provide place-based education and experiences that foster ecological understanding and connection by:
● Managing the Upper Valley Teaching Place Collaborative of K-12 schools and teachers
● Convening the Upper Valley Farm to School Network to connect food and farms with schools
● Awarding mini-grants for place-based learning and farm to school projects
● Coaching schools implementing Farm to School action plans
● Hosting forums and professional development for educators
● Managing Valley Quest, a local library of self-directed, place-based learning expeditions
● Welcoming newcomers through hosting the Upper Valley Chapter of Vermont Welcome Wagon Project
● Collaborating with area Chambers on Upper Valley Adventure Trails’ thematic tour itineraries
Transportation
We support Upper Valley communities efforts to create a safe, reliable, and multimodal transportation system that is affordable, increases community resilience, and minimizes climate impact by:
● Convening the Upper Valley Transportation Management Association of workplaces, towns, and providers
● Convening the statewide, climate-focused Vermont Transportation Efficiency Network
● Piloting an E-bike Subsidy Project for low- and moderate-income residents to obtain e-bikes
● Facilitating Employer-based E-Bike Library or Bikeshare Programs
● Hosting the Upper Valley E-Bike Lending Library, offering free tests of various e-bike models
● Promoting Walk, Bike, Ride Campaigns
● Addressing Transportation and Mobility Equity through projects that incorporate the perspectives of those who are underserved by existing services
Where we work
Awards
Partnership for Innovation Award, Upper Valley Affordable Workforce Housing Fund 2023
New Hampshire Businesses for Social Responsibility
Core Partnership 2023
Vermont Community Foundation
Environmental Program of the Year 2006
Marie Pirie Award for Valley Quest
Small Business Innovator of the Year 2010
Hanover Chamber of Commerce
Food Vision Prize 2022
Henry P. Kendall Foundation
Affiliations & memberships
New Hampshire Businesses for Social Responsibility 2023
Upper Valley Business Alliance (VT & NH) 2023
Vermont Businesses for Social Responsibility 2023
Cohase (VT & NH) Chamber of Commerce 2023
Greater Claremont (NH) Chamber of Commerce 2023
Hartford (VT) Chamber of Commerce 2023
Vermont Community Development Association 2022
Springfield (VT) Chamber of Commerce 2023
Vermont Affordable Housing Coalition 2023
New Hampshire Housing Association 2023
Vermont Housing Finance Authority 2023
Association for Commuter Transportation 2023
New Hampshire Transit Association 2022
Diversity Workforce Coalition 2023
Vermont Housing and Transportation Coalition 2022
Rotary Club of Hanover (NH) 2023
Social Impact Commons 2023
Upper Valley Transportation Management Association 2023
White River Land Collaborative 2023
Upper Valley Energy Advocacy Council 2023
Town Energy Committees (40 in VT and NH) 2023
The Local Crowd Upper Valley 2023
Upper Valley Economy Network 2023
4-Town Coalition 2023
Leadership Upper Valley 2023
Upper Valley Equity Exchange 2023
Corporate Council 2023
Municipal Leaders Group (Hanover, Lebanon, Hartford, Norwich) 2023
Upper Valley Hunger Council 2023
Upper Valley Everyone Eats 2023
Upper Valley Farm to School Network 2023
Valley Quest 2023
Upper Valley Welcome Project 2023
White River Valley Consortium 2023
New Hampshire Housing Coalition 2023
Upper Valley Housing Fund 2023
Vermont Transportation Efficiency Network 2023
E-Bike Subsidy Project 2023
Upper Valley E-Bike Lending Library 2023
Early Care & Education Initiative 2023
Upper Valley Adaptation Workgroup 2023
Climate Change Leadership Academy (2CLA) 2023
New Hampshire Charitable Foundation 2023
Southeastern Vermont Community Action 2023
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?
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2023 info
4.08
Months of cash in 2023 info
4.8
Fringe rate in 2023 info
25%
Funding sources info
Assets & liabilities info
Financial data
Vital Communities
Balance sheetFiscal Year: Jul 01 - Jun 30
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: Jul 01 - Jun 30
This snapshot of Vital Communities’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 | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $10,718 | $41,041 | $361,439 | $134,276 | $68,879 |
| As % of expenses | 0.8% | 3.3% | 14.5% | 5.8% | 2.3% |
| Unrestricted surplus (deficit) after depreciation | $5,431 | $36,032 | $356,346 | $128,817 | $60,753 |
| As % of expenses | 0.4% | 2.9% | 14.3% | 5.5% | 2.0% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $1,161,860 | $1,434,852 | $2,954,150 | $2,876,292 | $3,041,220 |
| Total revenue, % change over prior year | -12.0% | 23.5% | 105.9% | -2.6% | 5.7% |
| Program services revenue | 13.7% | 9.3% | 53.5% | 33.1% | 23.8% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.2% | 0.2% | 0.1% | 0.1% | 0.1% |
| Government grants | 13.7% | 10.3% | 7.4% | 4.8% | 7.9% |
| All other grants and contributions | 72.4% | 80.0% | 38.9% | 62.1% | 68.2% |
| Other revenue | 0.0% | 0.2% | 0.0% | 0.0% | 0.0% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $1,346,128 | $1,242,258 | $2,493,996 | $2,332,562 | $3,010,761 |
| Total expenses, % change over prior year | 23.4% | -7.7% | 100.8% | -6.5% | 29.1% |
| Personnel | 65.5% | 70.6% | 37.3% | 50.7% | 54.7% |
| Professional fees | 11.7% | 12.7% | 6.9% | 7.7% | 11.2% |
| Occupancy | 2.9% | 3.4% | 1.9% | 2.3% | 2.6% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 3.4% | 1.2% | 0.5% | 2.8% | 7.9% |
| All other expenses | 16.5% | 12.2% | 53.5% | 36.6% | 23.6% |
| Full cost components (estimated) info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $1,351,415 | $1,247,267 | $2,499,089 | $2,338,021 | $3,018,887 |
| One month of savings | $112,177 | $103,522 | $207,833 | $194,380 | $250,897 |
| Debt principal payment | $0 | $0 | $135,000 | $0 | $0 |
| Fixed asset additions | $6,414 | $0 | $0 | $22,081 | $8,669 |
| Total full costs (estimated) | $1,470,006 | $1,350,789 | $2,841,922 | $2,554,482 | $3,278,453 |
Capital structure indicators
| Liquidity info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Months of cash | 6.3 | 9.0 | 5.8 | 7.3 | 4.8 |
| Months of cash and investments | 6.7 | 9.4 | 6.2 | 7.7 | 5.1 |
| Months of estimated liquid unrestricted net assets | 4.5 | 5.2 | 4.3 | 5.2 | 4.3 |
| Balance sheet composition info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Cash | $710,362 | $933,059 | $1,200,541 | $1,425,061 | $1,198,253 |
| Investments | $41,367 | $42,174 | $85,715 | $77,087 | $85,872 |
| Receivables | $93,258 | $159,597 | $259,372 | $709,733 | $962,862 |
| Gross land, buildings, equipment (LBE) | $71,535 | $71,535 | $37,141 | $49,259 | $51,516 |
| Accumulated depreciation (as a % of LBE) | 76.9% | 83.9% | 75.9% | 48.1% | 49.3% |
| Liabilities (as a % of assets) | 14.3% | 18.5% | 10.4% | 7.6% | 12.7% |
| Unrestricted net assets | $518,924 | $554,956 | $911,302 | $1,040,119 | $1,100,872 |
| Temporarily restricted net assets | $232,146 | N/A | N/A | N/A | N/A |
| Permanently restricted net assets | $60,000 | N/A | N/A | N/A | N/A |
| Total restricted net assets | $292,146 | $443,049 | $578,254 | $1,118,916 | $1,091,308 |
| Total net assets | $811,070 | $998,005 | $1,489,556 | $2,159,035 | $2,192,180 |
Key data checks
| Key data checks info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Sarah Jackson
Sarah Jackson joined Vital Communities as Executive Director in 2020. A native of New Hampshire, Jackson grew up in Laconia and Merrimack. She holds a masters degree from Princeton and began her career with NGOs in Kenya and Egypt. Sarah has more than 25 years’ international development experience – directing diverse program portfolios focused on academic exchanges, education, training, entrepreneurship, civil society, gender, agriculture, and climate change. Sarah moved to Vermont in 2017 to work for the Institute for Sustainable Communities (ISC) and has complemented her international career with volunteer work dealing with some of the challenges and opportunities of the Upper Valley. She is a member of the Randolph (VT) Economic Development Council, served the Randolph Region Re-Energized Program, and completed Vital Communities’ Leadership Upper Valley program in 2020.
Number of employees
Source: IRS Form 990
Vital Communities
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Vital Communities
Board of directorsas of 06/22/2023
Board of directors data
Amy Lappin
Lebanon Public Libraries
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
Transgender Identity
Sexual orientation
Disability
No data
Equity strategies
Last updated: 05/24/2023GuideStar 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 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 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.
Professional fundraisers
Fiscal year endingSOURCE: IRS Form 990 Schedule G
Solicitation activities
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