Dakota Resources
The future of rural is here.
Dakota Resources
EIN: 46-0442430
Mission
Dakota Resources is connecting capital and capacity to empower rural communities. Our impact programs lead to individual, organizational and financial capacity on a local level, which assists rural communities to develop their shared capacity and results in a thriving rural.
Notes from the nonprofit
The future of rural is here. The future of rural will be shaped by people passionate about their communities. It starts with one person. With one idea. Who invites others to join. This is how the work begins. The future of rural makes room for diverse visions to co-exist. It includes a voice - and place - for everyone. It’s created by people empowered to participate in decisions for their community. We believe that leadership capacity and access to capital are key to creating that future. Our programs are aimed at supporting rural shapers and economic development organizations. The direction of our work is always pointing toward a thriving rural. What that looks like will be different for every rural community. But one thing is certain: The future of rural is here.
Ruling year
1996
Principal Officer
Joe Bartmann
Main address
25795 475th Ave Ste 1
Renner, SD 57055 USA
Formerly known as
South Dakota Rural Enterprise
EIN
46-0442430
Rural development
Entrepreneurship
Human rights
Economics for youth
Population served
Children and youth
Adolescents
Adults
Economically disadvantaged people
Activists
NTEE code
Rural (S32)
Business, Youth Development (O53)
Management & Technical Assistance (R02)
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 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?
Rural Economic Development Learning Network
The learning network is intended to help rural economic development leaders connect and engage with one another to explore and learn more about topics that they identify as important to them.
Overall program goal: Rural economic development leaders sustain a dynamic resource network that leads to improved development outcomes for rural communities.
Community Coaching
Community Coaching is intended to guide communities in learning, engaging and adopting an inclusive community decision making process that helps them make citizen-driven progress. Dakota Resources acts as a process facilitator to activate community leaders, engage new people in community decisions, and support action toward common goals. Communities are vetted to ensure they have a combination of assets that will support success of the process. Dakota Resources coaches walk community members through a process to democratize community decision making. Community teams identify goals and lead the community toward them using the tools learned through coaching. The focus for Dakota Resources is on the quality of the community process.
Overall program goal: Communities are routinely engaged in an inclusive and effective process of making decisions together and getting innovative things done.
Dakota Rising Entreprenuer Fellowship
Dakota Resources launched Dakota Rising to help fulfill our core mission of “enriching communities and empowering people.” Through Dakota Rising, we seek out, celebrate, and inspire rural entrepreneurs through a free comprehensive 24-month program designed to provide rural entrepreneurs with the tools, resources and connections to help them reach their greatest potential. In return, our Fellows use that potential to impact rural economic and community development.
Community Development Lending - Capital Investment Fund
The Capital Investment Fund helps build the financial capacity of rural economic development corporations by providing low interest, unsecured, unrestricted loan funds. This allows development corporations the flexibility to determine the best use of the funds for projects within their community. Applicants must demonstrate capacity to use capital productively by evidence of sound management, adequate capital, a demonstrated need and a mission consistent with the mission of Dakota Resources. Borrowers generally use the loan funds as capital for revolving loan funds for small businesses, housing development, commercial development, infrastructure improvements or a very specific community project.
The Capital Investment Fund consistently averages $1MM per year in new loans with a minimum loan of $100,000.
Overall program goal: Rural economic development organizations use the loan funds to spark new economic development in their communities and maintain financial sustainability.
RuralX
RuralX is an annual two-day conference designed to connect, inform and inspire participants. The conference is marketed broadly to rural community leaders, business owners, economic development professionals and others who live and work in rural places, or simply have an interest in them. RuralX brings in known speakers on timely topics important to people interested in the progress of rural communities for learning and inspiration. There is a largely participant-led portion of the conference that allows attendees to bring forward topics on their mind and facilitate short sessions on those topics. There is a focus on creating space for socializing and making connections.
Overall program goal: RuralX participants will learn information, make connections with other people and gain inspiration that leads them to take action for the benefit of their community.
Where we work
Affiliations & memberships
Opportunity Finance Network member 2020
External reviews
Photos
Videos
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
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
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Which of the following feedback practices does your organization routinely carry out?
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What challenges does the organization face when collecting feedback?
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 2021 info
0.43
Months of cash in 2021 info
1.7
Fringe rate in 2021 info
22%
Funding sources info
Assets & liabilities info
Dakota Resources
Revenue & expensesFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
Dakota Resources
Balance sheetFiscal Year: Jan 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.
Fiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
This snapshot of Dakota Resources’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 | $622,624 | $1,188,781 | $1,283,488 | $1,933,153 | $662,008 |
| As % of expenses | 21.8% | 56.5% | 52.5% | 86.1% | 29.1% |
| Unrestricted surplus (deficit) after depreciation | $616,925 | $1,182,473 | $1,264,492 | $1,900,528 | $621,642 |
| As % of expenses | 21.6% | 56.0% | 51.3% | 83.4% | 26.8% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $3,325,826 | $3,326,438 | $3,661,518 | $4,259,846 | $4,179,502 |
| Total revenue, % change over prior year | 20.0% | 0.0% | 10.1% | 16.3% | -1.9% |
| Program services revenue | 46.8% | 68.9% | 74.8% | 53.9% | 39.6% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.9% | 0.7% | 1.9% | 1.4% | 0.6% |
| Government grants | 39.2% | 18.2% | 3.2% | 19.0% | 59.8% |
| All other grants and contributions | 12.9% | 12.1% | 11.5% | 25.7% | 0.0% |
| Other revenue | 0.1% | 0.0% | 8.5% | 0.0% | 0.0% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $2,854,288 | $2,103,646 | $2,444,424 | $2,246,296 | $2,277,454 |
| Total expenses, % change over prior year | 36.1% | -26.3% | 16.2% | -8.1% | 1.4% |
| Personnel | 40.7% | 47.2% | 49.5% | 59.3% | 56.6% |
| Professional fees | 4.9% | 7.6% | 2.4% | 2.5% | 2.7% |
| Occupancy | 1.1% | 1.4% | 1.2% | 1.3% | 1.0% |
| Interest | 9.4% | 14.5% | 16.2% | 16.8% | 14.7% |
| Pass-through | 3.0% | 4.1% | 0.2% | 0.1% | 4.6% |
| All other expenses | 41.0% | 25.2% | 30.4% | 20.0% | 20.4% |
| Full cost components (estimated) info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $2,859,987 | $2,109,954 | $2,463,420 | $2,278,921 | $2,317,820 |
| One month of savings | $237,857 | $175,304 | $203,702 | $187,191 | $189,788 |
| Debt principal payment | $0 | $0 | $0 | $5,158,187 | $0 |
| Fixed asset additions | $6,976 | $0 | $108,707 | $35,913 | $190,151 |
| Total full costs (estimated) | $3,104,820 | $2,285,258 | $2,775,829 | $7,660,212 | $2,697,759 |
Capital structure indicators
| Liquidity info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Months of cash | 1.5 | 1.3 | 6.8 | 4.8 | 1.7 |
| Months of cash and investments | 7.8 | 16.0 | 24.2 | 24.0 | 39.9 |
| Months of estimated liquid unrestricted net assets | 28.5 | 45.4 | 45.4 | 58.9 | 60.6 |
| Balance sheet composition info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Cash | $362,409 | $227,258 | $1,393,457 | $892,823 | $314,166 |
| Investments | $1,494,830 | $2,577,188 | $3,536,552 | $3,601,715 | $7,266,704 |
| Receivables | $18,597,890 | $18,908,728 | $23,916,025 | $22,693,094 | $22,179,775 |
| Gross land, buildings, equipment (LBE) | $62,793 | $67,965 | $176,673 | $210,056 | $370,856 |
| Accumulated depreciation (as a % of LBE) | 61.1% | 65.8% | 36.1% | 44.7% | 28.3% |
| Liabilities (as a % of assets) | 65.6% | 62.8% | 68.2% | 55.6% | 53.1% |
| Unrestricted net assets | $6,797,607 | $7,980,080 | $9,244,572 | $11,145,100 | $11,766,742 |
| Temporarily restricted net assets | $111,909 | $145,559 | N/A | N/A | N/A |
| Permanently restricted net assets | $190,000 | $190,000 | N/A | N/A | N/A |
| Total restricted net assets | $301,909 | $335,559 | $277,924 | $1,151,638 | $2,383,348 |
| Total net assets | $7,099,516 | $8,315,639 | $9,522,496 | $12,296,738 | $14,150,090 |
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
Principal Officer
Joe Bartmann
Joe combines his passion for rural economic and community development with his deep experience in community building, systems thinking, group processes, leadership and innovation. He served as Vice President of Community Innovation at Dakota Resources for three years before being selected to lead the organization alongside an empowered team of people. Joe’s visionary style, honesty and diversified skillset allow him to bring out the best in the people around him and to continually evolve, learn and grow alongside them. He is excited about the direction rural is taking and is ready to help Dakota Resources blaze new trails for a better, more impactful future.
Number of employees
Source: IRS Form 990
Dakota Resources
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
Dakota Resources
Highest paid employeesSOURCE: IRS Form 990
Compensation data
Dakota Resources
Board of directorsas of 01/21/2022
Board of directors data
Ruth Christopherson
Citi Community Development
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
Sexual orientation
Disability
Equity strategies
Last updated: 03/03/2020GuideStar 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 ask team members to identify racial disparities in their programs and / or portfolios.
- 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.
Contractors
Fiscal year endingGuideStar Pro Reports
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