Poverty and Social Reform Institute DBA Leaps and Bounds Family Services

creatively addressing the needs of children and families at risk

aka Leaps and Bounds Family Services   |   Warren, MI   |
GuideStar Charity Check

Poverty and Social Reform Institute DBA Leaps and Bounds Family Services

EIN: 38-2854143


To focus creative & collaborative action on the health, education, social and economic needs of children and families at risk or living in poverty.

Notes from the nonprofit

The agency remains mission-driven; financial times are hard and resources becoming limited but we persist in doing more with less. Our outputs have grown, our outcomes remain successful as measured. The agency's participation in regional evaluation and programs helps us better provide service in cost effective, outcome driven ways. In spite of the Covid 19 pandemic and the stopping of all face to face meetings, trainings and family home visits, the agency immediately pivoted to virtual service with no interruption in service delivery

Ruling year info


Executive Director

Ms. Denise Dorsz

Main address

8129 Packard

Warren, MI 48089 USA

Show more contact info



Subject area info

Adult education

Early childhood education

Family services

Child welfare

Youth services

Population served info

Infants and toddlers



Low-income people

Children and youth

NTEE code info

Children's and Youth Services (P30)

Kindergarten, Nursery Schools, Preschool, Early Admissions (B21)

Adult, Continuing Education (B60)

What we aim to solve

SOURCE: Self-reported by organization

1. Children are often unprepared for the vigor of kindergarten. Early education positively impacts their preparedness. Many parents are unfamiliar, lack the knowledge and the confidence to act as their child's first teacher. Additionally, in many families the understanding that learning starts at birth is not a familiar concept. Additionally, those working in early education at childcare centers, at home daycare and through informally caring for friends and relatives lack the knowledge about child development, early literacy and best practice. Educating those working in the childcare/ early childhood field leads to a better trained workforce, personal and professional development for childcare workers and ultimately children better prepared to be successful in kindergarten and beyond.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Early Childhood and Parenting

Provides parent/child learning groups focusing on early literacy throughout the community in Wayne and Macomb counties. Provides in-home services focusing on preschool and family literacy. Provides early child development training and workshops for parents,and childcare  providers. Provides support meetings for family providers, and parents at-risk. Provides case management

Population(s) Served
Infants and toddlers

Agency provides over 65 training classes, mentoring and support and customized training and and preparation for the national Child Development Associate certification.

Population(s) Served

Where we work

Affiliations & memberships

CDA Council 2021

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of children who have emerging literacy skills such as beginning letter recognition and phonological awareness, story comprehension, and use of writing materials.

This metric is no longer tracked.
Totals By Year
Population(s) Served

Infants and toddlers

Related Program

Early Childhood and Parenting

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success


Context Notes

This includes children birth-5 years participating in parent/child learning groups and in home visiting. Both components focus on early literacy.

Number of parents/guardians engaged in student activities

This metric is no longer tracked.
Totals By Year
Population(s) Served

Parents, Ethnic and racial groups, Economically disadvantaged people

Related Program

Early Childhood and Parenting

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success


Context Notes

This includes parents participating in play and learn groups, home visiting and parent trainings and workshops.

Number of training workshops

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adults, Caregivers

Related Program

Professional Development for Childcare Wokers

Type of Metric

Output - describing our activities and reach

Direction of Success


Context Notes

Training and professional development for those in the childcare industry is provided in community locations through in person, zoom taped or virtual live to accommodate participant schedules.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

1. To provide the resources and support so that children enter kindergarten ready to succeed.
2. To provide adults with learning opportunities including academic skill upgrades and workforce development through childcare provider training.
3. To create a community of adult/family learners.
4. To impact on individuals' personal and professional development which impacts economic development which impacts community development.

1. Provide quality programs based on evidence-based models
2. Provide excellent customer service to all participants.
3. Insure that community residents, businesses and other community groups are aware of the organization.
4.To collaboratively partner with others.

The agency has a strong board that provides excellent governance, creative ideas and individual board members who, based on their own expertise, provide technical support and assistance.

Staff are professionals who receive ongoing professional development opportunities, all staff are certified in their areas of focus and in the evidence-based models used. Staff are paid justly and receive a comprehensive benefit package with modest employee contributions.

The agency has a long established commitment to remaining committed to the mission and the programs that support the mission. The agency has declined opportunities and funding that were not a part of its focus.

The agency actively partners with local resident and community groups, with school partnerships, with faith entities to ensure that participant needs are met.

75% of parents participating in the evidence-based home visiting and family check up model program have achieved a minimum of 2 goals.

85% of children show age-appropriate progress as measured by the ASQ which is given twice annually.

45% of in home and informal childcare providers take a minimum of six training classes annually and show a greater comprehension of best practice as measured by evaluations

75% of childcare centers whose staff participate in a minimum of ten training classes annually receive a higher rating in the state of Michigan's start rating system for centers

40% of childcare training participants indicate a desire to participate in additional professional development

80% of childcare workers who participate in the agency's national child development credential preparation successfully gain this national credential.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • Who are the people you serve with your mission?

    Low-income families with children birth through 4 years, primarily non-English speakers, immigrants, female-headed households. All licensed and family, friend, neighbor childcare providers in a tri-county region. The total number of childcare providers is 2,500. We serve 15-20% of these providers

  • 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

  • What significant change resulted from feedback?

    Changed hours of Live virtual training sessions for childcare providers. Since March of 2020, all parent /child visits and trainings have been virtual. We are gradually changing that practice and hope to have a hybrid (in person and remote) model for all programs soon. We anticipate maintaining a hybrid model going forward to better meet the needs of families and providers.

  • 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 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 tell the people who gave us feedback how we acted on their feedback

  • What challenges does the organization face when collecting 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


Poverty and Social Reform Institute DBA Leaps and Bounds Family Services
Fiscal year: Oct 01 - Sep 30

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2021 info

SOURCE: IRS Form 990


Average of 26.26 over 10 years

Months of cash in 2021 info

SOURCE: IRS Form 990


Average of 7.2 over 10 years

Fringe rate in 2021 info

SOURCE: IRS Form 990


Average of 28% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

Source: IRS Form 990 info

Poverty and Social Reform Institute DBA Leaps and Bounds Family Services

Revenue & expenses

Fiscal Year: Oct 01 - Sep 30

SOURCE: IRS Form 990

Fiscal year ending: cloud_download Download Data

Poverty and Social Reform Institute DBA Leaps and Bounds Family Services

Balance sheet

Fiscal Year: Oct 01 - Sep 30

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 ending: cloud_download Download Data

Poverty and Social Reform Institute DBA Leaps and Bounds Family Services

Financial trends analysis Glossary & formula definitions

Fiscal Year: Oct 01 - Sep 30

SOURCE: IRS Form 990

This snapshot of Poverty and Social Reform Institute DBA Leaps and Bounds Family Services’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 2017 2018 2019 2020 2021
Unrestricted surplus (deficit) before depreciation $12,946 $13,327 $641 $129,492 $93,450
As % of expenses 1.7% 1.6% 0.1% 13.7% 11.4%
Unrestricted surplus (deficit) after depreciation $12,006 $12,385 -$1,795 $126,757 $90,634
As % of expenses 1.6% 1.5% -0.2% 13.4% 11.0%
Revenue composition info
Total revenue (unrestricted & restricted) $773,248 $872,190 $998,733 $1,036,969 $915,459
Total revenue, % change over prior year 5.8% 12.8% 14.5% 3.8% -11.7%
Program services revenue 1.0% 0.9% 1.0% 0.8% 0.6%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.7% 1.1% 1.4% 1.1% 2.1%
Government grants 13.1% 8.7% 7.5% 7.0% 14.2%
All other grants and contributions 84.1% 87.8% 89.3% 91.1% 83.1%
Other revenue 1.1% 1.4% 0.7% 0.0% 0.0%
Expense composition info
Total expenses before depreciation $766,648 $849,579 $993,442 $946,079 $821,947
Total expenses, % change over prior year 2.2% 10.8% 16.9% -4.8% -13.1%
Personnel 73.1% 69.5% 63.8% 64.9% 66.2%
Professional fees 11.8% 15.5% 21.8% 23.8% 22.9%
Occupancy 6.9% 8.4% 7.8% 6.2% 6.7%
Interest 0.0% 0.0% 0.0% 0.0% 0.2%
Pass-through 0.0% 0.0% 0.0% 0.0% 0.0%
All other expenses 8.2% 6.7% 6.6% 5.1% 4.0%
Full cost components (estimated) info 2017 2018 2019 2020 2021
Total expenses (after depreciation) $767,588 $850,521 $995,878 $948,814 $824,763
One month of savings $63,887 $70,798 $82,787 $78,840 $68,496
Debt principal payment $0 $0 $0 $0 $117,482
Fixed asset additions $0 $7,490 $0 $0 $0
Total full costs (estimated) $831,475 $928,809 $1,078,665 $1,027,654 $1,010,741

Capital structure indicators

Liquidity info 2017 2018 2019 2020 2021
Months of cash 5.6 5.1 5.5 6.3 15.5
Months of cash and investments 13.0 11.5 10.9 12.7 15.5
Months of estimated liquid unrestricted net assets 14.5 13.2 11.2 13.4 16.8
Balance sheet composition info 2017 2018 2019 2020 2021
Cash $356,766 $364,012 $456,291 $499,246 $1,063,621
Investments $472,544 $447,791 $449,037 $498,518 $0
Receivables $115,975 $147,723 $75,595 $211,712 $138,342
Gross land, buildings, equipment (LBE) $55,624 $54,503 $56,585 $56,697 $55,748
Accumulated depreciation (as a % of LBE) 94.4% 82.3% 83.5% 85.0% 89.8%
Liabilities (as a % of assets) 3.5% 3.9% 5.9% 13.3% 5.2%
Unrestricted net assets $929,874 $942,259 $940,464 $1,067,221 $1,157,855
Temporarily restricted net assets $0 $0 $0 N/A N/A
Permanently restricted net assets $0 $0 $0 N/A N/A
Total restricted net assets $0 $0 $0 $0 $0
Total net assets $929,874 $942,259 $940,464 $1,067,221 $1,157,855

Key data checks

Key data checks info 2017 2018 2019 2020 2021
Material data errors No No No No No


The people, governance practices, and partners that make the organization tick.

Form 1023/1024 is not available for this organization

Executive Director

Ms. Denise Dorsz

over 30 years in non-profit management; master degree in organizational development

Number of employees

Source: IRS Form 990

Poverty and Social Reform Institute DBA Leaps and Bounds Family Services

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

There are no highest paid employees recorded for this organization.

Poverty and Social Reform Institute DBA Leaps and Bounds Family Services

Board of directors
as of 03/22/2023
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board co-chair

Ms Gina Cavaliere

Downtown detroit partnership

Term: 2021 - 2024

Board co-chair

Jene Allen

Trinity Health

Term: 2021 - 2024

Jene Allen

Trinity Health

Leslie Hamell

Lead Safe Consulting, LLC

Gina Cavaliere

Downtown Detroit Partnership

Nicole Moten

Wells Fargo

Toni Moceri

Allied Media

Raahul Reddy

Carter, Reddy and Associates

Tiffany Johnson

To Real Journey Consulting

Danielle Nagle

Hamtramck Public schools

Erin Bowen-Welch

Dawda, Mann,Mulcahy& Sadler, PC

Board leadership practices

SOURCE: Self-reported by organization

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

SOURCE: Self-reported; last updated 3/22/2023

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.


The organization's leader identifies as:

Race & ethnicity
Gender identity
Female, Not transgender (cisgender)
Sexual orientation
Gay, lesbian, bisexual, or other sexual orientations in the LGBTQIA+ community
Disability status
Person without a disability

Race & ethnicity

Gender identity


Sexual orientation


Equity strategies

Last updated: 03/22/2023

GuideStar 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 analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • 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.
Policies and processes
  • 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.