Friends of 913
Musically Adventerous - Community-Minded
Friends of 913
EIN: 26-4312124
Mission
The Summit is a listener-supported independent voice inspiring our community with diverse music and community service.
Ruling year
2009
General Manager
Thomas Bruno
Main address
309 Woolf Ave
AKRON , OH 44312 USA
EIN
26-4312124
Radio
Arts and culture
Education
Health
Public affairs
Population served
Artists and performers
Academics
Adolescents
Substance abusers
NTEE code
Telephone, Telegraph and Telecommunication Services (W50)
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
What we aim to solve
Friends of 913 now offer Summit Wellness, a new initiative evolving community services to focus on mental health and well-being. Summit Wellness will build on The Summit’s former Rock+Recovery™ and KIDJAM! Radio™ programming - now focuses on the healing power of music and music therapy to improve mental health and well-being. The path to Summit Wellness began in 2011 with the creation and production of Rock and Recovery and KIDJAM! Radio. For over a decade, The Summit’s Rock and Recovery supported its listening community through programming targeting individuals on their recovery journey from substance use disorder and mental health illness (SUD/MHI). KIDJAM! Radio empowered and entertained children, enhancing self-motivation and good nutrition and creating high self-esteem. Regional artists, community leaders, station members, and program partners share the power of one song, album, or artist that changed their life. These bite-sized daily segments are Summit Audibles.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
The Summit
A handpicked eclectic selection of music - including rock, indie, Americana, blues, local and more - curated for Northeast Ohio.
The Marilyn Stroud Music Alive Program
The Summit FM presents the “Marilyn Stroud Music Alive Program,” helping young musicians in our local schools realize their dreams and learn the joys of playing an instrument. Through the “Marilyn Stroud Music Alive Program,” The Summit will collect and repair musical instruments, and see they get placed in the hands of kids who will truly appreciate them.
The Jim Chenot Attitude for Gratitude Scholarship for Akron Public Schools
In 2018, The Summit FM created a scholarship fund exclusively for Akron Public School seniors preparing to attend college post-graduation. The “Jim Chenot Attitude for Gratitude Scholarship” fund is held and distributed by Akron Community Foundation.
The “Jim Chenot Attitude for Gratitude Scholarship” raises awareness for those who have overcome obstacles that may have prevented them from fully realizing their healthy potential.
Scholarship applicants are asked to reflect on and acknowledge someone they know or love who has experienced a physical or mental-health disruption or challenge. That ‘someone’ is the applicant!
The application process invites students to share their stories of well-being and gratitude through essays, poetry, songs, podcasts, or video.
Each student submits a creative work depicting a personal experience with mental health challenges, overcoming physical limitations, substance use disorders, or motivation impediments.
Summit Wellness
In 2023, The Summit FM is expanding and refocusing its community service programming to music, mind, and well-being. It links our community to social well-being through a unique combination of music, stories, health, and music education.
Our new programming is inclusive and well-researched, drawing on various theoretical frameworks for improving music engagement and social well-being. The Summit FM proactively and intentionally shifts programming and messaging to well-being for youth and adults.
Mental health is a critical concern in the communities we serve. The Summit FM is committed to using our platform and the power of music to impact mental health for all ages positively. We invite you on this journey as we reimagine The Summit FM and bring our community together through the healing power of music.
Where we work
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Total number of organization members
This metric is no longer tracked.Totals By Year
Related Program
The Summit
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
As a public radio station, our donors are classified as members.
Total dollars given in underwriting sales.
This metric is no longer tracked.Totals By Year
Type of Metric
Other - describing something else
Direction of Success
Increasing
Total dollars received in contributions
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Fiscal year 2021 included additional grant dollars given as part of the government Covid relief efforts.
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Reports and documents
Download strategic planLearn 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?
Friends of 913 have established goals through a management software system called Entrepreneur Operating System, or EOS. As with any business or organization, we must have financial goals and standards. The total revenue sales team goal by 2025 is 1.075m, with station donors reaching nearly $ 1 million in revenue that same year. Our goals align with our public radio station mantra of being "Musically Adventurous and Community Focused. Also, we would like to partner with one additional public radio station to simulcast our one-of-a-kind programming.
Currently, we have 8 FTE but in 2024 are creating a new position called, Community Outreach and Partnerships. This FTE will be the direct conduit to our community service programming that is vital to our mission-driven work. By the end of our strategic plan in 2025, and with this additional employee we will secure our 1000 musical instrument donation for public school students. In addition, to giving away nearly $10,000 in scholarships to public school seniors. Finally, our overarching goal is to have $1 million in endowment held at Akron Community Foundation. All of this while compiling NO debt to our balance sheet.
What are the organization's key strategies for making this happen?
Friends of 913 has undergone rigorous planning over the past nine months. One of the first strategies that was employed was the use of a Leadership Team. This team of three meets weekly to discuss goals, issues, roadblocks, and sets future planning. Metrics have been put in place and a scorecard has been implemented to keep the staff on target and all heading in the same direction.
What are the organization's capabilities for doing this?
The Friends of 913 has been an evolution, not a revolution. All along, we have needed certain capacities to deliver results-driven data for our sustaining and growth.
After 23 years as general manager, I can assure you of our experienced leaders, accountable financial management, up-to-date technology, brand-new office space, world-class broadcasting facility, and strong relationship with our donors. Our nonprofits’ needs have changed over time we will too in order to best meet our goals.
Our team is made up of a program director, music director, creative content director, development officer, business underwriting manager, director of operations digital media producer, and general manager. The average tenure is 12 years. Recently, two employees retired with 30 years of service with our organization. This speak volumes about our capacity and consistency. speaks
What have they accomplished so far and what's next?
To date, approximately half of the outlined goals for the first 12 months have been met. These goals included an entire rebranding campaign with an entirely new website, a staff restructuring plan, and the creation of new programming under Summit Wellness.
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 inform the development of new programs/projects, To strengthen relationships with the people we serve
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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 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 act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback
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What challenges does the organization face when collecting feedback?
We don't have any major challenges to collecting feedback
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2023 info
51.55
Months of cash in 2023 info
42.4
Fringe rate in 2023 info
0%
Funding sources info
Assets & liabilities info
Financial data
Friends of 913
Balance sheetFiscal Year: Aug 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: Aug 01 - Jun 30
This snapshot of Friends of 913’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 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | -$75,174 | $226,265 | $66,082 | $51,841 |
| As % of expenses | -57.3% | 209.6% | 59.8% | 48.1% |
| Unrestricted surplus (deficit) after depreciation | -$118,221 | $168,548 | $14,613 | $8,778 |
| As % of expenses | -67.9% | 101.7% | 9.0% | 5.8% |
| Revenue composition info | ||||
|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $213,057 | $144,912 | $140,958 | $141,578 |
| Total revenue, % change over prior year | 0.0% | -32.0% | -2.7% | 0.4% |
| Program services revenue | 79.4% | 60.2% | 63.0% | 51.9% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.0% | 0.0% | 7.8% | 4.2% |
| Government grants | 0.0% | 0.0% | 0.0% | 0.0% |
| All other grants and contributions | 20.6% | 39.8% | 29.1% | 43.9% |
| Other revenue | 0.0% | 0.0% | 0.0% | 0.0% |
| Expense composition info | ||||
|---|---|---|---|---|
| Total expenses before depreciation | $131,081 | $107,970 | $110,592 | $107,694 |
| Total expenses, % change over prior year | 0.0% | -17.6% | 2.4% | -2.6% |
| Personnel | 0.0% | 0.0% | 35.7% | 33.3% |
| Professional fees | 2.2% | 1.3% | 1.4% | 1.3% |
| Occupancy | 11.4% | 21.6% | 3.6% | 3.9% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 0.0% | 0.9% | 0.0% | 0.0% |
| All other expenses | 86.4% | 76.2% | 59.3% | 61.5% |
| Full cost components (estimated) info | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|
| Total expenses (after depreciation) | $174,128 | $165,687 | $162,061 | $150,757 |
| One month of savings | $10,923 | $8,998 | $9,216 | $8,975 |
| Debt principal payment | $0 | $0 | $0 | $0 |
| Fixed asset additions | $128,390 | $0 | $0 | $0 |
| Total full costs (estimated) | $313,441 | $174,685 | $171,277 | $159,732 |
Capital structure indicators
| Liquidity info | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|
| Months of cash | 26.3 | 34.5 | 36.2 | 42.4 |
| Months of cash and investments | 26.3 | 34.5 | 36.2 | 42.4 |
| Months of estimated liquid unrestricted net assets | 8.9 | 34.3 | 35.7 | 41.6 |
| Balance sheet composition info | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|
| Cash | $287,623 | $310,048 | $333,608 | $380,288 |
| Investments | $0 | $0 | $0 | $0 |
| Receivables | $0 | $0 | $0 | $0 |
| Gross land, buildings, equipment (LBE) | $298,533 | $313,148 | $358,622 | $366,605 |
| Accumulated depreciation (as a % of LBE) | 33.1% | 50.0% | 58.0% | 68.5% |
| Liabilities (as a % of assets) | 0.3% | 0.3% | 0.9% | 1.5% |
| Unrestricted net assets | $296,386 | $464,934 | $479,547 | $488,325 |
| Temporarily restricted net assets | N/A | N/A | N/A | N/A |
| Permanently restricted net assets | N/A | N/A | N/A | N/A |
| Total restricted net assets | $189,323 | $0 | $0 | $0 |
| Total net assets | $485,709 | $464,934 | $479,547 | $488,325 |
Key data checks
| Key data checks info | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|
| Material data errors | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
General Manager
Thomas Bruno
Thomas Bruno is the General Manager and Executive Director of WAPS-FM “The Summit,” an award-winning, public radio station broadcasting in Akron - Canton at 91.3FM, throughout Youngstown – Warren, Ohio, and western Pennsylvania at 90.7FM, and 90.1FM in Athens, Ohio - worldwide at www.thesummit.fm or via the mobile app. Mr. Bruno is a Visionary Public Radio Executive with 20 years of success driving growth and innovation in fundraising, programming, membership, and community partnerships.
Number of employees
Source: IRS Form 990
Friends of 913
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Friends of 913
Board of directorsas of 04/11/2024
Board of directors data
Cheryl McMillan
Andy Platt
Nancy Brennan
Erin Misheff
Morgan Lasher
Erin Driscoll
Steve Poholski
Brenda Cummins
Joe Feltes
Mark Belgya
Andrew Platt
Cliff Deveny
Eliot Mostow
Dave Glass
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? 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
No data
Disability
No data
Equity strategies
Last updated: 06/01/2023GuideStar 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 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.
- 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.
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- Financial statements for 2022, 2021
- Letter of Determination
- Officer and/or Employee data for 2023, 2022, 2021, 2020
- Contractor and/or Paid Preparer data for 2023, 2022, 2021
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