ACAP Annual Report
The annual report for the Community Action Partnership of North Alabama.
2012 ANNUAL REPORT Reporting Period: January 1, 2011 to December 31, 2011 Community Action Partne a 21st Century Non-profit ership of North Alabama t Business The Community Action Partnership of North Alabama, a results-driven non-profit business, is committed to reducing or eliminating the causes and consequences of poverty. Our Mission 44 We are a unique 21st century hybrid. The Community Action Partnership of North Alabama (commonly known as “the Partnership”) operates completely different from what one might view as a typical non-profit organization or charity. By intentional and strategic design, our organization merges elements of a successful business (such as solid management principles, financial accountability, measurable outcomes, and a willingness to be innovative) with elements of a successful non-profit organization (such as compassion, strong collaborative partners, well-designed programs and a well-trained staff). These factors converge to produce a unique hybrid…the non-profit business…that serves as a catalyst for impacting lives and achieving visible and sustainable change. 55 As a comprehensive and unified Agency, the Vision of Community Action Partnership of North Alabama is to be the premiere and preferred non-profit partner in Alabama. Our Vision 66 We are a results-driven, non-profit business. Our bottom line is measured by changed lives and improved communities. We are resultsoriented. When we perform well, children gain the educational foundation they need to succeed in school, individuals have a chance to live in decent housing that is safe and affordable, elderly citizens receive nutritious meals and an opportunity to live with dignity, families have an opportunity to purchase their first home and own a piece of the American dream; which ultimately results in the long-term, transformation of whole communities. As a comprehensive and unified agency, our long-term Vision is to be the premiere and preferred non-profit partner in Alabama. The Partnership continues to be successful by applying solid business principles, incorporating best practices, establishing and achieving clear benchmarks and expecting excellence throughout every aspect of the organization. 77 As we publish this inaugural edition of our agency’s Annual Report to the Community it is important to look back and reflect on another year of success in delivering results that have met the needs of families and communities of Alabama. Ours is a special calling. As a company with over 500 employees and the mission of ‘reducing or eliminating the causes and consequences of poverty’ our field of operation is large and our task is daunting. The causes of poverty are many. Understanding those causes and then dealing with the consequences is a neverending battle. The burden on families has increased with the stress of a national economic crisis and high unemployment. Communities are struggling due to storm-related disasters and shifting populations. In these and in many other ways the Partnership is working to ‘help people and change lives’ as it says on our brand. As the largest non-profit in north Alabama and one of the largest in the State, the Partnership is comprehensive in its offering and broad in its reach. Bigger is not necessarily better, but there is some economy of scale in operating as a large non-profit. We have trained and capable staff, the best use of technology and above average facilities. As we address the issues of poverty we do so as a business. We take our work seriously and we certainly take our role as a recipient of federal, state and local dollars very seriously. In some ways we are more accountable than a normal stockholder held business. Our ‘investor’ is the tax payer and we will be good stewards of those dollars. Peter Drucker, in his book Managing the NonProfit Organization said that every non-profit should have two traits: 1) A Clear Definable Mission and 2) Measurable Results. As you read through this Annual Report I believe both will emerge and allow you to see the Community Action Partnership of North Alabama as the premiere, preferred nonprofit partner. That is our Vision and I believe that 8 the everyday efforts of our staff, the guidance of our Board and the confidence of our Partners create the success that is summarized in these few pages. As CEO it is very satisfying to serve the Partnership and for me to share with you the great work of our staff and agency. The combined efforts of many will continue to produce results we can all be proud of as we seek to make a difference in the lives of thousands of people every year. If you have questions or comments concerning our Annual Report, contact me at email@example.com and I will be glad to respond to you. Best Regards, Michael Tubbs Letter from the Chief Executive Officer 99 Your Future Is NOW As early as three years ago we aggressively began planning for the future that is NOW. In 2012, we began implementing a Strategic Plan that is geared towards stretching our staff and Board to their fullest potential. As your Board Chair, I am committed to Community Action: your preferred non-profit partner. I believe in the mission, the values and the integrity of this organization. I have personal knowledge of the programs, the people, and the positive impact we are making in our community. I am committed to Community Action because during July 2011, the Energy Assistance Team I am committed to Community Action because eighteen years ago my Nephew, Martin Walker was a student at Moulton HeadStart. His teacher was Mrs. Valencia Davis. I received the call that all parents dread when she stated, ‘We need to talk about Martin.’ Along with his Mother, I went to the parent-teacher conference. Mrs. Davis said, “Martin is telling me to shut-up and I don’t think he knows what that means.” We called him into the room and workers held an intake session at Moulton City Hall. My mother, Odessa Brackin, receives $576 socialsecurity per month; her utility bill was $257. Thanks to this program efficiently being administered by the Partnership, my Mother’s utility bill was paid in full. For her, this was the difference between buying insulin to live, food to eat or paying to cool her home. Once again, the Partnership made the difference by paying her utility bill in full. gently explained the purpose of our meeting. He pointed at Mrs. Davis and said “I want you”, pointed at himself and said, “to stop talking to me.” He definitely understood what the words meant. Martin and Mrs. Davis became firm friends and I am glad to report that my nephew graduated from Lawrence County High School in 2010 with full honors. I must give Mrs. Davis partial credit for this minor miracle. 10 I am committed to Community Action because in the 1970’s I was a middle school student living in the Oakville Community of Lawrence County. The Meals On Wheels van delivered daily lunches to us during the summer. For me, this program was the difference between being full and being hungry. Today, the Meals On Wheels program is still going strong and is one of our most valued services. I am committed to Community Action because my Aunt, Hazel Pointer, was a Senior Companion for many years and worked at the Moulton Bill Stewart Center. The stipend she earned was the difference between straining to pay bills and splurging at a few yards sales each month. I am committed to Community Action because they provided Affordable Housing for my niece who was a teenage mom. She lived in a two-bedroom apartment at East Acres and paid a minimal rental Letter from the Board chair 11 fee. Today she has a full-time job and is a Morgan County homeowner. I am committed to Community Action because my dear friend, Elsa Fitzgerald, lived in an older home in the Oakville community. She had plastic on all of her windows and towels bundled under the doorways. She received storm windows, caulking, and insulation through the Weatherization 2012 Board of Directors Our Board of Directors, Leadership Team and Staff are constantly striving for Financial Excellence, Legendary Customer Service, Accountability and Compassion. Members of the Community Action Partnership of North Alabama’s Board of Directors truly reflect a cross-section of the community. Board representation in accordance with the Community Services Block Grant Act consists of at least 1/3 community sector representatives (community leaders), up to 1/3 private sector representatives (business leaders) and 1/3 public sector representatives (elected or delegated public officials). program. This provided a two-fold blessing by lowering her utility bills and providing safe housing. So when I say that I am committed to Community Action, I mean it. Trust us to continue doing good for our community and surrounding areas. We are the premiere and preferred non-profit partner in Alabama. Carolyn Brackin Orr Board Chair 12 Community Sector Leigh Frances Christine Garner Pat Gilbert Matt Holmes Lorri Lee Cleo McDaniel Carolyn Brackin Orr Advisors to the Board Murphy Brown Todd Russell Johnny Turner Legal Counsel to the Board Bruce Gordon Paul Lott George Spear Allen Stover Shelly Slate Waters Bingham Edwards Private Sector Mike Bates Annette Crest Darris Frost Kim Hood Jim Turner Michael Tubbs, Chief Executive Officer Allison Speegle, Executive Assistant to CEO Fred Harvey, Chief Financial Officer Jack Green, Chief Outcomes Officer Richard Lyons, Community Development Team Leader Cindy Anderson, Community Services Team Leader Nathan Curry, Information Technology Team Leader Alicia Higginbotham, Director Human Resources Kim Dodd, Director Children Services Tamisha Sales, Director Senior Services Angela Warren, Energy Team Leader 13 The Five Things that guide our decision making: 1. Model the Way 2. Challenge the Process 3. Inspire a Shared Vision 4. Enable Others 5. Encourage the Heart Taken from The Leadership Challenge, by Jim Kouzes and Barry Posner The PartnershiP 14 C O M M U N I T Y A C T I O N PA R T N E R S H I P O F N O R T H A L A B A M A , I N C . “THE PARTNERSHIP” Providing Results in 26 Counties in Alabama Lauderdale Colbert Franklin Limestone Madison Jackson Lawrence Morgan Cullman Marshall DeKalb Cherokee Marion Winston Etowah Blount Lamar Fayette Walker Jefferson St. Clair Calhoun Cleburne Primary Community Services Block Grant Service Area Extended Service Area Pickens Tuscaloosa Talladega Shelby Clay Randolph Greene Hale Bibb Chilton Perry Autauga Dallas Coosa Tallapoosa Chambers Lee Macon Bullock Barbour Elmore Sumter Choctaw Marengo Wilcox Clarke Montgomery Lowndes Russell Butler Monroe Conecuh Excambia Covington Crenshaw Pike Henry Coffee Geneva Dale Washington Houston Mobile Baldwin Helping People. Changing Lives. • www .capna.org • (256) 355-7843 15 A Journey from Past to Present Incorporated on August 25, 1965 as the MarshallMorgan Community Action Committee and growing out of President Lyndon Johnson’s ‘War on Poverty’, this agency joined nearly 1,000 other Community Action Agencies (CAAs) across the U.S. that emerged on the front lines of this much needed effort. As a part of 21 CAAs in Alabama, the Partnership has been serving low income, vulnerable seniors and families to identify needs and meet those needs through innovative and practical means. In the 1990’s significant growth in program impact In the 1970’s Head Start moved from being a summer program to a part day/full year program serving Morgan and Lawrence Counties. Mr. S. M. Dollar was the first Executive Director, Mary Chambers succeeded Mr. Dollar and then Thomas Wood, III was hired in 1970 to lead the agency. In 1975 the company added Meals on Wheels in Morgan, 16 and geographic presence was seen as the company merged its Head Start Program with those in Cullman, Marion, Winston, Blount, Colbert and Franklin counties. The company became known as the Morgan-Lawrence-Cullman Community Action Agency. From 1996-2003 the agency contracted with East Coast Migrant Head Start to provide those By the 80’s the Company had added Senior Programs, Housing Counseling and Transportation to its portfolio of services. Emergency services, selfhelp programs and other basic needs were being addressed in the two county service area. Lawrence and Cullman counties. In 1976 the agency officially became the Morgan-Lawrence Community Action Committee. services in Blount County. In 1997 the Partnership built Harbor Square in Decatur, its first affordable housing complex created through a public, private and non-profit partnership. From 2001 to the present the agency has continued to grow. Early Head Start classrooms were added in Lawrence, Morgan and Blount counties. In 2002 the State of Alabama launched a Pre K initiative and The Partnership now operates 7 classrooms through this program. Weatherization services have been a hallmark of the agency for years and the agency now provides these results in six counties (Morgan, Cullman, Lawrence, Marion, Winston and Walker) through this energy efficiency, health and safety program. The agency again changed its name and brand to reflect its growing impact and in 2004 became the Community Action Partnership of North Alabama, Inc. Long-time director Thomas Wood retired in 2005 and was succeeded by Michael Tubbs as the agency’s fourth Executive Director. Head Start expanded again in 2009 by adding services in DeKalb, Jackson, Cherokee and Marshall counties in northeast Alabama. The Partnership’s housing portfolio has grown to over 1,500 units across the state, and after a three year process the Partnership was chartered in 2011 as one of only 235 national Neighborworks® affiliates. The company continues ‘to change lives and improve communities’ as stated in the Community Action Promise. The future of the Partnership is more certain due to the strong foundation laid by the visionary and exemplary leadership of many people in north Alabama over these last 47 years. 17 2011-2012 Programs, Services and Results the Alabama Business Charitable Trust fund, Operation Warm, Operation Share and faith-based organizations. RESULTS (Energy Assistance) ◊ 5,466 families were provided with energy assistance ◊ The energy burden was reduced for 1,557 single parents, 2,220 disabled persons and 2,184 seniors. The LIHEAP program provides energy assistance to vulnerable families residing in Cullman, Morgan and Lawrence Counties. Through direct contact with income-eligible clients, our staff creates an intervention that keeps energy flowing to the home, reduces the burden of unusually high energy bills and performs energy counseling for families. Awards, averaging slightly over $300, are made on behalf of hundreds of clients each year. Partnership Volunteers Through the Partnership, dedicated volunteers have donated 103,701 hours of service to our community’s most vulnerable citizens; particularly to the elderly and disabled adults. Low Income Home Energy Assistance This program is made possible through a grant from the Alabama Department of Economic and Community Affairs (ADECA), which originated from the U. S. Department of Health and Human Services. Additional funding was received by 18 measures are conducted on homes at no cost to the homeowner. This work is assessed by our staff, but performed by trained and licensed contractors. Housing Preservation This program is made possible through a grant from the U.S. Department of Agriculture. Housing preservation funds are used to help This program is made possible through a grant from the Alabama Department of Economic and Community Affairs (ADECA) that originated from the U. S. Department of Energy. RESULTS ◊ Energy conservation/housing preservation services were provided for 105 families. ◊ Reduced energy consumption was experienced for 105 families ◊ Health problems were eliminated for 76 families. ◊ 105 affordable homes were preserved for local families stabilize the home and make necessary repairs in cases where the damage or major repair is beyond the scope of the Weatherization Program. Weatherization services are provided for residents in Morgan, Cullman, Lawrence, Marion, Winston and Walker Counties. Energy conservation measures are performed on the homes of income-eligible applicants, with priority given to vulnerable seniors with chronic illness and disabilities and families with small children. Reducing air infiltration, insulating the home and performing other energy conservation 19 approach to assess storm-related, unmet-needs of storm survivors. These unmet-needs may include housing, healthcare, mental health and other human resource related needs caused by the April storms. From a results driven, strength-based and selfdetermination approach, this program works with the client to implement a storm recovery plan, advocate for the client’s storm-related unmet-needs and assists them with managing their storm recovery. Recovery victims from the April 2011 storm on Remembrance Day in Phil Campbell, AL Disaster Case Management The Disaster Case Management program is a $2.44 Million Federal Emergency Management Agency funded program through the Alabama Governor’s Office of Faith-based and Volunteer Service. This grant will allow our agency to serve April 2011 storm survivors in 10 disaster declared counties in Alabama and will serve a client base of more than 7,500 storm survivors. The Partnership was one of only three State of Alabama non-profit agencies to be selected from a very competitive process. Ribbon cutting for the Housing Resource Center in Phil Campbell, AL Federal Emergency Management Assistance (FEMA) The Partnership is responsible for funding in Morgan, Cullman and Lawrence Counties directed to us from FEMA for rent and mortgage assistance and to supplement the LIHEAP funds. The primary purpose of the Disaster Case RESULTS ◊ 79 families served by the April 27, 2011 tornado ◊ 18 families avoided homelessness ◊ 13 crisis situations stabilized ◊ 61 families had emergency needs met Management Program is to rapidly return individuals and families who have survived the April storms to a state of self-sufficiency or near pre-storm status. The program provides an organized and coordinated 20 National Senior Service Corps The purpose of the National Senior Services Corps is to engage persons who are 55 years and older, particularly those with limited incomes, in volunteer service to meet critical community needs and to provide a high quality experience that will enrich the lives of the volunteers. Foster Grandparent Program The Foster Grandparent Program (FGP) is designed Housing Counseling As a recognized housing counseling agency through the U. S. Department of Housing and Urban Development (HUD), the Partnership has certified and highly qualified Housing Counselors who are trained and equipped to deliver first time home buyer education, intervene and address the issues of foreclosure and help explain reverse mortgages to qualified homeowners. With the housing and economic crisis in our service area, these types of services are critical and will expand in its scope. RESULTS ◊ 397 families received housing counseling to help empower potential homebuyers ◊ 29 participants demonstrated an improvement in their financial management skills ◊ 47 families purchased homes ◊ 11 families avoided foreclosure ◊ 289 successfully maintained affordable rental housing ◊ 24 families avoided eviction to accomplish the following goals: 1. To enable limited income persons age 55 and over to remain physically and mentally active, and to enhance their self-esteem through continued participation in needed community services. 2. To enable children with identified needs to achieve improved physical, mental, emotional and social development; thereby helping them to reach social, behavioral, developmental and educational goals. 3. To provide a stipend and other benefits which enable eligible persons to participate as Foster Grandparents without cost to themselves. The FGP Coordinator works to place trained and capable senior adults in a school setting to assist in the classroom. This program has activity in all three primary counties. 21 RESULTS ◊ 119 Families served through the Foster Grandparent Program ◊ 119 at-risk elementary school students were served; which led to an improvement in reading skills, math/science skills and study habits. 3. Provide a stipend and other benefits which enable eligible persons to participate as Senior Companions without cost to themselves. Senior Companion Program (SCP) The SCP Coordinator places trained and capable senior adults in the homes of clients who need respite care, light housekeeping or a meal prepared. This program has activity in all three primary counties. 1. Enable limited income persons age 55 and over to remain physically and mentally active and to enhance their self-esteem through continued participation in needed community services. 2. Provide supportive services to adults with physical, mental, emotional or mental health limitations, especially older persons in an effort to achieve and maintain their highest level of independent living. 22 RESULTS ◊ 105 families served through the senior companion program ◊ 105 experienced independent living ◊ 105 accomplished simple chores ◊ 105 completed daily tasks Some of the photography compliments of Rhonda Brackin, Focused on You Photography (Danville, Alabama) ◊ 996 Single parents of pre-school children learned and exhibited improved parenting skills ◊ 7 pregnant mothers improved prenatal health and successfully gave birth to a healthy child. Head Start/Early Head Start/Pre-K Funding made possible through the Department of Health and Human Services and the State of Alabama Meals On Wheels and More (MOWM) Head Start and Early Head Start is the agency’s largest funded program, and the largest Head Start program in Alabama. These programs provide education and instruction for young children (birth to 5 years) from income eligible families and also serve children with disabilities. Early Head Start also offers enrollment and services to pregnant women. There is great emphasis placed on producing measurable outcomes for children to ensure they are prepared before entering school. RESULTS ◊ 2,386 pre-school children and their families were served ◊ 2,386 pre-school children obtained age appropriate immunizations, medical and dental care ◊ 2,150 children participated in pre-school activities to develop school readiness skills In Morgan County, MOWM serves 350 hot meals a day to the door of a vulnerable or shut-in senior adult. Supported by United Way and local contributions, the MOWM kitchen staff prepares the meals daily and then distributes those with the assistance of many local volunteers. MOWM does not receive any federal or state funds. RESULTS ◊ 480 families served through meals on wheels ◊ 426 seniors were able to live independently and avoid institutionalization ◊ 480 homebound adults received daily nutritious meals ◊ 480 seniors received a wellness check 23 Funding made possible through the United Way, City of Decatur, Morgan County Commission and local contributors. ◊ One 48-unit apartment complex, The Village at Blackwell Farms, is being developed in Jasper, AL. Affordable Housing Development Our agency is a partner in 30 affordable, multi-family housing developments and two (2) single-family developments across the Southeast. These units are energy efficient and well maintained. The most recent development that was built and is now 100% occupied is Harbor Pointe II in Decatur, a 48 unit senior adult apartment complex. NeighborWorks® America The Community Action Partnership of North Alabama is a Chartered Member of Neighborworks® America. Neighborworks® America creates opportunities for people to improve their lives and strengthen their communities by providing access to homeownership and to safe and affordable rental housing. As a partner This is not public housing and not HUD housing. It is created through the provision of the Low Income Housing Tax Credit program. Our agency is responsible for creating a public, private and local partnership to build these. In addition to the housing provided, the agency has begun to and will continue to benefit financially from the early investments in this work. RESULTS ◊ Two (2) housing development partnerships are emerging with the City of Montgomery and the City of Decatur. 24 agency, we received funding to support our Housing Development, Re-housing, Housing Counseling and Community Development. Neighborworks® coordinates through more than 235 community development organizations working in more than 4,400 urban, suburban and rural communities in all 50 states, Puerto Rico and the District of Columbia. In the last five years Neighborworks® organizations have generated nearly $20 billion in reinvestment in these communities. Neighborworks® America is also the nation’s leading trainer of community development and affordable housing professionals. Family Development Family Development is a service delivery base of the Partnership to foster a more robust approach to case management and family development for the purpose of moving economically dependent families to economic independence. Frontline family workers will be trained under the Cornell University Family Development Credential model. FDC workers will complete 90 hours of interactive classroom instruction and portfolio advisement based Empowerment Skills for Family Workers curriculum; prepare a Skills Portfolio with support of a portfolio advisor; and pass a state credentialing exam. Temple University of Harrisburg, Pa. is the National affiliate that supports the implementation of Family Development offered by the Partnership. Community Development Financial Institution (CDFI) Fund The Community Development Financial Institution (CDFI) Fund is a product administered through the United States Department of the Treasury that is designed to economically empower America’s underserved and distressed communities by and established the North Alabama Community Partnership Fund, LLC, a wholly owned non-profit, subsidiary of the Partnership. Foreclosed House in Decatur Renovated and Prepared for Homeowner Open House celebration in Decatur of a home that was bought as a foreclosure, renovated and sold to first time homeowner, Jacque Lansdell. promoting economic revitalization and growth, access to capital and community development. In 2007, the Partnership became one of the few non-profit entities within the State of Alabama to create a CDFI Fund. The Partnership developed CEO Michael Tubbs, first time homeowner Jacque Landsdell and Richard Lyons (Community Development Team Leader) congratulating Ms. Lansdell on her first home purchase using a loan administered through the CDFI Fund. 25 Program Demographic Report 1/1/2011 - 12/31/2011 Total un-duplicated number of persons about whom one or more characteristics were obtained: Ethnicity/Race I. Ethnicity # Of Persons a.) Hispanic or Latino b.) Not Hispanic or Latino 622 7,678 TOTAL 8,300 II. Race a.) White 6,037 b.) Black or African American c.) American Italian & Alaskan Native e.) Native Hawaiian & Other Pacific Islanders g.) Multi-Race (any two or more of the above) 2,090 28 1 158 d.) Asian 4 f.) Other 49 TOTAL 8,367 8,367 2,853 Gender # Of Persons Education level of adults (24 yrs or older) # Of Persons a.) Grades 0-8 81 a.) Male b.) Female 5,514 TOTAL 8,367 Age # Of Persons a.) 0-5 2,386 b.) 6-11 77 c.) 12-17 1 d.) 18-23 218 e.) 24-44 2,148 f.) 45-54 1,098 g.) 55-69 1,293 h.) 70+ 1,146 TOTAL 8,367 b.) Grades 9-12/Non-graduate d.) 12+ Some Post-secondary e.) 2 or 4 Years of College 2,548 24 1,000 c.) High School/GED 1,701 TOTAL 5,354 26 Family Size # Of Persons a.) One 2,611 b.) Two 1,686 c.) Three 1,496 d.) Four 1,171 e.) Five 227 g.) Six 64 h.) Eight or more 25 TOTAL 7,855 Level of Family Income (% of HHS Guideline) # Of Persons a.) Up to 50% 2,575 b.) 51%-75% 1,694 c.) 76%-100% 1,424 d.) 101%-125% 999 e.) 126%-150% 664 f.) 151%-175% 279 g.) 176%-200% 81 h.) 201%-and over 139 Sources of Family Income # Of Persons TOTAL 7,855 a.) Unduplicated # of families one or more of income 6,800 Family type # Of Persons b.) Unduplicated # of families reporting zero income 918 c.) TANF 61 d.) SSI 1,259 e.) Social Security 2,830 f.) Pension 277 g.) General Assistance 11 h.) Unemployment Insurance i.) Employment + Other Sources 380 520 a.) Own 3,099 b.) Rent 4,259 c.) Homeless 135 d.) Other 272 TOTAL 7,765 Housing # Of Persons 2,348 136 1,262 246 j.) Employment Only 2,374 k.) Other 817 a.) Single Parent Female b.) Single Parent Male c.) Two Parent Household d.) Single Person 2,377 Other Characteristics # Of Persons 409 e.) Two Adults, No Children f.) Other 1,395 TOTAL 7,764 a.) No Health Insurance b.) Disabled 2,510 27 Consolidated Statement of Financial Position December 31, 2011 “We take our work seriously and we certainly take our role as recipients of federal, state and local dollars very seriously. In some ways we are more accountable than a normal stockholder-held business. Our ‘investor’ is the taxpayer and we will be good stewards of those dollars.” Michael Tubbs Financial Snapshot 28 28 ASSETS Current Assets Cash Grants Receivable Other Accounts Receivable Prepaid Expenses TOTAL CURRENT ASSETS 862,528 378,393 521,612 27,714 1,790,247 LIABILITIES AND NET ASSETS current LIabilities Accounts Payable Accrued Interest Other Accrued Expenses Deferred Revenue Current Portion of Long-term Debt TOTAL CURRENT LIABILITIES 172,709 677,830 397,423 139,652 305,703 1,693,317 RESTRICTED Assets Restricted Deposits & Reserves TOTAL RESTRICTED ASSETS 1,390,943 1,390,943 Noncurrent LIabilities Tenant Security Deposits Developer Fees Payable Long-Term Debt - net TOTAL NONCURRENT LIABILITIES 139,816 764,008 12,575,978 13,506,618 Accumulated Deficit Investment In Partnerships 26,816 Noncurrent Assets Notes Receivable - related parties Property & Equipment - net Other Assets TOTAL NONCURRENT ASSETS TOTAL ASSETS 1,084,963 28,594,543 272,287 29,951,793 33,132,983 Unrestricted Temporarily Restricted TOTAL NET ASSETS TOTAL LIABILITIES & NET ASSETS NET ASSETS 17,388,058 544,990 17,933,048 33,132,983 29 FRED HARVEY Where we have been… Letter from OUR Chief financial Officer In 1989, when I started to work with Community Action Agency of Morgan – Lawrence – Cullman Counties, as it was known then, the total revenue for the year was $3,432,434. We provided services in three counties and had a little over one hundred employees. The agency was struggling with a deficit from prior years and I was told to “cut cost”. We managed to overcome the deficit within the next couple of years, and with cooperative employees and progressive thinking management, we soon began expanding our services to additional counties. Housing development went from one multi-family property in Decatur to many all across the state. Head Start went from three counties to six, then to nine, and continued to grow. Weatherization expanded from three counties to five, and was set to expand even more. The Partnership has been willing to take risk when we saw a need. We have also been willing to discontinue programs when we saw it could jeopardize the business, or the need was no longer there. 30 Corporation for National Service $523,462 2.1% FEMA Emergency Food & Shelter $18,170 0.1% Housing & Urban Development $28,088 0.1% USDA Housing Preservation $24,216 0.1% Weatherization $1,245,490 5.1% United Ways $166,220 0.7% Local Public Support $62,935 0.3% Head Start $12,759,059 52.2% Low Income Home Energy Assistance $2,719,510 11.1% Community Services Block Grant $336,451 1.4% Indirect Cost $1,094,122 4.5% Other $338,242 1.4% Non-Cash Contributions $2,897,866 11.9% Local Private Contributions $453,091 1.9% Community/Housing Development $133,552 0.5% Alabama Pre-K $265,337 1.1% State of Alabama - General Fund $40,222 USDA - Child Nutrition 0.2% $1,151,728 NeighborWorks America 4.7% $171,591 0.7% Revenue Sources Fiscal Year 2011 31 Where we are now… 2012. Community Action Partnership of North Alabama has become a major business in North Alabama. We currently have almost 500 employees working in 15 counties across the Tennessee Valley area. Head Start now serves 12 counties; Weatherization 6; and Disaster Case Management serves 10. Our revenue for Fiscal Year 2011 was $24,390,600, with a payroll of over $7.3 million. We have had a hand in the production of over $100 million in affordable housing all over Alabama, in North Carolina, and in South Carolina. Many people do not perceive non-profit social service organizations such as the Partnership as a business. The $24.2 million in expenditures last year were pumped right into the economy of North Alabama. It went to restaurants, clothing stores, grocery stores, car dealers. The list goes on and on. Yes, it is a big business. However, the big difference in our business and any other big business is the transparency. Our annual audits are prepared by a private CPA firm and are available on our website. Our tax returns are available to the general public and published on the internet. We have many financial regulations that do not apply to the average for-profit business. But that is okay. Since 85% of our funds last year came from federal, state, or local governments (tax payer funds); and the majority of the balance came from private donations, we welcome that transparency. The first two words of the Partnership’s Values are Financial Excellence, and that is what we continuously strive to achieve. 32 Travel $242,315 1.0% Stipends $341,145 1.4% Space Costs $2,045,920 8.4% Transportation Cost $64,887 0.3% Other Costs $2,964,271 12.2% Salaries $8,529,811 35.1% Indirect Cost $1,094,122 4.5% Direct Services $2,691,499 11.1% Contract Services $756,862 3.1% Capital Expenditures $17,390 0.1% Benefits/Taxes $4,840,643 19.9% Consumable Supplies $731,605 3.0% Expenditures Fiscal Year 2011 33 Where we are headed… Times are changing, and the Partnership must change with the times. We, along with everyone else are concerned about the Federal deficit and the economy. The Partnership is committed to doing our share of operating with tighter budgets. As we anticipate less federal and state dollars, we must look for other funding sources to continue our services for the disadvantaged people in our service area. In our 2011 Strategic Plan we established a goal to secure new business ventures that will produce non-public funds to support the Partnership. Some of these new dollars must come from new partnerships with the business community and other service organizations. The Board of Directors and the employees of the Partnership are committed to stay the course in fighting the causes of poverty in North Alabama, no matter where future funds may come from. It is truly our vision to be the preferred nonprofit partner in Alabama. 34 Medicare $113,060 0.8% Social Security $482,900 3.6% Workers Comp Insurance $186,863 1.4% Unemployment Insurance $266,045 2.0% Health Insurance $2,836,711 21.2% Salaries $8,529,811 63.8% Retirement $955,064 7.1% Personnel Costs Fiscal Year 2011 35 Community Action Partnership of North Alabama a 21st Century Non-profit Business Central Office 1909 Central Parkway SW Decatur, AL 35601 Phone: 256-355-7843 Website: www.northalabamacommunities.org 36