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Information in this report was supplied by the nonprofit organization within the last two years.
This organization is required to file an IRS Form 990 or 990-EZ.
It is a 501(c)(03)
public charity.
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Alliance/Advocacy Organizations
Alliance/Advocacy Organizations
This organization is seeking funds from contributions and grants. These funds will be used for unrestricted operating expenses and special projects.
Marin County
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| 68-0101012 |
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2009
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$906,308
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$1,292,702
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| 1991 |
| 1979 |
| 15 |
| 11-20 |
| 1-5 |
| 101-500 |
Center for Volunteer and Nonprofit Leadership of Marin makes its audited financial statements
available to the public upon request.
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To develop a vital and engaged community dedicated to building and sustaining quality of life. We:
-Enrich and strengthen volunteerism and nonprofit organizations,
-Enhance community involvement and leadership, and
-Promote the impact and value of the nonprofit sector.
The center offers executive transition services to strengthen the ability of boards to anticipate, manage, and successfully complete executive transitions. Services include executive search, succession planning, merger and partnership assessment and interim executive placement
Center for Volunteer and Nonprofit Leadership is a member of the California Management Assistance Partnership, the California Association of Nonprofits (CAN), CAN's Nonprofit Public Policy Council, The Alliance for Nonprofit Management, Points of Light Foundation, Volunteer Centers of California, the Marin Economic Council, the Marin Private Industry Council and the San Rafael Chamber of Commerce.
- Though no specific study has been done around nonprofit leadership trends in Marin County, anecdotal evidence suggests that many long-time executive directors are planning to retire over the next 5 years. Marin nonprofits will soon be faced with the need to identify and nurture new leadership from within their ranks or from the outside. With high cost of living and lack of affordable housing, recruiting talented nonprofit executives from other areas would present a formidable challenge. The Executive Transitions Program seeks to address this growing need.
- Commissioned the very first Marin Nonprofit Sector Survey.The purpose of the study is to generate baseline nonprofit sector data for Marin County for ongoing longitudinal and county-level analysis, to stimulate dialogue and action, and to suggest strategies for nonprofits and philanthropists to strengthen their work in the community.
- Successfully launched two new programs to address the leadership deficit in the nonprofit sector. These were the Emerging Leaders Program (ELP) designed to prepare new and aspiring executive directors for the challenges of running a nonprofit organization and Executive Transitions, a broad range of services aimed at nonprofit boards to anticipate, manage and successfully complete executive director transitions.
- Undertake a county-wide advertising campaign aimed at raising awareness around volunteering. This includes advertising, public service announcements, posters, informational events and outreach to schools.
The Center tracks its effectiveness by regularly surveying our membership, evaluating every workshop, and continual feedback from our membership.
From the organization's FORM 990 Data Accuracy
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Contributions |
$758,333 |
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Government Grants |
$22,000 |
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Program Services |
$277,084 |
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Investments |
$26,271 |
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Special Events |
$66,603 |
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Sales |
$0 |
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Other |
$54,995 |
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Program Services |
$1,111,051 |
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Administration |
$149,573 |
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Other |
$88,941 |
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Notes
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 long survive,
but the types of assets and liabilities also must 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.
Cash
& Equivalent |
$921,930 |
$861,691 |
$(60,239) |
Accounts
Receivable |
$69,927 |
$58,719 |
$(11,208) |
Pledges
& Grants Receivable |
$145,000 |
$0 |
$(145,000) |
Receivables/Other |
$0 |
$0 |
$0 |
Inventories
for Sale or Use |
$2,482 |
$0 |
$(2,482) |
Investments/Securities |
$0 |
$0 |
$0 |
Investments/Other |
$0 |
$0 |
$0 |
Fixed
Assets |
$14,590 |
$4,864 |
$(9,726) |
Other |
$25,061 |
$34,605 |
$9,544 |
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Accounts
Payable |
$104,826 |
$63,625 |
$(41,201) |
Grants
Payable |
$0 |
$0 |
$0 |
Deferred
Revenue |
$6,915 |
$0 |
$(6,915) |
Loans
and Notes |
$0 |
$0 |
$0 |
Tax-Exempt
Bond Liabilities |
$0 |
$0 |
$0 |
Other |
$0 |
$0 |
$0 |
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Andrea Bizzell, Member |
Sara Gaston Huey, Secretary |
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Marilee Eckert, Member |
Joan Capurro, Member |
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Stanley Green, Treasurer |
Linda Davis, CEO |
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Charles Greene, Member |
Ken Preston, Member |
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Cesar Lagleva, Member |
Charlie Mead, Vice President |
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Paula Pilecki, President |
Efren Carrillo, Member |
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Luann Jackman, Member |
Larry Meredith, Member |
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