Civic Intelligence

Shanta Foundation Inc

EIN 20-4246752 • 501(c)3 • Durango, CO

Profile

To partner with underserved rural villages in Myanmar and Zambia to develop healthy communities. Through a collaborative process, we empower local leadership to make effective, sustainable change focusing on education, quality health care, and economic opportunities

PO Box 1603Durango, CO 81302

www.shantafoundation.org

Siviq Scores

Precomputed percentiles relative to similar nonprofits. These scores are descriptive rather than judgmental.

Liabilities / Assets

49th percentile

0.06x

Higher debt load relative to assets than 49% of similar nonprofits.

501(c)3 • $1M-$5M nonprofits • Source year 2025

Liabilities / Revenue

53rd percentile

0.10x

Higher debt load relative to revenue than 53% of similar nonprofits.

501(c)3 • $1M-$5M nonprofits • Source year 2025

Net Margin

70th percentile

17%

Higher net margin than 70% of similar nonprofits.

501(c)3 • $1M-$5M nonprofits • Source year 2025

Top Officer Pay

Score unavailable

No value available

No filing with officer rows is available for this organization yet.

Asset Growth

91st percentile

58%

Faster asset growth than 91% of similar nonprofits.

501(c)3 • $1M-$5M nonprofits • Annualized from 2023 to 2025

Revenue Growth

80th percentile

36%

Faster revenue growth than 80% of similar nonprofits.

501(c)3 • $1M-$5M nonprofits • Annualized from 2023 to 2025

Balance Sheet
Liabilities / Assets49th percentile

Assets

Up

$1,963,937

Up $176,468 (+9.9%) from 2024

Liabilities

Up

$121,881

Up $18,493 (+18%) from 2024

Net Assets

Up

$1,842,056

Up $157,975 (+9.4%) from 2024

Operations
Liabilities / Revenue53rd percentileNet Margin70th percentile

Revenue

Up

$1,272,456

Up $579,910 (+84%) from 2024

Expenses

Up

$1,060,412

Up $366,759 (+53%) from 2024

Net Income

Up

$212,044

Up $213,151 (+19255%) from 2024

Trend Graphs

Balance Sheet Trend

Asset Growth91st percentile

Grouped bars show assets, liabilities, and net assets across loaded filings.

$2.0M$1.5M$1.0M$500K$0Assets 2011: $122,867Liabilities 2011: $2,548Net Assets 2011: $120,3192011Assets 2012: $139,974Liabilities 2012: $26Net Assets 2012: $139,9482012Assets 2013: $204,005Liabilities 2013: $8,050Net Assets 2013: $195,9552013Assets 2014: $190,820Liabilities 2014: $5,162Net Assets 2014: $185,6582014Assets 2015: $250,024Liabilities 2015: $7,026Net Assets 2015: $242,9982015Assets 2016: $191,119Liabilities 2016: $2,409Net Assets 2016: $188,7102016Assets 2017: $271,584Liabilities 2017: $6,801Net Assets 2017: $264,7832017Assets 2018: $298,521Liabilities 2018: $8,894Net Assets 2018: $289,6272018Assets 2019: $312,817Liabilities 2019: $59,623Net Assets 2019: $253,1942019Assets 2020: $266,335Liabilities 2020: $92,407Net Assets 2020: $173,9282020Assets 2021: $450,919Liabilities 2021: $159,521Net Assets 2021: $291,3982021Assets 2022: $626,878Liabilities 2022: $10,854Net Assets 2022: $616,0242022Assets 2023: $788,868Liabilities 2023: $42,237Net Assets 2023: $746,6312023Assets 2024: $1,787,469Liabilities 2024: $103,388Net Assets 2024: $1,684,0812024Assets 2025: $1,963,937Liabilities 2025: $121,881Net Assets 2025: $1,842,0562025

Highlighted filing

2025

Assets$1,963,937
Liabilities$121,881
Net Assets$1,842,056
Open 2025 Filing

Operations Trend

Revenue Growth80th percentile

Revenue, expenses, and net income by year, with the latest filing highlighted.

$1.5M$1.0M$500K$0-$500KRevenue 2011: $133,682Expenses 2011: $132,656Net Income 2011: $1,0262011Revenue 2012: $174,363Expenses 2012: $154,734Net Income 2012: $19,6292012Revenue 2013: $306,414Expenses 2013: $250,407Net Income 2013: $56,0072013Revenue 2014: $283,847Expenses 2014: $272,103Net Income 2014: $11,7442014Revenue 2015: $368,890Expenses 2015: $342,407Net Income 2015: $26,4832015Revenue 2016: $386,826Expenses 2016: $428,936Net Income 2016: -$42,1102016Revenue 2017: $501,120Expenses 2017: $425,047Net Income 2017: $76,0732017Revenue 2018: $604,228Expenses 2018: $568,616Net Income 2018: $35,6122018Revenue 2019: $577,542Expenses 2019: $557,922Net Income 2019: $19,6202019Revenue 2020: $206,296Expenses 2020: $283,570Net Income 2020: -$77,2742020Revenue 2021: $697,836Expenses 2021: $594,861Net Income 2021: $102,9752021Revenue 2022: $940,655Expenses 2022: $591,154Net Income 2022: $349,5012022Revenue 2023: $684,028Expenses 2023: $559,529Net Income 2023: $124,4992023Revenue 2024: $692,546Expenses 2024: $693,653Net Income 2024: -$1,1072024Revenue 2025: $1,272,456Expenses 2025: $1,060,412Net Income 2025: $212,0442025

Highlighted filing

2025

Revenue$1,272,456
Expenses$1,060,412
Net Income$212,044
Open 2025 Filing

Filings

Most recent year

2025 • Form 990Detailed filing. Detailed filing data is available for this year.

Open filing
Assets
$1,963,937
Liabilities
$121,881
Net assets
$1,842,056
Revenue
$1,272,456
Expenses
$1,060,412
Net income
$212,044
Balance SheetOperations
YearAssetsLiabilitiesNet AssetsRevenueExpensesNet Income
2025Detailed filing. Detailed filing data is available for this year.$1.96$0.12$1.84$1.27$1.06$0.21
2024Detailed filing. Detailed filing data is available for this year.$1.79$0.10$1.68$0.69$0.69$0.00
2023Detailed filing. Detailed filing data is available for this year.$0.79$0.04$0.75$0.68$0.56$0.12
2022Detailed filing. Detailed filing data is available for this year.$0.63$0.01$0.62$0.94$0.59$0.35
2021Detailed filing. Detailed filing data is available for this year.$0.45$0.16$0.29$0.70$0.59$0.10
2020Summary only. Only limited summary data is available for this year.$0.27$0.09$0.17$0.21$0.28$0.08
2019Detailed filing. Detailed filing data is available for this year.$0.31$0.06$0.25$0.58$0.56$0.02
2018Detailed filing. Detailed filing data is available for this year.$0.30$0.01$0.29$0.60$0.57$0.04
2017Detailed filing. Detailed filing data is available for this year.$0.27$0.01$0.26$0.50$0.43$0.08
2016Detailed filing. Detailed filing data is available for this year.$0.19$0.00$0.19$0.39$0.43$0.04
2015Detailed filing. Detailed filing data is available for this year.$0.25$0.01$0.24$0.37$0.34$0.03
2014Summary only. Only limited summary data is available for this year.$0.19$0.01$0.19$0.28$0.27$0.01
2013Detailed filing. Detailed filing data is available for this year.$0.20$0.01$0.20$0.31$0.25$0.06
2012Facts available. Structured filing facts are available, but richer extracted sections are limited.$0.14$0.00$0.14$0.17$0.15$0.02
2011Facts available. Structured filing facts are available, but richer extracted sections are limited.$0.12$0.00$0.12$0.13$0.13$0.00
Latest Filing Detail
Jump To
Filing Snapshot
Filing Period
Jul 1, 2024 to Jun 30, 2025
Signed
Dec 16, 2025
Return Version
2024v5.2
Gross Receipts
$1,346,348
Mission and Program Overview

Mission

To partner with underserved rural villages in myanmar to develop healthy communities. Through a collaborative process, we empower local leadership to make effective, sustainable change focusing on education, quality health care, and economic opportunities.

To partner with underserved rural villages in Myanmar and Zambia to develop healthy communities. Through a collaborative process, we empower local leadership to make effective, sustainable change focusing on education, quality health care, and economic opportunities

Balance Sheet Detail
LineBeginningEndChange
Assets
Pledges and Grants Receivable$892,854$770,209▼ $122,645
Land, Buildings, and Equipment, Net-$392,121-
Investments in Publicly Traded Securities$406,125$275,690▼ $130,435
Cash and Non-Interest-Bearing Accounts$137,478$247,058▲ $109,580
Savings and Temporary Cash Investments$217,509$206,509▼ $11,000
Receivables From Officers Etc$61,027$59,325▼ $1,702
Prepaid Expenses and Deferred Charges$71,801$8,900▼ $62,901
Other Notes and Loans Receivable, Net-$4,125-
Total Assets$1,787,469$1,963,937▲ $176,468
Other Assets Total$675--
Liabilities
Deferred Revenue-$100,000-
Accounts Payable and Accrued Expenses$103,388$21,881▼ $81,507
Total Liabilities$103,388$121,881▲ $18,493
Net Assets / Fund Balance
Net Assets With Donor Restrictions$1,184,755$1,116,775▼ $67,980
Net Assets Without Donor Restrictions$499,326$725,281▲ $225,955
Total Net Assets Fund Balance$1,684,081$1,842,056▲ $157,975
Total Liabilities and Net Assets / Fund Balance$1,787,469$1,963,937▲ $176,468

Asset Categories

AssetBook ValueDepreciationBasis
Buildings$392,121$7,879$400,000
Equipment-$4,145-

Endowment Activity

PeriodBeginningContrib.Gain/LossOther UsesEnd
2024$36,933-▲ $1,429-$38,362
2023$33,772-▲ $3,161-$36,933
2022$31,598-▲ $2,174-$33,772
2021$31,004$1,690▼ $1,096-$31,598
2020$24,596$1,300▲ $5,108-$31,004
Compensation and Service Providers
Top Officer PayScore unavailable

Employees

NameTitleFull / Part TimeBaseOtherTotal
Wade Dennis GriffithExecutive DirectorFT$159,502$6,255$165,757

Board Members and Trustees

NameTitle
Zachary RayCo-Chair
Mark HarmonPresident
Arlen WeinerDirector
James HoffmanDirector
Meg FoleyDirector
Tami DukeDirector
Tapati DuttaDirector
David PetersTreasurer
Revenue and Support

Revenue Composition

Contributions and Grants
$1,213,159
Program Service Revenue
$0
Investment Income
$32,939
Other Revenue
$26,358
All Other Contributions
$1,213,159
Change in Net Assets
$212,044

Noncash Contribution Practices

Property subject to holding requirements
No
Reviewed unusual noncash gifts
No
Third parties used for noncash contributions
No

Noncash Contributions

Contribution TypeContribution CountReported AmountValuation Method
Real Estate Residential1$400,000Fair Market Value
Securities Publicly Traded2$31,646Fair Market Value (FMV)
Total Noncash Contributions3$431,646-
Expenses and Functional Allocation

Major Expense Lines

Line ItemAmount
Grants and Similar Amounts Paid$450,610
Salaries, Compensation, and Employee Benefits$361,949
Other Expenses$247,853
Total Fundraising Expense$199,788
Professional Fundraising Fees$0

Functional Expense Allocation

Line ItemProgramManagementFundraisingTotal
Foreign Grants$450,610--$450,610
Current Officers, Directors, Trustees, and Key Employees$67,725$25,309$75,925$168,959
Other Salaries and Wages$81,582$17,502$56,609$155,693
Fees for Services Other$12,405$12,405$28,651$53,461
Travel$37,086$4,142$10,329$51,557
Payroll Taxes$11,998$3,848$11,023$26,869
Office Expenses$9,365$8,058$4,356$21,779
Fees for Services Accounting-$21,003-$21,003
Other Employee Benefits$4,795$1,364$4,269$10,428
Depreciation Depletion$3,388$2,915$1,576$7,879
Occupancy$3,517$1,001$2,799$7,317
Other Expenses$3,431$193$3,385$7,009
Insurance$1,862$1,602$866$4,330
Total Functional Expenses$687,764$172,860$199,788$1,060,412
International Activity

International Compliance

Activity in boycott countries
No
Foreign corporation ownership
No
Foreign partnership interest
No
Interest in foreign trust
No
Passive foreign investment company interest
No
Transfers to foreign corporations
No
Fundraising, Events, and Gaming
Fundraising activities
Yes
Gaming activities
No
Professional fundraiser used
No

Fundraising and Gaming Totals

Line ItemAmount
Fundraising Gross Income$100,250
Fundraising Direct Expenses$73,892
Professional Fundraising Fees$0

Fundraising Events

EventGross ReceiptsGross RevenueDirect ExpensesNet Income
Insight Trip$100,250$100,250$73,892$26,358
Total Events$100,250$100,250$73,892$26,358
Political and Lobbying Activity
Political campaign activity
No
Lobbying activity
No
Subject to proxy tax
No
Insider Transactions and Loans

Loans and Receivables

Line ItemBeginningEndChange
Receivables from Officers, Directors, Trustees, and Key Employees$61,027$59,325▼ $1,702
Governance and Compliance

Governance Checklist

Compiled or reviewed by an accountant
No
Annual disclosure for covered persons
Yes
Business relationship with 35% controlled entity
No
Business relationship with family members
No
Business relationship with organization members
No
Material changes to governing documents
No
Compensation from other sources disclosed
No
CEO compensation reviewed
Yes
Other officer compensation reviewed
No
Conflict-of-interest policy
Yes
Audited financial statements prepared
No
Key decisions subject to board approval
No
Management duties delegated
No

Governance Explanations

Form 990 governing body review Part VI line 11

“All board members are given copies of the draft Form 990 and accompanying schedules to review. They are encouraged to ask questions. The draft Form 990 is discussed and approved in a board meeing prior to filing.”

Conflict of interest policy compliance Part VI line 12C

“Board members review and certify understanding and compliance by signing the conflict of interest policy when they join the board. Annually, the policy is reviewed at a board meeting and the board members are required to initial and recertify that they are in compliance. Additionally, if and when such a conflict arises, the member must report the conflict to the Board President withing five days. The President consults the board to determine if any action is needed to minimize the conflict. During this time, the members authority and participation are determined by the board through open discussion, until a decision is made regarding the conflict.”

CEO executive director top management comp Part VI line 15A

“Compensation of the executive director is discussed at least twice per year, during board meetings. Data considered when determining compensation includes job description, qualifications of staff member, comparable salaries in the region, and cost of living.”

Governing documents etc available to public Part VI line 19

“The Shanta Foundation offers to receive requests via telephone, mail, or electronic mail for copies of its Form 990, governing documents, conflict of interest policy, document retention policy, and summary financial statements. Such requests are honored with either paper or electronic read-only copies.”

Filing and Contact Details

Filer

Filer Name
Shanta Foundation Inc
EIN
20-4246752
In Care Of
% Dennis Wade Griffith
Phone
9707491198
Address
PO Box 1603, Durango, CO 81302

Signing Officer

Name
Dennis Wade Griffith
Title
Executive Director
Phone
9707491198
Signed
2025-12-16
Discuss with paid preparer
Yes

Organization Details

Formed
2006
Legal Domicile
Co
Voting Board Members
8
Independent Board Members
8
Employees
4

Preparer

Firm
Jamie Matthews CPA
Address
PO Box 2996, Durango, CO 81302
Preparer
Jamie Matthews
Phone
9704608575
Supplemental Narrative

Additional Explanations

Explanation of other changes in net assets or fund balances Part XI line 9

“Pledges were recorded on cash basis prior to fiscal year 2024. Management follows GAAP for all other accounting decisions, as such, management recorded future pledge payments from prior periods to increase transparency in financial reporting.”

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IRS990/Desc0Village Development Zambia-Shanta Village Partners is structured to reinforce long-term sustainability by funding and training grassroots, locally-based organizations (such as Muditar in Myanmar and Peoples Action Forum in Zambia) rather than directly implementing the Village Partnership Model (VPM) ourselves. This is the preferable approach for several reasons. By investing know-how and resources in local development practitioners, we build local capacity to drive development, ensuring that the necessary skills are rooted in the local communities and not dependent on expatriates. Moreover, it means that our organizational structure reflects the very principles we are trying to share in local communities. Rather than doing for, we equip others to do for themselves. This happens when Shanta trains its local partner, and then it happens again when our local partners go into villages to provide training, facilitation, and encouragement. Finally, this approach empowers the local organization (a separate legal entity from Shanta) to contextualize and execute the VPM. This enhances sustainability because it allows local people, who understand the culture, to adapt the model to fit a given community, tribe, or people group. Zambia is our newest operational area and has four active village partnerships. We are currently implementing our Village Partnership Model (VPM) similarly to our approach in Myanmar. The key difference is that we are intentionally tailoring it to fit the village context in southern Zambia. For example, child marriage is a significant problem in Zambia and contributes to a host of other social ills like extreme poverty, gender-based violence, high drop-out rates, etc. As such, and at the behest of our village partners, this issue has been centered in the Zambian adaptation of our VPM. Similar to Myanmar, in Zambia, Shanta Foundation is pioneering a holistic, community-led, sustainable development model that equips local people to solve local problems permanently; this approach fosters independency rather than dependency. When Shanta partners with a village (usually for six years), we begin by facilitating a process whereby the entire village elects a Village Development Team (VDT) that will design and oversee the implementation of their villages development path. Our approach is not prescriptive. Instead, we believe that the villagers themselves know their context, complete with its opportunities, resources, and challenges, better than we ever will. As such, we facilitate a process whereby the villagers set their development priorities, actually choosing what projects will or wont be pursued. The VDT leads this work and begins by establishing a community bank. The community bank offers low-interest loans to villagers, and they usually borrow to buy agricultural inputs. This accomplishes two things: first, each familys farming efforts are more profitable because their cost of capital is generally cut in half; second, with each successive loan cycle, interest accumulates in the community bank, eventually growing to the point that villagers can withdraw money the funds needed to implement a new project or maintain an existing project. This goes well beyond conventional notions of sustainability because it creates a perpetually growing pool of capital that can be used for development projects. Meanwhile, it spurs increased entrepreneurial activity by radically reducing the cost of capital for micro enterprises and smallhold farmers. Once these core projects are established, we offer villagers a menu of additional projects (alternate agriculture, womens empowerment, clean water, school improvement, teacher housing, healthcare, etc.). Still, villagers can also choose projects that are not on this list. It is their village, so the choices are 100% theirs to make. These are a few of our accomplishments in Zambia in FY 2025: A six-year partnership was established with one new village, with four active partnership villages
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IRS990/MissionDesc0To partner with underserved rural villages in Myanmar and Zambia to develop healthy communities. Through a collaborative process, we empower local leadership to make effective, sustainable change focusing on education, quality health care, and economic opportunities
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IRS990/ProgSrvcAccomActy2Grp/Desc0Shanta Village Partners is pioneering a holistic, community-led, sustainable development model (Village Partnership Model VPM) that equips local people to solve local problems permanently; this approach fosters independency rather than dependency. Moreover, by placing local villagers in control of the partnership, the vestiges of colonialism (so ubiquitous in how international development is commonly implemented) are erased, and the voices, choices, and sovereignty of local people are centered in the project design. When Shanta partners with a village (typically for six years), we begin by facilitating a process whereby the entire village elects a Village Development Team that will design and oversee the implementation of their villages development path. Our approach is not prescriptive. Rather, we believe that the villagers themselves know their context, complete with its opportunities, resources, and challenges, better than we ever will. As such, we facilitate a process whereby the villagers set their development priorities, actually choosing what projects will or wont be pursued. The VDT leads this work and begins by establishing a community bank. The community bank offers low-interest loans to villagers, and they usually borrow to buy agricultural inputs. This accomplishes two things: first, each familys farming efforts are more profitable because their cost of capital is generally cut in half; second, with each successive loan cycle, interest accumulates in the community bank, eventually growing to the point that the VDT can withdraw the funds needed to implement a new project or maintain an existing project. This goes well beyond conventional notions of sustainability because it creates a perpetually growing pool of capital that can be used for development projects. Meanwhile, it spurs increased enterpreneurial activity by radically reducing the cost of capital for micro-enterprises and and smallhold farmers. Once these core projects are established, we offer villagers a menu of additional projects (alternate agriculture, womens empowerment, clean water, school improvement, teacher housing, healthcare, etc.). Still, villagers can also choose projects that are not on this list. It is their village, so the development path is 100% theirs to design. During Fiscal Year 25 (July 2024 to June 2025), Shanta Village Partners made a significant impact by collaborating with 19 villages15 in Myanmar and 4 in Zambia. Notably, four villages in Myanmar successfully graduated from a six-year partnership at the end of December 2024, marking a milestone in sustainable development. A total of 1,685 households and 7,594 individuals directly benefited from 20 different project types and a total of 179 village development projects, transforming lives and fostering resilient communities. Shanta Village Partners is structured to reinforce long-term sustainability by funding and training grassroots, locally-based organizations (such as Muditar in Myanmar and Peoples Action Forum in Zambia) rather than directly implementing the Village Partnership Model (VPM) ourselves. This is the preferable approach for several reasons. By investing know-how and resources in local development practitioners, we build local capacity to drive development, ensuring that the necessary skills are rooted in the local communities and not dependent on expatriates. Moreover, it means that our organizational structure reflects the very principles we are trying to share in local communities. Rather than doing for, we equip others to do for themselves. This happens when Shanta trains its local partner, and then it happens again when our local partners go into villages to provide training, facilitation, and encouragement. Finally, this approach empowers the local organization (a separate legal entity from Shanta) to contextualize and execute the VPM. This enhances sustainability because it allows local people, who understand the culture, to adapt the model to fit a given co
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IRS990/ProgSrvcAccomActy3Grp/Desc0o Womens group discussions led by the Village Health Educator (VHE) took place in 17 villages with 52 VHEs, involving 1,517 women in knowledge sharing and peer learning. The VHE strengthened its role as a key player in the village health sector by fostering collaboration with the health department through forming village health committees and promoting health awareness among women. All villages involved in the VHE project maintain strong relationships with rural health midwives, collaborating on community mobilization, transportation support, data collection, and maternal health needs. For income generation and economic development, the Soybean project with 72 farmers covering 76.5 acres, the ginger project with 13 farmers on 5 acres, and the Building Resilience Livelihood project with 277 farmers covering 277 acres, were completed in several villages, benefiting a total of 362 farmers. For the Education Program, (1) The Scholarship Fund project, (2) English Summer Class, (3) Library, and (4) Preschool projects were accomplished, which benefited women in 19 villages and benefited 344 students overall. Under the Infrastructure Program, seven projects have been completed: three road renovations, one bridge construction, one school building construction, and two deep well water initiatives. The Infrastructure Committees are composed of 64 men and 14 women, totaling 78 members. With guidance from the VDT and Infrastructure Committees, several key projects have been successfully completed, improving safety, accessibility, and economic prospects for villagers. These efforts demonstrate strong community involvement, efficient resource management, and notable cost savings through collective effort. Overall, these infrastructure developments have benefited 229 villagers, 42 students, and three teachers. The Community-Based Disaster Risk-Reduction Management Project was launched in 7 villages with 46 committee members and benefited 2,441 people. This year, the community acknowledged the importance of disaster preparedness, driven by firsthand experiences with conflicts, floods, wildfires, strong winds, and earthquakes. Community members actively collaborated and showed strong dedication to community risk reduction and prevention activities. The Earthquake Relief Project (established after the March 2025 earthquake) raised significant funding for reconstruction. Twenty-eight homes in Myauk Hti Bwar North and South villages have been rebuilt; 20 traditional bamboo houses in Inle Lake Village have been reconstructed; and two staff houses were also repaired. This initiative exemplifies our commitment to rebuilding disaster-affected communities and restoring hope and resilience.
IRS990/ProgSrvcAccomActyOtherGrp/Desc0Leadership project: The Village Development Teams (VDT) consists of 52 members, including 21 women and 31 men. These volunteers dedicate their time, energy, and commitment to various projects. VDT meetings are held regularly, allowing the team to effectively lead and manage village development activities with inclusive participation. They have also fostered collaboration between the village headman and the VDT by inviting them to meetings and encouraging social peer pressure to promote accountability. The Community Bank covered 222 borrowers, providing an opportunity to lend. Villagers borrowed to invest in livestock such as goats, cows, and chickens; they also invested in agricultural inputs, bicycles, and solar panels. The beneficiaries who received loans from the CB are now able to make profits from their businesses, which was previously difficult due to minimal capital. The Women Action Groups (WAG) Project began in April 2025 in Siyowi, Kabanje, Nachili, and Mpasu villages. In Myanmar,
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