Liabilities / Assets
52nd percentile
Higher debt load relative to assets than 52% of similar nonprofits.
Viable Options Inc.
990EZ • Fiscal year 2018 • EIN 27-4281672
Siviq Scores
Precomputed percentiles for this filing year versus similar nonprofits in the same peer cohort.
0.00x
Liabilities / Revenue
49th percentile
Higher debt load relative to revenue than 49% of similar nonprofits.
Net Margin
30th percentile
Higher net margin than 30% of similar nonprofits.
Top Officer Pay
80th percentile
Higher top officer pay than 80% of similar nonprofits.
Top officer pay equals 19.9% of source-year revenue.
Asset Growth
24th percentile
Faster asset growth than 24% of similar nonprofits.
Revenue Growth
44th percentile
Faster revenue growth than 44% of similar nonprofits.
Balance Sheet
Assets
Down$62,600
Down $10,156 (-14%) from 2017
Net Assets
Down$62,356
Down $10,387 (-14%) from 2017
Liabilities
Up$244
Up $231 (+1777%) from 2017
Revenue And Expenses
Revenue
Down$120,265
Down $7,004 (-5.5%) from 2017
Expenses
Down$130,652
Down $15,688 (-11%) from 2017
Net Income
Up-$10,387
Up $8,684 (+46%) from 2017
Historical Trend
Jump To
Filing Snapshot
- Filing Period
- Jan 1, 2018 to Dec 31, 2018
- Signed
- Nov 14, 2019
- Return Version
- 2018v3.1
- Gross Receipts
- $120,265
Mission and Program Overview
Mission
The primary purpose is to go beyond the politics of pregnancy to serve women and men facing pregnancy decisions by offering education and resources that empower an informed choice.
Program Services
| Description | Grants | Expenses |
|---|---|---|
| INTRODUCTION & OVERVIEW While 2017 was a year marked by a distinct and significant expansion in vision and approach, 2018 was a year in which a great deal of time, energy, and resources were spent in clearly defining and quantifying that expansion and determining how it would inform our everyday operations, service, and company culture. In 2017 we identified the principles of our approach to client care-The Third Choice-and in 2018 we developed and refined both a definition and a clear strategy for implementation. The Third Choice is defined as: "An individual response to women and men facing a pregnancy decision that restores their value and dignity through relationship." This approach exists to operate in the decision process of a pregnancy, from the moment of discovery to the moment of decision, recognizing that the needs faced by women and men in these situations can be extremely varied, complex, and often overwhelming. The Third Choice also exists outside of the binary framework of 'pro-life' vs. 'pro-choice', taking a non-political, non-manipulative, and relational approach to pregnancy care. While the political and moral debates surrounding abortion and pregnancy are important, they do little to serve the individual facing a pregnancy decision in that singular moment of vulnerability and need. The Third Choice looks to reclaim the responsibility for women's care from the political arena and to return it to communities, families, and professional, nonpolitical agencies-recognizing that it is those who have an established place of trust and relationship in a woman's life that are best equipped to serve and support them. Recognizing that the long-term answer for the needs of all those facing a pregnancy decision was not to be found within the four walls of our brick and mortar, but in the community, we began to focus our efforts on equipping individuals within our culture to embrace a holistic response to those in need which transcended the turmoil of political conflict. This led us to create curriculums and literature designed to break down the principles of The Third Choice for those best positioned to serve the woman in need-her community. With this new perspective and approach came the realization that there were now numerous avenues and arenas in which we could look to empower people from every background and belief to embrace and implement The Third Choice in their own lives and spheres. This also meant there was now a pressing need to expand our staff in order to accommodate this vision. And, in order to prepare for organizational growth and to maintain the integrity of our internal infrastructure and corporate values, we embarked on a rigorous revision and redesign of our internal forms, trainings, policies, systems, and hiring and evaluation processes throughout 2018. $30K FUNDRAISERIn the first quarter, we successfully raised $30k in order to help fund the continued operation of the organization - which included costs associated with the design of promotional and marketing materials through the year that would further the message and approach of The Third Choice. EDUCATING COMMUNITY MEMBERSDuring 2018, we developed a 6-hour training tiled "The Third Choice". It was designed to be effective for every generation, and to equip individuals from all professions, backgrounds, and platforms of influence to respond relationally to those walking through the decision process of a pregnancy. The training not only breaks down for the participants the principles and values of The Third Choice, but it also examines the importance of relationship for a person's individual health. Many of those likely to walk through a pregnancy decision within our culture (Millennials and Generation Z) are also most likely to experience feelings of loneliness and isolation. A 2018 study done by Global Health Service company, Cigna, revealed that loneliness and isolation are at epidemic levels within the US:-- Nearly half of Americans report sometimes or always feeling alone (46%) or left out (47%).-- 1 in 4 Americans (27%) rarely or never feel as though there are people who really understand them.-- 2 in 5 Americans sometimes or always feel that their relationships are not meaningful (43%) and that they are isolated from others (43%).-- 1 in 5 people report they rarely or never feel close to people (20%) or feel like there are people they can talk to (18%).While seemingly benign, this type of isolation from others can have a devastating impact on a person's mental, emotional, and even physical health. According to Douglas Nemecek, Chief Medical Officer for Behavioral Health at Cigna: "Loneliness has the same impact on mortality as smoking 15 cigarettes a day, making it even more dangerous than obesity."This realization meant that any efforts made in the area of serving those likely to face a pregnancy decision needed to reflect a solution to this desperate need for relationship. This required us to equip those who would participate in our training to create and maintain healthy and beneficial relationships and to be compassionately present in the lives of those around them. The six-hour training was run twice in 2018 after the first draft was completed and a total of 12 people were successfully trained. The development of The Third Choice 6-hour training accounted for roughly 200 man-hours throughout 2018. LAUNCHING SOCIAL MEDIAOne of the strategic goals for marketing Viable Options in the community was reached in the last quarter of 2018 when we successfully developed and launched Viable Options' social media presence, platforms, and practices. This was a key aspect of establishing a digital voice in our local community, as well as an awareness of our services and The Third Choice. This process involved forming practices and strategies for creating and sharing content, as well as the development of 40 pages of policies and procedures to guide both current and future personnel in maintaining our digital platforms. COMMUNITY OUTREACH & MARKETINGEngagement with the community was a major objective for the year, which we were able to pursue in a variety of strategic ways. Over the course of 2018, over 100 meetings were held by our staff with members of the community and nearly 40 tours of our facility were given, detailing for local professionals our service model and approach. In order to thoroughly equip people with a knowledge of who we are and what we do, as well as to clearly capture the newly refined vision and approach of our organization, we spent 46 hours conducting complete redesigns of our brochures, info cards, and client profiles (documents outlining the specific needs and situations that we exist to serve), as well as creating new marketing materials. Because defining The Third Choice was so crucial to clarifying our care model and the importance of restoring an individual response within communities, we developed a 90-second explainer video, working with a professional animator from LA, which lays out in detail the core principles of the approach. Two additional videos were then produced, with the help of a local videographer, which featured interviews from our staff and volunteers in which they shared their perspectives on the value of Viable Options and The Third Choice.During the third quarter of the year, we launched an expansive three-month marketing campaign which entailed a combination of carefully designed full, half, and quarter page ads which appeared bi-weekly in five local newspapers, as well as accompanying digital ads on their respective websites. The campaign required strategic fundraising, as it cost roughly $5500 in order to spread an awareness of our organization throughout our county via this avenue, and to help better acquaint our local community with the mission and work of Viable Options. CAMPUS ENGAGEMENTViable Options is located strategically in close proximity to four local universities. As the student body of each is largely comprised of those demographics most likely to require our services (Millennials and Generation Z), establishing a presence on the campuses was a priority for 2018. In the final quarter, after a couple months of strategic planning, we successfully launched our tabling model at the first of the four local universities. The preparation for this launch included developing multiple surveys, raffle entry cards, and procedures for collecting contact information, as well as mobilizing a team of student volunteers. | $0 | $130,652 |
| (Continued from Statement One)REFINING AND CREATING INTERNAL STRUCTURE AND PROCESSESAs the growth of our vision and mission would require an expansion of our staff, it became clear that we would need to prioritize refining and formalizing internal processes and systems. This meant creating 45 pages of new corporate policies and procedures, as well as a sexual harassment prevention policy and accompanying complaint form (in order to comply fully with best practices mandated by the state). Creating policies and procedures also involved developing nine employee forms (including an official grievance complaint form and detailed personal vacation forms for each employee) and having them professionally designed, formatted, and distributed to personnel. The creation of these systems, processes, and documents required that we develop a rigorous organization system for all of our internal documentation, including the creation of a detailed labelling system and a lengthy in-depth review of all existing content and records. In order to ensure that we were thoroughly prepared to hire new staff positions, we developed a 7-week new hire orientation for all incoming employees. This orientation is comprised of daily tasks and objectives, including: 30-hours of training on The Third Choice approach, over 40 hours of listening material, over 700 pages of reading material, detailed personality assessments, and extensive weekly writing assignments and reviews. This orientation was successfully implemented upon the hire of our Director of Operations in November of 2018. NEW HIRE: DIRECTOR OF OPERATIONS In November of 2018, we hired a Director of Operations who was then successfully trained to take over the majority of the local networking responsibilities and to bring Viable Options' presence in the community to a new level of awareness. After being launched into the community, she began using her existing knowledge of county resources and professionals to create strategic connections for Viable Options throughout our area.ANNUAL GALAThe 2018 gala was significant as it afforded us the opportunity to introduce our new Director of Operations, as well as multiple key volunteer positions. We also introduced our donor community to The Third Choice-an individual response to women and men facing a pregnancy decision that restores their value and dignity through relationship-and broke down in detail its core principles and cultural importance. Multiple videos and presentations were developed in preparation for the event, designed to reinforce the message of The Third Choice and the vision of Viable Options for those financially invested in our work. | $0 | $0 |
Compensation and Service Providers
Employees
| Name | Title | Full / Part Time | Base | Other | Total |
|---|---|---|---|---|---|
| Joshua McGrath | Chief Executive Officer | FT | $23,961 | - | $23,961 |
| Greg Lapinski | Chair | - | $0 | - | - |
| John Meyers | Vice Chair | - | $0 | - | - |
| Carson Smith | Treasurer And Secretary | - | $0 | - | - |
| Darlene Sinclair | Board Member | - | $0 | - | - |
| Margaret Nordberg | Board Member | - | $0 | - | - |
Filing and Contact Details
Filer
- Filer Name
- Viable Options Inc
- EIN
- 27-4281672
- Phone
- 3158012273
- Address
- 11 Court Street, Canton, NY 13617
Signing Officer
- Name
- Joshua McGrath
- Title
- CEO
- Phone
- 3158012273
- Signed
- 2019-11-14
- Discuss with paid preparer
- Yes
Preparer
- Firm
- Pinto Mucenski Hooper VanHouse & Co
- Address
- 42 Market Street PO Box 109, Potsdam, NY 13676-0109
- Preparer
- Donald W Gruneisen
- Phone
- 3152656080
Supplemental Narrative
Additional Explanations
Form 990-EZ, Part I, Line 16 - Other Expenses
“Description: Non-Personnel Related Expenses . Amount: 4,843. Description: Travel and Meeting Expenses . Amount: 4,845. Description: Other Expenses . Amount: 45,275. Description: Depreciation Expense . Amount: 1,975. Description: Amortization Expense . Amount: 2,138. Total to Form 990-EZ, line 16: 59,076.”
Form 990-EZ, Part II, Line 24 - Other Assets
“Description: Intangible Assets . Beg. of Year Amount: 6,767. End of Year Amount: 4,628. Description: Other Depreciable Assets. Beg. of Year Amount: 6,620. End of Year Amount: 4,644.”
Form 990-EZ, Part II, Line 26 - Other Liabilities
“Description: Other Current Liabilities . Beg. of Year Amount: 13. End of Year Amount: 156. Description: Amex Payable . Beg. of Year Amount: 0. End of Year Amount: 88.”
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| IRS990EZ/PrimaryExemptPurposeTxt | 0 | The primary purpose is to go beyond the politics of pregnancy to serve women and men facing pregnancy decisions by offering education and resources that empower an informed choice. |
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| IRS990EZ/ProgramSrvcAccomplishmentGrp/DescriptionProgramSrvcAccomTxt | 0 | INTRODUCTION & OVERVIEW While 2017 was a year marked by a distinct and significant expansion in vision and approach, 2018 was a year in which a great deal of time, energy, and resources were spent in clearly defining and quantifying that expansion and determining how it would inform our everyday operations, service, and company culture. In 2017 we identified the principles of our approach to client care-The Third Choice-and in 2018 we developed and refined both a definition and a clear strategy for implementation. The Third Choice is defined as: "An individual response to women and men facing a pregnancy decision that restores their value and dignity through relationship." This approach exists to operate in the decision process of a pregnancy, from the moment of discovery to the moment of decision, recognizing that the needs faced by women and men in these situations can be extremely varied, complex, and often overwhelming. The Third Choice also exists outside of the binary framework of 'pro-life' vs. 'pro-choice', taking a non-political, non-manipulative, and relational approach to pregnancy care. While the political and moral debates surrounding abortion and pregnancy are important, they do little to serve the individual facing a pregnancy decision in that singular moment of vulnerability and need. The Third Choice looks to reclaim the responsibility for women's care from the political arena and to return it to communities, families, and professional, nonpolitical agencies-recognizing that it is those who have an established place of trust and relationship in a woman's life that are best equipped to serve and support them. Recognizing that the long-term answer for the needs of all those facing a pregnancy decision was not to be found within the four walls of our brick and mortar, but in the community, we began to focus our efforts on equipping individuals within our culture to embrace a holistic response to those in need which transcended the turmoil of political conflict. This led us to create curriculums and literature designed to break down the principles of The Third Choice for those best positioned to serve the woman in need-her community. With this new perspective and approach came the realization that there were now numerous avenues and arenas in which we could look to empower people from every background and belief to embrace and implement The Third Choice in their own lives and spheres. This also meant there was now a pressing need to expand our staff in order to accommodate this vision. And, in order to prepare for organizational growth and to maintain the integrity of our internal infrastructure and corporate values, we embarked on a rigorous revision and redesign of our internal forms, trainings, policies, systems, and hiring and evaluation processes throughout 2018. $30K FUNDRAISERIn the first quarter, we successfully raised $30k in order to help fund the continued operation of the organization - which included costs associated with the design of promotional and marketing materials through the year that would further the message and approach of The Third Choice. EDUCATING COMMUNITY MEMBERSDuring 2018, we developed a 6-hour training tiled "The Third Choice". It was designed to be effective for every generation, and to equip individuals from all professions, backgrounds, and platforms of influence to respond relationally to those walking through the decision process of a pregnancy. The training not only breaks down for the participants the principles and values of The Third Choice, but it also examines the importance of relationship for a person's individual health. Many of those likely to walk through a pregnancy decision within our culture (Millennials and Generation Z) are also most likely to experience feelings of loneliness and isolation. A 2018 study done by Global Health Service company, Cigna, revealed that loneliness and isolation are at epidemic levels within the US:-- Nearly half of Americans report som |
| IRS990EZ/ProgramSrvcAccomplishmentGrp/DescriptionProgramSrvcAccomTxt | 1 | (Continued from Statement One)REFINING AND CREATING INTERNAL STRUCTURE AND PROCESSESAs the growth of our vision and mission would require an expansion of our staff, it became clear that we would need to prioritize refining and formalizing internal processes and systems. This meant creating 45 pages of new corporate policies and procedures, as well as a sexual harassment prevention policy and accompanying complaint form (in order to comply fully with best practices mandated by the state). Creating policies and procedures also involved developing nine employee forms (including an official grievance complaint form and detailed personal vacation forms for each employee) and having them professionally designed, formatted, and distributed to personnel. The creation of these systems, processes, and documents required that we develop a rigorous organization system for all of our internal documentation, including the creation of a detailed labelling system and a lengthy in-depth review of all existing content and records. In order to ensure that we were thoroughly prepared to hire new staff positions, we developed a 7-week new hire orientation for all incoming employees. This orientation is comprised of daily tasks and objectives, including: 30-hours of training on The Third Choice approach, over 40 hours of listening material, over 700 pages of reading material, detailed personality assessments, and extensive weekly writing assignments and reviews. This orientation was successfully implemented upon the hire of our Director of Operations in November of 2018. NEW HIRE: DIRECTOR OF OPERATIONS In November of 2018, we hired a Director of Operations who was then successfully trained to take over the majority of the local networking responsibilities and to bring Viable Options' presence in the community to a new level of awareness. After being launched into the community, she began using her existing knowledge of county resources and professionals to create strategic connections for Viable Options throughout our area.ANNUAL GALAThe 2018 gala was significant as it afforded us the opportunity to introduce our new Director of Operations, as well as multiple key volunteer positions. We also introduced our donor community to The Third Choice-an individual response to women and men facing a pregnancy decision that restores their value and dignity through relationship-and broke down in detail its core principles and cultural importance. Multiple videos and presentations were developed in preparation for the event, designed to reinforce the message of The Third Choice and the vision of Viable Options for those financially invested in our work. |
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| IRS990ScheduleB/ContributorInformationGrp/ContributorUSAddress/ZIPCode | 0 | RESTRICTED |
| IRS990ScheduleB/ContributorInformationGrp/TotalContributionsAmt | 0 | RESTRICTED |
| IRS990ScheduleO/SupplementalInformationDetail/ExplanationTxt | 0 | Description: Non-Personnel Related Expenses . Amount: 4,843. Description: Travel and Meeting Expenses . Amount: 4,845. Description: Other Expenses . Amount: 45,275. Description: Depreciation Expense . Amount: 1,975. Description: Amortization Expense . Amount: 2,138. Total to Form 990-EZ, line 16: 59,076. |
| IRS990ScheduleO/SupplementalInformationDetail/ExplanationTxt | 1 | Description: Intangible Assets . Beg. of Year Amount: 6,767. End of Year Amount: 4,628. Description: Other Depreciable Assets. Beg. of Year Amount: 6,620. End of Year Amount: 4,644. |
| IRS990ScheduleO/SupplementalInformationDetail/ExplanationTxt | 2 | Description: Other Current Liabilities . Beg. of Year Amount: 13. End of Year Amount: 156. Description: Amex Payable . Beg. of Year Amount: 0. End of Year Amount: 88. |
| IRS990ScheduleO/SupplementalInformationDetail/FormAndLineReferenceDesc | 0 | Form 990-EZ, Part I, Line 16 - Other Expenses |
| IRS990ScheduleO/SupplementalInformationDetail/FormAndLineReferenceDesc | 1 | Form 990-EZ, Part II, Line 24 - Other Assets |
| IRS990ScheduleO/SupplementalInformationDetail/FormAndLineReferenceDesc | 2 | Form 990-EZ, Part II, Line 26 - Other Liabilities |
| TransferPrsnlBnftContractsDecl/DeclarationDesc | 0 | The organization did not, during the year, receive any funds, directly,or indirectly, to pay premiums on a personal benefit contract.The organization, did not, during the year, pay any premiums, directly,or indirectly, on a personal benefit contract. |
| ReturnHeader/BuildTS | 0 | 2020-03-31 21:24:44Z |
| ReturnHeader/BusinessOfficerGrp/DiscussWithPaidPreparerInd | 0 | 1 |
| ReturnHeader/BusinessOfficerGrp/PersonNm | 0 | Joshua McGrath |
| ReturnHeader/BusinessOfficerGrp/PersonTitleTxt | 0 | CEO |
| ReturnHeader/BusinessOfficerGrp/PhoneNum | 0 | 3158012273 |
| ReturnHeader/BusinessOfficerGrp/SignatureDt | 0 | 2019-11-14 |
| ReturnHeader/Filer/BusinessName/BusinessNameLine1Txt | 0 | Viable Options Inc |
| ReturnHeader/Filer/BusinessNameControlTxt | 0 | VIAB |
| ReturnHeader/Filer/EIN | 0 | 274281672 |
| ReturnHeader/Filer/PhoneNum | 0 | 3158012273 |
| ReturnHeader/Filer/USAddress/AddressLine1Txt | 0 | 11 Court Street |
| ReturnHeader/Filer/USAddress/CityNm | 0 | Canton |
| ReturnHeader/Filer/USAddress/StateAbbreviationCd | 0 | NY |
| ReturnHeader/Filer/USAddress/ZIPCd | 0 | 13617 |
| ReturnHeader/FilingSecurityInformation/AtSubmissionCreationDeviceId | 0 | 4BD77BB518C94CEFDAE7BC4AB71921336627F5B8 |
| ReturnHeader/FilingSecurityInformation/AtSubmissionFilingDeviceId | 0 | 3DA8B37FCD333044797D25A7A87AC7D182A16BD7 |
| ReturnHeader/FilingSecurityInformation/FilingLicenseTypeCd | 0 | P |
| ReturnHeader/FilingSecurityInformation/IPAddress/IPv4AddressTxt | 0 | 209.23.97.106 |
| ReturnHeader/FilingSecurityInformation/IPDt | 0 | 2019-11-14 |
| ReturnHeader/FilingSecurityInformation/IPTimezoneCd | 0 | ES |
| ReturnHeader/FilingSecurityInformation/IPTm | 0 | 14:27:34 |
| ReturnHeader/PreparerFirmGrp/PreparerFirmEIN | 0 | 161207215 |
| ReturnHeader/PreparerFirmGrp/PreparerFirmName/BusinessNameLine1Txt | 0 | Pinto Mucenski Hooper VanHouse & Co |
| ReturnHeader/PreparerFirmGrp/PreparerUSAddress/AddressLine1Txt | 0 | 42 Market Street PO Box 109 |
| ReturnHeader/PreparerFirmGrp/PreparerUSAddress/CityNm | 0 | Potsdam |
| ReturnHeader/PreparerFirmGrp/PreparerUSAddress/StateAbbreviationCd | 0 | NY |
| ReturnHeader/PreparerFirmGrp/PreparerUSAddress/ZIPCd | 0 | 136760109 |
| ReturnHeader/PreparerPersonGrp/PhoneNum | 0 | 3152656080 |
| ReturnHeader/PreparerPersonGrp/PreparationDt | 0 | 2019-11-14 |
| ReturnHeader/PreparerPersonGrp/PreparerPersonNm | 0 | Donald W Gruneisen |
| ReturnHeader/ReturnTs | 0 | 2019-11-15T07:52:17-06:00 |
| ReturnHeader/ReturnTypeCd | 0 | 990EZ |
| ReturnHeader/TaxPeriodBeginDt | 0 | 2018-01-01 |
| ReturnHeader/TaxPeriodEndDt | 0 | 2018-12-31 |
| ReturnHeader/TaxYr | 0 | 2018 |
Document Assets
No mirrored PDF or thumbnail assets are attached yet.
Filings
Displayed year
2018 • Form 990EZDetailed filing. Detailed filing data is available for this year.
- Assets
- $62,600
- Liabilities
- $244
- Net assets
- $62,356
- Revenue
- $120,265
- Expenses
- $130,652
- Net income
- -$10,387