Liabilities / Assets
70th percentile
Higher debt load relative to assets than 70% of similar nonprofits.
Viable Options Inc.
990EZ • Fiscal year 2022 • EIN 27-4281672
Siviq Scores
Precomputed percentiles for this filing year versus similar nonprofits in the same peer cohort.
0.06x
Liabilities / Revenue
67th percentile
Higher debt load relative to revenue than 67% of similar nonprofits.
Net Margin
23rd percentile
Higher net margin than 23% of similar nonprofits.
Top Officer Pay
88th percentile
Higher top officer pay than 88% of similar nonprofits.
Top officer pay equals 46.1% of source-year revenue.
Asset Growth
14th percentile
Faster asset growth than 14% of similar nonprofits.
Revenue Growth
36th percentile
Faster revenue growth than 36% of similar nonprofits.
Balance Sheet
Assets
Down$35,458
Down $29,772 (-46%) from 2021
Net Assets
Down$33,298
Down $17,154 (-34%) from 2021
Liabilities
Down$2,160
Down $12,618 (-85%) from 2021
Revenue And Expenses
Revenue
Down$80,440
Down $13,638 (-14%) from 2021
Expenses
Down$97,594
Down $11,451 (-11%) from 2021
Net Income
Down-$17,154
Down $2,187 (-15%) from 2021
Historical Trend
Jump To
Filing Snapshot
- Filing Period
- Jan 1, 2022 to Dec 31, 2022
- Signed
- Nov 14, 2023
- Return Version
- 2022v5.0
- Gross Receipts
- $80,440
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.
The primary purpose of the corporation is two-fold: (i) to provide support, education, resources, and advocacy for those facing a pregnancy decision in order to enable an informed and confident choice and (ii) to educate and equip the local community to meet the physical, emotional, relational, and material needs of those facing a pregnancy decision in a way that reflects their value and dignity.
Program Services
| Description | Grants | Expenses |
|---|---|---|
| INTRODUCTION: STRATEGIC REEVALUATIONStrategically, 2022 was in many ways a continuation of operational efforts begun the previous year.Much time was spent by the Board of Directors in evaluating the efficacy of the current corporatestrategy amidst a drastically changed landscape from that in which we had begun. Prominent in ourdiscussion were the shift toward Generation Z as the most likely to experience unintended pregnancies,the rise in technology dependence across the generations (largely accelerated by Covid-19 shutdownsand resulting in significant changes in the approach of communities to direct care), and epidemic levelsof loneliness and isolation--particularly within Generation Z and the Millennial generation.While phenomena such as these would likely heighten the need for available advocacy and resourcenavigation during an unintended pregnancy, the barriers to a traditional social service model were alsogreatly increased.When considering this in light of the limitations of professional care in alleviating such needs asisolation, financial instability, social anxiety, and lack of relational support, continuing in a traditionalapproach to pregnancy care no longer seemed the likeliest means of fulfilling our mission to restoreownership to women and their partners.In order to effectively reach those we exist to serve and to eliminate barriers from their path, it wasincumbent upon us to reimagine our operational strategy.CONSULTANT ASSESSMENTFor this purpose, we hired an outside consultant who invested 240 hours working with the ExecutiveDirector to assess the efficacy of current operations and to help determine the best future course.Over a period of eight weeks, this consultant developed adjusted strategy proposals for the purpose ofreducing barriers to care, expanding operational scope, and creating more effective onramps foradvocacy and service.This evaluation took into account decreased client numbers in recent years, the simultaneous increasein demand for education, particularly within the student population, and the significant rise in bothtechnology dependence and poor mental and emotional health within the generation most likely to needour services.The following strategic initiatives were heavily informed by the results of this assessment.DEVELOPMENT OF DIGITAL PREGNANCY DECISION TOOLDue to changes in the landscape of care in the wake of technological advancements (greatlyaccelerated by social distancing requirements imposed as a result of Covid-19), we worked toimplement and refine remote service offerings during 2020 and 2021.During the assessment of 2022, it became apparent that more was needed in order to reachGeneration Z, for whom accessing information and solutions digitally is paramount for both comfort andconfidence.With the help of two consultants working over 400 hours combined we began the first phase ofdeveloping a digital tool for those facing pregnancy decisions that would serve three primary purposes:1) identifying their most pressing needs, 2) providing onramps to solutions and resources best suited tomeeting those needs, and 3) connecting them to core community through mediation support (precededby a strategic identification of their primary support system).2022 saw the groundwork laid for the building of this tool, beginning with in-depth exploration of thecommon needs, values, priorities, and expectations of Gen Zers, the development of strategicquestions and prompts for clarifying factors causing isolation, pressure, and distress during anunintended pregnancy, and refining of avenues for connecting individuals to solutions and people bestable to reduce that isolation, pressure, and distress.All of this would then be refined, implemented, and launched the following year.EVALUATING THE IMPORTANCE OF MOBILIZING COMMUNITY MEMBERSFor a generation experiencing epidemic levels of anxiety, isolation, and mental illness, the depth ofneed for support and advocacy cannot be fully met within a professional sphere; rather, to ensurelasting restoration of ownership, sustained care must be secured within their core community. And thisrequires equipping those closest to individuals facing pregnancy decisions prior to the discovery of anunintended pregnancy.Currently, the framework for pregnancy care within communities is almost entirely centralized anddependent upon medical and social service providers. Meanwhile, the emphasis within culture upon apregnancy decision as a matter for a woman and her doctor to navigate privately fails to account for theexternal factors in a woman's life that cause a lack of confidence and control as she considers what todo.The overwhelming majority of nonprofits, reproductive health providers, and government programsdedicated to pregnancy care either focus their efforts on preventing unintended pregnancies or onproviding services related to pregnancy outcomes. Few devote their attention to the needs, barriers,and pressures which inform those outcomes and their impact on individuals.Full reliance upon the professional sphere removes what is arguably the most critical component in therestoration of ownership--a robust and active support system.Bridging the gap between a socially isolated generation and those they need most as they process theirpregnancy decisions requires a shift in the way communities view and respond to unintendedpregnancy and a greater awareness of the pressures and obstacles that so often accompany one. Itrequires a shift toward personal responsibility rather than outsourcing care solely to professionalagencies and providers, which, while offering some critical services, cannot replicate the meaningfulrelationships so crucial in alleviating both poor mental and emotional health and tangible needs.Such a shift is a long-term goal but an urgent one. And this aspect of our strategic evaluation shed lighton the importance of streamlining our efforts to influence conversations surrounding pregnancy careand to equip individual community members to holistically serve those in their own lives and spheresnavigating pregnancy decisions.CREATING A CAMPUS CLUB MODELIn 2022, in order to further this vision within the academic community, we worked with three members ofthe local student population to develop systems and strategies for forming campus clubs dedicated tofostering holistic discussions about unintended pregnancy and promoting a community-centricapproach to pregnancy care within Generation Z.Along with templates for all necessary documentation and procedures, student volunteers aided in thedesign of literature, merchandise, and social media content that can be used by any group of studentswishing to form a campus club.DEVELOPMENT OF LOCAL CHURCH CONSULTATION AND TRAINING PROGRAMSAt the same time, our consultants aided in the development of processes and curricula for equippingchurches to provide tangible aid and advocacy to those in their communities facing pregnancydecisions.While churches are in many ways ideally positioned and equipped to offer meaningful service to womenand their partners during the course of an unintended pregnancy, there are few existing frameworks formobilizing individual congregations to effectively deliver such service.2022 was a pivotal year in laying strategic groundwork for training church members and leadershipteams to develop a robust supply of practical resources, provide advocacy, resource navigation, andrelational mediation, and formalize service to those facing unintended pregnancies as a communityoutreach. | $0 | $0 |
Compensation and Service Providers
Employees
| Name | Title | Full / Part Time | Base | Other | Total |
|---|---|---|---|---|---|
| Sierra Smith | CEO/Executive Director | FT | $37,115 | - | $37,115 |
| John Meyers | Vice Chair | - | $0 | - | - |
| Joshua McGrath | Board Member | - | $0 | - | - |
| Greg Lapinski | Chairman | - | $0 | - | - |
| Carson Smith | Treasurer | - | $0 | - | - |
| Darlene Sinclair | 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
- Sierra Smith
- Title
- CEO
- Phone
- 3158012273
- Signed
- 2023-11-14
- 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 14
“Description: Depreciation/Amortization. Amount: 966. Description: Other Expenses. Amount: 23,556. Total to Form 990-EZ, line 14: 24,522.”
Form 990-EZ, Part I, Line 16 - Other Expenses
“Description: Non-Personnel Related Expenses. Amount: 3,615. Description: Travel and Meeting Expenses. Amount: 375. Description: Other Expenses. Amount: 16,238. Total to Form 990-EZ, line 16: 20,228.”
Form 990-EZ, Part II, Line 24 - Other Assets
“Description: Intangible Assets. Beg. of Year Amount: 1,523. End of Year Amount: 1,371. Description: Other Depreciable Assets. Beg. of Year Amount: 2,557. End of Year Amount: 1,743.”
Form 990-EZ, Part II, Line 26 - Other Liabilities
“Description: Other Current Liabilities. Beg. of Year Amount: 9. End of Year Amount: 372. Description: Amex Payable. Beg. of Year Amount: 1,779. End of Year Amount: 1,788. Description: Paycheck Protection Program Loan Payable. Beg. of Year Amount: 12,990. End of Year Amount: 0.”
Raw XML Appendix178 raw XML fields
This appendix keeps the raw XML leaves available for debugging and edge-case review. The human report above is the primary experience.
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| IRS990EZ/PrimaryExemptPurposeTxt | 0 | The primary purpose of the corporation is two-fold: (i) to provide support, education, resources, and advocacy for those facing a pregnancy decision in order to enable an informed and confident choice and (ii) to educate and equip the local community to meet the physical, emotional, relational, and material needs of those facing a pregnancy decision in a way that reflects their value and dignity. |
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| IRS990EZ/ProgramSrvcAccomplishmentGrp/DescriptionProgramSrvcAccomTxt | 0 | INTRODUCTION: STRATEGIC REEVALUATIONStrategically, 2022 was in many ways a continuation of operational efforts begun the previous year.Much time was spent by the Board of Directors in evaluating the efficacy of the current corporatestrategy amidst a drastically changed landscape from that in which we had begun. Prominent in ourdiscussion were the shift toward Generation Z as the most likely to experience unintended pregnancies,the rise in technology dependence across the generations (largely accelerated by Covid-19 shutdownsand resulting in significant changes in the approach of communities to direct care), and epidemic levelsof loneliness and isolation--particularly within Generation Z and the Millennial generation.While phenomena such as these would likely heighten the need for available advocacy and resourcenavigation during an unintended pregnancy, the barriers to a traditional social service model were alsogreatly increased.When considering this in light of the limitations of professional care in alleviating such needs asisolation, financial instability, social anxiety, and lack of relational support, continuing in a traditionalapproach to pregnancy care no longer seemed the likeliest means of fulfilling our mission to restoreownership to women and their partners.In order to effectively reach those we exist to serve and to eliminate barriers from their path, it wasincumbent upon us to reimagine our operational strategy.CONSULTANT ASSESSMENTFor this purpose, we hired an outside consultant who invested 240 hours working with the ExecutiveDirector to assess the efficacy of current operations and to help determine the best future course.Over a period of eight weeks, this consultant developed adjusted strategy proposals for the purpose ofreducing barriers to care, expanding operational scope, and creating more effective onramps foradvocacy and service.This evaluation took into account decreased client numbers in recent years, the simultaneous increasein demand for education, particularly within the student population, and the significant rise in bothtechnology dependence and poor mental and emotional health within the generation most likely to needour services.The following strategic initiatives were heavily informed by the results of this assessment.DEVELOPMENT OF DIGITAL PREGNANCY DECISION TOOLDue to changes in the landscape of care in the wake of technological advancements (greatlyaccelerated by social distancing requirements imposed as a result of Covid-19), we worked toimplement and refine remote service offerings during 2020 and 2021.During the assessment of 2022, it became apparent that more was needed in order to reachGeneration Z, for whom accessing information and solutions digitally is paramount for both comfort andconfidence.With the help of two consultants working over 400 hours combined we began the first phase ofdeveloping a digital tool for those facing pregnancy decisions that would serve three primary purposes:1) identifying their most pressing needs, 2) providing onramps to solutions and resources best suited tomeeting those needs, and 3) connecting them to core community through mediation support (precededby a strategic identification of their primary support system).2022 saw the groundwork laid for the building of this tool, beginning with in-depth exploration of thecommon needs, values, priorities, and expectations of Gen Zers, the development of strategicquestions and prompts for clarifying factors causing isolation, pressure, and distress during anunintended pregnancy, and refining of avenues for connecting individuals to solutions and people bestable to reduce that isolation, pressure, and distress.All of this would then be refined, implemented, and launched the following year.EVALUATING THE IMPORTANCE OF MOBILIZING COMMUNITY MEMBERSFor a generation experiencing epidemic levels of anxiety, isolation, and mental illness, the depth ofneed for support and advocacy cannot be fully met within a professional |
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| IRS990ScheduleO/SupplementalInformationDetail/ExplanationTxt | 1 | Description: Non-Personnel Related Expenses. Amount: 3,615. Description: Travel and Meeting Expenses. Amount: 375. Description: Other Expenses. Amount: 16,238. Total to Form 990-EZ, line 16: 20,228. |
| IRS990ScheduleO/SupplementalInformationDetail/ExplanationTxt | 2 | Description: Intangible Assets. Beg. of Year Amount: 1,523. End of Year Amount: 1,371. Description: Other Depreciable Assets. Beg. of Year Amount: 2,557. End of Year Amount: 1,743. |
| IRS990ScheduleO/SupplementalInformationDetail/ExplanationTxt | 3 | Description: Other Current Liabilities. Beg. of Year Amount: 9. End of Year Amount: 372. Description: Amex Payable. Beg. of Year Amount: 1,779. End of Year Amount: 1,788. Description: Paycheck Protection Program Loan Payable. Beg. of Year Amount: 12,990. End of Year Amount: 0. |
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| IRS990ScheduleO/SupplementalInformationDetail/FormAndLineReferenceDesc | 3 | 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. |
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| 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 | 2023-11-14 |
| ReturnHeader/PreparerPersonGrp/PreparerPersonNm | 0 | Donald W Gruneisen |
| ReturnHeader/ReturnTs | 0 | 2023-11-15T12:03:02-06:00 |
| ReturnHeader/ReturnTypeCd | 0 | 990EZ |
| ReturnHeader/SigningOfficerGrp/PersonFullName/PersonFirstNm | 0 | Sierra |
| ReturnHeader/SigningOfficerGrp/PersonFullName/PersonLastNm | 0 | Smith |
| ReturnHeader/TaxPeriodBeginDt | 0 | 2022-01-01 |
| ReturnHeader/TaxPeriodEndDt | 0 | 2022-12-31 |
| ReturnHeader/TaxYr | 0 | 2022 |
Document Assets
No mirrored PDF or thumbnail assets are attached yet.
Filings
Displayed year
2022 • Form 990EZDetailed filing. Detailed filing data is available for this year.
- Assets
- $35,458
- Liabilities
- $2,160
- Net assets
- $33,298
- Revenue
- $80,440
- Expenses
- $97,594
- Net income
- -$17,154