Civic Intelligence

R T Industries Inc.

990 • Fiscal year 2018 • EIN 31-0855035

Jan 01, 2018 to Dec 31, 2018 • Filed on Nov 10, 2019

110 Foss WayTroy, OH 45373

(937) 335-5784

Siviq Scores

Precomputed percentiles for this filing year versus similar nonprofits in the same peer cohort.

Liabilities / Assets

35th percentile

0.03x

Higher debt load relative to assets than 35% of similar nonprofits.

2018 filings • 501(c)3 • $1M-$5M nonprofits • Source year 2018

Liabilities / Revenue

27th percentile

0.02x

Higher debt load relative to revenue than 27% of similar nonprofits.

2018 filings • 501(c)3 • $1M-$5M nonprofits • Source year 2018

Net Margin

49th percentile

2.7%

Higher net margin than 49% of similar nonprofits.

2018 filings • 501(c)3 • $1M-$5M nonprofits • Source year 2018

Top Officer Pay

35th percentile

$0

Higher top officer pay than 35% of similar nonprofits.

Top officer pay equals 0.0% of source-year revenue.

2018 filings • 501(c)3 • $1M-$5M nonprofits • Source year 2018

Asset Growth

26th percentile

-4.3%

Faster asset growth than 26% of similar nonprofits.

2018 filings • 501(c)3 • $1M-$5M nonprofits • Annualized from 2017 to 2018

Revenue Growth

25th percentile

-7.0%

Faster revenue growth than 25% of similar nonprofits.

2018 filings • 501(c)3 • $1M-$5M nonprofits • Annualized from 2017 to 2018

Assets

Down

$3,299,064

Down $147,213 (-4.3%) from 2017

Net Assets

Down

$3,212,088

Down $25,419 (-0.8%) from 2017

Liabilities

Down

$86,976

Down $121,794 (-58%) from 2017

Revenue

Down

$4,067,799

Down $304,436 (-7.0%) from 2017

Expenses

Down

$3,959,983

Down $370,686 (-8.6%) from 2017

Net Income

Up

$107,816

Up $66,250 (+159%) from 2017

Historical Trend

Balance Sheet Trend

The highlighted filing sits inside the broader history for assets, liabilities, and net assets.

$6.0M$4.0M$2.0M$0Assets 2011: $2,762,195Liabilities 2011: $81,866Net Assets 2011: $2,680,3292011Assets 2012: $2,833,213Liabilities 2012: $74,916Net Assets 2012: $2,758,2972012Assets 2013: $2,982,956Liabilities 2013: $67,315Net Assets 2013: $2,915,6412013Assets 2014: $3,130,985Liabilities 2014: $81,665Net Assets 2014: $3,049,3202014Assets 2015: $3,051,694Liabilities 2015: $140,284Net Assets 2015: $2,911,4102015Assets 2016: $3,317,908Liabilities 2016: $145,590Net Assets 2016: $3,172,3182016Assets 2017: $3,446,277Liabilities 2017: $208,770Net Assets 2017: $3,237,5072017Assets 2018: $3,299,064Liabilities 2018: $86,976Net Assets 2018: $3,212,0882018Assets 2019: $3,534,602Liabilities 2019: $85,374Net Assets 2019: $3,449,2282019Assets 2020: $3,920,591Liabilities 2020: $44,885Net Assets 2020: $3,875,7062020Assets 2021: $4,429,438Liabilities 2021: $36,381Net Assets 2021: $4,393,0572021Assets 2022: $4,215,743Liabilities 2022: $161,551Net Assets 2022: $4,054,1922022Assets 2023: $4,469,845Liabilities 2023: $164,594Net Assets 2023: $4,305,2512023Assets 2024: $4,737,901Liabilities 2024: $55,105Net Assets 2024: $4,682,7962024

Highlighted filing

2018

Assets$3,299,064
Liabilities$86,976
Net Assets$3,212,088

Operations Trend

Revenue, expenses, and net income across loaded years, with this filing highlighted.

$6.0M$4.0M$2.0M$0-$2.0MExpenses 2011: $1,007,7052011Expenses 2012: $1,156,9242012Revenue 2013: $1,451,495Expenses 2013: $1,336,803Net Income 2013: $114,6922013Revenue 2014: $1,514,416Expenses 2014: $1,442,036Net Income 2014: $72,3802014Revenue 2015: $2,318,769Expenses 2015: $2,350,653Net Income 2015: -$31,8842015Revenue 2016: $3,475,908Expenses 2016: $3,314,784Net Income 2016: $161,1242016Revenue 2017: $4,372,235Expenses 2017: $4,330,669Net Income 2017: $41,5662017Revenue 2018: $4,067,799Expenses 2018: $3,959,983Net Income 2018: $107,8162018Revenue 2019: $3,846,000Expenses 2019: $3,853,751Net Income 2019: -$7,7512019Revenue 2020: $3,742,688Expenses 2020: $3,435,521Net Income 2020: $307,1672020Revenue 2021: $3,563,525Expenses 2021: $3,266,418Net Income 2021: $297,1072021Revenue 2022: $3,045,976Expenses 2022: $2,982,932Net Income 2022: $63,0442022Revenue 2023: $3,316,330Expenses 2023: $3,274,664Net Income 2023: $41,6662023Revenue 2024: $4,729,367Expenses 2024: $4,250,846Net Income 2024: $478,5212024

Highlighted filing

2018

Revenue$4,067,799
Expenses$3,959,983
Net Income$107,816
Jump To
Filing Snapshot
Filing Period
Jan 1, 2018 to Dec 31, 2018
Signed
Nov 10, 2019
Return Version
2018v3.1
Gross Receipts
$4,067,803
Mission and Program Overview

Mission

Sheltered workshop for individuals with developmental disabilities.

Helping people achieve personal success by developing skills to confidently work, interact and thrive in the community

Balance Sheet Detail
LineBeginningEndChange
Assets
Investments in Publicly Traded Securities$1,873,319$1,805,082▼ $68,237
Land, Buildings, and Equipment, Net$970,685$909,073▼ $61,612
Accounts Receivable$199,519$319,508▲ $119,989
Cash and Non-Interest-Bearing Accounts$359,710$121,228▼ $238,482
Savings and Temporary Cash Investments$1,291$107,818▲ $106,527
Inventories for Sale or Use$19,044$25,335▲ $6,291
Prepaid Expenses and Deferred Charges$22,709$11,020▼ $11,689
Total Assets$3,446,277$3,299,064▼ $147,213
Liabilities
Accounts Payable and Accrued Expenses$208,770$86,976▼ $121,794
Total Liabilities$208,770$86,976▼ $121,794
Net Assets / Fund Balance
Unrestricted Net Assets$3,237,507$3,207,499▼ $30,008
Temporarily Rstr Net Assets-$4,589-
Total Net Assets Fund Balance$3,237,507$3,212,088▼ $25,419
Total Liabilities and Net Assets / Fund Balance$3,446,277$3,299,064▼ $147,213

Asset Categories

AssetBook ValueDepreciationBasis
Buildings$674,858$1,461,821$2,136,679
Equipment$98,088$513,632$611,720
Land$130,000-$130,000
Other Land Buildings$6,127$82,475$88,602
Compensation and Service Providers

Board Members and Trustees

NameTitle
Dan HinklePresident
Greg MarkoBoard Member
Janet DaltonBoard Member
Joseph FulkerBoard Member
Kirby WarrenBoard Member
Matt MeyerBoard Member
Michael WalkerBoard Member
Ashley BrociousExecutive Di
Kathy VukovicVice Pres.
Revenue and Support

Revenue Composition

Contributions and Grants
$25,519
Program Service Revenue
$3,962,654
Investment Income
$79,626
Other Revenue
$0
All Other Contributions
$25,519
Change in Net Assets
$107,816

Audited Revenue Reconciliation

Revenue per Audited Statements
$4,067,799
Total Revenue per Audited Statements
$4,067,799
Total Revenue per Form 990
$4,067,799
Expenses and Functional Allocation

Major Expense Lines

Line ItemAmount
Salaries, Compensation, and Employee Benefits$2,987,894
Other Expenses$972,089
Total Fundraising Expense$6,271
Grants and Similar Amounts Paid$0
Professional Fundraising Fees$0

Functional Expense Allocation

Line ItemProgramManagementFundraisingTotal
Other Salaries and Wages$2,685,352$15,243$5,680$2,706,275
Insurance$299,887--$299,887
Payroll Taxes$256,665$1,003$523$258,191
Occupancy$203,805--$203,805
Depreciation Depletion$96,793--$96,793
All Other Expenses$66,975--$66,975
Other Expenses$20,986--$20,986
Other Employee Benefits$15,668$491$34$16,193
Office Expenses$13,829--$13,829
Travel$12,603--$12,603
Pension Plan Contributions$7,109$92$34$7,235
Advertising$5,326--$5,326
Interest$4--$4
Total Functional Expenses$3,936,883$16,829$6,271$3,959,983

Audited Expense Reconciliation

Line ItemAmount
Expenses per Audited Statements$3,959,983
Total Expenses per Audited Statements$3,959,983
Total Expenses per Form 990$3,959,983
Fundraising, Events, and Gaming
Fundraising activities
No
Gaming activities
No
Professional fundraiser used
No

Fundraising and Gaming Totals

Line ItemAmount
Professional Fundraising Fees$0
Political and Lobbying Activity
Political campaign activity
No
Lobbying activity
No
Subject to proxy tax
No
Governance and Compliance

Governance Checklist

Compiled or reviewed by an accountant
No
Annual disclosure for covered persons
Yes
Audit committee
Yes
Backup withholding compliance
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
No
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, Page 6, Part VI, Line 11B

A copy is provided to each board member in the annual report package.

Form 990, Page 6, Part VI, Line 12C

Board members must discluse any credible knowledge of any conflicts of interest when it arises.

Form 990, Page 6, Part VI, Line 19

The availability is made upon request to access to the documents. Availibility is made in accordance with the organizations adopted policies.

Filing and Contact Details

Filer

Filer Name
Rt Industries Inc
EIN
31-0855035
Phone
9373355784
Address
110 FOSS WAY, TROY, OH 45373

Signing Officer

Name
Ashley Brocious
Title
Executive Director
Phone
9373355784
Signed
2019-11-10

Organization Details

Principal Officer
Ashley Brocious
Formed
1974
Legal Domicile
Oh
Voting Board Members
8
Independent Board Members
8
Employees
272

Preparer

Firm
Sam Brown CPA Inc
Address
PO BOX 1027, TROY, OH 45373-8027
Preparer
Sam B Brown
Phone
9378759510
Supplemental Narrative

Additional Explanations

Form 990, Page 2, Part III, Line 4A

Summary of accomplishments in 2018: "rt privatized and separated from the miami county board of developmental disabilities. The center of medicaid gave all ohio providers like rt until 2024 to separate from their local county board. We effectively stepped out on our own as an operating 501(c)(3) effective 1/1/18. With this, rt has created our own policies and procedures to guide our organization. "our existence/who are we? ' mission & core values and strategic planning rt was going through an identity crisis when we privatized. We were known for employment and a sheltered workshop but rt also provides transportation, ads and has odot contracts. We changed our logo, updated our mission statement and put together seven (7) core values. Our new mission: helping people achieve personal success by developing skills to confidently work, interact and thrive in the community during this time, we also started putting together our strategic plan for the future of rt. "vocational habilitation within a sheltered production facility setting rt began to evaluate our business and service structure specifically regarding the delivery of vocational habilitation within a production facility setting. Upon review of dol, dodd and cms regulations, several changes were required. We began by reviewing vocational habilitation and adjusting the services to be in line with dodd rule. This phase included town hall meetings to share changes with families, discussion with individuals to determine what service was best for them, meeting with the county board to share the changes and continuing education of the staff who provide this service. We then determined that in order to keep the production element of rt, it would need to be a stand-alone department. It was added to the table of organization with new positions being created to support that department. Individuals who had worked production could and did apply to interview for the 12 production specialist positions. These positions start at minimum wage, are considered rt employees and no medicaid services are billed for them during their work day, unless ies is needed. With that phase complete, rt returned the 14c certificate on november 1, 2018. "adult day services needing to focus on meaningful activities and community inclusion community engagement coordinators have been working hard to help each person and their team determine the best services to help them achieve their outcomes. This has lead people to identify many new interests and abilities, and it's been exciting to watch that process. Most of the changes we have made are driven by our desire to be more active in the community. We don't want to simply be in the community, we want to help people engage in it in ways that are meaningful to them. Our community presence is centered around each person's unique skills, interests and abilities. This remains our focus as we help each person live their best life. Each person makes the choice to work towards community employment, socialization, independent living skills or something else- the opportunities you seek are determined by you. The foss way location had a complete makeover to shift from primarily a production facility to a hub for services of all types. The back of the building was painted, carpeted and has all new furniture. There is a wall separating the production space which will remain up front. We are also utilizing former office space in new ways. Two sensory rooms, three computer/training areas, a coffee cafe and a multipurpose room are all part of the remodel "transportation stigma with buses and logos effective 12/17, rt stopped putting our logo on new company vehicles. Since 12/17, rt has acquired a ford focus, ford flex, and three (3) dodge caravans. A proposal to phase out the buses would be put together by the transportation logistics supervisor at a later date. "all services job titles and table of organizational structure rt's organizational structure changed tremendously to

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IRS990/Desc0SUMMARY OF ACCOMPLISHMENTS IN 2018: "RT PRIVATIZED AND SEPARATED FROM THE MIAMI COUNTY BOARD OF DEVELOPMENTAL DISABILITIES. THE CENTER OF MEDICAID GAVE ALL OHIO PROVIDERS LIKE RT UNTIL 2024 TO SEPARATE FROM THEIR LOCAL COUNTY BOARD. WE EFFECTIVELY STEPPED OUT ON OUR OWN AS AN OPERATING 501(C)(3) EFFECTIVE 1/1/18. WITH THIS, RT HAS CREATED OUR OWN POLICIES AND PROCEDURES TO GUIDE OUR ORGANIZATION. "OUR EXISTENCE/WHO ARE WE? ' MISSION & CORE VALUES AND STRATEGIC PLANNING RT WAS GOING THROUGH AN IDENTITY CRISIS WHEN WE PRIVATIZED. WE WERE KNOWN FOR EMPLOYMENT AND A SHELTERED WORKSHOP BUT RT ALSO PROVIDES TRANSPORTATION, ADS AND HAS ODOT CONTRACTS. WE CHANGED OUR LOGO, UPDATED OUR MISSION STATEMENT AND PUT TOGETHER SEVEN (7) CORE VALUES. OUR NEW MISSION: HELPING PEOPLE ACHIEVE PERSONAL SUCCESS BY DEVELOPING SKILLS TO CONFIDENTLY WORK, INTERACT AND THRIVE IN THE COMMUNITY DURING THIS TIME, WE ALSO STARTED PUTTING TOGETHER OUR STRATEGIC PLAN FOR THE FUTURE OF RT. "VOCATIONAL HABILITATION WITHIN A SHELTERED PRODUCTION FACILITY SETTING RT BEGAN TO EVALUATE OUR BUSINESS AND SERVICE STRUCTURE SPECIFICALLY REGARDING THE DELIVERY OF VOCATIONAL HABILITATION WITHIN A PRODUCTION FACILITY SETTING. UPON REVIEW OF DOL, DODD AND CMS REGULATIONS, SEVERAL CHANGES WERE REQUIRED. WE BEGAN BY REVIEWING VOCATIONAL HABILITATION AND ADJUSTING THE SERVICES TO BE IN LINE WITH DODD RULE. THIS PHASE INCLUDED TOWN HALL MEETINGS TO SHARE CHANGES WITH FAMILIES, DISCUSSION WITH INDIVIDUALS TO DETERMINE WHAT SERVICE WAS BEST FOR THEM, MEETING WITH THE COUNTY BOARD TO SHARE THE CHANGES AND CONTINUING EDUCATION OF THE STAFF WHO PROVIDE THIS SERVICE. WE THEN DETERMINED THAT IN ORDER TO KEEP THE PRODUCTION ELEMENT OF RT, IT WOULD NEED TO BE A STAND-ALONE DEPARTMENT. IT WAS ADDED TO THE TABLE OF ORGANIZATION WITH NEW POSITIONS BEING CREATED TO SUPPORT THAT DEPARTMENT. INDIVIDUALS WHO HAD WORKED PRODUCTION COULD AND DID APPLY TO INTERVIEW FOR THE 12 PRODUCTION SPECIALIST POSITIONS. THESE POSITIONS START AT MINIMUM WAGE, ARE CONSIDERED RT EMPLOYEES AND NO MEDICAID SERVICES ARE BILLED FOR THEM DURING THEIR WORK DAY, UNLESS IES IS NEEDED. WITH THAT PHASE COMPLETE, RT RETURNED THE 14C CERTIFICATE ON NOVEMBER 1, 2018. "ADULT DAY SERVICES NEEDING TO FOCUS ON MEANINGFUL ACTIVITIES AND COMMUNITY INCLUSION COMMUNITY ENGAGEMENT COORDINATORS HAVE BEEN WORKING HARD TO HELP EACH PERSON AND THEIR TEAM DETERMINE THE BEST SERVICES TO HELP THEM ACHIEVE THEIR OUTCOMES. THIS HAS LEAD PEOPLE TO IDENTIFY MANY NEW INTERESTS AND ABILITIES, AND IT'S BEEN EXCITING TO WATCH THAT PROCESS. MOST OF THE CHANGES WE HAVE MADE ARE DRIVEN BY OUR DESIRE TO BE MORE ACTIVE IN THE COMMUNITY. WE DON'T WANT TO SIMPLY BE IN THE COMMUNITY, WE WANT TO HELP PEOPLE ENGAGE IN IT IN WAYS THAT ARE MEANINGFUL TO THEM. OUR COMMUNITY PRESENCE IS CENTERED AROUND EACH PERSON'S UNIQUE SKILLS, INTERESTS AND ABILITIES. THIS REMAINS OUR FOCUS AS WE HELP EACH PERSON LIVE THEIR BEST LIFE. EACH PERSON MAKES THE CHOICE TO WORK TOWARDS COMMUNITY EMPLOYMENT, SOCIALIZATION, INDEPENDENT LIVING SKILLS OR SOMETHING ELSE- THE OPPORTUNITIES YOU SEEK ARE DETERMINED BY YOU. THE FOSS WAY LOCATION HAD A COMPLETE MAKEOVER TO SHIFT FROM PRIMARILY A PRODUCTION FACILITY TO A HUB FOR SERVICES OF ALL TYPES. THE BACK OF THE BUILDING WAS PAINTED, CARPETED AND HAS ALL NEW FURNITURE. THERE IS A WALL SEPARATING THE PRODUCTION SPACE WHICH WILL REMAIN UP FRONT. WE ARE ALSO UTILIZING FORMER OFFICE SPACE IN NEW WAYS. TWO SENSORY ROOMS, THREE COMPUTER/TRAINING AREAS, A COFFEE CAFE AND A MULTIPURPOSE ROOM ARE ALL PART OF THE REMODEL "TRANSPORTATION STIGMA WITH BUSES AND LOGOS EFFECTIVE 12/17, RT STOPPED PUTTING OUR LOGO ON NEW COMPANY VEHICLES. SINCE 12/17, RT HAS ACQUIRED A FORD FOCUS, FORD FLEX, AND THREE (3) DODGE CARAVANS. A PROPOSAL TO PHASE OUT THE BUSES WOULD BE PUT TOGETHER BY THE TRANSPORTATION LOGISTICS SUPERVISOR AT A LATER DATE. "ALL SERVICES JOB TITLES AND TABLE OF ORGANIZATIONAL STRUCTURE RT'S ORGANIZATIONAL STRUCTURE CHANGED TREMENDOUSLY TO
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IRS990ScheduleO/SupplementalInformationDetail/ExplanationTxt0SUMMARY OF ACCOMPLISHMENTS IN 2018: "RT PRIVATIZED AND SEPARATED FROM THE MIAMI COUNTY BOARD OF DEVELOPMENTAL DISABILITIES. THE CENTER OF MEDICAID GAVE ALL OHIO PROVIDERS LIKE RT UNTIL 2024 TO SEPARATE FROM THEIR LOCAL COUNTY BOARD. WE EFFECTIVELY STEPPED OUT ON OUR OWN AS AN OPERATING 501(C)(3) EFFECTIVE 1/1/18. WITH THIS, RT HAS CREATED OUR OWN POLICIES AND PROCEDURES TO GUIDE OUR ORGANIZATION. "OUR EXISTENCE/WHO ARE WE? ' MISSION & CORE VALUES AND STRATEGIC PLANNING RT WAS GOING THROUGH AN IDENTITY CRISIS WHEN WE PRIVATIZED. WE WERE KNOWN FOR EMPLOYMENT AND A SHELTERED WORKSHOP BUT RT ALSO PROVIDES TRANSPORTATION, ADS AND HAS ODOT CONTRACTS. WE CHANGED OUR LOGO, UPDATED OUR MISSION STATEMENT AND PUT TOGETHER SEVEN (7) CORE VALUES. OUR NEW MISSION: HELPING PEOPLE ACHIEVE PERSONAL SUCCESS BY DEVELOPING SKILLS TO CONFIDENTLY WORK, INTERACT AND THRIVE IN THE COMMUNITY DURING THIS TIME, WE ALSO STARTED PUTTING TOGETHER OUR STRATEGIC PLAN FOR THE FUTURE OF RT. "VOCATIONAL HABILITATION WITHIN A SHELTERED PRODUCTION FACILITY SETTING RT BEGAN TO EVALUATE OUR BUSINESS AND SERVICE STRUCTURE SPECIFICALLY REGARDING THE DELIVERY OF VOCATIONAL HABILITATION WITHIN A PRODUCTION FACILITY SETTING. UPON REVIEW OF DOL, DODD AND CMS REGULATIONS, SEVERAL CHANGES WERE REQUIRED. WE BEGAN BY REVIEWING VOCATIONAL HABILITATION AND ADJUSTING THE SERVICES TO BE IN LINE WITH DODD RULE. THIS PHASE INCLUDED TOWN HALL MEETINGS TO SHARE CHANGES WITH FAMILIES, DISCUSSION WITH INDIVIDUALS TO DETERMINE WHAT SERVICE WAS BEST FOR THEM, MEETING WITH THE COUNTY BOARD TO SHARE THE CHANGES AND CONTINUING EDUCATION OF THE STAFF WHO PROVIDE THIS SERVICE. WE THEN DETERMINED THAT IN ORDER TO KEEP THE PRODUCTION ELEMENT OF RT, IT WOULD NEED TO BE A STAND-ALONE DEPARTMENT. IT WAS ADDED TO THE TABLE OF ORGANIZATION WITH NEW POSITIONS BEING CREATED TO SUPPORT THAT DEPARTMENT. INDIVIDUALS WHO HAD WORKED PRODUCTION COULD AND DID APPLY TO INTERVIEW FOR THE 12 PRODUCTION SPECIALIST POSITIONS. THESE POSITIONS START AT MINIMUM WAGE, ARE CONSIDERED RT EMPLOYEES AND NO MEDICAID SERVICES ARE BILLED FOR THEM DURING THEIR WORK DAY, UNLESS IES IS NEEDED. WITH THAT PHASE COMPLETE, RT RETURNED THE 14C CERTIFICATE ON NOVEMBER 1, 2018. "ADULT DAY SERVICES NEEDING TO FOCUS ON MEANINGFUL ACTIVITIES AND COMMUNITY INCLUSION COMMUNITY ENGAGEMENT COORDINATORS HAVE BEEN WORKING HARD TO HELP EACH PERSON AND THEIR TEAM DETERMINE THE BEST SERVICES TO HELP THEM ACHIEVE THEIR OUTCOMES. THIS HAS LEAD PEOPLE TO IDENTIFY MANY NEW INTERESTS AND ABILITIES, AND IT'S BEEN EXCITING TO WATCH THAT PROCESS. MOST OF THE CHANGES WE HAVE MADE ARE DRIVEN BY OUR DESIRE TO BE MORE ACTIVE IN THE COMMUNITY. WE DON'T WANT TO SIMPLY BE IN THE COMMUNITY, WE WANT TO HELP PEOPLE ENGAGE IN IT IN WAYS THAT ARE MEANINGFUL TO THEM. OUR COMMUNITY PRESENCE IS CENTERED AROUND EACH PERSON'S UNIQUE SKILLS, INTERESTS AND ABILITIES. THIS REMAINS OUR FOCUS AS WE HELP EACH PERSON LIVE THEIR BEST LIFE. EACH PERSON MAKES THE CHOICE TO WORK TOWARDS COMMUNITY EMPLOYMENT, SOCIALIZATION, INDEPENDENT LIVING SKILLS OR SOMETHING ELSE- THE OPPORTUNITIES YOU SEEK ARE DETERMINED BY YOU. THE FOSS WAY LOCATION HAD A COMPLETE MAKEOVER TO SHIFT FROM PRIMARILY A PRODUCTION FACILITY TO A HUB FOR SERVICES OF ALL TYPES. THE BACK OF THE BUILDING WAS PAINTED, CARPETED AND HAS ALL NEW FURNITURE. THERE IS A WALL SEPARATING THE PRODUCTION SPACE WHICH WILL REMAIN UP FRONT. WE ARE ALSO UTILIZING FORMER OFFICE SPACE IN NEW WAYS. TWO SENSORY ROOMS, THREE COMPUTER/TRAINING AREAS, A COFFEE CAFE AND A MULTIPURPOSE ROOM ARE ALL PART OF THE REMODEL "TRANSPORTATION STIGMA WITH BUSES AND LOGOS EFFECTIVE 12/17, RT STOPPED PUTTING OUR LOGO ON NEW COMPANY VEHICLES. SINCE 12/17, RT HAS ACQUIRED A FORD FOCUS, FORD FLEX, AND THREE (3) DODGE CARAVANS. A PROPOSAL TO PHASE OUT THE BUSES WOULD BE PUT TOGETHER BY THE TRANSPORTATION LOGISTICS SUPERVISOR AT A LATER DATE. "ALL SERVICES JOB TITLES AND TABLE OF ORGANIZATIONAL STRUCTURE RT'S ORGANIZATIONAL STRUCTURE CHANGED TREMENDOUSLY TO
IRS990ScheduleO/SupplementalInformationDetail/ExplanationTxt1A COPY IS PROVIDED TO EACH BOARD MEMBER IN THE ANNUAL REPORT PACKAGE.
IRS990ScheduleO/SupplementalInformationDetail/ExplanationTxt2BOARD MEMBERS MUST DISCLUSE ANY CREDIBLE KNOWLEDGE OF ANY CONFLICTS OF INTEREST WHEN IT ARISES.
IRS990ScheduleO/SupplementalInformationDetail/ExplanationTxt3THE AVAILABILITY IS MADE UPON REQUEST TO ACCESS TO THE DOCUMENTS. AVAILIBILITY IS MADE IN ACCORDANCE WITH THE ORGANIZATIONS ADOPTED POLICIES.
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IRS990ScheduleO/SupplementalInformationDetail/FormAndLineReferenceDesc1FORM 990, PAGE 6, PART VI, LINE 11B
IRS990ScheduleO/SupplementalInformationDetail/FormAndLineReferenceDesc2FORM 990, PAGE 6, PART VI, LINE 12C
IRS990ScheduleO/SupplementalInformationDetail/FormAndLineReferenceDesc3FORM 990, PAGE 6, PART VI, LINE 19
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ReturnHeader/BuildTS02020-03-31 21:24:44Z
ReturnHeader/BusinessOfficerGrp/PersonNm0ASHLEY BROCIOUS
ReturnHeader/BusinessOfficerGrp/PersonTitleTxt0EXECUTIVE DIRECTOR
ReturnHeader/BusinessOfficerGrp/PhoneNum09373355784
ReturnHeader/BusinessOfficerGrp/SignatureDt02019-11-10
ReturnHeader/Filer/BusinessName/BusinessNameLine1Txt0RT INDUSTRIES INC
ReturnHeader/Filer/BusinessNameControlTxt0RTIN

Document Assets

No mirrored PDF or thumbnail assets are attached yet.

Filings

Balance SheetOperations
YearAssetsLiabilitiesNet AssetsRevenueExpensesNet Income
2024Facts available. Structured filing facts are available, but richer extracted sections are limited.$4.74$0.06$4.68$4.73$4.25$0.48
2023Detailed filing. Detailed filing data is available for this year.$4.47$0.16$4.31$3.32$3.27$0.04
2022Detailed filing. Detailed filing data is available for this year.$4.22$0.16$4.05$3.05$2.98$0.06
2021Detailed filing. Detailed filing data is available for this year.$4.43$0.04$4.39$3.56$3.27$0.30
2020Detailed filing. Detailed filing data is available for this year.$3.92$0.04$3.88$3.74$3.44$0.31
2019Detailed filing. Detailed filing data is available for this year.$3.53$0.09$3.45$3.85$3.85$0.01
2018Detailed filing. Detailed filing data is available for this year.$3.30$0.09$3.21$4.07$3.96$0.11
2017Detailed filing. Detailed filing data is available for this year.$3.45$0.21$3.24$4.37$4.33$0.04
2016Detailed filing. Detailed filing data is available for this year.$3.32$0.15$3.17$3.48$3.31$0.16
2015Detailed filing. Detailed filing data is available for this year.$3.05$0.14$2.91$2.32$2.35$0.03
2014Detailed filing. Detailed filing data is available for this year.$3.13$0.08$3.05$1.51$1.44$0.07
2013Detailed filing. Detailed filing data is available for this year.$2.98$0.07$2.92$1.45$1.34$0.11
2012Facts available. Structured filing facts are available, but richer extracted sections are limited.$2.83$0.07$2.76$1.16
2011Facts available. Structured filing facts are available, but richer extracted sections are limited.$2.76$0.08$2.68$1.01