Civic Intelligence

University Area Community Development Corporation Inc.

990 • Fiscal year 2016 • EIN 31-1624121

Oct 01, 2015 to Sep 30, 2016 • Filed on Jun 26, 2017

14013 North 22nd StreetTampa, FL 33613

(813) 558-5212

Siviq Scores

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

Liabilities / Assets

55th percentile

0.28x

Higher debt load relative to assets than 55% of similar nonprofits.

2016 filings • 501(c)3 • $10M-$25M nonprofits • Source year 2016

Liabilities / Revenue

63rd percentile

0.43x

Higher debt load relative to revenue than 63% of similar nonprofits.

2016 filings • 501(c)3 • $10M-$25M nonprofits • Source year 2016

Net Margin

60th percentile

5.1%

Higher net margin than 60% of similar nonprofits.

2016 filings • 501(c)3 • $10M-$25M nonprofits • Source year 2016

Top Officer Pay

38th percentile

$141,904

Higher top officer pay than 38% of similar nonprofits.

Top officer pay equals 2.0% of source-year revenue.

2016 filings • 501(c)3 • $10M-$25M nonprofits • Source year 2016

Asset Growth

70th percentile

7.7%

Faster asset growth than 70% of similar nonprofits.

2016 filings • 501(c)3 • $10M-$25M nonprofits • Annualized from 2015 to 2016

Revenue Growth

34th percentile

-2.3%

Faster revenue growth than 34% of similar nonprofits.

2016 filings • 501(c)3 • $10M-$25M nonprofits • Annualized from 2015 to 2016

Assets

Up

$10,567,593

Up $753,237 (+7.7%) from 2015

Net Assets

Up

$7,558,095

Up $623,665 (+9.0%) from 2015

Liabilities

Up

$3,009,498

Up $129,572 (+4.5%) from 2015

Revenue

Down

$7,073,501

Down $167,788 (-2.3%) from 2015

Expenses

Up

$6,709,436

Up $54,107 (+0.8%) from 2015

Net Income

Down

$364,065

Down $221,895 (-38%) from 2015

Historical Trend

Balance Sheet Trend

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

$15M$10M$5.0M$0Assets 2011: $7,832,544Liabilities 2011: $2,082,234Net Assets 2011: $5,750,3102011Assets 2012: $6,968,547Liabilities 2012: $1,933,833Net Assets 2012: $5,034,7142012Assets 2013: $7,763,736Liabilities 2013: $2,902,916Net Assets 2013: $4,860,8202013Assets 2014: $9,265,852Liabilities 2014: $4,563,785Net Assets 2014: $4,702,0672014Assets 2015: $9,814,356Liabilities 2015: $2,879,926Net Assets 2015: $6,934,4302015Assets 2016: $10,567,593Liabilities 2016: $3,009,498Net Assets 2016: $7,558,0952016Assets 2017: $11,404,300Liabilities 2017: $2,966,704Net Assets 2017: $8,437,5962017Assets 2018: $10,987,703Liabilities 2018: $2,962,833Net Assets 2018: $8,024,8702018Assets 2019: $11,520,805Liabilities 2019: $3,216,608Net Assets 2019: $8,304,1972019Assets 2020: $11,864,814Liabilities 2020: $3,409,420Net Assets 2020: $8,455,3942020Assets 2021: $12,749,613Liabilities 2021: $3,822,663Net Assets 2021: $8,926,9502021Assets 2022: $12,105,993Liabilities 2022: $3,079,514Net Assets 2022: $9,026,4792022

Highlighted filing

2016

Assets$10,567,593
Liabilities$3,009,498
Net Assets$7,558,095

Operations Trend

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

$10M$5.0M$0-$5.0MExpenses 2011: $8,793,8882011Expenses 2012: $7,098,7672012Expenses 2013: $6,017,7112013Revenue 2014: $5,370,969Expenses 2014: $5,529,722Net Income 2014: -$158,7532014Revenue 2015: $7,241,289Expenses 2015: $6,655,329Net Income 2015: $585,9602015Revenue 2016: $7,073,501Expenses 2016: $6,709,436Net Income 2016: $364,0652016Revenue 2017: $7,711,648Expenses 2017: $6,832,147Net Income 2017: $879,5012017Revenue 2018: $4,186,178Expenses 2018: $4,598,904Net Income 2018: -$412,7262018Revenue 2019: $5,763,132Expenses 2019: $5,508,805Net Income 2019: $254,3272019Revenue 2020: $5,423,309Expenses 2020: $5,333,469Net Income 2020: $89,8402020Revenue 2021: $5,875,333Expenses 2021: $5,635,628Net Income 2021: $239,7052021Revenue 2022: $6,119,528Expenses 2022: $5,800,223Net Income 2022: $319,3052022

Highlighted filing

2016

Revenue$7,073,501
Expenses$6,709,436
Net Income$364,065
Jump To
Filing Snapshot
Filing Period
Oct 1, 2015 to Sep 30, 2016
Signed
Jun 26, 2017
Return Version
2015v3.0
Gross Receipts
$7,256,321
Mission and Program Overview

Mission

The university area community development corporation inc. (uacdc) is a 501(c)(3) public/private partnership whose mission is children and family development, crime prevention and commerce growth. Its primary focus is the redevelopment and sustainability of the at-risk areas surrounding the tampa campus of the university of south florida.

Balance Sheet Detail
LineBeginningEndChange
Assets
Land, Buildings, and Equipment, Net$4,384,198$5,697,197▲ $1,312,999
Savings and Temporary Cash Investments$2,603,404$4,759,690▲ $2,156,286
Pledges and Grants Receivable$2,591,099--
Prepaid Expenses and Deferred Charges$108,205$90,755▼ $17,450
Accounts Receivable$118,958$11,231▼ $107,727
Cash and Non-Interest-Bearing Accounts$222$272▲ $50
Total Assets$9,814,356$10,567,593▲ $753,237
Other Assets Total$8,270$8,448▲ $178
Liabilities
Mortgage Notes Payable Secured by Investment Property$2,474,688$2,474,688→ $0
Accounts Payable and Accrued Expenses$405,238$485,723▲ $80,485
Deferred Revenue-$49,087-
Total Liabilities$2,879,926$3,009,498▲ $129,572
Net Assets / Fund Balance
Unrestricted Net Assets$3,910,131$7,328,963▲ $3,418,832
Temporarily Rstr Net Assets$3,024,299$229,132▼ $2,795,167
Total Net Assets Fund Balance$6,934,430$7,558,095▲ $623,665
Total Liabilities and Net Assets / Fund Balance$9,814,356$10,567,593▲ $753,237

Asset Categories

AssetBook ValueDepreciationBasis
Buildings$4,013,676$902,025$4,915,701
Leasehold Improvements$362,680$1,654,788$2,017,468
Land$1,133,394-$1,133,394
Equipment$128,438$933,528$1,061,966
Other Land Buildings$59,009$106,265$165,274
Compensation and Service Providers

Employees

NameTitleFull / Part TimeBaseOtherTotal
Sarah CombsExec DirectoFT$135,147$6,757$141,904
Rob Zimprich CPACFOFT$58,785-$58,785

Board Members and Trustees

NameTitle
Gene MarshallChairman
Tj CouchVice Chairma
Darlene StaunkoDirector
Davin JosephDirector
Dima DidenkoDirector
Francis JosephDirector
Greg HorwedelDirector
Jo EastonDirector
Joseph CaetanoDirector
K C PoulinDirector
Leon PaigeDirector
Maj Scott WellingerDirector
Mark SharpeDirector
Rena Upshaw-frazierDirector
Nestor OrtizCOO
David CantilloSecretary
Tony ColemanTreasurer

Highest Paid Contractors

ContractorServicesLocationCompensation
Critical Intervention ServicesSecurity13777 S BELCHER ROAD, Largo, FL 33771$197,613
Robert M Levy And AssociatesConsulting780 NE 69TH STREET SUITE 1703, Miami, FL 33138$146,667
Revenue and Support

Revenue Composition

Contributions and Grants
$5,878,641
Program Service Revenue
$1,215,516
Investment Income
$10,263
Other Revenue
$-30,919
All Other Contributions
$1,459,276
Change in Net Assets
$364,065

Noncash Contribution Practices

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

Noncash Contributions

Contribution TypeContribution CountReported AmountValuation Method
Other Non Cash Contri Table1$1,432,776Fair Market Value (FMV)
Other Non Cash Contri Table1$17,327Fair Market Value (FMV)
Other Non Cash Contri Table1$5,098Fair Market Value (FMV)
Other Non Cash Contri Table1$4,075Fair Market Value (FMV)
Total Noncash Contributions4$1,459,276-

Audited Revenue Reconciliation

Revenue per Audited Statements
$7,073,231
Revenue Not Reported on Financial Statements
$270
Revenue Not Reported on Form 990
$753,330
Other Revenue Adjustments
$270
Total Revenue per Audited Statements
$7,826,561
Total Revenue per Form 990
$7,073,501
Expenses and Functional Allocation

Major Expense Lines

Line ItemAmount
Salaries, Compensation, and Employee Benefits$2,838,467
Grants and Similar Amounts Paid$2,288,531
Other Expenses$1,582,438
Total Fundraising Expense$219,050
Professional Fundraising Fees$0

Functional Expense Allocation

Line ItemProgramManagementFundraisingTotal
Grants to Domestic Orgs$2,288,531--$2,288,531
Other Salaries and Wages$1,951,540$12,538$148,721$2,112,799
Occupancy$473,491$4,475$1,291$479,257
Other Employee Benefits$301,460$7,867$8,637$317,964
Current Officers, Directors, Trustees, and Key Employees$169,763$30,926-$200,689
Payroll Taxes$170,826$2,913$12,452$186,191
Depreciation Depletion$185,313-$198$185,511
Fees for Services Lobbying-$146,667-$146,667
Fees for Services Other$102,657$-4,125$1,597$100,129
Insurance$90,200$783$628$91,611
Fees for Services Accounting$50,538-$559$51,097
Other Expenses$41,050$760$1,082$42,892
Advertising$1,610$3,119$32,630$37,359
All Other Expenses$20,433$14,171$1,608$36,212
Information Technology$32,728--$32,728
Conferences and Meetings$6,497$19,594$837$26,928
Office Expenses$17,540$4,932$2,477$24,949
Pension Plan Contributions$19,034$-1,229$3,019$20,824
Fees for Services Legal$2,097$3,200$57$5,354
Total Functional Expenses$6,242,338$248,048$219,050$6,709,436

Audited Expense Reconciliation

Line ItemAmount
Total Expenses per Audited Statements$7,462,496
Total Expenses per Form 990$6,709,436
Expenses per Audited Statements$6,709,166
Expenses Not Reported on Form 990$753,330
Expenses Not Reported on Financial Statements$270
Other Expense Adjustments$270
International Activity

Grant and Assistance Recipients

RecipientLocationCategoryPurposeAmount
Orlando Neighborhood ImprovementOrlando, FL501c3Prodigy$367,754
Florida Institute of CommunityTampa, FL501c3Prodigy$278,505
Saint Leo UniversitySaint Leo, FL501c3Prodigy$259,543
Ymca of Greater St PeteSt Petersburg, FL501c3Prodigy$255,990
Boys & Girls Club-lacoocheeTampa, FL501c3Prodigy$189,100
Boys & Girls Club-brandonTampa, FL501c3Prodigy$149,471
Oasis Community Church of LakelandLakeland, FL501c3Prodigy$140,592
Heartland for ChildrenBartow, FL501c3Prodigy$126,602
Education Foundation - OsceolaKissimmee, FL501c3Prodigy$125,406
Girls Inc of LakelandLakeland, FL501c3Prodigy$106,986
Tampa Housing AuthorityTampa, FL501c3Grant$100,943
Temple Terrace United MethodistTampa, FL501c3Prodigy$64,000
Crossover ChurchTampa, FL501c3Steps Grant$57,050
Positive SpinTampa, FL501c3Steps Grant$44,000
New Life TabernacleSeffner, FL501c3Steps Grant$6,500
Second Chance Last OpportunitySarasota, FL501c3Prodigy$6,089
Fundraising, Events, and Gaming
Fundraising activities
Yes
Gaming activities
No
Professional fundraiser used
No

Fundraising and Gaming Totals

Line ItemAmount
Fundraising Direct Expenses$36,222
Professional Fundraising Fees$0

Fundraising Events

EventGross ReceiptsGross RevenueDirect ExpensesNet Income
Annual Dinner$98,662-$33,189-
Total Events$98,662-$36,222$-36,222
Political and Lobbying Activity
Political campaign activity
No
Lobbying activity
Yes
Subject to proxy tax
No
Insider Transactions and Loans

Interested-Person Transactions

Interested PartyRelationshipDescriptionShared RevenueAmount
Karl C PoulinBoard MemberSecurityNo$197,613
Governance and Compliance

Governance Checklist

Compiled or reviewed by an accountant
No
Annual disclosure for covered persons
Yes
Audit committee
Yes
Backup withholding compliance
Yes
Business relationship with family members
No
Business relationship with organization members
Yes
Material changes to governing documents
No
Compensation from other sources disclosed
No
CEO compensation reviewed
Yes
Other officer compensation reviewed
Yes
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 1A

The officers of the corporation shall constitute the executive committee. The executive committee shall have the authority to act on behalf of the corporation in between regular board of directors' meetings. The board of directors must validate the actions of the executive committee at its next regular or special meeting. Any such action not so validated shall not be legally binding on the corporation. The chair shall act as chairperson of the executive committee.

Form 990, Page 6, Part VI, Line 11B

The preparation of the 990 is overseen by both the executive director/ceo and chief financial officer. After it is prepared the board of directors will review the return as compared to the audited financial statements before it is filed with the irs.

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

The organization requires it officers, directors and key employees to annually complete conflict of interest and confidentiality forms.

Form 990, Page 6, Part VI, Line 15A

The board of directors review and approve the compensation of the executive director/chief executive officer (ceo). The board of directors and the finance committtee establish the budget for the position with the concurrence of the board. The executive committee may adjust the salary of the executive director/ceo based on performance.

Form 990, Page 6, Part VI, Line 15B

The board of directors review and approve the compensation of the officers. The executive director/ceo and finance committee establish the budget for each position with the concurrence of the board. The executive director/ceo may adjust the salary of the officers or key employees based on performance.

Form 990, Page 6, Part VI, Line 19

The organization will provide copies of the organization's governing documents, conflict of interest policy and financial statements upon request.

Form 990, Part VII

Nestor ortiz, chief operating officer, was hired on february 1, 2016. His wages are included on line 7, other salaries and wages, on part ix of the form 990.

Filing and Contact Details

Filer

Filer Name
University Area Community
EIN
31-1624121
Phone
8135585212
Address
14013 NORTH 22ND STREET, TAMPA, FL 33613

Signing Officer

Name
Sarah Combs
Title
Exec Director/CEO
Phone
8135585212
Signed
2017-06-26
Discuss with paid preparer
Yes

Organization Details

Principal Officer
Sarah Combs
Formed
1998
Legal Domicile
Fl
Voting Board Members
16
Independent Board Members
16
Employees
80
Volunteers
1,500

Preparer

Firm
Gregory Sharer & Stuart Pa
Address
100 2ND AVE SOUTH STE 600, SAINT PETERSBURG, FL 33701-4336
Preparer
Byron C Smith CPA
Phone
7278216161
Supplemental Narrative

Additional Explanations

FORM 990 - ORGANIZATION'S MISSION

The university area community development corporation inc. (uacdc) is a 501(c)(3) public/private partnership whose mission is children and family development, crime prevention and commerce growth. Its primary focus is the redevelopment and sustainability of the at-risk areas surrounding the tampa campus of the university of south florida.

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

Continued from page 2, 4c: the program prevented ten cases of homelessness, guided seven individuals to new employment at higher wages than previously earned, seventeen participants reduced their debt, and two high school age participants are continuing into college.

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

Workforce program (invest)-the invest initiative adopts proven techniques and best practices from other disciplines in order to help individuals improve their employment opportunities in a way that's holistic, highly involved and driven by the individuality, strengths and dreams of the people being served. These techniques and practices have had remarkable results in the fields of nursing, disease management, ex-offender reintegration and developmental disabilities services here in the united states and abroad. Invest uses these same strategies and principles to address the desperate need for more and better workforce and entrepreneurial opportunities for uac residents. Harvest hope kitchen-the harvest hope kitchen offers community cooking and nutritional education classes for the preparation of meals that are delicious, nutritious, seasonal and affordable. The harvest hope kitchen is a place where community members and families of all ages can come together to learn skills and self-sufficiency in preparing healthy, economical meals, laugh, cook, and enjoy food together. Participants will also have the opportunity to learn more about growing their own food through workshops that are held monthly at the community garden. Good nutrition is a key component in keeping our community residents healthy and strong and through the harvest hope kitchen, we can make it happen community garden-the university area community garden was created to provide residents of our community with the opportunity to grow their own fruits and vegetables, increasing access and affordability. Limited access to healthy foods, such as fruits and vegetables, is a major barrier to healthy eating for most of our residents here in the university area community. Community gardens strengthen community bonds and create recreational and therapeutic opportunities for a community. They also promote environmental awareness and will provide food security for many of our low income residents. The safety and vitality of a healthy community relies heavily upon the invested pride and ownership that residents have for their neighborhood. The ua community garden offers a focal point for neighborhood organizing and is helping lead community based efforts to deal with other social concerns. Dreamcatchers summer camp-the dreamcatchers summer camp provides a wide variety of activities designed to keep children active through the summer, while maintaining skills acquired during the recent school year. The all inclusive camp features swimming lessons, sports, arts and crafts, music lessons, games, performing arts, lessons in technology and field trips to local museums and parks. In keeping with first lady michelle obama's "let's move" initiative, a "fit kids" element has also been incorporated into the camp's curriculum. "let's move" is about putting children on the path to a healthy future and reversing the trend of childhood obesity in our country.

Form 990, Part X

Line 23 - see schedule d, part xiii - supplemental information.

Form 990, Part XI, Line 9

Bad debt 54,227 facility rental expense 146,598 hillsborough leasehold improvement 529,457 special event expenses -270 bad debt -54,227 facility rental expense -146,598 hillsborough leasehold improvement -529,457 special event expenses 270

Financial Statement Notes

Schedule D, Page 4, Part XI, Line 2D

Bad debt 54,227 facility rental expense 146,598 hillsborough leasehold improvement 529,457

Schedule D, Page 4, Part XI, Line 4B

Special event expenses 270

Schedule D, Page 4, Part XII, Line 2D

Bad debt 54,227 facility rental expense 146,598 hillsborough leasehold improvement 529,457

Schedule D, Page 4, Part XII, Line 4B

Special event expenses 270

Schedule D, Page 4, Part XIII

Contingency repayment plan: golden glade mortgage payable of 1,300,000 to hillsborough county; no principal payments required; interest accrued at 1.5% per annum on the outstanding principal balance. Starting at the end of year 10 of the agreement, the original principal balance will be reduced by the lender by 1/10 per year, provided uacdc is not in breach. The entire mortgage balance will be forgiven if the property continues to be used for its intended purpose through december 2028. The mortgage is collateralized by the shadowood property, which was subsequently renamed golden glade. Restrictions on the property by the lender require the property not be sold, mortgaged, liened, refinanced, foreclosed upon, or otherwise transferred without written consent from the county. In addition, uacdc is required to adhere to the guidelines outlined in the land use restrictive agreements (lura). Mortgage payable of 170,000 to hillsborough county; no principal payments required; interest accrued at 1.5% per annum on the outstanding principal balance. Starting at the end of year 10 of the agreement, the original principal balance will be reduced by the lender by 1/10 per year, provided uacdc is not in breach. The entire mortgage balance will be forgiven if the property continues to be used for its intended purpose through october 2028. The mortgage is collateralized by the shadowood property, which was subsequently renamed golden glade. Restrictions on the property by the lender require the property not be sold, mortgaged, liened, refinanced, foreclosed upon, or otherwise transferred without written consent from the county. In addition, uacdc is required to adhere to the guidelines outlined in the lura. Contingency repayment plan: golden palms mortgage payable of 320,370 to hillsborough county; no principal payments required; no interest; forgiven if the property continues to be used for its intended purpose through october 2032. The mortgage is collateralized by the pines 1 apartments, which was subsequently renamed golden palms. Restrictions on the property by the lender require the property not be sold, mortgaged, liened, refinanced, foreclosed upon, or otherwise transferred without written consent from the county. In addition, uacdc is required to adhere to the guidelines outlined in the lura. Mortgage payable of 684,318 to hillsborough county; no principal payments required until the completion of three years after completion of the project; principal payments of 1/30 of the original loan balance due annually, thereafter up to available project cash flows; no interest; remaining balance forgiven at the end of 30 years if the property continues to be used for its intended purpose through october 2043. The mortgage is collateralized by the pines 1 apartments, which was subsequently renamed golden palms. Restrictions on the property by the lender require the property not be sold, mortgaged, liened, refinanced, foreclosed upon, or otherwise transferred without written consent from the county. In addition, uacdc is required to adhere to the guidelines outlined in the lura.

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IRS990/ProgSrvcAccomActy2Grp/Desc0AFFORDABLE HOUSING IT HAS LONG BEEN A GOAL OF THE UACDC TO INCREASE THE SUPPLY OF DECENT AND TRULY AFFORDABLE HOUSING IN OUR TARGET NEIGHBORHOOD. IN DECEMBER 2008, GOLDENGLADE WAS PURCHASED AND COMPLETELY RENOVATED BY THE UACDC CONCENTRATING ON ENERGY EFFICIENCY. EIGHTEEN OF THE TWENTY FOUR UNITS ARE SET ASIDE FOR LOW AND VERY LOW INCOME HOUSEHOLDS. THE UNITS WERE RENOVATED TO PROVIDE CLEAN, SAFE AND VERY INEXPENSIVE HOUSING IN THE NEIGHBORHOOD.
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IRS990/ProgSrvcAccomActy3Grp/Desc0THE STEPS FOR SUCCESS PROGRAM AND ITS CORE ELEMENTS, SUSTAINABILITY TRAINING EDUCATION PLANNING AND SUPPORT, USE THREE KEY PLANNING TOOLS TO SUPPORT ITS PARTICIPANT'S JOURNEY OUT OF POVERTY. THE PRESCRIPTION FOR PROSPERITY, BASED ON THE APPLICATION AND INTERVIEW PROCESS DEVELOPS A PATHWAY TO SUCCESS AND IDENTIFIES BARRIERS AND GAPS IN THE PATH. THE INDIVIDUALIZED GOAL PLAN GIVES SPECIFIC GOALS AND DEADLINES FOR LIFE IMPROVEMENTS. THE NETWORK OF SUPPORT IS MADE UP OF THE INDIVIDUAL, PEERS, MENTORS AND UACDC STAFF. THE PROGRAM NAVIGATES PARTICIPANTS THROUGH THEIR PLAN WITH THE HELP OF PARTNER RESOURCES AND OTHER SERVICES. CONTINUED ON SCHEDULE O. CONTINUED FROM PAGE 2, 4C: THE PROGRAM PREVENTED TEN CASES OF HOMELESSNESS, GUIDED SEVEN INDIVIDUALS TO NEW EMPLOYMENT AT HIGHER WAGES THAN PREVIOUSLY EARNED, SEVENTEEN PARTICIPANTS REDUCED THEIR DEBT, AND TWO HIGH SCHOOL AGE PARTICIPANTS ARE CONTINUING INTO COLLEGE.
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IRS990/ProgSrvcAccomActyOtherGrp/Desc0WORKFORCE PROGRAM (INVEST)-THE INVEST INITIATIVE ADOPTS PROVEN TECHNIQUES AND BEST PRACTICES FROM OTHER DISCIPLINES IN ORDER TO HELP INDIVIDUALS IMPROVE THEIR EMPLOYMENT OPPORTUNITIES IN A WAY THAT'S HOLISTIC, HIGHLY INVOLVED AND DRIVEN BY THE INDIVIDUALITY, STRENGTHS AND DREAMS OF THE PEOPLE BEING SERVED. THESE TECHNIQUES AND PRACTICES HAVE HAD REMARKABLE RESULTS IN THE FIELDS OF NURSING, DISEASE MANAGEMENT, EX-OFFENDER REINTEGRATION AND DEVELOPMENTAL DISABILITIES SERVICES HERE IN THE UNITED STATES AND ABROAD. INVEST USES THESE SAME STRATEGIES AND PRINCIPLES TO ADDRESS THE DESPERATE NEED FOR MORE AND BETTER WORKFORCE AND ENTREPRENEURIAL OPPORTUNITIES FOR UAC RESIDENTS. HARVEST HOPE KITCHEN-THE HARVEST HOPE KITCHEN OFFERS COMMUNITY COOKING AND NUTRITIONAL EDUCATION CLASSES FOR THE PREPARATION OF MEALS THAT ARE DELICIOUS, NUTRITIOUS, SEASONAL AND AFFORDABLE. THE HARVEST HOPE KITCHEN IS A PLACE WHERE COMMUNITY MEMBERS AND FAMILIES OF ALL AGES CAN COME TOGETHER TO LEARN SKILLS AND SELF-SUFFICIENCY IN PREPARING HEALTHY, ECONOMICAL MEALS, LAUGH, COOK, AND ENJOY FOOD TOGETHER. PARTICIPANTS WILL ALSO HAVE THE OPPORTUNITY TO LEARN MORE ABOUT GROWING THEIR OWN FOOD THROUGH WORKSHOPS THAT ARE HELD MONTHLY AT THE COMMUNITY GARDEN. GOOD NUTRITION IS A KEY COMPONENT IN KEEPING OUR COMMUNITY RESIDENTS HEALTHY AND STRONG AND THROUGH THE HARVEST HOPE KITCHEN, WE CAN MAKE IT HAPPEN COMMUNITY GARDEN-THE UNIVERSITY AREA COMMUNITY GARDEN WAS CREATED TO PROVIDE RESIDENTS OF OUR COMMUNITY WITH THE OPPORTUNITY TO GROW THEIR OWN FRUITS AND VEGETABLES, INCREASING ACCESS AND AFFORDABILITY. LIMITED ACCESS TO HEALTHY FOODS, SUCH AS FRUITS AND VEGETABLES, IS A MAJOR BARRIER TO HEALTHY EATING FOR MOST OF OUR RESIDENTS HERE IN THE UNIVERSITY AREA COMMUNITY. COMMUNITY GARDENS STRENGTHEN COMMUNITY BONDS AND CREATE RECREATIONAL AND THERAPEUTIC OPPORTUNITIES FOR A COMMUNITY. THEY ALSO PROMOTE ENVIRONMENTAL AWARENESS AND WILL PROVIDE FOOD SECURITY FOR MANY OF OUR LOW INCOME RESIDENTS. THE SAFETY AND VITALITY OF A HEALTHY COMMUNITY RELIES HEAVILY UPON THE INVESTED PRIDE AND OWNERSHIP THAT RESIDENTS HAVE FOR THEIR NEIGHBORHOOD. THE UA COMMUNITY GARDEN OFFERS A FOCAL POINT FOR NEIGHBORHOOD ORGANIZING AND IS HELPING LEAD COMMUNITY BASED EFFORTS TO DEAL WITH OTHER SOCIAL CONCERNS. DREAMCATCHERS SUMMER CAMP-THE DREAMCATCHERS SUMMER CAMP PROVIDES A WIDE VARIETY OF ACTIVITIES DESIGNED TO KEEP CHILDREN ACTIVE THROUGH THE SUMMER, WHILE MAINTAINING SKILLS ACQUIRED DURING THE RECENT SCHOOL YEAR. THE ALL INCLUSIVE CAMP FEATURES SWIMMING LESSONS, SPORTS, ARTS AND CRAFTS, MUSIC LESSONS, GAMES, PERFORMING ARTS, LESSONS IN TECHNOLOGY AND FIELD TRIPS TO LOCAL MUSEUMS AND PARKS. IN KEEPING WITH FIRST LADY MICHELLE OBAMA'S "LET'S MOVE" INITIATIVE, A "FIT KIDS" ELEMENT HAS ALSO BEEN INCORPORATED INTO THE CAMP'S CURRICULUM. "LET'S MOVE" IS ABOUT PUTTING CHILDREN ON THE PATH TO A HEALTHY FUTURE AND REVERSING THE TREND OF CHILDHOOD OBESITY IN OUR COUNTRY.
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Filings

Balance SheetOperations
YearAssetsLiabilitiesNet AssetsRevenueExpensesNet Income
2022Facts available. Structured filing facts are available, but richer extracted sections are limited.$12.1$3.08$9.03$6.12$5.80$0.32
2021XML pending. An XML filing is linked for this year, but detailed extraction is still pending.$12.7$3.82$8.93$5.88$5.64$0.24
2020Facts available. Structured filing facts are available, but richer extracted sections are limited.$11.9$3.41$8.46$5.42$5.33$0.09
2019XML pending. An XML filing is linked for this year, but detailed extraction is still pending.$11.5$3.22$8.30$5.76$5.51$0.25
2018Facts available. Structured filing facts are available, but richer extracted sections are limited.$11.0$2.96$8.02$4.19$4.60$0.41
2017XML pending. An XML filing is linked for this year, but detailed extraction is still pending.$11.4$2.97$8.44$7.71$6.83$0.88
2016Detailed filing. Detailed filing data is available for this year.$10.6$3.01$7.56$7.07$6.71$0.36
2015Detailed filing. Detailed filing data is available for this year.$9.81$2.88$6.93$7.24$6.66$0.59
2014Detailed filing. Detailed filing data is available for this year.$9.27$4.56$4.70$5.37$5.53$0.16
2013Facts available. Structured filing facts are available, but richer extracted sections are limited.$7.76$2.90$4.86$6.02
2012Facts available. Structured filing facts are available, but richer extracted sections are limited.$6.97$1.93$5.03$7.10
2011Facts available. Structured filing facts are available, but richer extracted sections are limited.$7.83$2.08$5.75$8.79