Civic Intelligence

Campus District Inc.

990 • Fiscal year 2014 • EIN 34-1387460

Jul 01, 2013 to Jun 30, 2014 • Filed on Nov 15, 2014

2230 Euclid Avenue44115

(216) 344-9200

Siviq Scores

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

Liabilities / Assets

65th percentile

0.02x

Higher debt load relative to assets than 65% of similar nonprofits.

2014 filings • 501(c)3 • <$500k nonprofits • Source year 2014

Liabilities / Revenue

68th percentile

0.02x

Higher debt load relative to revenue than 68% of similar nonprofits.

2014 filings • 501(c)3 • <$500k nonprofits • Source year 2014

Net Margin

37th percentile

-1.2%

Higher net margin than 37% of similar nonprofits.

2014 filings • 501(c)3 • <$500k nonprofits • Source year 2014

Top Officer Pay

98th percentile

$94,395

Higher top officer pay than 98% of similar nonprofits.

Top officer pay equals 45.0% of source-year revenue.

2014 filings • 501(c)3 • <$500k nonprofits • Source year 2014

Asset Growth

11th percentile

-40%

Faster asset growth than 11% of similar nonprofits.

2014 filings • 501(c)3 • <$500k nonprofits • Annualized from 2013 to 2014

Revenue Growth

Score unavailable

No value available

No earlier valid filing was available within the previous three public years.

Source year 2014

Assets

Down

$188,102

Down $123,835 (-40%) from 2013

Net Assets

Down

$184,185

Down $2,488 (-1.3%) from 2013

Liabilities

Down

$3,917

Down $121,347 (-97%) from 2013

Revenue

$209,755

No earlier filing loaded for comparison.

Expenses

Up

$212,243

Up $22,971 (+12%) from 2013

Net Income

-$2,488

No earlier filing loaded for comparison.

Historical Trend

Balance Sheet Trend

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

$600K$400K$200K$0Assets 2012: $316,190Liabilities 2012: $132,257Net Assets 2012: $183,9332012Assets 2013: $311,937Liabilities 2013: $125,264Net Assets 2013: $186,6732013Assets 2014: $188,102Liabilities 2014: $3,917Net Assets 2014: $184,1852014Assets 2015: $185,727Liabilities 2015: $5,627Net Assets 2015: $180,1002015Assets 2016: $260,615Liabilities 2016: $39,828Net Assets 2016: $220,7872016Assets 2017: $236,106Liabilities 2017: $22,243Net Assets 2017: $213,8632017Assets 2018: $208,126Liabilities 2018: $5,492Net Assets 2018: $202,6342018Assets 2021: $242,786Liabilities 2021: $40,663Net Assets 2021: $202,1232021Assets 2022: $440,679Liabilities 2022: $5,381Net Assets 2022: $435,2982022Assets 2025: $245,856Liabilities 2025: $0Net Assets 2025: $245,8562025

Highlighted filing

2014

Assets$188,102
Liabilities$3,917
Net Assets$184,185

Operations Trend

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

$1.5M$1.0M$500K$0-$500KExpenses 2012: $306,2552012Expenses 2013: $189,2722013Revenue 2014: $209,755Expenses 2014: $212,243Net Income 2014: -$2,4882014Revenue 2015: $207,121Expenses 2015: $211,206Net Income 2015: -$4,0852015Revenue 2016: $296,572Expenses 2016: $255,885Net Income 2016: $40,6872016Revenue 2017: $244,844Expenses 2017: $251,768Net Income 2017: -$6,9242017Revenue 2018: $223,630Expenses 2018: $234,859Net Income 2018: -$11,2292018Revenue 2021: $273,557Expenses 2021: $359,998Net Income 2021: -$86,4412021Revenue 2022: $1,081,763Expenses 2022: $848,588Net Income 2022: $233,1752022Revenue 2025: $633,659Expenses 2025: $1,096,858Net Income 2025: -$463,1992025

Highlighted filing

2014

Revenue$209,755
Expenses$212,243
Net Income-$2,488
Jump To
Filing Snapshot
Filing Period
Jul 1, 2013 to Jun 30, 2014
Signed
Nov 15, 2014
Return Version
2013v4.0
Gross Receipts
$385,141
Mission and Program Overview

Mission

Campus District connects Cleveland's downtown campuses including Cleveland State University, Cuyahoga Community College Metro Campus, Sisters of Charity Health System, and Cuyahoga Metropolitan Housing Authority by leading, providing and promoting community development services. Campus District gives people from all walks of life a place to live, learn, build businesses, produce artistry, and access quality care. Founded in 1983 by three of downtown Cleveland's anchor institutions, we work to create conditions that fuel our vibrant and resilient community.

Campus district connects cleveland's downtown campuses by leading, providing, and promoting community development services.

Balance Sheet Detail
LineBeginningEndChange
Assets
Savings and Temporary Cash Investments$87,116$86,207▼ $909
Cash and Non-Interest-Bearing Accounts$29,462$66,759▲ $37,297
Accounts Receivable$10,485$30,000▲ $19,515
Prepaid Expenses and Deferred Charges$2,245$3,600▲ $1,355
Land, Buildings, and Equipment, Net$181,629$536▼ $181,093
Total Assets$311,937$188,102▼ $123,835
Other Assets Total$1,000$1,000→ $0
Liabilities
Mortgage Notes Payable Secured by Investment Property$109,032--
Other Liabilities$5,146$3,817▼ $1,329
Accounts Payable and Accrued Expenses$11,086$100▼ $10,986
Total Liabilities$125,264$3,917▼ $121,347
Net Assets / Fund Balance
Unrestricted Net Assets$186,673$151,705▼ $34,968
Temporarily Rstr Net Assets-$32,480-
Total Net Assets Fund Balance$186,673$184,185▼ $2,488
Total Liabilities and Net Assets / Fund Balance$311,937$188,102▼ $123,835

Asset Categories

AssetBook ValueDepreciationBasis
Equipment$536$3,310$3,846
Compensation and Service Providers

Employees

NameTitleFull / Part TimeBaseOtherTotal
Roberta ReichtellExecutive DiFT$93,000$1,395$94,395

Board Members and Trustees

Revenue and Support

Revenue Composition

Contributions and Grants
$198,672
Program Service Revenue
$25,176
Investment Income
$-14,093
Other Revenue
$0
All Other Contributions
$156,322
Change in Net Assets
$-2,488

Audited Revenue Reconciliation

Revenue per Audited Statements
$209,755
Total Revenue per Audited Statements
$209,755
Total Revenue per Form 990
$209,755
Expenses and Functional Allocation

Major Expense Lines

Line ItemAmount
Salaries, Compensation, and Employee Benefits$122,698
Other Expenses$89,545
Total Fundraising Expense$16,307
Grants and Similar Amounts Paid$0
Professional Fundraising Fees$0

Functional Expense Allocation

Line ItemProgramManagementFundraisingTotal
Current Officers, Directors, Trustees, and Key Employees$47,430$31,620$13,950$93,000
Fees for Services Other$46,875--$46,875
Other Salaries and Wages$15,708$3,487-$19,195
Payroll Taxes$5,275$2,668$1,165$9,108
Fees for Services Accounting-$7,377-$7,377
Interest$7,117--$7,117
Depreciation Depletion$5,564$151-$5,715
Occupancy$3,367$1,253$743$5,363
Office Expenses$3,222$1,964$36$5,222
Insurance$1,870$945$413$3,228
Conferences and Meetings$1,112$1,137-$2,249
Information Technology$1,809--$1,809
Pension Plan Contributions-$1,395-$1,395
Travel$1,193--$1,193
Advertising$947--$947
Other Expenses$756--$756
Total Functional Expenses$143,939$51,997$16,307$212,243

Audited Expense Reconciliation

Line ItemAmount
Expenses per Audited Statements$212,243
Total Expenses per Audited Statements$212,243
Total Expenses per Form 990$212,243
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
Debt and Bond Financing

Other Reported Liabilities

LiabilityAmount
Tax-fit & Fica$2,578
Credit Card Payable$773
Tax-state Tax W/h$225
Tax-city Tax W/h$173
Tax-suta$68
Governance and Compliance

Governance Checklist

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

Governance Explanations

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

A copy of federal form 990 was provided to and approved by the board of directors prior to filing

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

Board members are given a copy of the conflict of interest policy annually and are required to read and notify the president of the board of any conflicts which may exist.

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

Executive director's salary was determined by the executive committe using sources such are other organization's 990 and industry standards.

Form 990, Page 6, Part VI, Line 19

Consistent with the requirements of section 6104(d) of the irc and the regulations thereunder, copies of the organization's form 990 and governing documents shall be made available upon request, in a timely manner, and subject to the charges permitted by law to any individuals who request it.

Filing and Contact Details

Filer

EIN
34-1387460
Phone
2163449200

Signing Officer

Name
Byron White
Title
Board Chair
Phone
2163449200
Signed
2014-11-15
Discuss with paid preparer
Yes

Organization Details

Principal Officer
Byron White
Formed
1983
Legal Domicile
Oh
Voting Board Members
23
Independent Board Members
23
Employees
4
Volunteers
180

Preparer

Preparer
Kc Koester
Phone
2164757844
Supplemental Narrative

Additional Explanations

Form 990, Page 1, Part I, Line 6

23 board members are volunteers and spend considerable time managing the finances and programs of the organization. There are also an additional volunteers as follows: 12 cleveland state university student volunteers 2 cleveland institute of art students 4 interns 35 superior avenue stakeholders working on superior initiative 40 stakeholders working on east 22nd street streetscape design 20 writers for the campus district observer and e-news 1 loaned executive from cleveland state university 3 kent state university cudc faculty members on superior initiative 25 volunteer members on public bathroom initiative 15 participants in campus international school facilities committee

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

The major areas of work that the campus district is engaged in are the following: promote and enhance livability and viability of the campus district market and advocate on behalf of the entire campus district support physical and economic development assist people and organizations to initiate bold and innovative development projects facilitate stakeholder connectivity foster relationships and partnerships among campus district stakeholders create sufficient organizational capacity to accomplish the strategic objectives increase the staffing capacity and bandwidth of the cdi organization during fiscal year 2014, the campus district carried out the following work to meet our objectives: 1)assisted potential developers with redevelopment of key historic buildings (e.g. Juvenile court building, payne avenue police station and mather hall) and other development opportunities; worked with anchor institutions and private developer on redevelopment strategy for former juvenile court building; negotiated acquisition with property owner cuyahoga county. 2)assisted cmsd and csu and parent facilities committee with locating permanent site for campus international school 3)participated in csu master planning process to identify and recommend housing and retail opportunities on superior, payne, prospect and east 22nd street 4)advocated for the development of the east 22nd street cap/expanded bridge utilizing local, state and federal resources; facilitated planning work for east 22nd street infrastructure 5)supported preparation of cmhas choice initiative plan and application to hud. 6)planned and carried out superior initiative to engage stakeholders in safety, community improvement and branding work; worked with property owners, residents, artists, homeless service agencies, cleveland police and city council members on safety and community relationship issues in the superior arts district. 7) submitted an application with city of cleveland planning department and st. Clair superior development corporation for tlci (transportation for livable communities) funding to plan rest of east 22nd street north of euclid avenue and to make eastside neighborhood connections to lakefront. 8)promoted the campus district to potential retailers and developers. 9)connected and informed residents, businesses, institutions and civic leaders through the bi-monthly digital campus district e-news 10) supported the work of sisters of charity promise neighborhood initiative through participation in advisory board.

Form 990, Part IX, Line 11G

Consulting 18,569 0 0 contract expense 5,903 0 0 campus district observer 22,403 0 0

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IRS990/Desc0CAMPUS DISTRICT, INC. (CDI) EXISTS TO MOBILIZE THE ASSETS IN THE CAMPUS DISTRICT FOR ECONOMIC GROWTH, VIBRANCY AND SUSTAINABILITY. CDIS WORK IS TO ENSURE THAT THERE IS A CONNECTEDNESS IN THE TARGET AREA BY SERVING AS A CONDUIT BETWEEN THOSE WHO LIVE, WORK AND PLAY IN THE DISTRICT AND THE ENTITIES THAT HAVE THE RESOURCES TO PRODUCE TANGIBLE AND RECOGNIZABLE CHANGE. CDI ASPIRES TO CULTIVATE AND ELEVATE THE VOICES OF STAKEHOLDERS WHILE ALSO IDENTIFYING OPPORTUNITIES TO FACILITATE INITIATIVES THAT COMPLEMENT THE RICH ASSETS OF THE ENTIRE DISTRICT. THE VISION FOR THE FUTURE OF THE CAMPUS DISTRICT ENTAILS CREATING A NEIGHBORHOOD THAT IS VIBRANT, WALKABLE, SAFE, CONNECTED TO DOWNTOWN AND THE LAKE, AND RICH WITH PUBLIC ART AND QUALITY SCHOOLS. THE MAJOR AREAS OF WORK THAT THE CAMPUS DISTRICT IS ENGAGED IN ARE THE FOLLOWING: PROMOTE AND ENHANCE LIVABILITY AND VIABILITY OF THE CAMPUS DISTRICT MARKET AND ADVOCATE ON BEHALF OF THE ENTIRE CAMPUS DISTRICT SUPPORT PHYSICAL AND ECONOMIC DEVELOPMENT ASSIST PEOPLE AND ORGANIZATIONS TO INITIATE BOLD AND INNOVATIVE DEVELOPMENT PROJECTS FACILITATE STAKEHOLDER CONNECTIVITY FOSTER RELATIONSHIPS AND PARTNERSHIPS AMONG CAMPUS DISTRICT STAKEHOLDERS CREATE SUFFICIENT ORGANIZATIONAL CAPACITY TO ACCOMPLISH THE STRATEGIC OBJECTIVES INCREASE THE STAFFING CAPACITY AND BANDWIDTH OF THE CDI ORGANIZATION DURING FISCAL YEAR 2014, THE CAMPUS DISTRICT CARRIED OUT THE FOLLOWING WORK TO MEET OUR OBJECTIVES: 1)ASSISTED POTENTIAL DEVELOPERS WITH REDEVELOPMENT OF KEY HISTORIC BUILDINGS (E.G. JUVENILE COURT BUILDING, PAYNE AVENUE POLICE STATION AND MATHER HALL) AND OTHER DEVELOPMENT OPPORTUNITIES; WORKED WITH ANCHOR INSTITUTIONS AND PRIVATE DEVELOPER ON REDEVELOPMENT STRATEGY FOR FORMER JUVENILE COURT BUILDING; NEGOTIATED ACQUISITION WITH PROPERTY OWNER CUYAHOGA COUNTY. 2)ASSISTED CMSD AND CSU AND PARENT FACILITIES COMMITTEE WITH LOCATING PERMANENT SITE FOR CAMPUS INTERNATIONAL SCHOOL 3)PARTICIPATED IN CSU MASTER PLANNING PROCESS TO IDENTIFY AND RECOMMEND HOUSING AND RETAIL OPPORTUNITIES ON SUPERIOR, PAYNE, PROSPECT AND EAST 22ND STREET 4)ADVOCATED FOR THE DEVELOPMENT OF THE EAST 22ND STREET CAP/EXPANDED BRIDGE UTILIZING LOCAL, STATE AND FEDERAL RESOURCES; FACILITATED PLANNING WORK FOR EAST 22ND STREET INFRASTRUCTURE 5)SUPPORTED PREPARATION OF CMHAS CHOICE INITIATIVE PLAN AND APPLICATION TO HUD. 6)PLANNED AND CARRIED OUT SUPERIOR INITIATIVE TO ENGAGE STAKEHOLDERS IN SAFETY, COMMUNITY IMPROVEMENT AND BRANDING WORK; WORKED WITH PROPERTY OWNERS, RESIDENTS, ARTISTS, HOMELESS SERVICE AGENCIES, CLEVELAND POLICE AND CITY COUNCIL MEMBERS ON SAFETY AND COMMUNITY RELATIONSHIP ISSUES IN THE SUPERIOR ARTS DISTRICT. 7) SUBMITTED AN APPLICATION WITH CITY OF CLEVELAND PLANNING DEPARTMENT AND ST. CLAIR SUPERIOR DEVELOPMENT CORPORATION FOR TLCI (TRANSPORTATION FOR LIVABLE COMMUNITIES) FUNDING TO PLAN REST OF EAST 22ND STREET NORTH OF EUCLID AVENUE AND TO MAKE EASTSIDE NEIGHBORHOOD CONNECTIONS TO LAKEFRONT. 8)PROMOTED THE CAMPUS DISTRICT TO POTENTIAL RETAILERS AND DEVELOPERS. 9)CONNECTED AND INFORMED RESIDENTS, BUSINESSES, INSTITUTIONS AND CIVIC LEADERS THROUGH THE BI-MONTHLY DIGITAL CAMPUS DISTRICT E-NEWS 10) SUPPORTED THE WORK OF SISTERS OF CHARITY PROMISE NEIGHBORHOOD INITIATIVE THROUGH PARTICIPATION IN ADVISORY BOARD.
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