Liabilities / Assets
98th percentile
Higher debt load relative to assets than 98% of similar nonprofits.
Precomputed percentiles for this filing year versus similar nonprofits in the same peer cohort.
Liabilities / Assets
98th percentile
Higher debt load relative to assets than 98% of similar nonprofits.
Liabilities / Revenue
77th percentile
Higher debt load relative to revenue than 77% of similar nonprofits.
Net Margin
8th percentile
Higher net margin than 8% of similar nonprofits.
Top Officer Pay
Score unavailable
This filing does not contain officer compensation rows.
Asset Growth
1st percentile
Faster asset growth than 1% of similar nonprofits.
Revenue Growth
6th percentile
Faster revenue growth than 6% of similar nonprofits.
Assets
Down$79,813
Down $314,297 (-80%) from 2015
Net Assets
Down-$76,849
Down $255,138 (-143%) from 2015
Liabilities
Down$156,662
Down $59,159 (-27%) from 2015
Revenue
Down$582,519
Down $506,506 (-47%) from 2015
Expenses
Down$838,044
Down $224,378 (-21%) from 2015
Net Income
Down-$255,525
Down $282,128 (-1061%) from 2015
Not In Our Town (NIOT), the core program of The Working Group, works to guide, support and inspire individuals and communities to work together to stop hate and build safe, inclusive cities and schools. Storytelling that foregrounds solutions and encourages local action is central to Not In Our Town's strategy. Practical action guidelines, coaching, convening, and engagement tools for communities, schools and law enforcement are combined with documentary PBS films and online media that support local efforts to prevent hate, bullying and intolerance, and encourage all residents to participate in public life.
Not In Our Town is the core program of The Working Group, a non profit strategic media and community engagement company, founded in 1988. The mission of Not In Our Town is to guide, support, and inspire individuals and communities to work together to stop hate and build safe, inclusive environments for all. Storytelling that encourages local action in communities and schools is central to our strategy. Films and online media that focus on solutions are combined with on-the-ground coaching and engagement tools for communities and schools.
| Line | Beginning | End | Change |
|---|---|---|---|
| Assets | |||
| Savings and Temporary Cash Investments | $322,352 | $26,611 | ▼ $295,741 |
| Pledges and Grants Receivable | $29,905 | $25,636 | ▼ $4,269 |
| Prepaid Expenses and Deferred Charges | $26,479 | $11,095 | ▼ $15,384 |
| Inventories for Sale or Use | $6,962 | $7,435 | ▲ $473 |
| Cash and Non-Interest-Bearing Accounts | $6,142 | $5,449 | ▼ $693 |
| Land, Buildings, and Equipment, Net | $141 | $3,587 | ▲ $3,446 |
| Accounts Receivable | $2,129 | $0 | ▼ $2,129 |
| Other Notes and Loans Receivable, Net | - | $0 | - |
| Receivable From Disqualified Prsn | - | $0 | - |
| Receivables From Officers Etc | - | $0 | - |
| Investments Other Securities | - | $0 | - |
| Investments Program Related | - | $0 | - |
| Investments in Publicly Traded Securities | - | $0 | - |
| Intangible Assets | - | $0 | - |
| Total Assets | $394,110 | $79,813 | ▼ $314,297 |
| Other Assets Total | - | $0 | - |
| Liabilities | |||
| Unsecured Notes Loans Payable | $143,887 | $86,887 | ▼ $57,000 |
| Accounts Payable and Accrued Expenses | $71,934 | $69,775 | ▼ $2,159 |
| Total Liabilities | $215,821 | $156,662 | ▼ $59,159 |
| Net Assets / Fund Balance | |||
| Temporarily Rstr Net Assets | $178,289 | - | - |
| Unrestricted Net Assets | - | $-76,849 | - |
| Total Net Assets Fund Balance | $178,289 | $-76,849 | ▼ $255,138 |
| Total Liabilities and Net Assets / Fund Balance | $394,110 | $79,813 | ▼ $314,297 |
| Asset | Book Value | Depreciation | Basis |
|---|---|---|---|
| Equipment | $3,587 | $43,719 | $47,306 |
| Name | Title | Full / Part Time | Base | Other | Total |
|---|---|---|---|---|---|
| Patrice O'Neill President | Director | FT | $97,552 | $20,020 | $117,572 |
| Harold Leffall | Executive Director | FT | $47,099 | $3,273 | $50,372 |
| Name | Title |
|---|---|
| Annie Hsu | Director |
| Ashvin Vaidyanathan | Director |
| Barbara Glickstein | Director |
| Frank Joyce Chair | Director |
| Ken Ikeda Executive Chair | Director |
| Millie Jefferson | Director |
| Line Item | Amount |
|---|---|
| Salaries, Compensation, and Employee Benefits | $413,360 |
| Other Expenses | $394,122 |
| Total Fundraising Expense | $124,114 |
| Professional Fundraising Fees | $30,562 |
| Grants and Similar Amounts Paid | $0 |
| Line Item | Program | Management | Fundraising | Total |
|---|---|---|---|---|
| Other Salaries and Wages | $139,450 | $19,234 | $29,899 | $188,583 |
| Current Officers, Directors, Trustees, and Key Employees | $91,981 | $36,963 | $37,682 | $166,626 |
| Fees for Services Other | $73,806 | $51,228 | $1,899 | $126,933 |
| Fees for Services Accounting | - | $56,345 | - | $56,345 |
| Occupancy | $31,435 | $7,558 | $9,129 | $48,122 |
| Fees for Services Professional Fundraising | - | - | $30,562 | $30,562 |
| Payroll Taxes | $19,411 | $4,623 | $5,498 | $29,532 |
| Other Employee Benefits | $21,791 | $3,126 | $3,702 | $28,619 |
| Office Expenses | $17,243 | $3,589 | $3,938 | $24,770 |
| Travel | $17,059 | $248 | $391 | $17,698 |
| Information Technology | $12,624 | $4,117 | $102 | $16,843 |
| Interest | - | $7,941 | - | $7,941 |
| Insurance | $2,602 | $4,489 | $623 | $7,714 |
| Other Expenses | $3,694 | $2,340 | $419 | $6,453 |
| Depreciation Depletion | $485 | $118 | $255 | $858 |
| Total Functional Expenses | $512,011 | $201,919 | $124,114 | $838,044 |
| Line Item | Amount |
|---|---|
| Expenses per Audited Statements | $838,044 |
| Total Expenses per Audited Statements | $838,044 |
| Total Expenses per Form 990 | $838,044 |
| Line Item | Amount |
|---|---|
| Professional Fundraising Fees | $30,562 |
| Line Item | Beginning | End | Change |
|---|---|---|---|
| Receivables from Disqualified Persons | - | $0 | - |
| Receivables from Officers, Directors, Trustees, and Key Employees | - | $0 | - |
“The draft Form 990 will be emailed to the Board of Directors to review prior to filing. As there is currently no finance committee nor Treasurer on the Board, the draft will be sent to all governing members to review and approve prior to filing.”
“The EO's Board of Directors and its Senior Management continually review actions for potential conflicts of interest. They follow their written conflict of interest policy should such conflicts arise and revisit the policy annually.”
“The Board of Directors is responsible for determining the salary and benefits to be paid. Annually, they review and set the compensation for the CEO using contemporaneous and comparative information.”
“The Board of Directors and/or Senior Management are responsible for determining and approving the salary and benefits to be paid to other officers and key employees using contemporaneous and comparative information. In 2016, this included the Executive Director, who served as the organization's top financial official.”
“The Organization makes its governing documents, conflicts if interest policy and financial statements available upon request.”
“OTHER PROGRAM SERVICES 4: COMMUNITY ENGAGEMENT & FILMMAKING: As our network of communities and leaders confront emerging challenges and crises in todays divisive climate, from anti-Semitism in Bedford, Massachusetts to ramped-up tensions in Patchogue, NY, NIOT is called upon more and more to provide support and consultation. Requests and opportunities for community engagement far exceed our limited staff. Films remain central to NIOTs engagement strategy, offering a unique launch pad for discussion and community-based action. 1) Last year, NIOT films were used for community engagement in 838 cities nationwide. 2) Waking in Oak Creek continues to connect and inspire audiences nationwide. Over 3,600 screenings have been scheduled in all 50 states. 3) Recent Waking in Oak Creek screenings include the University of Texas, Arlington, sponsored by the police department, NAACP and LULAC, and an event with the Harvard Pluralism Project. Two community screenings with the U.S. Attorneys office in the Boston area convened elected, faith, law enforcement and school leaders from 12 cities. 4) Not In Our Town: Manhattan Beach, a new film produced by NIOT shows a community responding to the firebombing of an African American familys home in Los Angeles County. 5) NIOT and TWG films, new and old, continue to be used in crisis response and prevention. The Fire Next Time was screened across Oregon during the occupation of the Malheur Wildlife Refuge. After a screening of Waking in Oak Creek at the Big Sky Film Festival in Montana, Patrice ONeill helped community leaders organize a response campaign that spread across the state. 6) Beyond crisis response, NIOT films have been essential to proactive efforts in communities. Cities in CA, CO, NY, PA, MI and TX are receiving active coaching, outside the Gold Star Pilot program ( In Elgin, IL, the local library is partnering with the police department, community colleges, and faith groups to host a NIOT film series to promote peace and tolerance in their community. Over 500 people attended a screening of Light In the Darkness. 7) NIOT.org plays a critical role in our engagement. NIOTs e-news and special resource pages reach nearly 20,000 people per month. GOLDEN STATE WARRIORS NOT ON OUR GROUND PARTNERSHIP: A partnership between NBA team Golden State Warriors and NIOT was designed to raise awareness about how to stand up to bullying, hate and violence. A Not In Our Town/ Not On Our Ground public service announcement (PSA) that included NBA stars Steph Curry and Klay Thompson spread across social media and was shared on the Warriors NBA site and on local television. NIOT, along with the Warriors, Adobe, and the San Francisco and Oakland school districts, convened over 300 Bay Area high school students for a Not On Our Ground event. Multiple news outlets covered the event (including ABC-7, the San Jose Mercury-News and KTVU-Fox), and the students sparked further discussion across social media. At the historic NBA Warriors April 13 game, NIOTs message was amplified to thousands of fans. Every seat in the stadium was draped with a Not On Our Ground T-shirt. Fans took the pledge in the hall outside the game, and the Not On Our Ground PSA played to the arena at the end of halftime.”
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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| IRS990/Desc | 0 | NOT IN OUR TOWN: The Working Group is an Oakland-based non-profit organization founded in 1988 to create television, film, internet and outreach resources on the workplace, race, diversity, response to intolerance and encouraging democracy and citizen participation. Since 2001, Not In Our Town has been the primary focus of the non profits activities. Not In Our Town (NIOT) is a national movement to stop hate, address bullying, and build safe, inclusive communities for all. NIOTs innovative approach harnesses the power of the media to change the climate of communities, by giving them constructive ways of getting along and standing up for each other. Over the past two decades, NIOT has produced five PBS films, held thousands of community screenings nationwide and launched campaigns in Slovakia, Russia, the Ukraine, Hungary and Central Europe. In the U.S., NIOT maintains a network of more than 70 local community groups. NIOTs online platform, NIOT.org, attracts more than 1 million visitors annually. The NIOT YouTube channel hosts over 100 films, which have been viewed more than 640,000 times. NIOTs education initiative, Not In Our School, has been implemented in over 125 schools, reaching over 125,000 students. (NIOT is often used synonymously with The Working Group, as a sort of doing business as moniker.) HISTORY & DEVELOPMENT OF CURRENT STRATEGY: Not In Our Town was launched in 1995 with the landmark PBS film about the citizens of Billings, Montana who rose up against a rash of racist and anti-Semitic hate crimes. Townspeople of all races and religions swiftly moved into action proclaiming Not In Our Town! When the film went viral, even before the term was popular, the filmmakers witnessed not only the tremendous power of storytelling, but also the great need for resources among communities wanting to take a positive stand against hate. Since then, NIOT has continued to document and share more than 100 inspiring stories of creative responses to hate. While most hate crime media focuses on victims and perpetrators, Not In Our Town has woven those traditional story elements into larger portrayals of whole communities working together. NIOT has grown beyond its role as a leading storyteller in the anti-hate movement, evolving into an organization with a long-term vision focused on the prevention of hate crimes, addressing school bullying and intolerance, and fostering the building of safe and inclusive communities. The NIOT.org interactive map reflects hundreds of proactive individuals and communities working to prevent hate crimes, stem the flow of bigotry, and build safe communities through on-the-ground actions. NIOTs approach is based on the conviction that addressing bullying and intolerance begins at the local level. The groups NIOT has identified to move a community into action include: schools, civic leaders, law enforcement, arts/media groups, faith groups, and local businesses. Involving these constituencies is a path to broader, increased awareness and successful community building. 2016 ACCOMPLISHMENTS INCLUDE: 1) NIOT has developed an advisor network of over 150 law enforcement leaders, including police officers, chiefs of police, and prosecutors from across the U.S. 2) New films and resources were added to NIOT.org/COPS, an online portal for law enforcement leaders and communities. 3) NIOT produced two films on school resource officers helping to build trust between law enforcement and young people: Moses Robinson: School Guardian and Beyond the Badge. 4) NIOT films and guides have been presented to the Major Cities Chiefs, representing the top 60 police departments in the US, and the initiative has been successful at getting unique resources on hate crime prevention into the hands of local leaders through 30 national partner organizations. 5) More than 5,400 DVDs of project films have been distributed 6) Project films have been viewed online over 19,000 times. 6) More than 4,000 project guides have been distributed |
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| IRS990/ProgramServiceRevenueGrp/Desc | 0 | Speaking Engagements |
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| IRS990/ProgSrvcAccomActy2Grp/Desc | 0 | NOT IN OUR SCHOOL (NIOS): In October 2016, as part of Bullying Prevention Month, NIOS initiated its annual online campaign aimed at motivating students to engage in bullying prevention and upstander strategies. This past year, NIOS hosted an online Bullying Prevention Film Festival featuring daily films including original NIOT content and other featured artists. Films were posted to the NIOS Facebook page and on the NIOS Online Film Festival Landing Page. They were watched over 25,000 times and spread across social media platforms by partner organizations. In November 2016, NIOT published the Identity Safe and Inclusive School Program Guide by NIOS Director Becki Cohn-Vargas. The Guide combines 10+ years of NIOS knowledge, research, and best practices as it details a comprehensive school climate improvement program. The Guide is designed to support educators who want to shift the culture of their schools to one that utilizes trauma-informed practice to promote identity safety while also preventing and addressing bullying, intolerance, implicit bias, and stereotype threat. Although funding limitations have caused NIOT to reduce Dr. Cohn-Vargas to part-time, NIOT is developing program evaluation protocols and recruiting school districts to implement and distribute the School Guide in the 2017-2018 school year. |
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| IRS990/ProgSrvcAccomActy3Grp/Desc | 0 | COMMUNITY ENGAGEMENT & FILMMAKING: As our network of communities and leaders confront emerging challenges and crises in todays divisive climate, from anti-Semitism in Bedford, Massachusetts to ramped-up tensions in Patchogue, NY, NIOT is called upon more and more to provide support and consultation. Requests and opportunities for community engagement far exceed our limited staff. Films remain central to NIOTs engagement strategy, offering a unique launch pad for discussion and community-based action. 1) Last year, NIOT films were used for community engagement in 838 cities nationwide. 2) Waking in Oak Creek continues to connect and inspire audiences nationwide. Over 3,600 screenings have been scheduled in all 50 states. 3) Recent Waking in Oak Creek screenings include the University of Texas, Arlington, sponsored by the police department, NAACP and LULAC, and an event with the Harvard Pluralism Project. Two community screenings with the U.S. Attorneys office in the Boston area convened elected, faith, law enforcement and school leaders from 12 cities. 4) Not In Our Town: Manhattan Beach, a new film produced by NIOT shows a community responding to the firebombing of an African American familys home in Los Angeles County. 5) NIOT and TWG films, new and old, continue to be used in crisis response and prevention. The Fire Next Time was screened across Oregon during the occupation of the Malheur Wildlife Refuge. After a screening of Waking in Oak Creek at the Big Sky Film Festival in Montana, Patrice ONeill helped community leaders organize a response campaign that spread across the state. 6) Beyond crisis response, NIOT films have been essential to proactive efforts in communities. Cities in CA, CO, NY, PA, MI and TX are receiving active coaching, outside the Gold Star Pilot program ( In Elgin, IL, the local library is partnering with the police department, community colleges, and faith groups to host a NIOT film series to promote peace and tolerance in their community. Over 500 people attended a screening of Light In the Darkness. 7) NIOT.org plays a critical role in our engagement. NIOTs e-news and special resource pages reach nearly 20,000 people per month. GOLDEN STATE WARRIORS NOT ON OUR GROUND PARTNERSHIP: A partnership between NBA team Golden State Warriors and NIOT was designed to raise awareness about how to stand up to bullying, hate and violence. A Not In Our Town/ Not On Our Ground public service announcement (PSA) that included NBA stars Steph Curry and Klay Thompson spread across social media and was shared on the Warriors NBA site and on local television. NIOT, along with the Warriors, Adobe, and the San Francisco and Oakland school districts, convened over 300 Bay Area high school students for a Not On Our Ground event. Multiple news outlets covered the event (including ABC-7, the San Jose Mercury-News and KTVU-Fox), and the students sparked further discussion across social media. At the historic NBA Warriors April 13 game, NIOTs message was amplified to thousands of fans. Every seat in the stadium was draped with a Not On Our Ground T-shirt. Fans took the pledge in the hall outside the game, and the Not On Our Ground PSA played to the arena at the end of halftime. |
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| IRS990ScheduleA/FactsAndCircumstancesTestTxt | 0 | Current Year Facts and Circumstances: TWG/Not In Our Town is a national movement to guide, support, and inspire individuals and communities to work together to stop hate and build safe, inclusive environments for all. Storytelling that encourages local action in communities and schools is central to our strategy. Films and online media that focus on solutions are combined with on-the-ground coaching and engagement tools for communities and schools. Partner groups include public media, civil society and faith-based organizations, governments and law enforcement, cultural groups, educational institutions, and business associations. Additional information about the organization, its mission, and 2016 accomplishments are detailed later in Schedule O. While TWG/NIOT has missed its target of 33% public support in 2016, we believe the organization still overwhelmingly fulfills its purpose and description as a public charity, as detailed through the five Facts and Circumstances categories below. 1 - 10% OF SUPPORT THRESHOLD: In 2016, The Working Group received 25.75% of its support from public sources, including grant funds from the Department of Justice, and more than $50,000 in support from 203 individual contributors. TWG/NIOT has expanded its support in recent years to include a significant portion of government grant funding and is pursuing additional such funding moving forward. NIOT is pursuing multiple avenues to raise its public support levels above 33% of total revenues. 2 - ATTRACTION OF PUBLIC SUPPORT: The Working Group/Not In Our Town operates chiefly as the hub of a confederation of grass-roots organizations and groups dedicated to increasing broad inclusion of underrepresentated groups within community and school life, with the objective of increasing awareness and acceptance of marginalized groups and decreasing the incidence of hate crimes, bullying, and similar acts within communities and schools. The Not In Our Town/Not in Our School movement includes more than 70 local groups across the nation, as well as a number of international groups in Russia, the Ukraine, and Central Europe. Not in Our Town regularly solicits donations through its 20,000-member email list and through direct outreach to 350 previous individual donors (increasing in 2017 to more than 600). NIOTs website receives more than 1 million visits yearly, and specific inclusion and anti-bullying campaigns through partnerships with groups like the Golden State Warriors help raise awareness about the organization. NIOT also participates in appeals such as #GivingTuesday, #SiliconValleyGives, and the Combined Federal Campaign. NIOTs partnerships with local media (most public radio and television) span the nation and have promoted thousands of film screenings of NIOT productions. NIOTs PBS/public television films and more than 100 additional video resources provide real-world guidance on how communities, schools, and public institutions can implement inclusion, anti-hate, and anti-bullying measures, and how law enforcement can more effectively work with communities and groups. Gold Star Cities is NIOTs latest initiative, to advance a culture of inclusion within municipal areas while providing a framework for promoting out-group participation in both the public and private spheres. This framework involves public government and institutions (cities, police), civil society (social, charitable, religious and other community organizations), and private sector groups (business associations, labor organizations) to examine current organizational culture and practices and to make meaningful improvements in awareness, policies, regulations, training, and other practices to broaden participation and promote inclusion of previously underrepresented or excluded groups within their cities. GSC will also gather information on program inputs, outputs, and outcomes to refine and improve the frameworks over time. Currently in its pilot phase, Gold Star Cities should help to |
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Displayed year
2016 • Form 990Detailed filing. Detailed filing data is available for this year.