{"success":true,"data":{"_id":264399699,"filings":[{"Organization":{"Hours":[0],"Total Compensation":[0],"Direct compensation":[0],"Other compensation":[0]},"Basic":{"mission":"The mission of the center for collaborative change is to connect people, ideas and resources to make newark thrive.the goal is to improve people's lives in measurable ways while ensuring that the change process includes and responds to the priorities of its community members.","primary_activities":"Through the expanded learning time (elt) initiative, newark public schools (nps), along with other partner organizations, seeks to improve student learning and achievement by expanding and redesigning the learning day, and engaging students in high-quality enrichment and academic activities that build skills, interests, and self-confidence. The center for collaborative change was brought on in april 2011 as a project management consultant to nps for the planning and implementation phase of the initiative.in addition to conducting general project management and facilitating the work of elt partners, the center also conducted best practices research, advised on governance structure and financial modeling, and developed several project management tools and materials.\n\nNewark master plan: for decades, newark has lacked a unified vision of its future. The last comprehensive update of its master plan was in 1990, and the city's zoning code has been amended in piecemeal, often haphazard fashion since its adoption in 1957. This has created a difficult regulatory framework in which to manage growth and guide appropriate investments in communities. The center's role in the project is to conduct the civic engagement portion of newark's master plan revision. Civic engagement for this includes the following objectives:- develop an understanding of the master plan as a legal document and government instrument for the development and preservation of newark's neighborhoods and city; - create a safe and productive forum for citizens and various stakeholders to participate in the development and contribute to the content of the master plan; - develop consensus and support for the adoption and approval of the master plan by the city council and central planning board; - create a constituency and advocates for the approval and implementation of the master plan;- to provide a forum within the civic engagement process that specifically focuses on the 7 physical elements of the master plan in which citizens,experts, and practitioners relevant to element(s) are able to contribute their perspectives and expertise to those specific elements; and, to create a forum to share what has been captured and discussed regarding the 7 physical elements within a city-wide and neighborhood context.\n\nCommunity court: in partnership with the center for court innovation, the newark municipal court and the new jersey institute for social justice, the center helped to launch newark's community court program, known as \"newark community solutions\", an innovative court reform project that promotes new thinking about how courts and criminal justice agencies can aid victims, change the behavior of offenders and strengthen communities. The center's role in the project's development has been to conduct community outreach, by promoting, developing and maintaining relationships with residents, youth programs, schools, police, government, nonprofit agencies and community-based organizations to constructively respond to low-level crime. Going forward, the center's community engagement work will focusing on communications, engagement, and research.","year":2011,"name":"THE CENTER FOR COLLABORATIVE CHANGE INC","phone":"9736856772","website":"WWW.NEWARKCHANGE.ORG","type":"990","principal_officer":"LAUREL H DUMONT","year_formation":2009,"state_legal_domicile":"NJ","total_volunteers":7,"tax_period_begin":"2011-07-01T00:00:00","tax_period_end":"2012-06-30T00:00:00","address":"PO BOX 32711, NEWARK, NJ, 07102, USA","city":"NEWARK","state":"NJ","country":"USA","zip_code":"07102"},"Governance":{"501c3 determination":true,"Number of voting members":9,"Number of independent voting members":9,"Number of employees total":9,"Total Gross UBI":0,"Net unrelated business taxable income":0,"Number of employees":9,"Prohibited tax shelter transactions":false,"Taxable party notification":false,"Funds to pay premiums":false,"Premiums Paid":false,"Family or business relationship":false,"Delegation of management duties":false,"Conflict of interest policy":false,"Whistle blower policy":false,"Compensation process for CEO":false,"Compensation process for other employees":false,"Changes to organizing documents":false,"Material diversion or misuse":false,"Members or stockholders":true,"Election of board members":true,"Decisions subject to approval":true,"Minutes of governing body":true,"Local chapters":false,"Form 990 provided to governing body":true,"Document retention policy":false,"Investment in joint venture":false,"Independent audit financial statements":true,"Consolidated audit financial statements":false,"Accountant compile or review":false,"Financial statements audited by independent accountant":true,"Audit committee":true,"Federal grant audit required":false,"Political activities":false,"Donor advised funds":false,"Conservation easements":false,"Collections of art":false,"School":false,"Hospital":false,"Foreign activities":false,"Foreign office":false,"Gaming":false,"Fundraising activities":false,"Professional fundraising":false,"Loan to officer or DQP":false,"Grant to related person":false,"Business relationship through family member":false,"Business relationship with organization":false,"Transfers to exempt non-charitable organization":false},"Revenues":{"value":373559,"Contributions":{"value":373559,"Other contributions":373559},"Program revenue":{"value":0,"Unrelated business revenue":0},"Investment income":{"value":0},"Other revenues":{"value":0}},"Expenses":{"value":367975,"Grant expense":{"value":0},"Total professional fundraising expense":{"value":0},"Benefits paid to members":{"value":0},"Salaries":{"value":266144,"Current officers":101817,"Other salaries and wages":132387,"Other employee benefits":5627,"Payroll taxes":26313},"Other expenses":{"value":101831,"Advertising":1800,"Office expenses":7285,"Occupancy":392,"Travel":7567,"Conferences and meetings":9662,"Itemized Expenses":{"value":73506,"VARIOUS":73506},"All other expenses":1619}},"Assets":{"value":134448,"Non-interest bearing cash":69537,"Accounts receivable":61835,"Prepaid expenses deferred charges":3076},"Liabilities":{"value":31865,"Accounts payable, accrued":12865,"Deferred, revenue":19000},"Fund balance":{"value":102583},"Form990Details":{"program_service_accomplishments":[{"description":"THROUGH THE EXPANDED LEARNING TIME (ELT) INITIATIVE, NEWARK PUBLIC SCHOOLS (NPS), ALONG WITH OTHER PARTNER ORGANIZATIONS, SEEKS TO IMPROVE STUDENT LEARNING AND ACHIEVEMENT BY EXPANDING AND REDESIGNING THE LEARNING DAY, AND ENGAGING STUDENTS IN HIGH-QUALITY ENRICHMENT AND ACADEMIC ACTIVITIES THAT BUILD SKILLS, INTERESTS, AND SELF-CONFIDENCE. THE CENTER FOR COLLABORATIVE CHANGE WAS BROUGHT ON IN APRIL 2011 AS A PROJECT MANAGEMENT CONSULTANT TO NPS FOR THE PLANNING AND IMPLEMENTATION PHASE OF THE INITIATIVE.IN ADDITION TO CONDUCTING GENERAL PROJECT MANAGEMENT AND FACILITATING THE WORK OF ELT PARTNERS, THE CENTER ALSO CONDUCTED BEST PRACTICES RESEARCH, ADVISED ON GOVERNANCE STRUCTURE AND FINANCIAL MODELING, AND DEVELOPED SEVERAL PROJECT MANAGEMENT TOOLS AND MATERIALS.","expense":11100},{"description":"NEWARK MASTER PLAN: FOR DECADES, NEWARK HAS LACKED A UNIFIED VISION OF ITS FUTURE. THE LAST COMPREHENSIVE UPDATE OF ITS MASTER PLAN WAS IN 1990, AND THE CITY'S ZONING CODE HAS BEEN AMENDED IN PIECEMEAL, OFTEN HAPHAZARD FASHION SINCE ITS ADOPTION IN 1957. THIS HAS CREATED A DIFFICULT REGULATORY FRAMEWORK IN WHICH TO MANAGE GROWTH AND GUIDE APPROPRIATE INVESTMENTS IN COMMUNITIES. THE CENTER'S ROLE IN THE PROJECT IS TO CONDUCT THE CIVIC ENGAGEMENT PORTION OF NEWARK'S MASTER PLAN REVISION. CIVIC ENGAGEMENT FOR THIS INCLUDES THE FOLLOWING OBJECTIVES:- DEVELOP AN UNDERSTANDING OF THE MASTER PLAN AS A LEGAL DOCUMENT AND GOVERNMENT INSTRUMENT FOR THE DEVELOPMENT AND PRESERVATION OF NEWARK'S NEIGHBORHOODS AND CITY; - CREATE A SAFE AND PRODUCTIVE FORUM FOR CITIZENS AND VARIOUS STAKEHOLDERS TO PARTICIPATE IN THE DEVELOPMENT AND CONTRIBUTE TO THE CONTENT OF THE MASTER PLAN; - DEVELOP CONSENSUS AND SUPPORT FOR THE ADOPTION AND APPROVAL OF THE MASTER PLAN BY THE CITY COUNCIL AND CENTRAL PLANNING BOARD; - CREATE A CONSTITUENCY AND ADVOCATES FOR THE APPROVAL AND IMPLEMENTATION OF THE MASTER PLAN;- TO PROVIDE A FORUM WITHIN THE CIVIC ENGAGEMENT PROCESS THAT SPECIFICALLY FOCUSES ON THE 7 PHYSICAL ELEMENTS OF THE MASTER PLAN IN WHICH CITIZENS,EXPERTS, AND PRACTITIONERS RELEVANT TO ELEMENT(S) ARE ABLE TO CONTRIBUTE THEIR PERSPECTIVES AND EXPERTISE TO THOSE SPECIFIC ELEMENTS; AND, TO CREATE A FORUM TO SHARE WHAT HAS BEEN CAPTURED AND DISCUSSED REGARDING THE 7 PHYSICAL ELEMENTS WITHIN A CITY-WIDE AND NEIGHBORHOOD CONTEXT.","expense":73219},{"description":"COMMUNITY COURT: IN PARTNERSHIP WITH THE CENTER FOR COURT INNOVATION, THE NEWARK MUNICIPAL COURT AND THE NEW JERSEY INSTITUTE FOR SOCIAL JUSTICE, THE CENTER HELPED TO LAUNCH NEWARK'S COMMUNITY COURT PROGRAM, KNOWN AS \"NEWARK COMMUNITY SOLUTIONS\", AN INNOVATIVE COURT REFORM PROJECT THAT PROMOTES NEW THINKING ABOUT HOW COURTS AND CRIMINAL JUSTICE AGENCIES CAN AID VICTIMS, CHANGE THE BEHAVIOR OF OFFENDERS AND STRENGTHEN COMMUNITIES. THE CENTER'S ROLE IN THE PROJECT'S DEVELOPMENT HAS BEEN TO CONDUCT COMMUNITY OUTREACH, BY PROMOTING, DEVELOPING AND MAINTAINING RELATIONSHIPS WITH RESIDENTS, YOUTH PROGRAMS, SCHOOLS, POLICE, GOVERNMENT, NONPROFIT AGENCIES AND COMMUNITY-BASED ORGANIZATIONS TO CONSTRUCTIVELY RESPOND TO LOW-LEVEL CRIME. GOING FORWARD, THE CENTER'S COMMUNITY ENGAGEMENT WORK WILL FOCUSING ON COMMUNICATIONS, ENGAGEMENT, AND RESEARCH.","expense":19225},{"description":"OTHER 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OF UNCERTAIN TAX POSITIONS UNDER FIN 48:","form_and_line_reference":"PART X:","explanation":"THE ORGANIZATION IS A NON-PROFIT CORPORATION, EXEMPT FROM FEDERAL INCOME TAXES UNDER SECTION 501(C)(3) OF THE INTERNAL REVENUE CODE AND HAS NOT BEEN CLASSIFIED AS AN ORGANIZATION THAT IS NOT A PRIVATE FOUNDATION UNDER SECTION 509(A). THE FINANCIAL ACCOUNTING STANDARDS BOARD (FASB) ISSUED NEW GUIDANCE ON ACCOUNTING FOR UNCERTAINTY IN INCOME TAXES WHICH THE ORGANIZATION HAS ADOPTED. MANAGEMENT EVALUATED THE ORGANIZATION'S TAX POSITIONS AND CONCLUDED THAT THE ORGANIZATION HAD TAKEN NO UNCERTAIN TAX POSITIONS THAT REQUIRE ADJUSTMENT TO THE FINANCIAL STATEMENTS TO COMPLY WITH THE PROVISIONS OF THIS GUIDANCE. THE ORGANIZATION FILES INCOME TAX RETURNS IN THE U.S. FEDERAL JURISDICTION, AS WELL AS IN NEW JERSEY STATE JURISDICTION. THE ORGANIZATION RECOGNIZES INTEREST ASSOCIATED WITH UNRECOGNIZED TAX BENEFITS IN INTEREST EXPENSE AND PENALTIES AS OPERATING EXPENSES. THE IMPLEMENTATION OF THIS STANDARD HAD NO MATERIAL IMPACT ON THE FINANCIAL STATEMENTS."}]},"source_xml":"201320669349300237_public.xml"},{"Organization":{"Hours":[0],"Total Compensation":[0],"Direct compensation":[0],"Other compensation":[0]},"Basic":{"mission":"The mission of the center for collaborative change is to connect people, ideas and resources to make newark thrive.the goal is to improve people's lives in measurable ways while ensuring that the change process includes and responds to the priorities of its community members.","primary_activities":"The collaborative action project (cap): is a multi-year initiative to support nj communities in their efforts to move the needle on one or more key indicators of wellbeing. Through a competitive selection process, and on the basis of demonstrated unmet community need, community-based agencies and organizations will receive support for developing innovative programs and collaborative partnerships. The center and pseg are partnering to support the project.\n\nCommunity court: in partnership with the center for court innovation, the newark municipal court and the new jersey institute for social justice, the center helped to launch newark's community court program, known as \"newark community solutions\", an innovative court reform project that promotes new thinking about how courts and criminal justice agencies can aid victims, change the behavior of offenders and strengthen communities. The center's role in the project's development has been to conduct community outreach, by promoting, developing and maintaining relationships with residents, youth programs, schools, police, government, nonprofit agencies and community-based organizations to constructively respond to low-level crime. Going forward, the center's community engagement work will focusing on communications, engagement, and research.\n\nBest practices summit: we hosted a \"what works summit\" focusing on an issue local stakeholders seek solutions for: police-community relations. We seek to foster a reputation of newark as a leader in urban revitalization through thoughtful development, identification, tailoring and implementation of best practices. The summit provides local policy-makers, program developers, funders and community leaders an opportunity to learn about proven strategies for addressing the featured community priority issue and galvanizes support and momentum for implementation.","year":2012,"name":"THE CENTER FOR COLLABORATIVE CHANGEINC","phone":"9735736123","website":"WWW.NEWARKCHANGE.ORG","type":"990","principal_officer":"LAUREL H DUMONT","year_formation":2009,"state_legal_domicile":"NJ","total_volunteers":4,"tax_period_begin":"2012-07-01T00:00:00","tax_period_end":"2013-06-30T00:00:00","address":"30 OLD EAST RD, WALLKILL, NY, 12589, USA","city":"WALLKILL","state":"NY","country":"USA","zip_code":"12589"},"Governance":{"501c3 determination":true,"Number of voting members":8,"Number of independent voting members":8,"Number of employees total":9,"Total Gross UBI":0,"Net unrelated business taxable income":0,"Number of employees":9,"Prohibited tax shelter transactions":false,"Taxable party notification":false,"Funds to pay premiums":false,"Premiums Paid":false,"Family or business relationship":false,"Delegation of management duties":false,"Conflict of interest policy":false,"Whistle blower policy":false,"Compensation process for CEO":false,"Compensation process for other employees":false,"Changes to organizing documents":false,"Material diversion or misuse":false,"Members or stockholders":false,"Election of board members":false,"Decisions subject to approval":false,"Minutes of governing body":true,"Local chapters":false,"Form 990 provided to governing body":true,"Document retention policy":false,"Investment in joint venture":false,"Independent audit financial statements":false,"Consolidated audit financial statements":false,"Accountant compile or review":false,"Financial statements audited by independent accountant":false,"Federal grant audit required":false,"Political activities":false,"Donor advised funds":false,"Conservation easements":false,"Collections of art":false,"School":false,"Hospital":false,"Foreign activities":false,"Foreign office":false,"Gaming":false,"Fundraising activities":true,"Professional fundraising":false,"Loan to officer or DQP":false,"Grant to related person":false,"Business relationship through family member":false,"Business relationship with organization":false,"Transfers to exempt non-charitable organization":false},"Revenues":{"value":148705,"Contributions":{"value":187319,"Other contributions":141685,"Fundraising revenue":45634},"Program revenue":{"value":0,"Unrelated business revenue":0},"Investment income":{"value":0},"Other revenues":{"value":-38614,"Net income from fundraising events":-38614}},"Expenses":{"value":251288,"Grant expense":{"value":0},"Total professional fundraising expense":{"value":0},"Benefits paid to members":{"value":0},"Salaries":{"value":242743,"Current officers":92306,"Other salaries and wages":131390,"Other employee benefits":1547,"Payroll taxes":17500},"Other expenses":{"value":8545,"Travel":998,"Conferences and meetings":7547}},"Assets":{"value":0,"Non-interest bearing cash":0,"Savings and temp cash investments":0,"Pledges and grants receivable":0,"Accounts receivable":0,"Receivables from officers":0,"Receivables from disqual persons":0,"Other net note and loans":0,"Inventories for sale or use":0,"Prepaid expenses deferred charges":0,"Land, building, equipment":0,"Investments publicly traded":0,"Investments other":0,"Investments program related":0,"Intangible assets":0,"Other assets":0},"Liabilities":{"value":0},"Fund balance":{"value":0},"Form990Details":{"program_service_accomplishments":[{"description":"THE COLLABORATIVE ACTION PROJECT (CAP): IS A MULTI-YEAR INITIATIVE TO SUPPORT NJ COMMUNITIES IN THEIR EFFORTS TO MOVE THE NEEDLE ON ONE OR MORE KEY INDICATORS OF WELLBEING. THROUGH A COMPETITIVE SELECTION PROCESS, AND ON THE BASIS OF DEMONSTRATED UNMET COMMUNITY NEED, COMMUNITY-BASED AGENCIES AND ORGANIZATIONS WILL RECEIVE SUPPORT FOR DEVELOPING INNOVATIVE PROGRAMS AND COLLABORATIVE PARTNERSHIPS. THE CENTER AND PSEG ARE PARTNERING TO SUPPORT THE PROJECT.","expense":1000},{"description":"COMMUNITY COURT: IN PARTNERSHIP WITH THE CENTER FOR COURT INNOVATION, THE NEWARK MUNICIPAL COURT AND THE NEW JERSEY INSTITUTE FOR SOCIAL JUSTICE, THE CENTER HELPED TO LAUNCH NEWARK'S COMMUNITY COURT PROGRAM, KNOWN AS \"NEWARK COMMUNITY SOLUTIONS\", AN INNOVATIVE COURT REFORM PROJECT THAT PROMOTES NEW THINKING ABOUT HOW COURTS AND CRIMINAL JUSTICE AGENCIES CAN AID VICTIMS, CHANGE THE BEHAVIOR OF OFFENDERS AND STRENGTHEN COMMUNITIES. THE CENTER'S ROLE IN THE PROJECT'S DEVELOPMENT HAS BEEN TO CONDUCT COMMUNITY OUTREACH, BY PROMOTING, DEVELOPING AND MAINTAINING RELATIONSHIPS WITH RESIDENTS, YOUTH PROGRAMS, SCHOOLS, POLICE, GOVERNMENT, NONPROFIT AGENCIES AND COMMUNITY-BASED ORGANIZATIONS TO CONSTRUCTIVELY RESPOND TO LOW-LEVEL CRIME. GOING FORWARD, THE CENTER'S COMMUNITY ENGAGEMENT WORK WILL FOCUSING ON COMMUNICATIONS, ENGAGEMENT, AND RESEARCH.","expense":5682},{"description":"BEST PRACTICES SUMMIT: WE HOSTED A \"WHAT WORKS SUMMIT\" FOCUSING ON AN ISSUE LOCAL STAKEHOLDERS SEEK SOLUTIONS FOR: POLICE-COMMUNITY RELATIONS. WE SEEK TO FOSTER A REPUTATION OF NEWARK AS A LEADER IN URBAN REVITALIZATION THROUGH THOUGHTFUL DEVELOPMENT, IDENTIFICATION, TAILORING AND IMPLEMENTATION OF BEST PRACTICES. THE SUMMIT PROVIDES LOCAL POLICY-MAKERS, PROGRAM DEVELOPERS, FUNDERS AND COMMUNITY LEADERS AN OPPORTUNITY TO LEARN ABOUT PROVEN STRATEGIES FOR ADDRESSING THE FEATURED COMMUNITY PRIORITY ISSUE AND GALVANIZES SUPPORT AND MOMENTUM FOR IMPLEMENTATION."},{"description":"OTHER 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