Nonprofit Westchester

What it reported doing in 2024

In 2024 , nonprofit westchester (npw) accomplished its mission to strengthen westchester's nonprofit organizations as they transform lives, empower communities, and drive positive change through the provision of the highest quality professional development and training opportunities delivered by subject matter experts. Trainings and affinity group programming attended by close to 1000 people in the areas of finances, human resources, artificial intelligence and technology, legal and governance matters; government relations and nonprofit strategy addressed the learning and capacity building needs of westchester's nonprofit organizations and brought together a community of learners. From ceos to managers to direct care professionals and all staff in between, npw offerings were highly evaluated. Npw launched the virtual nonprofit assets series to provide knowledge of important resources, programs and services offered by nonprofit and government partners that are designed to support their businesses, employees and their families. More than 600 people participated.nonprofit learning labs provided three in-depth learning opportunities in the areas of grant development, financial management, and advocacy and were provided to close to 200 participants. Three forums with elected officials and government professionals provided approximately 500 participants with unique opportunities to communicate the needs of their nonprofit organizations to their county, state and federal elected and government officials. These programs and events provided a platform for organizations with various missions to join together to advocate for the overarching issues impacting westchester's nonprofit sector. The visibility of the entire sector was raised, and the impact of the services provided by westchester's nonprofits was clearly communicated at these important events. Additionally, npw engaged experts to analyze and share information on the state budget, and together with the westchester county board of legislators, launched the nonprofit taskforce as a platform for county government and nonprofit organizations to address issues such as nonprofit contracting and to offer professional development and capacity building opportunities. Npw's emerging leaders program (elp), an 11-month professional development program supported more than 30 "emerging leaders" to grow their nonprofit knowledge, leadership skills, and expand their reach through networking and collaborative learning. The current and elp alumni groups were provided with additional opportunities to learn new skills related to personal finance.nonprofit westchester continues to serve as the county's only membership organization dedicated solely to advancing and advocating for the needs and interests of the county's nonprofit sector, the people and populations served, and the nonprofit workforce.

Financial Efficiency

• Mission deployment rate: 65.7%; rating input score 66
• Program expense ratio: 66.1%; rating input score 66
• Fundraising efficiency: $12.89 raised per $1 spent on fundraising; rating input score 46; 46th percentile among comparable filings

Transparency & Controls

• Consistency checks: 100%; rating input score 100; 63rd percentile among comparable filings
• Pay-setting controls: Limited
• Foreign activity oversight: Limited
• Grant itemization coverage: Limited
• Major donor itemization: Yes; rating input score 100
• Related-party transparency: Limited

Accountability

• Independent voting board: 100%; rating input score 100; 63rd percentile among comparable filings
• Governance controls: 7 of 8 controls in place; rating input score 88
  • Conflict-of-interest policy: Pass
  • Whistleblower policy: Pass
  • Document-retention policy: Pass
  • CEO compensation review process: Pass
  • Other executive compensation review process: NotApplicable
  • Form 990 shared with the board: Pass
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Pass
  • Independent financial-statement audit: Fail

Sustainability

• Operating margin: 1%; rating input score 39; 39th percentile among comparable filings
• Total-asset coverage ratio: 0.48; rating input score 22; 22nd percentile among comparable filings
• Liabilities to assets ratio: 0.42; rating input score 18; 18th percentile among comparable filings
• Officer compensation ratio: 16.6%; rating input score 20; 20th percentile among comparable filings

Growth

• Program expense growth: 20.2% per year; rating input score 100; 83rd percentile among comparable filings
• Revenue growth: 24.6% per year; rating input score 100; 89th percentile among comparable filings
• Asset growth: 25.2% per year; rating input score 100; 87th percentile among comparable filings