Strong City Baltimore Inc

What it reported doing in 2018

See schedule ostrong city fiscal sponsorhip services: in fy19, non-profit business services (npbs) managed approximately $8.692 million in new assets on behalf of 127 fiscally sponsored projects and fiscally managed clients. Strong city has continued to spend significant time and energy educating banks, foundations, and private lenders about the practice of fiscal sponsorship, and the value that it brings to the nonprofit sector. The work of managing back-office tasks for projects is challenging and complicated, but is a critical part of helping good work happen, and strong city is proud of its continuing role providing this kind of support to community-led initiatives.the over 130 projects that are fiscally sponsored by strong city, whose budgets range from $5,000 to $3,000,000, operate across an incredibly diverse spectrum of issue areasadult literacy program: the mission of the adult learning center (alc) is to provide high-quality, learner-centered instruction to help baltimore residents increase their academic skills, employability, and overall quality of life. Improving adult basic skills is a key componeny of ensuring that adult learners are productive members of the community. The alc provides a necessary, direct service to individuals living and working in baltimore who are experiencing low educational attainments, low-skill employment, low literacy, and low english proficieny. The alc servces adults who desire to move their overall quality of life, regardless of their age or educational skill level. The average adult basic education (abe) learner enters our program with 4th-grade math skills and 5th-grade reading skills. A key step in strong city's mission to build and strengthen baltimore's neighborhoods and people is connecting residents to education and career pathways that offer a way out of poverty thorugh the programming offered at the alc.at the end of the fiscal year 14 learners earned their high school diploma by passing all four sections of the ged, 13 english language learners graduated out of the program, and 32 learners have passed one or more sections of the ged setting the alc for successful outcomes in fy 19. Of our learners who were post-tested, 50 percent achieved at least one educational functioning level gain, which is equivalent to two grade-levels.neighborhood programs: in the last year, we have continued operating our traditional neighborhood development programs, such as our community organizing efforts, vacant and blighted housing reduction, and healthy neighborhoods marketing efforts. From july 2019 to june 2019, strong city has coordinated the abatement of 55 problem properties and the re-occupation of 48 previously properties. The abatement of these properties has helped bring over $5.593 million in investment in baltimore real estate. Strong city also provides targeted on-the-ground community organizing support along the greenmount/york road corridor in: greenmount west, barclay, greater greenmouth, harwood, johnston square, waverly, better waverly, and york road. On the ground organizing is an essential part of the success of our community development work the goal is to continue strengthening the capacity of these neighborhoods for resident-driven revitalization.strong city partners with three public schools, margaret brent elementary/middle, govans elementary school, and guilford elementary/middle, employing the community schools model to integrate academics, health and social services, youth extracurricular enrichment, and community engagement toward improved student learning, stronger familiers, and healthier communities. Our on-site, full-time community school coordinators enable us to work effectively with a host of partners. 29th street community center: in fy19 , the 29th streeth community center was highly successful with a number of community building opportunities held. We had the most impactful experience with our youthworkers to date. Our students organized a youth-led commu

Financial Efficiency

• Mission deployment rate: 94.7%; rating input score 95
• Program expense ratio: 95.3%; rating input score 95
• Fundraising efficiency: $30.43 raised per $1 spent on fundraising; rating input score 70; 70th percentile among comparable filings

Transparency & Controls

• Consistency checks: 94.4%; rating input score 94; 22nd percentile among comparable filings
• Pay-setting controls: Limited
• Foreign activity oversight: Limited
• Grant itemization coverage: 90.5%; rating input score 91; 22nd percentile among comparable filings
• Major donor itemization: Yes; rating input score 100
• Related-party transparency: Limited

Accountability

• Independent voting board: 100%; rating input score 100; 67th percentile among comparable filings
• Governance controls: 9 of 9 controls in place; rating input score 100
  • Conflict-of-interest policy: Pass
  • Whistleblower policy: Pass
  • Document-retention policy: Pass
  • CEO compensation review process: Pass
  • Other executive compensation review process: Pass
  • Form 990 shared with the board: Pass
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Pass
  • Independent financial-statement audit: Pass

Sustainability

• Operating margin: 0.6%; rating input score 37; 37th percentile among comparable filings
• Total-asset coverage ratio: 0.25; rating input score 8; 8th percentile among comparable filings
• Liabilities to assets ratio: 0.5; rating input score 33; 33rd percentile among comparable filings
• Officer compensation ratio: 2.3%; rating input score 68; 68th percentile among comparable filings

Growth

• Program expense growth: 28.3% per year; rating input score 100; 95th percentile among comparable filings
• Revenue growth: 25.2% per year; rating input score 100; 95th percentile among comparable filings
• Asset growth: 20.9% per year; rating input score 100; 92nd percentile among comparable filings