The Warrior Connection Inc

What it reported doing in 2022

The unprecedented global pandemic led our nation into an increased state of trauma, loss, and grief. In 2021 and 2022, TWC programs staff balanced the needs of those requesting our services and safe implementation of in-person operations. Our staff and volunteers did precisely what you would expect, devised ways to meet the CDC protocols, and continued to offer critical services withnew and innovative ideas. TWC offered a full program schedule in 2022, running a full complement of programs for all three of our target audiences - maleVeterans, female Veterans, and Military Spouses. Additionally, TWC conducted mentor and facilitator training, paving the way for 2023. Upon returning to in-person activities, TWC began to see trends with those relatively unscathed by personal illness or financial hardship due to the pandemic. However, a continued loss of connectivity and treasured experiences weighed heavy on the hearts of many we served, especially with those already coping with PTS, MST, depression, and anxiety producing isolation. TWC saw these losses firsthand as participants reported higher rates of significant mental health struggles and substance abuse-related issues. In 2022, we also so a very large increase in our waiting list for female veterans struggling with Military Sexual Trauma (MST). As one of only three non-profit service organize specializing in MST, we plan to increase our offerings to female veterans in the years ahead.In addition to running our programs face-to-face, TWC continued to embrace virtual platforms with military personnel, Veterans, and other essential front-line workers, business leaders, and corporate partners by sharing our wellness philosophy and the science of Post Traumatic Growth. As friends of our work, you know that TWC ascribes to a philosophy of "what doesn't kill us will make us stronger." This philosophy suggests that when times are tough, we take the time to explore ourselves, find meaning in our trauma, and reframe negative experiences such that we become better versions of ourselves. This is the basic definition of Post Traumatic Growth, and a view of trauma TWC embraces wholeheartedly. Additionally, TWC folded virtual "meet-upsX and group reunions into our regular retreat follow-up routines using virtual tools.Finally, TWC hired a new chief executive in September of 2022. Elizabeth Fields has a wealth of nonprofit fundraising and marketing experience and cares deeply about veterans. This is a major investment in TWCs future which, combined with our access to a life -saving SBA EIDL loan package in 2020 and 2021, has allowed the organization to weather the pandemic and ensuing national financial downturn.

Financial Efficiency

• Mission deployment rate: 100%; rating input score 100
• Program expense ratio: 86.6%; rating input score 87
• Fundraising efficiency: $8.56 raised per $1 spent on fundraising; rating input score 33; 33rd 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: 4 of 8 controls in place; rating input score 50
  • Conflict-of-interest policy: Pass
  • Whistleblower policy: Pass
  • Document-retention policy: Fail
  • CEO compensation review process: NotApplicable
  • Other executive compensation review process: Fail
  • Form 990 shared with the board: Pass
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Missing
  • Independent financial-statement audit: Fail

Sustainability

• Operating margin: -146.9%; rating input score 2; 2nd percentile among comparable filings
• Total-asset coverage ratio: 0.19; rating input score 9; 9th percentile among comparable filings
• Liabilities to assets ratio: 4.01; rating input score 1; 1st percentile among comparable filings
• Officer compensation ratio: 8.4%; rating input score 32; 32nd percentile among comparable filings

Growth

• Program expense growth: 21.1% per year; rating input score 100; 85th percentile among comparable filings
• Revenue growth: 9.8% per year; rating input score 100; 73rd percentile among comparable filings
• Asset growth: 13.9% per year; rating input score 100; 74th percentile among comparable filings