Central Ohio Community Improvement

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Financial Vulnerability Assessment (Tuckman-Chang)

4 risk indicators measuring financial stability and operational resilience

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Financial Trends

Organization Details

Formation Year

2005

Legal Domicile

Principal Officer

Curtiss L Williams

Phone

6147244937

Tax Period

2024-01-01 to 2024-12-31

Central Ohio Community Improvement, founded in 2005, is a mid-sized nonprofit in the Community Improvement sector that reported $11.4M in total revenue in fiscal year 2024. Revenue fell 37% from the prior year — a significant decline worth monitoring. Expenses of $10.6M left a modest 7% surplus.

Mission

To stabilize or increase property values in areas of Franklin County suffering from the effects of blighted, vacant, abandoned, tax-foreclosed or economically-stranded properties and to promote and facilitate rehabilitation, reutilization and return to productive status.

Program Service Accomplishments

Program 1

Expenses: $8,605,832 Revenue: $6,985,802

Demolition of Blighted Properties. Land reutilization activities involving the demolition, environmental remediation, or both, of blighted properties, sometimes involving the dispositon of the...

Demolition of Blighted Properties. Land reutilization activities involving the demolition, environmental remediation, or both, of blighted properties, sometimes involving the dispositon of the formerly blighted property either through a simple conveyance to a responsible party for re-use, typically with an expectation of a limited recovery of expenditures, or through the Blight Intervention/Strategic Reutilization Program.

Program 2

Expenses: $970,000 Revenue: $859,550

Redevelopment of distressed Properties; Strategic Reutilization, Trusted Partners, Responsible Landlord. A land reutilization program, conducted in collaboration with local government, and often...

Redevelopment of distressed Properties; Strategic Reutilization, Trusted Partners, Responsible Landlord. A land reutilization program, conducted in collaboration with local government, and often involving the strategic conveyance of formerly blighted properties to responsible parties for re-use, all while balancing the competing goals of maximizing future tax revenues and other public benefits with the recovery of expenditures from grant and disposition proceeds.

Program 3

Expenses: $427,840 Revenue: $76,128

Landfill. A land reutilization project warranting special oversight and involving a major environmental remediation with the extenstion of the recovery dependent upon disposition after a long-term...

Landfill. A land reutilization project warranting special oversight and involving a major environmental remediation with the extenstion of the recovery dependent upon disposition after a long-term hold.

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Trantor Score

Financial Health Score (300–850) · Liquidity · Solvency · Sustainability · Efficiency

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Liquidity (40%) • Solvency (30%) • Sustainability (20%) • Efficiency (10%)

Financial Overview (2024)

Revenue Breakdown

Contributions & Grants $7,212,878

Program Service Revenue $65,813

Investment Income $88,200

Other Revenue $4,039,251

TOTAL REVENUE $11,406,142

Expense Breakdown

Grants Paid $199,493

Salaries & Benefits $1,555,426

Fundraising Expenses $0

Program Expenses $10,003,672

Other Expenses $8,834,990

TOTAL EXPENSES $10,589,909

Year-over-Year Comparison

	2024	2023	Change
Revenue	$11,406,142	$18,148,092	-0.4%
Expenses	$10,589,909	$16,272,234	-0.3%
Net Income	$816,233	$1,875,858	-0.6%

Key Indicators

✓ Grants to Organizations ✗ Grants to Individuals ✗ Lobbying ✗ Political Activity ✗ Foreign Activities ✗ Donor Advised Fund ✗ Schedule B Required

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Financial Health Indicators

Comprehensive financial analysis: Altman Z-Score, liquidity, solvency, sustainability, efficiency, and growth metrics

Financial Distress Indicator

Liquidity & Cash Position

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Altman Z-Score • Liquidity Ratios • Solvency Analysis • Growth Indicators • Efficiency Metrics

Governance

Voting Members

Independent Members

Employees

Volunteers

N/A

Governance Policies

✗ Conflict of Interest Policy

✗ Whistleblower Policy

✗ Document Retention Policy

Special Practices & Reported Activities

✗ Operated a School

✗ Operated a Hospital

✗ Provided First Class Travel

✗ Reported Conflict of Interest

✗ Reported Asset Diversion

✗ Excess Benefit Transaction

✗ Made Political Expenditures

✗ Engaged in Lobbying

✗ Operated Donor Advised Fund

✗ Maintained Art Collections

✗ Filed Form 720

Compensation of Officers, Directors & Key Employees

Total Officers

$433,306

Total Directors

Key Employees

Highest Compensated

reported

Name	Title	Hours/Week	Role	Reportable Comp	Other Comp	Total
Curtiss L Williams	Executive Director	40.00	Officer	$277,077	$33,223	$310,300
Melissa Coleman	Asst Secretary	40.00	Officer	$96,654	$26,352	$123,006
Erica Crawley	Ex-Officio Member	2.00	Director	$0	$0	$0
Cheryl Brooks-Sullivan	Ex-Officio MemberCOCIC Chairperson	2.00	Officer Director	$0	$0	$0
John OGrady	Ex-Officio Member	2.00	Director	$0	$0	$0
Sadicka White	Appointed DirectorCOCIC Vice Pres	2.00	Officer Director	$0	$0	$0
Robert Weiler	Appointed DirectorCOCIC Vice Pres	2.00	Officer Director	$0	$0	$0
Michael Stevens	City of Columbus Representative	2.00	Director	$0	$0	$0
Jim Jewel	Township Representative	2.00	Director	$0	$0	$0
Fred Ransier	COCIC Vice Pres SecretaryTreasurer	2.00	Officer Director	$0	$0	$0

Note: Compensation data is self-reported by the organization on their Form 990. "Reportable Comp" includes salary, bonuses, and other reportable compensation from the organization and related organizations. "Other Comp" includes benefits, deferred compensation, and non-taxable benefits.

Historical Data

Year	Revenue	Expenses	Assets	Net Income
2024	$11,406,142	$10,589,909	$15,936,783	$816,233
2023	$18,148,092	$16,272,234	$15,849,163	$1,875,858
2022	$4,628,636	$4,395,683	$12,619,826	$232,953
2021	$3,584,991	$3,840,456	$13,055,875	$-255,465
2020	$6,095,827	$3,350,962	$13,667,513	$2,744,865
2019	$6,157,608	$5,393,471	$14,509,515	$764,137
2018	$9,156,819	$7,540,365	$13,869,152	$1,616,454