Valley Springs, CA
4 risk indicators measuring financial stability and operational resilience
Sign in with your work email to view Tuckman-Chang indicators
Sign In — Free (10 views/day)NextGen Leadership Academy, founded in 2005, is a micro nonprofit in the Youth Development sector that reported $20K in total revenue in fiscal year 2020. Expenses of $115K exceeded revenue, resulting in a 473% operating deficit.
Through local and international service, youth camps, workshops, communal living, and fundraising, we challenge and empower the next generation to create lives of authenticity, abundance and altruism. We foster self-confidence, self-awareness and maturity towards college life, occupation/mission, and family life.
NextGen Academy Program Accomplishments 2020January - May:Held biweekly meetings over zoom with a team of 5 volunteers, which included previous NGT Ignite directors as well as previous Momentum...
NextGen Academy Program Accomplishments 2020January - May:Held biweekly meetings over zoom with a team of 5 volunteers, which included previous NGT Ignite directors as well as previous Momentum directors. The proposition and planning revolved around further development and expansion of the High School anti-bullying program, as well as the summer Ignite program. Both Momentum and Ignite are highly successful programs that help teens deal with their own anxiety and depression while at the same time, mentoring their peers, expanding their capacity to care for others. They become role models for their peers and work on creating caring communities within their schools and social environments. Over the course of five months the team strategized on ways in which Momentum and Ignite could be sustainable without an ongoing full year NGA program. The NGT website was restructured to reflect a new model program. Early in the year, Eric went to a Challenge Day Training with the hopes creating a working relationship with them. The pandemic shutdown impacted the forwarding of both programs. The consensus of the team was that we needed to pause and regroup once things returned to normal.Facilitated Celebration of Life service for NGA alumni graduate. Organized an NGA weekend reunion for her peers offering support during a difficult time.Interviewed NGA founder, Jeff Adshead, for the writing of a book about NGA.Worked with an NGA alumni, Sam Orman, on the development of a survey questionnaire. Weekly coaching calls and daily check-ins. Survey sent out to 150 graduates with a 50% response rate. The questionnaire included an area for stories, anecdotes, and real-life outcomes from their participation in the NGA program. We asked for "the real, the raw, the ridiculous." It also included a scale where the outcomes could be measured. June-December:FOCUS on Book - NGT WayThe book will be about the curriculum of an NGA year and include curriculum from Summer Challenge, Ignite, Fusion and Momentum. The book is for educators, administrators, corporate trainers, coaches, parents, and all those who want to expand their understanding of social/emotional learning and leadership training. This book is challenging me to express accurately events that happened related to leadership training and creating an intentional community and have that training and community be worthwhile and useful to the world. Compiled data from surveys. Sifted through, organized and transcribed hours of video footage from 10 years of NGA activities. Initial format of book established with 54 chapters following a typical NGA year. First 100 pages written. Ongoing:Coaching, counseling supporting NGA graduates in personal well-being, career, and marriage relationships. Wrote 11 letters of recommendation for scholarships, job appointments and graduate studies. NGA graduates often ask our counsel and support. We've had numerous couples and individuals stay with us from a few days to a few weeks - taking time for personal retreat - to reflect, heal and renew themselves. We are working with several couples on the planning, design, and implementation of ongoing spiritual retreats. To be launched in 2022.
Financial Health Score (300–850) · Liquidity · Solvency · Sustainability · Efficiency
Sign in to view Trantor Score and financial metrics
Liquidity (40%) • Solvency (30%) • Sustainability (20%) • Efficiency (10%)
Sign In — Free (10 views/day)| 2020 | 2019 | Change | |
|---|---|---|---|
| Revenue | $20,051 | $-27,881 | -1.7% |
| Expenses | $114,815 | $150,637 | -0.2% |
| Net Income | $-94,764 | $-178,518 | -0.5% |
Comprehensive financial analysis: Altman Z-Score, liquidity, solvency, sustainability, efficiency, and growth metrics
Financial Distress Indicator
Liquidity & Cash Position
Sign in to view all financial metrics
Altman Z-Score • Liquidity Ratios • Solvency Analysis • Growth Indicators • Efficiency Metrics
Sign In| Name | Title | Hours/Week | Role | Reportable Comp | Other Comp | Total |
|---|---|---|---|---|---|---|
| Tim McNickle | President and Director | 1.00 |
Officer
Director
|
$0 | $0 | $0 |
| David Lapres | Treasurer and Director | 1.00 |
Officer
Director
|
$0 | $0 | $0 |
| Myrna Lapres | Secretary and Director | 1.00 |
Officer
Director
|
$0 | $0 | $0 |
| Colette Bobrycki | Director and Program Direc | 15.00 |
Officer
Director
|
$20,000 | $0 | $20,000 |
| Eric Bobrycki | Director and Executive Dir | 40.00 |
Officer
Director
|
$76,000 | $0 | $76,000 |
| Year | Revenue | Expenses | Assets | Net Income |
|---|---|---|---|---|
| 2020 | $20,051 | $114,815 | $27,400 | $-94,764 |
| 2019 | $-27,881 | $150,637 | $121,482 | $-178,518 |
| 2018 | $149,491 | $243,836 | $560,381 | $-94,345 |
Compare NextGen Leadership Academy with other nonprofits in California and across the country.