DENVER, CO
4 risk indicators measuring financial stability and operational resilience
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Sign In — Free (10 views/day)THE BELL POLICY CENTER, founded in 2000, is a community nonprofit in the Civil Rights & Advocacy sector that reported $1.0M in total revenue in fiscal year 2024. Revenue fell 62% from the prior year — a significant decline worth monitoring. Expenses of $1.5M exceeded revenue, resulting in a 42% operating deficit.
THE BELL POLICY CENTER'S MISSION IS TO ENSURE ECONOMIC MOBILITY FOR EVERY COLORADAN. WE WORK TO IGNITE A CONVERSATION THAT INSPIRES COMMUNITIES AND THEIR LEADERS TO TRANSFORM COLORADO INTO A STATE WHERE EVERYONE THRIVES.
The Bell Policy Center uses policy research and analysis, advocacy, and strategic communication to advance systems change that supports economic mobility and equity. We approach this work with a...
The Bell Policy Center uses policy research and analysis, advocacy, and strategic communication to advance systems change that supports economic mobility and equity. We approach this work with a focus on four main areas: Public Funding for Economic Mobility: Legislative, ballot, legal, and long-term strategies to ensure public funding for the essential ingredients and levers of economic mobility, as well as core research and analysis on public funding and economic mobility from an equity lens.Strengthening the Caring Economy: Research, communication, and advocacy to elevate and strengthen Colorados caring workforce (early childhood educators, direct care workers supporting older adults and people with disabilities, educators and staff in the K-12 system) and the families they serve.Closing Equity Gaps: Identifying and tackling structural barriers for historically marginalized communities in key levers of economic mobility, with a strong focus on housing, financial empowerment, postsecondary education, and aging, and a specific racial and gender equity lens.Telling the Economic Story: Telling the story of our economy to policymakers, media, and activists with a focus on fairness, racial equity, and economic mobility.Throughout these four priorities, our systems change work strives to center Community (research and advocacy that engages with and builds from the priorities of affected communities), Equity (advancing greater equity in economic mobility for communities of color and other historically marginalized communities), and Narrative (influencing the conversation around economic mobility and building public and political will for systems change on economic mobility). Our team conducts research and analysis to illuminate effects of the systemic barriers and structural inequities that have prevented communities of color, low-income Coloradans, and other marginalized groups from achieving economic mobility, and support communities in developing actionable policy and systems change strategies for addressing them. Through strategic communication and advocacy, we engage Coloradans in these issues, elevate them with policy leaders and the public, and build momentum for actionable solutions. 2024 Accomplishments included:* Strengthened the case for public investment in programs and services that promote greater economic mobility and equity, including our 2024 Budget Inadequacies series of videos highlighting specific examples of how Colorados budget constraints under TABOR are impacting Colorado families;* Published our 2024 Ballot Guide in English and Spanish, providing research and analysis of each of the statewide measures, and rating each measures impact on tax fairness, racial equity, and economic mobility; * Provided a slate of property tax research and analysis resources to help leaders and the public understand the issues at hand, policy proposals under discussion and their impacts, and key equity considerations;* Provided several key resources for leaders and the public around TABOR and analysis of Colorados state budget, looking at trends, opportunities, and challenges, as well as research and communications resources to inform the property tax debate and look at options for more targeted relief for low- and moderate-income Coloradans;* Developed a new Home Care Cost Model examining the true costs of providing in-home care for older adults, both paid care and the costs to unpaid caregivers, allowing leaders and advocates to better understand care needs and to advocate for better support and compensation for caregivers;* With partners, worked to develop and advocate for a new Care Worker Tax Credit, which benefits formal and informal child care providers as well as paid providers of home care for older adults;* Developed new qualitative, community-engaged research on access to household asset-building among informal caregivers for young children and for older adults;* Produced updated analyses of Colorados racial wealth gap relative to credit and homeownership and highlighted state progress on financial empowerment and savings;* Actively contributed to the state team of Growing Our Future and its efforts to transform child care in Colorado;* Completed a series of resources on housing issues in Jefferson County in cooperation with Colorado Gives Foundation, including research, communications, and a webinar series;* Continued our In the Know series providing brief analysis of emerging economic mobility issues as well as providing regular monitoring of emerging legislation and ballot questions;* Continued messaging and narrative work to engage communities in discussions of tax and fiscal issues. Worked with multiple coalitions to advance tax fairness and to provide education on fiscal and tax issues;* Produced a series of materialsincluding videos, blogs, and visual contentto help Coloradans understand economic mobility and fiscal issues.
Financial Health Score (300–850) · Liquidity · Solvency · Sustainability · Efficiency
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Liquidity (40%) • Solvency (30%) • Sustainability (20%) • Efficiency (10%)
Sign In — Free (10 views/day)| 2024 | 2023 | Change | |
|---|---|---|---|
| Revenue | $1,040,490 | $2,704,046 | -0.6% |
| Expenses | $1,475,446 | $1,359,097 | +0.1% |
| Net Income | $-434,956 | $1,344,949 | -1.3% |
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
Sign In| Name | Title | Hours/Week | Role | Reportable Comp | Other Comp | Total |
|---|---|---|---|---|---|---|
| JULIE PECAUT | Secretary | 40.00 |
Officer
|
$105,441 | $24,091 | $129,532 |
| SCOTT WASSERMAN | FORMER PRESIDENT | 40.00 |
|
$79,169 | $12,172 | $91,341 |
| CHRIS DEGRUY KENNEDY | President | 40.00 |
Officer
|
$75,558 | $793 | $76,351 |
| LAUREN ARNOLD | BOARD MEMBER | 1.00 |
Director
|
$0 | $0 | $0 |
| RAY RIVERA | BOARD MEMBER | 1.00 |
Director
|
$0 | $0 | $0 |
| JAMES IACINO | Treasurer | 2.00 |
Officer
Director
|
$0 | $0 | $0 |
| ANGELA COBIAN | Chairman | 2.00 |
Officer
Director
|
$0 | $0 | $0 |
| MICHAEL TOUFF | BOARD MEMBER | 1.00 |
Director
|
$0 | $0 | $0 |
| CODY BELZLEY | BOARD MEMBER | 1.00 |
Director
|
$0 | $0 | $0 |
| SADE COOPER | BOARD MEMBER | 1.00 |
Director
|
$0 | $0 | $0 |
| STEVEN FEDERICO MD | BOARD MEMBER | 1.00 |
Director
|
$0 | $0 | $0 |
| Year | Revenue | Expenses | Assets | Net Income |
|---|---|---|---|---|
| 2024 | $1,040,490 | $1,475,446 | $3,105,991 | $-434,956 |
| 2023 | $2,704,046 | $1,359,097 | $3,652,198 | $1,344,949 |
| 2022 | $1,657,929 | $1,813,978 | $2,366,375 | $-156,049 |
| 2021 | $1,791,283 | $1,542,764 | $1,810,154 | $248,519 |
| 2021 | $1,791,283 | $1,542,764 | $1,810,154 | $248,519 |
| 2020 | $1,555,793 | $1,585,410 | $1,725,773 | $-29,617 |
| 2019 | $1,704,884 | $1,565,183 | $1,712,585 | $139,701 |
| 2018 | $2,243,214 | $1,303,969 | $1,595,781 | $939,245 |
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