San Jose, CA
4 risk indicators measuring financial stability and operational resilience
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Sign In — Free (10 views/day)STAKEHOLDERS NEIGHBORHOODS INITIATIVE, founded in 2021, is a small nonprofit in the Community Improvement sector that reported $117K in total revenue in fiscal year 2022. Revenue surged 1069% from the prior year, signaling strong growth momentum. The organization ran a surplus of $26K, a strong 22% operating margin.
The Stakeholders + Neighborhoods Initiative (S+NI) is a collaboration that evolved from the Strong Neighborhoods Initiative (SNI) of the 1990s. We leverage technology and institutional knowledge to communicate information on development plans in and around the Extended Diridon Station Area of San Jose. We lead and provide support for major community projects by acting as liaisons with governmental agencies, corporate donors, and philanthropic groups. We aim to streamline tax-exempt charitable giving to our community groups through access to Donor-Advised Funds. S+NI reimagines community engagement through neighborhood leadership. By uniting the neighborhoods with existing and new stakeholders, we can work together to achieve beneficial outcomes for everyone. S+NI doesn't believe in pushing one neighborhood's problem onto a nearby neighborhood. Quite simply, we are everyone's neighbor, and we bring solutions that work to a complex process.
Gardner Community Center in San Jose has been closed for several years due to lack of funding by the city. When open, it would provide services and activities for at least 5,000 residents of the...
Gardner Community Center in San Jose has been closed for several years due to lack of funding by the city. When open, it would provide services and activities for at least 5,000 residents of the Gardner neighborhood, as well as several more nearby neighborhoods. The organization initiated discussions with a major corporate entity as an advocate for finding a source of operating funds for the community center, and the corporation agreed to fund the center for one year. Our organization then applied for and received a grant to perform a marketing study, with the goal of discerning how the community center was to be opened and what activities and services were wanted by the community. A marketing firm was hired to do one-on-one interviews with about 100 area residents and group focus sessions with another 75 residents. In addition, the firm surveyed a cross-section of the neighborhood using an on-line and printed opinion survey. All interaction with the community was done in both English and Spanish. The firm analyzed the data and produced a report, which was reviewed by the grant agency and has been provided to the city.
The organization hired a consultant specializing in land uses who has extensive experience with major development projects in San Jose and close working relationships with the developers. He provides...
The organization hired a consultant specializing in land uses who has extensive experience with major development projects in San Jose and close working relationships with the developers. He provides the organization with insight, vision, and guidance that would normally not be available to someone without his expertise and knowledge.
The organization expanded its social media presence by upgrading the smartphone app that is a primary method of interacting with the community to communicate ongoing and planned construction projects...
The organization expanded its social media presence by upgrading the smartphone app that is a primary method of interacting with the community to communicate ongoing and planned construction projects and other activities. The number of users of the app is gradually increasing, surpassing 100 users currently. Refinements are underway to optimize functionality for both Android and iOS operating systems. Information on many different community activities and events is being loaded onto the app. The organization also upgraded its website to provide timely information.
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)| 2022 | 2021 | Change | |
|---|---|---|---|
| Revenue | $116,885 | $10,000 | +10.7% |
| Expenses | $91,225 | $9,638 | +8.5% |
| Net Income | $25,660 | $362 | +69.9% |
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 |
|---|---|---|---|---|---|---|
| Kathy Sutherland | Director | 15 |
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$0 | $0 | $0 |
| Laura Winter | Director | 15 |
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$0 | $0 | $0 |
| Mary Pizzo | Director | 8 |
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$0 | $0 | $0 |
| John D Weaver | Director | 25 |
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$0 | $0 | $0 |
| Sarah Springer | Director | 8 |
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$0 | $0 | $0 |
| Edwin Tan | Director | 8 |
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$0 | $0 | $0 |
| Year | Revenue | Expenses | Assets | Net Income |
|---|---|---|---|---|
| 2023 | $116,885 | $91,225 | $33,678 | $25,660 |
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