Attach to Form 990 or Form 990-EZ.
Information about Schedule A (Form 990 or 990-EZ) and its instructions is at www.irs.gov/form990.
| (i)Name of supported organization | (ii) EIN | (iii) Type of organization (described on lines 1- 9 above or IRC section (see instructions)) | (iv) Is the organization listed in your governing document? | (v) Amount of monetary support (see instructions) | (vi) Amount of other support (see instructions) | |
|---|---|---|---|---|---|---|
| Yes | No | |||||
| Total | ||||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2010 | (b) 2011 | (c) 2012 | (d) 2013 | (e) 2014 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") .... | 2,150,503 | 2,017,603 | 2,035,508 | 2,958,322 | 2,644,876 | 11,806,812 |
| 2 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf....... | 0 | |||||
| 3 | The value of services or facilities furnished by a governmental unit to the organization without charge.. | 0 | |||||
| 4 | Total. Add lines 1 through 3 | 2,150,503 | 2,017,603 | 2,035,508 | 2,958,322 | 2,644,876 | 11,806,812 |
| 5 | The portion of total contributions by each person (other than a governmental unit or publicly supported organization) included on line 1 that exceeds 2% of the amount shown on line 11, column (f).. | 4,098,124 | |||||
| 6 | Public support. Subtract line 5 from line 4. | 7,708,688 | |||||
Calendar year
(or fiscal year beginning in) ![]() |
(a) 2010 | (b) 2011 | (c) 2012 | (d) 2013 | (e) 2014 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | 2,150,503 | 2,017,603 | 2,035,508 | 2,958,322 | 2,644,876 | 11,806,812 |
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | 43,311 | 46,132 | 46,287 | 42,440 | 50,813 | 228,983 |
| 9 | Net income from unrelated business activities, whether or not the business is regularly carried on.. | ||||||
| 10 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.).. | 0 | |||||
| 11 | Total support Add lines 7 through 10. | 12,035,795 | |||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2010 | (b) 2011 | (c) 2012 | (d) 2013 | (e) 2014 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") . | ||||||
| 2 | Gross receipts from admissions, merchandise sold or services performed, or facilities furnished in any activity that is related to the organization's tax-exempt purpose...... | ||||||
| 3 | Gross receipts from activities that are not an unrelated trade or business under section 513.. | ||||||
| 4 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf... | ||||||
| 5 | The value of services or facilities furnished by a governmental unit to the organization without charge.. | ||||||
| 6 | Total. Add lines 1 through 5. | ||||||
| 7a | Amounts included on lines 1, 2, and 3 received from disqualified persons... | ||||||
| b | Amounts included on lines 2 and 3 received from other than disqualified persons that exceed the greater of $5,000 or 1% of the amount on line 13 for the year. | ||||||
| c | Add lines 7a and 7b.. | ||||||
| 8 | Public support (Subtract line 7c from line 6.) | ||||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2010 | (b) 2011 | (c) 2012 | (d) 2013 | (e) 2014 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 9 | Amounts from line 6... | ||||||
| 10a | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources.. | ||||||
| b | Unrelated business taxable income (less section 511 taxes) from businesses acquired after June 30, 1975. | ||||||
| c | Add lines 10a and 10b. | ||||||
| 11 | Net income from unrelated business activities not included in line 10b, whether or not the business is regularly carried on. | ||||||
| 12 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.) .. | ||||||
| 13 | Total support. (Add lines 9, 10c, 11, and 12.).. | ||||||
| Section A - Adjusted Net Income | (A) Prior Year |
(B) Current Year (optional) |
||||
| 1 | Net short-term capital gain | 1 | ||||
| 2 | Recoveries of prior-year distributions | 2 | ||||
| 3 | Other gross income (see instructions) | 3 | ||||
| 4 | Add lines 1 through 3 | 4 | ||||
| 5 | Depreciation and depletion | 5 | ||||
| 6 | Portion of operating expenses paid or incurred for production or collection of gross income or for management, conservation, or maintenance of property held for production of income (see instructions) | 6 | ||||
| 7 | Other expenses (see instructions) | 7 | ||||
| 8 | Adjusted Net Income (subtract lines 5, 6 and 7 from line 4) | 8 | ||||
| Section B - Minimum Asset Amount | (A) Prior Year |
(B) Current Year (optional) |
||||
| 1 | Aggregate fair market value of all non-exempt-use assets (see instructions for short tax year or assets held for part of year): | 1 | ||||
| a | Average monthly value of securities | 1a | ||||
| b | Average monthly cash balances | 1b | ||||
| c | Fair market value of other non-exempt-use assets | 1c | ||||
| d | Total (add lines 1a, 1b, and 1c) | 1d | ||||
| e | Discount claimed for blockage or other factors (explain in detail in Part VI): | |||||
| 2 | Acquisition indebtedness applicable to non-exempt use assets | 2 | ||||
| 3 | Subtract line 2 from line 1d | 3 | ||||
| 4 | Cash deemed held for exempt use. Enter 1-1/2% of line 3 (for greater amount, see instructions). | 4 | ||||
| 5 | Net value of non-exempt-use assets (subtract line 4 from line 3) | 5 | ||||
| 6 | Multiply line 5 by .035 | 6 | ||||
| 7 | Recoveries of prior-year distributions | 7 | ||||
| 8 | Minimum Asset Amount (add line 7 to line 6) | 8 | ||||
| Section C - Distributable Amount | Current Year | |||||
| 1 | Adjusted net income for prior year (from Section A, line 8, Column A) | 1 | ||||
| 2 | Enter 85% of line 1 | 2 | ||||
| 3 | Minimum asset amount for prior year (from Section B, line 8, Column A) | 3 | ||||
| 4 | Enter greater of line 2 or line 3 | 4 | ||||
| 5 | Income tax imposed in prior year | 5 | ||||
| 6 | Distributable Amount. Subtract line 5 from line 4, unless subject to emergency temporary reduction (see instructions) | 6 | ||||
| 7 | Check here if the current year is the organization's first as a non-functionally-integrated Type III supporting organization (see instructions) | |||||
| Section D - Distributions | Current Year | |
|---|---|---|
| 1 Amounts paid to supported organizations to accomplish exempt purposes | ||
|
2
Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity |
||
| 3 Administrative expenses paid to accomplish exempt purposes of supported organizations | ||
| 4 Amounts paid to acquire exempt-use assets | ||
| 5 Qualified set-aside amounts (prior IRS approval required) | ||
| 6 Other distributions (describe in Part VI). See instructions | ||
| 7Total annual distributions. Add lines 1 through 6. | ||
|
8
Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions |
||
| 9 Distributable amount for 2014 from Section C, line 6 | ||
| 10 Line 8 amount divided by Line 9 amount | ||
| Section E - Distribution Allocations (see instructions) |
(i) Excess Distributions |
(ii) Underdistributions Pre-2014 |
(iii) Distributable Amount for 2014 |
|
|---|---|---|---|---|
|
1
Distributable amount for 2014 from Section C, line 6 |
||||
|
2
Underdistributions, if any, for years prior to 2014 (reasonable cause required--see instructions) |
||||
| 3 Excess distributions carryover, if any, to 2014: | ||||
| a From 2009.......X | ||||
| b From 2010.......X | ||||
| c From 2011.......X | ||||
| d From 2012.......X | ||||
| e From 2013....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2014 distributable amount | ||||
|
i
Carryover from 2009 not applied (see instructions) |
||||
| j Remainder. Subtract lines 3g, 3h, and 3i from 3f. | ||||
| 4Distributions for 2014 from Section D, line 7: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2014 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from 4. | ||||
|
5
Remaining underdistributions for years prior to 2014, if any. Subtract lines 3g and 4a from line 2 (if amount greater than zero, see instructions) |
||||
|
6
Remaining underdistributions for 2014. Subtract lines 3h and 4b from line 1 (if amount greater than zero, see instructions) |
||||
|
7 Excess distributions carryover to 2015. Add lines 3j and 4c. |
||||
| 8 Breakdown of line 7: | ||||
| a From 2010.......X | ||||
| b From 2011.......X | ||||
| c From 2012.......X | ||||
| d From 2013....... | ||||
| e From 2014....... | ||||
| Facts And Circumstances Test |
|---|
| Return Reference | Explanation |
|---|
| Software ID: | |
| Software Version: |
Attach to Form 990 or 990-EZ.
Information about Schedule O (Form 990 or 990-EZ) and its instructions is at| Return Reference | Explanation |
|---|---|
| FORM 990, PART VI, SECTION B, LINE 15 A AND 15B | The Governance Committee of New Brunswick Tomorrow is responsible for facilitating the organization's compensation review process. Its members are comprised of Directors and are appointed by the Chair. The Board of Directors has adopted the practice of assessing compensation for every staff position to assure consistency and competitiveness with the market. Typically, a market review occurs every three years with the Board of Directors securing the services of an independent salary and benefits compensation firm. Typically, the firm's responsibility is to collect data from multiple reliable sources and match them as best as possible to the organization's job descriptions in order to establish salary ranges for each position and to recommend the types of benefits that are customarily offered to staff. This information is provided in the form of a report to the Governance Committee. The organization's compensation philosophy is supported by the independent salary and benefits compensation firm's report. To date, the Governance Committee's philosophy has been to manage base salary compensation toward the midpoint to assure that the minimum salary compensation for each position meets the midpoint of the salary range. If the salary level does not meet the midpoint, the Governance Committee makes incremental and reasonable adjustments as long as the organization's financial position and the staff performance warrants. The Governance Committee also considers merit increases on an annual basis utilizing established performance benchmarks. In terms of executive compensation, the organization offers the President an employment contract that describes all the terms and benefits. The organization's Chair is responsible for setting the performance benchmarks for the PreSident and performing an annual review that includes 360" input. The Chair reports the results of the annual review to the Governance Committee and to the Board of Directors. Any salary and benefit adjustment or merit increase is considered at this time. In terms of staff compensation, the President is responsible for managing the Governance Committee's established process for reviewing and assessing staff performance. The President presents mid-year and final year staff performance evaluations to the Governance Committee. The review is based upon performance factors and employee performance objectives. The review also includes written feedback from the employer and supervisor and an employee development plan to support performance. The Chair of the Governance Committee finalizes the review by signing all of the documents. Any salary and benefit adjustment or merit increase is considered at this time. |
| FORM 990, PART VI, SECTION B, LINE 11B | PRESENTED TO THE FINANCE COMMITTEE AND REPORTED TO THE BOARD OF DIRECTORS FOR ITS APPROVAL. |
| FORM 990, PART VI, SECTION B, LINE 12C | THE ORGANIZATION MONITORS THE CONFlICT OF INTEREST POLICY ANNUALLY BY HAVING BOARD MEMBERS SIGN A NEW POLICY. |
| FORM 990, PART VI, SECTION C, LINE 19 | THE ORGANIZATION MAKES ITS GOVERNING DOCUMENTS, CONFLICT OF INTEREST POLICY, AND FINANCIAL STATEMENTS AVAILABLE TO THE PUBLIC UPON WRITTEN REQUEST TO MANAGEMENT. |
| FORM 990, PART VI, SECTION A, LINE 8A AND 8B | An audio recording is made of each Executive Board Meeting and Committee Meeting. From the recordings, the minutes are drafted and reviewed by the NBT President. The minutes are voted upon at the subsequent respective meetings. The approved minutes are filed accordingly |
| FORM 990, PART I, LINE 1 | NBT engages stakeholders to identify issues related to the community's health, education and human service needs. With over 1,000 documented potential stakeholder partners, over 200 local social programs, and many funding partners, the need to convene partners to find solutions is great. Uniquely positioned, NBT brings together a diversity of partners to dialogue and take action on community development needs. This process has been used successfully for almost 40 years, building a community that continues to move New Brunswick's people forward. IDENTIFY NEEDS: NBT uses data from resident surveys and input from partners in the field. Whether it's the Center for Public Interest Polling, Center for State Health Policy, or the Bloustein Center for Survey Research, NBT collaborates with firms that are independent, objective and well established. Additionally, our community partners help us to make sense of survey findings by lending us their significant experience in the field. By combining both data and stakeholder experiences, a clear picture of community needs emerges. ENGAGE THE COMMUNITY: NBT facilitates a community-participatory planning process, engaging diverse stakeholders and residents to develop strategies for action. Task forces, coalitions, workgroups and other community forums are commonly used to build consensus. Equally important, however, is the engagement of NBT by the community. Because of our expertise, reach in the community and leadership, the community engages our organization to address issues, some of which may not show up on surveys. We've learned that effective community engagement works both ways. GROW PARTNERSHIPS: NBT develops specific initiatives aimed at engaging youth in programs, improving neighborhoods and developing resident access to health and wellness resources. These initiatives work best through partnerships that bring their talent, resources and experiences. Guided by a logic model developed in partnership with over 120 stakeholders, NBT makes and leverages investments in partnerships in order to help residents and neighborhoods move forward. ASSESS AND LEARN: NBT and its partners serve the community best when we learn from our investments. Evaluations and assessments are routinely conducted to understand where we've made strides in addressing community challenges and where we need to make adjustments to deepen our impact. This is how our partnerships achieve success. Please see our website at www.nbtomorrow.org |
| FORM 990, PART III, LINE 4A | New Brunswick Tomorrow convenes all youth stakeholders in the City of New Brunswick, New Jersey, to identify issues and develop solutions. In delivering solutions, New Brunswick Tomorrow develops partnerships to implement initiatives and develop sustainability strategies. Current accomplishments include the New Brunswick School Based Youth Services Program, Parent Linking Services and Family Friendly Center. These programs are in partnership with New Brunswick Public Schools and New Jersey Department of Children and Families. These programs provide comprehensive supportive services to over 1,000 at-risk youth. Key metrics include: promotion and graduation rates; teen pregnancy prevention and prevention of secondary pregnancies among student-parents. |
| Software ID: | |
| Software Version: |