Attach to Form 990 or Form 990-EZ.
Go to
www.irs.gov/Form990 for instructions and the latest information.
| (i) Name of supported organization | (ii) EIN | (iii) Type of organization (described on lines 1- 10 above (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 | |||||
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Total |
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Calendar year
(or fiscal year beginning in)
![]() |
(a) 2019 | (b) 2020 | (c) 2021 | (d) 2022 | (e) 2023 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grant.") .. | 2,480,318 | 2,239,623 | 2,673,360 | 1,833,384 | 3,132,178 | 12,358,863 |
| 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 | 2,480,318 | 2,239,623 | 2,673,360 | 1,833,384 | 3,132,178 | 12,358,863 |
| 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) .. | 4,991,718 | |||||
| 6 | Public support. Subtract line 5 from line 4. | 7,367,145 | |||||
Calendar year
(or fiscal year beginning in)
![]() |
(a) 2019 | (b) 2020 | (c) 2021 | (d) 2022 | (e) 2023 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | 2,480,318 | 2,239,623 | 2,673,360 | 1,833,384 | 3,132,178 | 12,358,863 |
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | 45,875 | 49,200 | 54,621 | 50,075 | 51,071 | 250,842 |
| 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 | 12,609,705 | |||||
Calendar year (or fiscal
year beginning in) ![]() |
(a) 2019 | (b) 2020 | (c) 2021 | (d) 2022 | (e) 2023 | (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) 2019 | (b) 2020 | (c) 2021 | (d) 2022 | (e) 2023 | (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 on 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) |
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| 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) |
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| 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): |
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| 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 0.015 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 0.035 | 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 | ||||
| Section D - Distributions | Current Year | |
|---|---|---|
| 1 Amounts paid to supported organizations to accomplish exempt purposes | 1 | |
|
2
Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity |
2 | |
| 3 Administrative expenses paid to accomplish exempt purposes of supported organizations | 3 | |
| 4 Amounts paid to acquire exempt-use assets | 4 | |
| 5 Qualified set-aside amounts (prior IRS approval required - provide details in Part VI) | 5 | |
| 6 Other distributions (describe in Part VI). See instructions | 6 | |
| 7Total annual distributions. Add lines 1 through 6. | 7 | |
|
8
Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions |
8 | |
| 9 Distributable amount for 2023 from Section C, line 6 | 9 | |
| 10 Line 8 amount divided by Line 9 amount | 10 | |
| Section E - Distribution Allocations (see instructions) |
(i) Excess Distributions |
(ii) Underdistributions Pre-2023 |
(iii) Distributable Amount for 2023 |
|
|---|---|---|---|---|
| 1 Distributable amount for 2023 from Section C, line 6 | ||||
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2
Underdistributions, if any, for years prior to 2023 (reasonable cause required-- explain in Part VI).
See instructions. |
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| 3 Excess distributions carryover, if any, to 2023: | ||||
| a From 2018....... | ||||
| b From 2019....... | ||||
| c From 2020....... | ||||
| d From 2021....... | ||||
| e From 2022....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2023 distributable amount | ||||
|
i
Carryover from 2018 not applied (see instructions) |
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| j Remainder. Subtract lines 3g, 3h, and 3i from line 3f. | ||||
| 4Distributions for 2023 from Section D, line 7: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2023 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from line 4. | ||||
|
5
Remaining underdistributions for years prior to 2023, if any. Subtract lines 3g and 4a from line 2. If the amount is greater than zero, explain in Part VI. See instructions. |
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6
Remaining underdistributions for 2023. Subtract lines 3h and 4b from line 1. If the amount is greater than zero, explain in Part VI. See instructions. |
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7 Excess distributions carryover to 2024. Add lines 3j and 4c. |
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| 8 Breakdown of line 7: | ||||
| a Excess from 2019..... | ||||
| b Excess from 2020..... | ||||
| c Excess from 2021..... | ||||
| d Excess from 2022..... | ||||
| e Excess from 2023..... | ||||
| Facts And Circumstances Test |
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| Return Reference | Explanation |
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| Software Version: |
| Return Reference | Explanation |
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| 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 TRUSTEES AND ARE APPOINTED BY THE CHAIR. THE BOARD OF TRUSTEES HAVE ADOPTED THE PRACTICE OF ASSESSING COMPENSATION FOR EVERY STAFF POSITION TO ASSURE CONSISTENCY AND COMPETITIVENESS WITH THE MARKET. THE ORGANIZATION'S COMPENSATION PHILOSOPHY HAS BEEN TO MANAGE BASE SALARY COMPENSATION TOWARD THE MIDPOINT OF THE MARKET 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. 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 | FOR 50 YEARS, NEW BRUNSWICK TOMORROW HAS DRIVEN SOCIAL REVITALIZATION FOR THE CITY OF NEW BRUNSWICK BY TAKING ON THE ISSUES THAT MATTER MOST TO CITY RESIDENTS AND FAMILIES. OUR MISSION IS TO IMPROVE THE QUALITY OF LIFE FOR ALL WHO CALL NEW BRUNSWICK HOME. WE ARE A SOCIAL IMPACT ORGANIZATION, COMMITTED TO MOVING PEOPLE FORWARD BY ADDRESSING THE HUMAN ISSUES THAT IMPACT US ALL, INCLUDING: THE VIBRANCY OF NEIGHBORHOOD; A FAMILY'S HEALTH AND WELL-BEING, AND A CHILD'S ACADEMIC PROGRESS AND ABILITY TO MEET THEIR FULLEST POTENTIAL. NBT'S HOLISTIC APPROACH INCLUDES ENGAGING STAKEHOLDERS TO IDENTIFY ISSUES RELATED TO THE COMMUNITY'S HEALTH, EDUCATION AND HUMAN SERVICE NEEDS. WITH OVER 1,000 DOCUMENTED POTENTIAL STAKEHOLDER PARTNERS, REPRESENTING OVER 200 LOCAL SOCIAL PROGRAMS, AND MANY FUNDING PARTNERS, THE NEED TO CONVENE PARTNERS AND FIND SOLUTIONS IS GREAT. NBT BRINGS TOGETHER A DIVERSITY OF PARTNERS COMMITTED TO TAKE ACTION ON COMMUNITY DEVELOPMENT NEEDS. THIS PROCESS HAS BEEN USED SUCCESSFULLY FOR 45 YEARS, BUILDING A COMMUNITY THAT CONTINUES TO MOVE NEW BRUNSWICK'S PEOPLE FORWARD. FOR MORE INFORMATION ON HOW NBT 3IDENTIFIES COMMUNITY NEEDS, ENGAGES THE COMMUNITY, GROWS PARTNERSHIPS, AND PROGRAM DETAILS ON KEY ISSUES, VISIT OUR WEBSITE AT WWW.NBTOMORROW.ORG |
| FORM 990, PART III, LINE 1 | THROUGH A SHARED VALUE OF COMMUNITY AND PARTNERSHIP, WE BRING DIVERSE INTEREST TO THE TABLE TO INSPIRE PEOPLE AND MOBILIZE RESOURCES TO STRENGTHEN OUR COMMUNITY. WORKING SIDE-BY-SIDE WITH COMMITTED PARTNERS, WE FOCUS ON SETTING GOALS, TURNING GOALS INTO PLANS, AND PLANS INTO ACTION, ULTIMATELY HELPING RESIDENTS IMPROVE THEIR QUALITY OF LIFE. TO DO THIS WORK, WE FOSTER PARTNERSHIPS WITH INSTITUTIONS AND COMMUNITY ORGANIZATIONS THAT PROMOTE UPWARD ECONOMIC MOBILITY, SELF-SUFFICIENCY AND PERSONAL DIGNITY FOR ALL. NBT SERVES AS A CATALYST IN DEVELOPING AND SUPPORTING SOLUTIONS THAT STRENGTHEN OUR COMMUNITY BY: 1) IDENTIFING SOCIAL NEEDS, DRIVEN BY BOTH DATA AND THE COMMUNITY'S INSIGHTS; 2) BRINGING PEOPLE AND RESOURCES TOGETHER, INSPIRING ACTION AND ACCOUNTABILITY; 3) COLLABORATIVELY DEVISING SOLUTIONS, LEADING SOCIAL CHANGE CITYWIDE; AND, 4) BUILDING CAPACITY TO MAINTAIN MEANINGFUL COMMUNITY IMPACT. TO REALIZE THIS, NBT UTILIZES TASK FORCES AS VEHICLES FOR CONVENING PARTNERS COMMITTED TO RESOLVING THE ISSUES THAT AFFECT FAMILIES AND INDIVIDUALS THE MOST. PARTNERS INCLUDE: RESIDENTS, EDUCATORS, RELIGIOUS LEADERS, HOSPITAL REPRESENTATIVES, ELECTED AND APPOINTED OFFICIALS, CORPORATE LEADERS AND ACADEMIA, THAT SERVE ON OUR TASK FORCES, INCLUDING: 1) HEALTH TASK FORCE - TO IMPROVE HEALTH OUTCOMES FOR ALL BY PROMOTING HEALTHY, ACTIVE LIFESTYLES, PREVENTING DISEASES, AND INCREASING ACCESS TO HEALTH SERVICES. 2) NEIGHBORHOOD TASK FORCE (FORMERLY, FAMILY TASK FORCE) - TO IMPROVE NEIGHBORHOODS BY FOSTERING SAFE AND DESIRABLE CONDITIONS, COMMUNITY SUPPORT SERVICES, RICH CULTURAL OFFERINGS, ECONOMIC OPPORTUNITIES, AND THE ABILITY TO CONNECT WITH ONE ANOTHER. 3) 0-21 TASK FORCE (FORMERLY, YOUTH TASK FORCE) - TO IMPROVE YOUTH OUTCOMES BY FOCUSING ON YOUTH, AGES 0-21, TO BE SUPPORTED IN SAFE AND HEALTHY ENVIRONMENT TO ACHIEVE HIGH LEVELS OF EDUCATION, EMPLOYMENT AND SELF-SUFFICIENCY AS ADULTS. |
| FORM 990, PART III, LINE 4A | NEW BRUNSWICK TOMORROW CONVENES ALL YOUTH STAKEHOLDERS IN THE CITY OF NEW BRUNSWICK, NEW JERSEY, TO IDENTIFY ISSUES THAT AFFECT OUR CITY'S YOUTH AND DEVELOP SOLUTIONS. THEO TO 21 TASK FORCE INCLUDES THE BOBADILLA SUMMER SOCCER ACADEMY, A 5-WEEK SUMMER CAMP FOR YOUTH, AGES 7-15. THE CAMP FOCUSES ON STRENGTHENING SOCCER SKILLS OF THE PARTICIPANTS, AND HAS AN EMPHASIS OF COMMUNITY WELLNESS, WITH FITNESS ACTIVITIES INTENSIFYING DURING THE LATTER HALF OF THE SUMMER. WHILE CAMPERS WALK AWAY WITH MEMORIES OF A FUN SUMMER, WE SEE DEEPER GROWTH IN SKILLS THEY ACHIEVED IN DISCIPLINE, COMMITMENT, TEAMWORK, FITNESS, AND COMMUNICATION. IN 2024, WE HAD OVER 140 STUDENTS PARTICIPATE DAILY AND EMPLOYED 12 HIGH SCHOOL STUDENTS. ADDITIONALLY, WE PROVIDED FINANCIAL SUPPORT FOR HIGHER EDUCATION THROUGH A PARTNERSHIP WITH NEW BRUNSWICK EDUCATION FOUNDATION TO IMPLEMENT TRAINING AND LEADERSHIP DEVELOPMENT WORKSHOPS FOR HIGH SCHOOL AVID STUDENTS, FOCUSED ON COLLEGE AND CAREER PATHWAYS. A KEY INITIATIVE OF THIS EXCITING PARTNERSHIP ARE 10 ANNUAL SCHOLARSHIPS THAT NBT SPONSORS THROUGH GENEROUS DONATIONS FOR THE NBEF SCHOLARSHIP PROGRAM. THIS YEAR AT THE AWARDS GALA, NBT ACCEPTED THE OUTSTANDING COMMUNITY PARTNER AWARD FROM THE NEW BRUNSWICK EDUCATION FOUNDATION, RECOGNIZING NBT FOR ITS LEADERSHIP AND SERVICE IN IMPACTING THE LIVES OF NEW BRUNSWICK'S YOUTH AND THEIR FAMILIES. |
| FORM 990, PART III, LINE 4B | THROUGH THE HEALTH TASK FORCE ACTIVITIES, RESPONDED TO HEALTH NEEDS RELATED COVID, THE FLU, RSV, AND FOOD SECURITY, AND MORE. THOUGH THE COMMUNITY HAS LARGELY MOVED ON FROM THE COVID-19 PANDEMIC, THERE HAVE BEEN SURGES OF NEW VARIANTS OVER THE LAST YEAR CREATING THE NEED FOR A CONTINUED RESPONSE. ACCORDINGLY, WE COORDINATED LOCAL VACCINE AND TESTING PROVIDERS TO PROVIDE CONTINUED AWARENESS OF THE EFFECTS OF COVID-19, WHILE ALSO OFFERING FLU AND RSV VACCINES. NBT ORGANIZED AND PROMOTED DAILY STATIC AND/OR POP-UP CLINICS FOR RESIDENTS AND FACILITATED ABOUT 20 VACCINE CLINICS, PROVIDING TECHNICAL SUPPORT TO OVER 90% OF ALL POPUP CLINICS THROUGHOUT THE CITY. AS A RESULT, VACCINES WERE ADMINISTERED CITYWIDE. TRADITIONAL, FACE-TO-FACE, COMMUNITY OUTREACH IS CRITICAL IN REACHING OUR RESIDENTS; ESPECIALLY FOR THE DISSEMINATION OF HEALTH INFORMATION AND RESOURCES. THROUGHOUT THE YEAR, THE HEALTH TEAM ATTENDED A TOTAL OF 50 HEALTH-OUTREACH EVENTS, AND ENGAGED IN SEVERAL DOOR KNOCKING CAMPAIGNS, REACHING OVER 2000 RESIDENTS. DIGITAL COMMUNICATION ALSO PLAYS A LARGE ROLE IN REACHING OUR TARGET AUDIENCE. EVERY DIGITAL PLATFORM RECEIVED AN INCREASE IN FOLLOWERS, ENGAGEMENT, AND REACH (WITH THOUSANDS OF VIEWS AND UNIQUE IMPRESSIONS). |
| FORM 990, PART III, LINE 4C | THROUGH THE NEIGHBORHOOD TASK FORCE ACTIVITIES, NBT FOSTERS CONNECTIONS WITH AND AMONG NEIGHBORHOOD RESIDENTS AND LOCAL BUSINESS PEOPLE, BUILDING A SOCIAL INFRASTRUCTURE TO IDENTIFY CONCERNS AND EFFECTIVELY ADVANCE SOLUTIONS THAT MAXIMIZE NEIGHBORHOOD POTENTIAL. A PRIMARY PROGRAM AREA IS THE ESPERANZA NEIGHBORHOOD PROJECT - A COMPREHENSIVE NEIGHBORHOOD IMPROVEMENT AND REVITALIZATION INITIATIVE FOCUSED ON A 57-BLOCK AREA OF NEW BRUNSWICK, AND THE CENTERPIECE OF NBT'S NEIGHBORHOOD DEVELOPMENT STRATEGY. ESPERANZA WORKS WITH COMMUNITY RESIDENTS, BUSINESS PEOPLE, STAKEHOLDERS, AND COLLABORATING ORGANIZATIONS TO ADVANCE SOLUTIONS TO MAXIMIZE NEIGHBORHOOD POTENTIAL, PARTICULARLY IN THE AREAS OF NEIGHBORHOOD CONDITIONS, ECONOMIC OPPORTUNITY, HOUSING, AND FAMILY SERVICES. THROUGH THIS TASK FORCE, NBT DEVELOPS AND IMPLEMENTS MULTI-PRONGED STRATEGIES FOR FAMILIES SEEKING TO ACHIEVE UPWARD ECONOMIC MOBILITY, AND AN IMPROVED LIVING ENVIRONMENT. IN 2024, NBT DISTRIBUTED OVER $150,000 IN DOWN PAYMENT ASSISTANCE FOR FIRST TIME HOMEOWNERS, AND LAUNCHED HUB CITY HOUSING TO DEVELOP AFFORDABLE HOUSING OPPORTUNITIES IN DISTRESSED NEIGHBORHOODS. NBT'S WORK IN NEIGHBORHOODS AIMS TO SUPPORT OUR COMMUNITY IN LONG-TERM, RESIDENT-DRIVEN NEIGHBORHOOD REVITALIZATION. |
| FORM 990, PART III, LINE 4D | OTHER TASK FORCE ACTIVITIES INCLUDE: NEW BRUNSWICK COMMUNITY SURVEY: NBT REGULARLY COMMISSIONS SURVEYS, THE LATEST BEING THE 2024 NEW BRUNSWICK COMMUNITY SURVEY. THIS DATA INFORMS NBT'S PLANNING AND ACTION, FOCUSING RESOURCES ON SEVERAL IMPORTANT PRIORITIES TO ADDRESS NEW BRUNSWICK'S HEALTH AND HUMAN SERVICE NEEDS. THIS IS ALSO AN AREA OF GROWTH FOR NBT - - TO STRENGTHENING METRICS TO GO BEYOND DATA BASED ON PROGRAMMING OUTCOMES (STRATEGIES), TO ENCOMPASS A GREATER UNDERSTANDING ON THE IMPACT NBT HAS ON THE COMMUNITY (RESULTS). OVER THE LAST YEAR, WE WORKED WITH EAGLETON AND ABOUT 25 SELECTED COMMUNITY AND EXPERT PARTNERS TO VET AND DEPLOY AN EFFECTIVE SURVEY TOOL FOR MAKING IMPROVEMENTS AND CAPTURING MEANINGFUL IMPACT. IN 2025, NBT WILL HOST A SERIES OF COMMUNITY FORUMS AND COMMUNICATIONS TO SHARE SURVEY RESULTS. |
| FORM 990 PART IX LINE 11G | DESCRIPTION:OTHER PROFESSIONAL FEES TOTAL FEES:266693 |
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