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Delhi Center

 505 E Central Avenue
 Santa Ana, CA 92707
[P] (714) 481-9601
[F] (714) 481-9698
http://www.delhicenter.org
[email protected]
Jenny Rios
FOUNDED: 1969
INCORPORATED: 1969
 Printable 1 Page Summary
 Printable Profile
Organization DBA Delhi Center
Former Names --
Organization received a competitive grant from the community foundation in the past five years No
Employer Identification Number 95-2620952 00000

Summary


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Mission StatementMORE »

Our mission is to advance self-sufficiency through sustainable programs in health, financial stability, education, and community engagement.

Mission Statement

Our mission is to advance self-sufficiency through sustainable programs in health, financial stability, education, and community engagement.

FinancialsMORE »

Fiscal Year 2017
Projected Expenses $1,100,000.00
Projected Revenue $1,200,000.00

ProgramsMORE »

  • Teens Engaged in Learning & Leadership
  • Magical Math & Musical Theater Summer Camp
  • Cultural Arts and Fitness Classes
  • Financial Fitness

Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

For more details regarding the organization's financial information, select the financial tab and review available comments.


Overview


Mission Statement

Our mission is to advance self-sufficiency through sustainable programs in health, financial stability, education, and community engagement.

Background Statement

​​In 1969, Delhi Center was incorporated as a nonprofit organization by residents, the local Catholic Church, and the Junior League of Newport Beach. The National Armory donated two WWII era Quonset Huts, and the Manuel Esqueda family donated the land on the corner of Center and Halladay.

​Signs of community distress and social displacement were evidenced by the 1990 Census. The area became home to very young households with high unemployment rates and low educational levels. Gang involvement and crime increased, and the neighborhood acquired a negative image which resulted in older families moving away. These conditions triggered renewed efforts to improve the neighborhood and brought together various social groups who pressed the City of Santa Ana to expand the Delhi Park and to construct a new community center.

​In 2001, center leaders achieved an historic milestone and constructed the largest community center of its kind in Santa Ana. Grant funding was secured from various sources through a combined effort of the City and Delhi Center leaders, which involved resident focus groups to ensure the community had a voice. With the support of elected officials, residents, and private sponsors Delhi Center opened its doors at its current location on December 17, 2001.

​Delhi Center entered into a contract with City of Santa Ana whereby the land is owned by the City and the building is owned by Delhi Center. This unique partnership has resulted in countless beneficial services provided to not only the Delhi neighborhood but to the entire Santa Ana community.

Delhi Center continues to serve as a gathering place for local residents and organizations from throughout Orange County. It serves as an investment vehicle for those wishing to impact the lives of our most challenged neighbors.

​Its leaders have brought Delhi Center full circle, helping it to become independent and self-sufficient by generating multiple revenue streams to reduce its dependence on grant funding for administrative costs. Delhi Center has maintained a high level of service and welcomes over 42,000 individuals annually through its doors for various programs, services, and events.

People of all ages and all walks of life are served at Delhi Center, which continues to improve the quality of life for residents of Santa Ana and the surrounding communities. Its history, perseverance, and impact is a testament to the work ethic of those it serves and the hope that defines its legacy.

Impact Statement

A great success has been Delhi Center’s Financial Stability Program, operated since 2013. In 2016, nearly 1,400 individuals received financial education workshops and approximately 170 clients were assisted with lowering their utility and phone bills. 68 clients were served with intensive case management services, 71% of whom opened a savings account, 66% improved their credit scores, and 54% significantly decreased their debt.

The first Summer Enrichment Camp was offered in 2016, serving 60 participants M-F from 7:30 am to 5:30 pm for 9 weeks. Children engaged in visual and performing art lessons while teens participated in leadership development and served as Junior Camp Leaders. A musical theatrical production and an art gallery were featured at the End-of-Summer Extravaganza to celebrate participant achievements.

 The Camp has been expanded to include a STEM based Mathletics program, which provides activities in math and science and a math and science fair as part of the end-of-summer celebration. The teen component has been developed into a year-round program, which helps teens develop skills needed for effective leadership that they apply in meaningful service to the community through internships at Delhi Center. Each teen who completes the program receives a $500 scholarship.

Delhi Center has initiated two new projects that aim to address financial and educational distress. The Early Learning Project is a collaborative that seeks to develop collective impact strategies to improve early learning outcomes for Santa Ana children ages 0-8 while focusing on how family financial status impacts early learning. The Fair Lending Project addresses problems associated with payday loans and high-interest lending platforms that are pervasive throughout Santa Ana. These projects will result in an inventory of services that provide economic supports to families as well as best practices for early learning and will serve to increase support for families.
 

Needs Statement

1. Director of Programs: Currently the CEO acts as the Director of Programs which limits her capacity to 
2. Furniture: Tables and chairs, 
3. Facility Improvements: new flooring, paint, signage, lighting, etc. 
4. Staff Work Area Improvements:
5. Deferred Maintenance Improvements:

CEO Statement

My name is Jenny Rios and I have been the Delhi Center CEO since July 27, 2015. I love coming to work at this dynamic and vibrant place! The people who work here and volunteer here and participate here all work together to help make Santa Ana a better place to live. 

Let me give you an example of our great staff. First there is Freddy our Facility Coordinator. Freddy grew up in the neighborhood and he used to hang out in front of the center with a bunch of friends on their skateboards. He started volunteering at the center, helping his dad who was the custodian. Freddy was hired as the Facility Coordinator just to help with facility rentals. He is a young man of many talents and as a result, his responsibilities have increased significantly. Freddy not only handles facility rentals but he also takes the lead on our IT issues, social media marketing, and overall trouble shooting. He always has a smile on his face and a positive outlook on life.
 
Another staff person is Nancy who was hired to manage the very program her family was a participant in. Nancy always comes up with innovative ideas to help Delhi Center better serve the community. She is an advocate for financial stability and has a passion for helping clients save money and improve their financial status. Many clients have reduced debt, increased their credit scores, and increased their assets through Nancy's guidance and support. 
 
An example of our fantastic volunteers is Tony who was one of our program participants. Tony is a happy guy and he loves to help the center. Tony comes in almost every day to help keep the center clean. He helps with daily maintenance and with bigger projects such as cleaning and polishing floors. Delhi Center is over 36,000 square feet with a lot of foot traffic every day so this is no small effort!
 
Then there's our seniors who meet twice a week to help keep each other active in a safe and social environment. Recently 6 seniors volunteered to be trained to manage a food distribution program for the community. The program must be run by volunteers and these seniors stepped up to the plate to get the job done. The community will benefit from fresh produce, canned goods, and other food items to help manage household costs.
 
Delhi Center is about the community working together to improve the lives of all residents. People don't just come to Delhi Center to be served. They come here to take part in serving and giving back as well. Delhi Center was originally created by the people of the community, and it continues to serve the community through the efforts of all.

Board Chair Statement



Other Ways to Donate/Volunteer

Delhi Center accepts one-time cash donations as well as regular monthly donations that can be made in person at 505 E. Central Ave., Santa Ana, CA 92706; by phone by calling Alicia Rodriguez, Chief Operations Officer at 714-481-9625; or on-line by visiting our website at www.delhicenter.org. There are may ways to volunteer at Delhi Center, including helping with facility improvements, social media marketing, and joining our annual Zocalo Fiesta Fundraising Committee. Please call today at 714-481-9600 for more information.

Geographic Area Served

Central Orange County
West Orange County
South Orange County
North Orange County
Delhi Center serves all of Orange County, California with particular emphasis on Santa Ana residents. A special effort is made to provide specific programs and services to residents who live in the Delhi neighborhood, one of the oldest neighborhoods in the City of Santa Ana.

Organization Categories

  1. Human Services - Family Services
  2. Community Improvement, Capacity Building - Economic Development
  3. Education - Educational Services

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Programs


Teens Engaged in Learning & Leadership

Uses leadership development, mentoring, and internships to help teens build skills and learn how those skills can generate pathways to higher education and career exploration. Includes a series of coordinated, progressive activities and experiences with 30 hours of classroom training, 80 hours of internship work, 100 hours of volunteer service, and participation in community events. Teens start by developing a personal goal plan and engage in career exploration activities that develop critical thinking and problem solving skills, then complete work-readiness activities, including resume/portfolio preparation, mock interviews, career goal setting, job coaching, etc. Teens complete an internship and are trained and supervised by Delhi Center staff in social media marketing, bookkeeping and accounting, customer service, cultural arts class instruction, and financial stability education. They may also work on research projects and assist with producing special events for the community.

Budget  $58,275.00
Category  Youth Development, General/Other Youth Leadership
Population Served Adolescents Only (13-19 years) At-Risk Populations Minorities
Program Short-Term Success  The benchmarks for this program include not only each teen completing 80 hours of internship, 100 hours of volunteer service, and 1 event, including networking opportunities, but also using those activities in such a way that produces the outcomes expected. All of the activities combined will lead to increased social competencies, a sense of responsibility to oneself and others, knowledge of and ability to seek out resources, and an increased awareness of how personal actions affect others. Additionally, teens will have the opportunity to demonstrate their accomplishments in a variety of situations, and be recognized in front of their family, peers, and mentors.
Program Long-Term Success 

Participants will be able to build resiliency by engaging in a variety of challenging activities that develop problem solving and critical thinking skills, help define values and improve self-awareness, and teach how to make safe choices to overcome risky situations. Through classroom learning, peer group activities, mentoring, and opportunities to practice skills learned, the participants develop the characteristics that lead to resilience and develop a mental picture of what excellence looks like, from which they will able to learn to use self-assessment to address weaknesses which leads to self-mastery. Teens will increase self-awareness, define and achieve personal goals, increase leadership skills, improve attitudes and behaviors, and increase their commitment towards gang free lifestyles with the end result of being better prepared to enter the workforce.

Program Success Monitored By  Teens will create a personal development plan to define the goals that they want to achieve, including personal and leadership skills desired, interests to be developed related to higher education and/or careers, improvements needed in academic achievement, topics of interest, etc. Teens will keep a journal, which they will review at several points throughout the program to identify progress in self-esteem, attitude, aptitude, and other indicators. They will develop tracking methods to monitor their progress and identify areas in need of further improvement and they will create a portfolio of all their work as a tangible demonstration of their progress. Teens will be evaluated based on instructor and internship supervisor observations as well as student achievement and increased skill levels based on pre- and post-tests designed specifically for each program component. Internship Supervisors will conduct a mock employee performance evaluation to simulate the real-life work experience.
Examples of Program Success 
In the summer of 2016 a total of 12 teens completed the program. Each teen was required to complete a minimum of 100 hours of volunteer service however, every single teen surpassed that requirement and most of them completed over 300 hours of volunteer service in addition to their classroom training. Additionally, three of the teens were hired as assistant instructors in the after school program in Santa Ana schools and one teen has become a community advocate, speaking during public comments at the City Council meetings for positive change in the community. 

Magical Math & Musical Theater Summer Camp

Challenging cultural art lessons and STEM based activities with a culminating event, including a musical theater production, art gallery, and math/science fair. Classes include art, dance, musical theater, gardening, and fitness. Participants are exposed to different art forms and artistic disciplines to increase their awareness and appreciation of the arts and engage in fun and creative projects and games to stimulate interest in math and science. The program provides high-quality, personalized instruction by professional instructors. Classes are divided into different age groups to ensure success for all students. The curriculum begins with foundational skills and progresses towards greater levels of complexity, creativity, and achievement. Lesson plans include developing teamwork and working with partners as well as independent practice. Students learn to follow instructions and become more self-confident by having the opportunity to master skills in a supportive environment.
Budget  $30,000.00
Category  Education, General/Other Educational Programs
Population Served Children and Youth (0 - 19 years) At-Risk Populations Minorities
Program Short-Term Success 

The program will serve a minimum of 60 participants who will complete 7 weeks of classes and learn the songs, dances, and play and 90% will participate in the end-of-summer production.

Three teens will be trained to serve as math and science interns and will complete 100 hours each of volunteer service.

90% of the students will participate in a minimum of one math or science project exhibit and/or create an art piece for the art gallery for the end-of-summer production.

80% of parents will participate in a minimum of one parent meeting or student presentation.

Program Long-Term Success 

The Camp will enrich the community by engaging young people in the arts and giving them maximum exposure to different visual and performing artistic genres to help them develop a long-term passion and commitment to the arts. The program provides a way to achieve cultural equity, access and inclusion in cultural arts and STEM based programming for a community that has long been underserved and faced with accessibility barriers to participation in artistic and educational opportunities. The program also improves the quality of life of residents by engaging them in creative and educational activities that are accessible in terms of affordability and location. It addresses the barriers that often prevent participation in the arts by ensuring involvement despite the inability to pay, through the use of scholarships.

Program Success Monitored By 

Participants are evaluated based on instructor observations as well as student achievement and increased skill levels based on pre- and post-tests designed specifically for each program component. Programmatic outcomes are expected to include an increase in communication, team building and technical skills in visual and performing art, achievement of personal goals, self and body awareness and confidence and a strong commitment to respecting self and their community. Program participants Teens will create a personal development plan to define the goals that they want to achieve and they will keep a journal to monitor accomplishments. Teens will be evaluated based on instructor and internship supervisor observations as well as student achievement and increased skill levels based on pre- and post-tests designed specifically for each program component. Internship Supervisors will conduct a mock employee performance evaluation to simulate the real-life work experience.

Examples of Program Success  In 2016, the summer camp was initiated as a pilot program and there were a total of 40 participants in the summer camp and an additional 40 students in the Mathletics program, which was previously conducted after school. The Mathletics program was restructured to be included as part of the summer camp for 2017 and this will be the first year with the current structure. In 2016 over 200 residents attended the end-of-summer production and 12 teens participated as interns. Three of those teens were hired in part time positions as instructor assistants in the after-school programs in the district.

Cultural Arts and Fitness Classes

Challenging enrichment and cultural art lessons and fitness classes for children ages 6-18, including singing, acting and improvisation, musical theater, hip hop, breakdance, popping, ballet, art and illustration, self-defense, karate, and kids Zumba, including strategies learned from research-based best practices developed by the US Department of Justice and National Coalition for Core Arts Standards. Through singing, drama, dance, and visual arts, youths learn new skills and self-expression through meaningful activities that build towards culminating events presented throughout the community. Expert instructors act as mentors to guide and develop children to become masterful in the arts and fitness and provide a source of bonding that forms an attachment and commitment towards positive attitudes and behaviors.
Budget  $85,000.00
Category  Education, General/Other Afterschool Enrichment
Population Served Children and Youth (0 - 19 years) At-Risk Populations Minorities
Program Short-Term Success  Students make a commitment of at least 30 hours of classroom training, 6 hours of gang prevention workshops, and 2 performances. A minimum of 6 parent workshops are conducted and parents are expected to attend 4 within a 12-month period. Parent workshops are intended to engage the entire family to ensure long-term participation and include safety concerns in the neighborhood, in addition to parental support for their children’s involvement.
Program Long-Term Success  Participants learn foundational skills to improve artistic and physical abilities combined with problem solving skills and personal development. Participants learn to observe, interpret, analyze, and evaluate their involvement in artistic and fitness endeavors to discover appreciation and inspiration for optimal growth and motivation to achieve personal goals. Students gain positive peer interactions, trust, teamwork and belonging to a community by connecting with peers and adults who demonstrate positive social behaviors. Participants create presentations and are recognized for their work through activities that are focused on character integrity, courage, positive self-regard, and intellectual ability in social and behavioral skills. Students are recognized for their accomplishments during regular performance evaluations and feedback provided by the instructors as well as by the rewards of participating in the community performances.
Program Success Monitored By 

Participants are evaluated based on instructor observations as well as student achievement and increased skill levels based on pre- and post-tests designed specifically for each program component. Success is monitored by the ability of students to graduate to the next level within the class structure. Parents are also given pre and post tests to measure their participation in their children’s activities.

Examples of Program Success 

The Mommy and Me Ballet classes have seen tremendous success with a high rate of parent involvement and increased ability of students. This has resulted in the need to double the number of classes offered each week and add more levels as students make progress in skill level. The lessons learned from this structure are being used to modify other classes offered so that parents are require to become more involved for their children to participate. Through this parent connection, we expect to see further increases in attendance and long-term commitment to a variety of educational and healthy pursuits.


Financial Fitness

Support and educational services to help families reduce debt, improve credit scores, and increase savings to build financial stability and access fair lending services. Clients are assisted with complaint resolution regarding phone bills and utility services. Delhi Center is a member of the United Way Financial Stability Alliance, a collaboration of private and nonprofit organizations working together to seek ways to increase the financial stability of residents of Orange County. Delhi Center also has taken the lead on a collaborative that seeks to develop collective impact strategies to improve early learning outcomes for Santa Ana children ages 0-5 while focusing on how family financial status impacts early learning. The goal is to produce an inventory of programs and services that provide economic supports and early learning resources to families and to assess Delhi Center’s capacity to provide services that address the needs of families directly or through partnerships.
Budget  $45,000.00
Category  Community Development, General/Other Community Economic Development
Population Served Adults Families Minorities
Program Short-Term Success  Delhi Center has engaged a coalition of partners with the expertise to develop its strategy to achieve its new mission to empower families to achieve financial success. Partners include the UC Irvine School of Law, Community and Economic Development Legal Clinic; CSU Long Beach Center for Community Engagement, Department of Chicana/o and Latina/p Studies, and the Department of Economics; and Orange County Labor Federation.

 

Program Long-Term Success 

Delhi Center has a long-term goal to empower families and communities to achieve financial success. Delhi Center in in the process of developing a strategy to address the problems of dependence on Short Term Hight Interest loans that are offered by Payday and Car Title loans and check cashing services, which result in low income families incurring significant debt and damaging their credit worthiness. Delhi Center aims to impact the lives of low-income residents by offering alternatives to high interest loan products; helping them build their financial profile (eliminating debt, improving credit scores, increasing savings, etc.); and connecting then to financial services, workforce development, and social supports that put them on the road to financial stability and success.

Program Success Monitored By  Client case management is used to track accomplishments for financial stability direct services. Clients set and track financial goals and objectives and set timelines for achieving them.
Examples of Program Success 

 

In 2016, over 1,200 clients were served with educational workshops on topics designed to prevent scams and reduce costs on their phone and utility bills. 110 disputes with phone and utility bills were resolved, resulting in actual savings and/or refunds as well as elimination of negative entries on clients’ credit reports. Clients served with employment counseling collectively increased their income by a total of $91,639; 41 clients increased their credit score with an average increase of 7.85%; 42 opened a savings account and saved a total of $175,259; 28 clients reduced their debt by a total of $75,523; 5 clients became US citizens; 5 clients enrolled in a 401K and/or obtained life insurance; 38 clients enrolled in English classes/computer classes and/or High School Online; 1 client received a home loan of $150,000; 69 clients secured Health Coverage; 69 clients gained access to a banking institution; and 10 clients graduated from the program with a total savings of $70,048.


Management


CEO/Executive Director Ms. Jenny Rios
CEO Term Start July 2015
CEO Email [email protected]
CEO Experience


Former CEOs and Terms

Name Start End
-- -- --

Senior Staff

Name Title Experience/Biography
Kathy Bravo Development Associate --
Sandy Escobedo Development Consultant --
Jeanette Valencia Marketing & Communications Consultant --

Awards

Award Awarding Organization Year
Estrella Award Orange County Hispanic Chamber of Commerce 2012

Affiliations

Affiliation Year
-- --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

211, Achievement Institute of Scientific Studies (AISS), Alta-Med Health Care, A-Z techs, California Public Utilities Commission, CalOptima, Centennial Education Center, Children’s Hospital of Orange County (CHOC), Coalition of Latino AIDS Service Providers (CLASP), Community Action Partnership, Communidad Latina, County of Orange - MHSA & SSA, County of Orange Health Care Agency, Disney VoluntEARS, Fresh Healthy, General Mills, Ground Work Group, Health Care Consultants, Healthy Smiles for Kids of Orange County, Nonprofits' Insurance Alliance of California (NIAC), Orange County Home Ownership Preservation Collaborative (OCHOPC), Official No One Left Behind, OneOC, Orange County Head Start, Orange County United Way, Public Law Center, ResCare, Santa Ana College, Santa Ana Unified School District, St. Joseph Hospital/Puente de la Salud & Cardiovascular Mobile Clinic,State of California – EDD, Susan Hoover and Associates, The Olin Group, University of California Irvine, Young Champions

Staff Information

Number of Full Time Staff 16
Number of Part Time Staff 5
Number of Volunteers 150
Number of Contract Staff 2
Staff Retention Rate % 95%
Staff Professional Development Yes

Staff Demographics

Ethnicity African American/Black: 1
Asian American/Pacific Islander: --
Caucasian: 2
Hispanic/Latino: 5
Native American/American Indian: 1
Other: 0
Other (if specified): 0
Gender Female: 12
Male: 4
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 10
Management Succession Plan Yes
Organization Policies And Procedures Yes
Business Continuity of Operations Plan Yes

Risk Management Provisions

Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy Yes

Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency Yes Bi-Annually
Non Management Formal Evaluation and Frequency Yes Quarterly

Government Licenses

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CEO Comments

Like many nonprofit organizations who have survived the recession, Delhi Center struggles to find the core support and programmatic funding. For the first time in 5 years, our center ended the calendar year 2011 and 2012 with no debt and the elimination of an annual deficit. Although reserves are modest, our plan is to build critical reserves in 2013 and 2014 to not only maintain our programming and optimize staffing, but also to address deferred building maintenance issues and establish a “rainy day fund.”

Foundation Comments

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Governance


Board Chair Mr. Rigoberto Rodriguez Ph.D
Board Chair Company Affiliation California State University, Long Beach
Board Chair Term Nov 2014 -
Board Co-Chair Mr. Adrian M. Molina
Board Co-Chair Company Affiliation U.S. Department of Labor
Board Co-Chair Term July 2014 -

Board Members

Name Company Affiliations Status
Juanita Preciado-Hernandez -- Voting
Dr. Rigoberto Rodriguez California State University Long Beach Voting
Mr. Robert Silva Santa Ana Unified School District Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Additional Board Members and Affiliations

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 1
Hispanic/Latino: 5
Native American/American Indian: 1
Other: --
Other (if specified): --
Gender Female: 2
Male: 5
Not Specified 0

Board Information

Board Term Lengths 2
Board Term Limits 2
Board Meeting Attendance % 89%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 100%
Board Orientation Yes

CEO Comments

Delhi Center has experienced a decrease in financial support, particularly from government sources. In 2010, for example, we benefitted from city, county, state, and federal support for our Child Care Training Program, HIV/AIDS Case Management, and other health services targeting children and families. In FY 2011, due to government budget crises, the only renewed contract was with the County of Orange to support our case management services. However, this contact was awarded at a reduced amount compared to previous years.
Despite decreased funding, demand for services from Delhi Center’s clientele has never been higher. Thus, we must maintain high levels of client service with fewer resources, reduced staffing and reduced staff hours. While accomplishing more with less, we are currently undertaking a review of each program to evaluate sustainability, staffing, service quality and accountability.
Delhi Center has also launched 12 capacity building and revenue generation strategies to be implemented by 2014. Furthermore, in 2011 the Delhi Center Board of Directors committed to hiring the organization’s first director in 5 years and, thus, the need for support of critical staff has grown. 

Foundation Comments

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Standing Committees

  • Audit, Compliance and Controls
  • Board Development / Board Orientation
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Executive
  • Finance
  • Marketing

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Fiscal Year Jan 01, 2017 to Dec 31, 2017
Projected Revenue $1,200,000.00
Projected Expenses $1,100,000.00
Form 990s

2016 Form 990

2015 Form 990

2014 Form 990

2013 Form 990

2012 Form 990

Audit Documents

2012 Delhi Audited Financials

2011 Delhi Center Audited Financials

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2015 2014 2013
Total Revenue $694,803 $1,138,587 $1,090,877
Total Expenses $847,628 $1,217,675 $1,218,089

Prior Three Years Revenue Sources

Revenue By Revenue Source
Fiscal Year 2015 2014 2013
Foundation and
Corporation Contributions
$156,011 $575,835 $635,504
Government Contributions $123,623 $147,919 $148,606
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $123,623 $147,919 $148,606
Individual Contributions -- -- --
Indirect Public Support $0 $0 $0
Earned Revenue $0 $0 $0
Investment Income, Net of Losses $3 $0 $10
Membership Dues $0 $0 $0
Special Events $0 $25,944 $28,483
Revenue In-Kind $0 $0 $0
Other $415,166 $379,012 $278,274

Prior Three Years Expense Allocations

Expense By Type
Fiscal Year 2015 2014 2013
Program Expense $670,851 $1,031,510 $1,031,153
Administration Expense $176,777 $186,165 $186,936
Fundraising Expense $0 $0 $0
Payments to Affiliates $0 $0 $0
Total Revenue/Total Expenses 0.82 0.94 0.90
Program Expense/Total Expenses 79% 85% 85%
Fundraising Expense/Contributed Revenue 0% 0% 0%

Prior Three Years Assets and Liabilities

Assets and Liabilities
Fiscal Year 2015 2014 2013
Total Assets $1,558,889 $1,694,958 $1,773,978
Current Assets $31,169 $83,053 $79,698
Long-Term Liabilities $16,240 $3,258 $13,627
Current Liabilities $48,858 $45,084 $34,647
Total Net Assets $1,493,791 $1,646,616 $1,725,704

Short Term Solvency

Fiscal Year 2015 2014 2013
Current Ratio: Current Assets/Current Liabilities 0.64 1.84 2.30

Long Term Solvency

Fiscal Year 2015 2014 2013
Long-term Liabilities/Total Assets 1% 0% 1%
Endowment Value --
Spending Policy N/A
Percentage(If selected) --
Are you currently in a Capital Campaign? Anticipated In 3 Years
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? --

CEO Comments

a)     the Delhi Center ran a deficit in 2010 as a result of program expansion and increased demand for services accompanying the economic downturn. We have successfully eliminated our annual deficit within the last 11 months; this is a major accomplishment as our debt exceeded $150,000 at its height and our annual deficit was once a recurring problem.  We have successfully completed 2011 as a break-even year, the first time in five years through a combination of strategic grant writing, our events reservation social venture program, increased collaboration with community partners, and individual donor support.  Our asset base now includes modest but actual cash-on-hand and a beautiful building that is owned outright. Ownership of our facility has provided opportunities for rental revenue ensuring self-sustainability for all our programs long term. Not only have we eliminated our annual deficits and debts, we anticipate no loss for 2012 and will show a modest cash reserve on our 2012 returns. 

b)     Environmental Sustainability Committee established to research alternative energy such as solar power, to reduce our expenses on utilities and to build further capacity.

c)     Capacity-Building Committee started, which secured United Way commitment for $50,000 Sparkpoint investment, strengthening a limited past United Way relationship.

d)    Delhi Center established a standing advisory board, “Ambassadors”, with over one dozen members bringing expertise in core programs and governance. Prior to 2011, no standing advisory board existed.

e)     Impact Report: Printed and distributed 500 annual reports (before: no report existed).

f)      Marketing & Communications Committee established, comprising of consultants, stakeholders and volunteers. As a result of the Committee, the Delhi Center has been featured twice on the OC Register website which receives an average of 3,804,445 unique views on a monthly basis. This additional exposure is allowing us to expand our mission and programs to individuals and families throughout Orange County. As a result, newsletter subscribers have grown from 150 to 4,000.

g)     Tour Development:  First “Tuesday Twilight Tour” held with an approximate one dozen attendees. Volunteer tour guides have an excellent opportunity to show off their work and the impact that the Delhi Center in the community. Tours provide guests an overview of the Delhi Center, our mission and our goals. Tours invite/educate participants on how they can get involved and be part of the Delhi Center. As a result of our regular tours, we have seen an increase in volunteers and donors.

 

h)     Delhi Center established a relationship with the Corporation for National and Community Service and was selected as a site for the AmeriCorps VISTA program (Volunteers in Service to America). VISTA provides full-time members to create and expand programs that bring low-income individuals and communities out of poverty, through leveraging human, financial, and material resources to increase the capacity of low-income areas across the country. They leave behind lasting solutions to some of our country's toughest problems.

i)       Delhi Center achieved a 99% satisfaction rating from former volunteers that have donated more than 100 hours to the Delhi Center.

Foundation Comments

Summary financial data is per the Form 990s and consultation with the organization. Foundation/corporate and individual contributions are combined under Foundation and Corporation Contributions.

Documents


Other Documents

Delhi Center 2013 Form 990 (2013)

No Other Documents currently available.