Standing of the organization

Riverbend Youth Foundation · 501(c)(3) · After-school & summer programming · ED + 2 FTE + 8 seasonal staff · 5-member board

This is a public sample. The subject is a composite drawn from anonymized 501(c)(3) intake data. Real transcripts include the client’s actual numbers, program names, and board priorities. TOJ Campaign engages non-profits as a paid commercial vendor; this document does not reflect donor advisory or fundraising counsel.

01 · Executive summary

The one-paragraph read.

Riverbend has a program that works and a story that lands — brand identity and program delivery both grade strong. The gap is on the funding architecture: the org is over-reliant on one legacy foundation grant (44% of Q2 revenue) and the reporting rhythm that would earn a second-year renewal from newer funders isn’t built. Diversifying the funding base and installing quarterly impact reporting are the two moves that de-risk everything else.

02 · Five-pillar radar

Where the organization grades against the standard.

Brand Identity87 / 100A−

Operational Health82 / 100A−

Funding Architecture48 / 100C

Content & Credibility71 / 100B

Growth Readiness63 / 100B−

03 · Program-line health

Each program line, evaluated against the standard.

Program	Participants / qtr	Retention	Cost per served	Standing
After-school (K–5)	84 kids	92%	$118	Healthy
After-school (6–8)	36 kids	78%	$142	Healthy
Summer camp (2 weeks)	Deferred to Q3	—	—	Under-shipped
Family workshops	3 workshops	—	$46	Under-attended

04 · Funding architecture

Revenue mix & concentration risk.

Q2 revenue $184,200. Concentration flag: the Corning Family Foundation legacy grant provided $81,000 (44% of the quarter). Renewal is not guaranteed for FY27 — the program officer rotated in May.

Funding source	Q2 amount	% of quarter	Risk
Corning Family Foundation (legacy)	$81,000	44%	High · officer change
State DOE after-school block	$44,500	24%	Renewed
Individual giving (recurring)	$28,700	16%	Growing
Program fees (sliding scale)	$18,900	10%	Stable
Corporate sponsorship	$11,100	6%	One-off

05 · Participants & community reach

Who the org actually serves.

120 unduplicated children served across after-school programming in Q2 — up 14 vs. Q1. Family reach (siblings + guardians engaged) est. 340 people. Program-day retention 89% (kids attending ≥ 80% of enrolled days). This retention number is the strongest asset the org is not yet putting in front of funders.

Board composition: 5 members (ED-adjacent nonvoting seat, plus 4 voting). Two board seats have been vacant for 5 months; one is legally required to be a person served by the org.

06 · Path forward

Next quarter’s build order.

Three moves this quarter, in order of leverage:

Q3 focus: Ship the FY26 Q1–Q2 impact report to the board and to the top three prospective funders on the pipeline. The 89% program-day retention is the headline; the report unlocks the two most winnable RFPs (Woodard Trust and the county block grant).

Q3 secondary: Recruit and seat the two open board seats — one served-community seat, one finance-fluent seat. Governance grade lifts materially and de-risks the FY27 audit.

Q3 backburner: Redesign the family workshops as pay-what-you-can Saturday sessions. Low priority; can wait until Q4 planning.

07 · Ranked action plan

This month’s priority list.

1
Ship the FY26 mid-year impact reportBoard draft by Aug 15, funder version by Sep 1. Retention headline + participant story spread.
Owner: ED + TOJ
2
Submit Woodard Trust & county block LOIsBoth windows close before Sep 30. Pipeline value: $67,000 combined ceiling.
Owner: ED
3
Seat board vacancy · served-community seatShip recruitment ask through parent network by Aug 30. Elect at Sept board meeting.
Owner: Board Chair
4
Stand up quarterly funder briefing cadenceWritten 1-page briefing to top 5 funders each quarter. First edition drops with the mid-year report.
Owner: System
5
Book the Q4 review call30-min touchpoint on Oct 1 to review progress against these four priorities.
Owner: TOJ