Mission and Programs
Mission
Dachshund Rescue of North America, Inc. views its mission as increasing public awareness against animal cruelty and overpopulation while rescuing and placing displaced and unwanted dachshunds throughout the continent of North America. DRNA has a long-term dedication to this breed and its fair and humane treatment. This organization provides two services: the rescue and placement of unwanted or displaced dachshunds and mostly dachshund mixes regardless of age, size, sex or health and education on responsible pet ownership.
Programs
DRNA helps needy dachshunds from a variety of sources. We accept owner surrenders, shelter turn overs, dachshunds confiscated by legal authorities, and so on. Regardless of the age, condition, sex, history, etc. we try to evaluate and medically and behaviorally rehabilitate the dog and place it in a suitable environment to live out its natural life. This is an ongoing program every day.
Additional Comments from the Organization
Dachshund Rescue of North America, Inc. completed 1000 successful placements in 2007. We anticipate over 1200 in 2008 and are easily on track to meet that goal. Since January 1999 through December 2007, we have placed approximately 7000 dogs. We are funded solely through standardized placement fees, fund raisers and private donations.
Who We Are
Dachshund Rescue of North America, Inc. is the first national organization to focus solely on the rescue, rehabilitation and re-homing of dachshunds and mostly dachshund mixes.
Goals and Results
Accomplishments for
Fiscal Year Ending
December 31,
2007
- To date approximately 7,000 dachshunds and dachshund mixes have found new homes.
- In 2007, DRNA placed 1,000 needy dachshunds and mixes into new loving homes.
- As of Dec. 31, 2007, DRNA has done IVDD surgeries on 18 paralyzed dogs. Each surgery costs $2200-$3300. Nearly all have made a full recovery.
Objectives for
Fiscal Year Beginning
January 1,
2008
- This year we will launch an updated website with additional search features for members and prospective adopters. Ease in searching for a new pet will help us achieve our 20% placement increase goal.
- We strive to raise funds to have one year's operating budget in assets so that we can expand the scope of medical treatments that we can obtain, thus saving more lives. A new fund raising chair is in place with creative and aggressive programs to implement.
- We continue to expand the geographic areas that are accessible for DRNA placements via expanded transportation volunteers and DRNA members.
Self Assessment
We implemented member self-assessments in 2006. It identified outstanding volunteers as well as targeted member training needs. Some of those needs included: compassion fatigue, dealing with aggressive dogs, homeopathic medicine and supplements for better health and quality of life. Our Annual Meeting 2007 included segments on our new, improved website that will be forthcoming that allows members to self-update many items. We also hosted a guest presenter on canine acupuncture and holistic therapies.
Chief Executive Profile
Jill Blasdel-Cortus has a life-long love of this breed. Since she was 5 years old, she has had at least one dachshund in her life. She participated in 4-H Obedience with her dachshund Rosie, even though dachshunds are not known to be an obedient breed. Ms. Blasdel-Cortus attended St. Cloud State University in St. Cloud, MN graduating cum laude with a BA in psychology. She has worked in various positions in the family business since 1983. This provided a strong background in small business management and industrial processes. After becoming a frequent speaker on Infrared Technologies and Finishing Processes, she sought a new challenge. The popularity of the Internet provided the vision for what would become one of her greatest accomplishments. A dachshund in need was posted on an email list and Ms. Blasdel-Cortus found herself involved in rescue. After caring for some very medically needy dogs, she bonded together fellow independent rescuers to share expenses and average costs amongst all dogs helped in the program. The network could place all dogs for a standard placement fee and bring all dogs to a standard medical level for placement. DRNA has grown at an astonishing rate of at least 20% annually and helped thousands of dachshunds in need. Prior to helping these voiceless creatures, Ms. Blasdel-Cortus was a volunteer for Girl Scouts of the USA. She served as a troop leader, council trainer, association member, and association chair. She was recognized as an Outstanding Volunteer in the Tulip Trace Council of Girl Scouts. Her troop members earned many honors under her leadership. Jill and her husband, Neil Cortus, have six resident dachshunds and they participate in obedience, field trials and earthdog events.
Revenue and Expenses
Fiscal Year Ending
December 31,
2008
Revenue| Contributions | $133,215 |
| Program Services | $258,320 |
| Investments | $397 |
| Special Events | $0 |
| Sales | $14,996 |
| Other | $2,610 |
| Total Revenue: | $409,538 |
Expenses| Total Expenditures: | $319,409 |
Balance Sheet
Fiscal Year Ending
December 31,
2008
Note: The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot long survive, but the types of assets and liabilities also must be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
|
Assets
| January 1,
2008 | December 31,
2008 | Change |
| Cash & Equivalent | $127,960 | $218,004 | $90,044 |
| Land & Buildings | $0 | $0 | $0 |
| Other | $13,683 | $13,768 | $85 |
| Total Assets: | $141,643 | $231,772 | $90,129 |
| Liabilities | January 1,
2008 | December 31,
2008 | Change |
| Total Liabilities: | $0 | $0 | $0 |
| Fund Balance: | $141,643 | $231,772 | $90,129 |
Revenue and Expenses
Fiscal Year Ending
December 31,
2007
Revenue| Contributions | $0 |
|
Government Grants
| $0 |
| Program Services | $0 |
| Investments | $0 |
| Special Events | $0 |
| Sales | $0 |
| Other | $0 |
| Total Revenue: | $390,087 |
Expenses| Program Services | $298,646 |
| Administration | $9,682 |
| Other | $144 |
| Total Expenditures: | $308,472 |
Balance Sheet
Fiscal Year Ending
December 31,
2007
Note: The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities also must be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
|
Assets
| January 1,
2007 | December 31,
2007 | Change |
| Cash & Equivalent | $55,604 | $127,960 | $72,356 |
| Accounts Receivable | $0 | $0 | $0 |
| Pledges & Grants Receivable | $0 | $0 | $0 |
| Receivable/Other | $0 | $0 | $0 |
| Inventories for Sale or Use | $0 | $0 | $0 |
| Investment/Securities | $0 | $0 | $0 |
| Investment/Other | $0 | $0 | $0 |
| Fixed Assets | $0 | $0 | $0 |
| Other | $0 | $0 | $0 |
| Total Assets: | $60,028 | $141,643 | $81,615 |
| Liabilities | January 1,
2007 | December 31,
2007 | Change |
| Accounts Payable | $0 | $0 | $0 |
| Grants Payable | $0 | $0 | $0 |
| Deferred Revenue | $0 | $0 | $0 |
| Loans and Notes | $0 | $0 | $0 |
| Tax-Exempt Bond Liabilities | $0 | $0 | $0 |
| Other | $0 | $0 | $0 |
| Total Liabilities: | $0 | $0 | $0 |
Revenue and Expenses
Fiscal Year Ending
December 31,
2006
Revenue| Contributions | $0 |
|
Government Grants
| $0 |
| Program Services | $0 |
| Investments | $0 |
| Special Events | $0 |
| Sales | $0 |
| Other | $0 |
| Total Revenue: | $254,040 |
Expenses| Program Services | $207,752 |
| Administration | $6,344 |
| Other | $0 |
| Total Expenditures: | $214,096 |
Balance Sheet
Fiscal Year Ending
December 31,
2006
Note: The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities also must be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
|
Assets
| January 1,
2006 | December 31,
2006 | Change |
| Cash & Equivalent | $15,659 | $55,604 | $39,945 |
| Accounts Receivable | $0 | $0 | $0 |
| Pledges & Grants Receivable | $0 | $0 | $0 |
| Receivable/Other | $0 | $0 | $0 |
| Inventories for Sale or Use | $0 | $0 | $0 |
| Investment/Securities | $0 | $0 | $0 |
| Investment/Other | $0 | $0 | $0 |
| Fixed Assets | $0 | $0 | $0 |
| Other | $0 | $0 | $0 |
| Total Assets: | $20,084 | $60,028 | $39,944 |
| Liabilities | January 1,
2006 | December 31,
2006 | Change |
| Accounts Payable | $0 | $0 | $0 |
| Grants Payable | $0 | $0 | $0 |
| Deferred Revenue | $0 | $0 | $0 |
| Loans and Notes | $0 | $0 | $0 |
| Tax-Exempt Bond Liabilities | $0 | $0 | $0 |
| Other | $0 | $0 | $0 |
| Total Liabilities: | $0 | $0 | $0 |
Revenue and Expenses
Fiscal Year Ending
December 31,
2003
Revenue| Contributions | $17,580 |
|
Government Grants
| $0 |
| Program Services | $88,059 |
| Investments | $6 |
| Special Events | $12,400 |
| Sales | $1,635 |
| Other | $3,734 |
| Total Revenue: | $123,414 |
Expenses| Program Services | $121,619 |
| Administration | $3,754 |
| Other | $600 |
| Total Expenditures: | $125,973 |
Balance Sheet
Fiscal Year Ending
December 31,
2003
Note: The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities also must be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
|
Assets
| January 1,
2003 | December 31,
2003 | Change |
| Cash & Equivalent | $16,670 | $14,126 | ($2,544) |
| Accounts Receivable | $0 | $133 | $133 |
| Pledges & Grants Receivable | $0 | $0 | $0 |
| Receivable/Other | $0 | $0 | $0 |
| Inventories for Sale or Use | $2,052 | $2,053 | $1 |
| Investment/Securities | $0 | $0 | $0 |
| Investment/Other | $0 | $0 | $0 |
| Fixed Assets | $0 | $0 | $0 |
| Other | $0 | $1 | $1 |
| Total Assets: | $18,722 | $16,313 | ($2,409) |
| Liabilities | January 1,
2003 | December 31,
2003 | Change |
| Accounts Payable | $0 | $0 | $0 |
| Grants Payable | $0 | $0 | $0 |
| Deferred Revenue | $0 | $0 | $0 |
| Loans and Notes | $0 | $0 | $0 |
| Tax-Exempt Bond Liabilities | $0 | $0 | $0 |
| Other | $0 | $150 | $150 |
| Total Liabilities: | $0 | $150 | $150 |
| Fund Balance: | $18,722 | $16,163 | ($2,559) |
Revenue and Expenses
Fiscal Year Ending
December 31,
2002
Revenue| Contributions | $20,001 |
| Program Services | $62,105 |
| Investments | $1 |
| Special Events | $3,457 |
| Sales | $3,917 |
| Other | $1,990 |
| Total Revenue: | $91,471 |
Expenses| Total Expenditures: | $84,207 |
Balance Sheet
Fiscal Year Ending
December 31,
2002
Note: The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot long survive, but the types of assets and liabilities also must be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
|
Assets
| January 1,
2002 | December 31,
2002 | Change |
| Cash & Equivalent | $11,964 | $16,670 | $4,706 |
| Land & Buildings | $0 | $0 | $0 |
| Other | $0 | $2,052 | $2,052 |
| Total Assets: | $11,964 | $18,722 | $6,758 |
| Liabilities | January 1,
2002 | December 31,
2002 | Change |
| Total Liabilities: | $506 | $0 | ($506) |
| Fund Balance: | $11,458 | $18,722 | $7,264 |
Revenue and Expenses
Fiscal Year Ending
December 31,
2001
Revenue| Contributions | $8,624 |
| Program Services | $53,424 |
| Investments | $0 |
| Special Events | $2,506 |
| Sales | $0 |
| Other | $2,307 |
| Total Revenue: | $66,861 |
Expenses| Total Expenditures: | $58,833 |
Balance Sheet
Fiscal Year Ending
December 31,
2001
Note: The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot long survive, but the types of assets and liabilities also must be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
|
Assets
| January 1,
2001 | December 31,
2001 | Change |
| Cash & Equivalent | $4,008 | $11,964 | $7,956 |
| Land & Buildings | $0 | $0 | $0 |
| Other | $0 | $0 | $0 |
| Total Assets: | $4,008 | $11,964 | $7,956 |
| Liabilities | January 1,
2001 | December 31,
2001 | Change |
| Total Liabilities: | $450 | $506 | $56 |
| Fund Balance: | $3,558 | $11,458 | $7,900 |
Revenue and Expenses
Fiscal Year Ending
December 31,
2000
Revenue| Contributions | $12,718 |
| Program Services | $73,328 |
| Investments | $0 |
| Special Events | $3,915 |
| Sales | $0 |
| Other | $1,580 |
| Total Revenue: | $91,541 |
Expenses| Total Expenditures: | $96,918 |
Balance Sheet
Fiscal Year Ending
December 31,
2000
Note: The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot long survive, but the types of assets and liabilities also must be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
|
Assets
| January 1,
2000 | December 31,
2000 | Change |
| Cash & Equivalent | $8,597 | $4,008 | ($4,589) |
| Land & Buildings | $0 | $0 | $0 |
| Other | $638 | $0 | ($638) |
| Total Assets: | $9,235 | $4,008 | ($5,227) |
| Liabilities | January 1,
2000 | December 31,
2000 | Change |
| Total Liabilities: | $300 | $450 | $150 |
| Fund Balance: | $8,935 | $3,558 | ($5,377) |
Revenue and Expenses
Fiscal Year Ending
December 31,
1999
Revenue| Contributions | $10,528 |
| Program Services | $24,630 |
| Investments | $0 |
| Special Events | $3,283 |
| Sales | $0 |
| Other | $1,190 |
| Total Revenue: | $39,631 |
Expenses| Total Expenditures: | $30,697 |
Balance Sheet
Fiscal Year Ending
December 31,
1999
Note: The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot long survive, but the types of assets and liabilities also must be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
|
Assets
| January 1,
1999 | December 31,
1999 | Change |
| Cash & Equivalent | $0 | $8,597 | $8,597 |
| Land & Buildings | $0 | $0 | $0 |
| Other | $0 | $638 | $638 |
| Total Assets: | $0 | $9,235 | $9,235 |
| Liabilities | January 1,
1999 | December 31,
1999 | Change |
| Total Liabilities: | $0 | $300 | $300 |
| Fund Balance: | $0 | $8,935 | $8,935 |
Financial Comments from the Organization
We strive to raise funds to have one year's operating budget in assets so that we can expand the scope of medical treatments that we can obtain, thus saving more lives. A new fund raising chair is in place with creative and aggressive programs to implement.
Ms. Jill Blasdel-Cortus, President
This organization is seeking funds from contributions and grants.
These funds will be used for
unrestricted operating expenses and special projects.
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