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Girls Incorporated

AKA  Girls Inc.
New York, NY
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&1002; Registered with IRS Legitimacy information is available
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&1002; Financial Data Annual Revenue and Expense data reported
&1002; Forms 990 2013, 2012, and 2011 Forms 990 filed with the IRS
&1002; Mission Objectives Mission Statement is available
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Basic Organization Information

Girls Incorporated
Also Known As: Girls Inc.
Physical Address: New York, NY 10005 3902
EIN: 13-1915124
Web URL: www.girlsinc.org 
Blog URL: www.girlsinc.org/girlsinc-spotlight/inde... 
NTEE Category: O Youth Development
O22 Girls Clubs
Ruling Year: 1948 


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Mission Statement

Girls Inc. inspires all girls to be strong, smart, and bold through life-changing programs and experiences that help girls navigate gender, economic, and social barriers. Research-based curricula, delivered by trained, mentoring professionals in a positive all-girl environment equip girls to achieve academically; lead healthy and physically active lives; manage money; navigate media messages; and discover an interest in science, technology, engineering, and math. The network of local Girls Inc. nonprofit organizations serves 136,000 girls ages 6 - 18 annually across the United States and Canada. Learn more about our programs and advocacy at www.girlsinc.org.

Legitimacy Information

This organization is registered with the IRS.

This organization is required to file an IRS Form 990 or 990-EZ.

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Annual Revenue & Expenses (GuideStar Exchange,
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June 2014)

Fiscal Year Starting: April 1, 2012
Fiscal Year Ending: March 31, 2013

Total Revenue $8,587,937
Total Expenses $8,281,912

Revenue & Expenses (GuideStar Exchange,
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June 2014)

Fiscal Year Starting: April 1, 2012
Fiscal Year Ending: March 31, 2013

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Balance Sheet (IRS Form 990)

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Forms 990 Provided by the Nonprofit

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Financial Statements

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Annual Reports

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Leadership (GuideStar Exchange,
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June 2014)

Ms. Judy Vredenburgh

Profile:

Judy Vredenburgh brings a lifelong passion for social justice and for supporting vulnerable girls and young women to her role as President and CEO of Girls Inc.  Vredenburgh began her career in the retail industry, rising to Executive Vice President of Sizes Unlimited/Lerner Women and CEO of Chess King, a division of the Melville Corporation.   Her personal commitment to advancing the social good led Vredenburgh to the nonprofit sector.  In her six-year tenure as the Senior Vice President of Revenue Development and Marketing at the March of Dimes Birth Defects Foundation, she led revenue growth from $121 million to $181 million.   As President and CEO of Big Brothers Big Sisters of America, the evidence-based mentoring organization for disadvantaged youth, Vredenburgh led unprecedented growth.  Between 1999 and 2009, the organization more than doubled the number of children it served annually, from 118,000 to 225,000, with commensurate revenue growth from $171 million to $290 million.   Vredenburgh's innovative leadership and track record of success have garnered broad recognition.  She served on President Obama's Office of Faith Based and Neighborhood Partnerships Advisory Council and was a member of the University of Pennsylvania Board of Overseers and on the Board of Directors of Independent Sector.   Vredenburgh holds a B.A. from the University of Pennsylvania and an M.B.A. from the State University of New York, Buffalo.  She holds honorary degrees from Lynchburg College and Philadelphia University.   Among her many accomplishments and honors, Vredenburgh considers it a special privilege to have had the opportunity to serve as a Big Sister to Sherice Holliman.

Leadership Statement:

Dear Friends, Thanks to you — our supporters, investors, and partners — our goal of quality growth became a reality last year. We served 135,525 girls, a 10% increase over last year. Each of these girls benefited from the strengths-based, holistic approach to girls' development that is the signature Girls Inc. experience. Given the constrained economic environment, how did we achieve this success? Girls Inc. affiliates — the majority — have developed board-approved growth plans responding to their communities’ specific needs and in line with our network-wide Strategic Direction. A tremendous advantage of our grassroots network is the ability to share and learn from each other; we gave enhanced structure and process to sharing success stories and lessons learned. A cohort of affiliate leaders met monthly to communicate data, opportunities, and challenges. We worked to ensure that every interaction with our affiliates, from one-on-one intensive hands-on support to our annual fall affiliate conferences in each of our geographic regions, all focused on the priority of quality growth. We also made serious progress against our multi-year goal of implementing a participant tracking system, including outcomes measurement for each girl served. We owe much thanks to the expert youth development evaluators, Child Trends, and the Outcomes Planning team, led by our Director of Research, Dr. Catherine Cushinberry, and comprised of affiliate leaders and senior national staff, for developing the concrete measures of how our programming, mentoring relationships, and environment change girls' lives for the better. Our finances remain strong. Total net revenue was $9.2 million compared with a goal of $8.8 million. We ended the fiscal period with a net asset increase of $1.2 million, contributing to a healthy balance sheet with a working capital ratio of 1.03. Eighty-four cents for every dollar raised went directly to programming. Judy Vredenburgh

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June 2014)

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June 2014)

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Board Leadership Practices (GuideStar Exchange,
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June 2014)
?

Board Orientation & Education ?
Why does this matter? Without clarity around their responsibilities and expectations, board members are not positioned to succeed. They may find themselves challenged to fulfill their governance responsibilities or frustrated by the expectations that the organization has set for them. BoardSource recommends that every new board member participate in a formal orientation process, and that all board members sign a pledge or agreement committing to their board service and to all of the responsibilities and expectations that come with service. Ideally, board members also should participate in a formal governance training program prior to serving on a board.

Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?
YES
CEO Oversight ?
Why does this matter? Oversight and management of the chief executive is one of the board’s most important legal responsibilities. The CEO or executive director is the board's single employee, and - just like any other employer/employee relationship - regular and written assessment is critical to ensuring that the chief executive and board are communicating openly about goals and performance. BoardSource recommends that boards conduct formal, written reviews of their chief executives on an annual basis, which should include an in-person discussion with the chief executive and distribution of the written evaluation to the full board.

Has the board conducted a formal, written assessment of the chief executive within the past year?
YES
Ethics & Transparency ?
Why does this matter? A commitment to handling conflicts of interests is essential to creating an organizational culture of transparency. Boards should create and follow a policy for identifying and handling conflicts of interest, whether real or perceived. BoardSource recommends that organizations review the conflict-of-interest statement and require signed disclosures from all board members and senior staff on an annual basis.

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements within the past year?
YES
Board Composition ?
Why does this matter? The best boards are composed of individuals who bring a variety of skills, perspectives, backgrounds, and resources to tackle the complex and strategic challenges confronting their organizations. BoardSource recommends that boards commit to diversity and inclusion by establishing written policies and practices, which include strategic and intentional recruitment of diverse board members, continual commitment to inclusivity, and equal access to board leadership opportunities.

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?
YES
Board Performance ?
Why does this matter? Boards need to regularly assess their own performance. Doing so ensures that they are being intentional about how they govern their organization, which is a critical component of effective board leadership. BoardSource recommends that a board conduct a self-assessment of its performance a minimum of once every three years to ensure that it is staying on track with its roles and responsibilities.

Has the board conducted a formal, written self-assessment of its performance within the past three years?
YES

Officers for Fiscal Year (IRS Form 990)

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Highest Paid Employees & Their Compensation (IRS Form 990)

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People information was last updated by the nonprofit in June 2014

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Programs

Program: Affiliate Services & Growth (GuideStar Exchange,
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June 2014)

Budget:
$2,013,286
Category:
At-Risk Populations
Population Served:
Female Children ( 5 - 14 years)
Female Youth/Adolescents (14 - 19 years)
None

Program Description:

Girls Inc. reaches girls and young women across the United States and Canada through 87 affiliates. This year, the network of local Girls Inc. nonprofit organizations served 139,456 girls ages six through eighteen, which is an increase of 12% over the last two years. Girls Inc. serves girls from diverse ethnic backgrounds; of those girls served directly: 67% are girls of color, with 22% specifically identifying as Latina, a 2% increase over last year. 64% of Girls Inc. girls come from families with incomes of $30,000 or less a year. Girls Inc. is in the middle of a five year growth plan and 67% of Girls Inc. affiliates have board approved growth plans. Another goal is to grow into new markets and the Girls Inc. affiliate relations team has developed a Girls Inc. service model for use in new markets. To assure quality service delivery across all Girls Inc. affiliates, the national organization has implemented a Quality Assurance Review process with a list of 103 standards that should be met by Girls Inc. affiliates. Achievement of 85% of the standards means that a Girls Inc. affiliate is in compliance. At this time, 96% of the affiliates have been reviewed and achieved the minimum standards.

Program Long-Term Success:

During the April 2014 National Conference, Girls Inc. shared some of the preliminary findings from its Measuring Outcomes work. The findings are from the piloting of the 12-14 and 15-18 year old surveys. Please note that the findings are preliminary and are not meant to reflect the state of Girls Inc. girls. The findings, however, provide us with insight that the things we are hoping to achieve with and for girls is happening given what we learned from this small sample. Here are some key points from the findings: 214 surveys were collected for girls in the 12-14 age group. 138 surveys were collected for girls in the 15-18 age group. Findings are shared as they relate to the categories of strong, smart, and bold. STRONG: Overall, girls seem to be making healthy choices related to their eating habits and are physically active. Girls reported low to no days of experiencing depressive symptoms. SMART: Overall, girls seem to have a high level of school engagement. Very few girls in the 15-18 age group report skipping, being expelled, or suspended from school. The majority of the girls 15-18 year of age had taken STEM-related courses. BOLD: Overall, girls in both age groups report high levels of fairness and standing up for their beliefs. Girls in the 15-18 age group report high levels of perseverance.Since 1993, Girls Inc. has awarded over $4.2 million in scholarships for Girls Inc. National Scholars. These 11th and 12th grade girls who were selected from throughout the Girls Inc. network, demonstrate a strong commitment to academic success, serving their communities, and inspiring others to do the same. .In 2014, Girls Inc. was proud to award scholarships to 28 high school girls whose future aspirations range from working in STEM fields to social work, but all share one common goal - attaining their college degree. Since 1993, Girls Inc. has awarded over $4.2 Million in scholarships to Girls Inc. participants, to help them achieve their educational goals.

Program Short-Term Success:

In a recent survey of 15 - 18 year old Girls Inc. participants, 75% reported 'high' engagement at school, and 82% reported they were never expelled, suspended or even skipped class.

Program Success Monitored by:

Girls Inc. began implementing a Measuring Outcomes Project as goal #2 in its five year strategic direction. The Girls Inc. Research Department is partnering with Child Trends, noted researchers and experts in the field of youth development, to establish its Theory of Change, and create the data collection system that monitors success.

Program Success Examples:

Program: Program, Research and Training (GuideStar Exchange,
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June 2014)

Budget:
$4,375,098
Category:
At-Risk Populations
Population Served:
Female Children ( 5 - 14 years)
Female Youth/Adolescents (14 - 19 years)
None

Program Description:

At Girls Inc., our goal has always been to make a difference in the lives of the girls we serve and to do so in a way that distinguishes us from other youth serving organizations. The Girls Inc. network is currently engaged in an Outcomes Project that: 1) has already identified which differences or outcomes for girls are most important to us; 2) entails developing a system to reliably measure the impact of our work on those outcomes; and 3) will delineate the specific aspects of our work (programming, activities, and resources) most critical to achieving these outcomes: Strong/Healthy: Makes healthy choices • Manages reproductive health • Has healthy relationships • Has sound body image Smart/Educated: Motivated to achieve•Improved academic performance • Graduates from high school and has post-secondary education • Sets & achieves personal, educational and career goals Bold/Independent: Uses own voice & advocates for others • Is resilient • Has resistance skills • Ability to regulate emotion • Knowledge of life skills application As the Outcomes Project continues to move forward, we have been working with affiliate partners and other experts to put forth our best thinking about the third part of the Outcomes Project – determining the most essential aspects of the work we do and the programming and services we provide. The Girls Inc. Experience is the totality of what we provide girls and what happens when girls participate in Girls Inc. Our Theory of Change is that the Girls Inc. Experience equips girls to navigate gender, economic and social barriers and grow into healthy, educated and independent adults. To ensure that we are able to reliably measure the difference our network makes in girls’ lives, it will be critical that every Girls Inc. affiliate embody essential aspects of the distinctive Girls Inc. Experience. This in turn requires that we be clear and explicit about what the Girls Inc. Experience is, what makes it unique, and how to achieve it. Six Essential Elements: those aspects of our work that must be present for an authentic Girls Inc. Experience. For full definitions of and resources for the following Six Essential Elements, click here. A pro-girl and girls-only environment Trusting, mentoring relationships Holistic, compensatory, and intentional Research-based curricula Hands-on, interactive activities Sustained exposure Core Essential Services: The programming and services critical to achieving each area of priority outcomes for girls: Healthy Living activities and services that leads to achievement of Strong/Healthy outcomes Academic Enrichment and Support that leads to achievement of Smart/Educated outcomes Life Skills Instruction that leads to achievement of Bold/Independent outcomes

Program Long-Term Success:

In 2012 Girls Inc. adopted a formal Theory of Change, the cause and effect of the defined Girls Inc. experience and a logic model which delineates the outcomes that hold the affiliates accountable for achieving with their girls. An outcomes measurement project was adopted in which surveys for each of the four age groups served by Girls Inc. are used to measure outcomes resulting from the Girls Inc. experience. Girls Inc. is in the middle of developing and testing these surveys. In 2013 the surveys for older girls (12-14 and 15-18) were piloted and additional data from at least 400 more girls was gathered and analyzed. Preliminary data demonstrates a strong correlation between both quality and duration of the Girls Inc. experience and important health, education engagement and personal character outcomes. The next step is to pilot and gather data from surveys of the two younger age groups (7-8 and 9-11). In the following year, in partnership with Child Trends, a research design and experimental study will be created and affiliates will participate in the study over the next one to two years. In the service model and the logic model, Girls Inc. has identified the core essential services needed by each girl to successfully benefit from the Girls Inc. experience. The core essential services are 1) activities focused on healthy living; 2) academic enrichment and support; and 3) life skills instruction.

Program Short-Term Success:

In 2013, the network of local Girls Inc. nonprofit organizations served 139,456 girls ages six through eighteen, which is an increase of 12% over the last two years. Girls Inc. serves girls from diverse ethnic backgrounds; of those girls served directly: 67% are girls of color, with 22% specifically identifying as Latina, a 2% increase over last year. 64% of Girls Inc. girls come from families with incomes of $30,000 or less a year.

Program Success Monitored by:

Annually, all Girls Inc. affiliates report on their service statistics and accomplishments through the Girls Inc. Annual Survey. In addition, Girls Inc. is implementing a data tracking system, using TraxSolutions software for all affiliates to use in report their services to girls. The final step in monitoring success will be the age-appropriate surveys currently being developed and tested, to assess the success of Girls Inc. participants compared to their peers who do not attend Girls Inc. programs.

Program Success Examples:

Program: Public Education and Advocacy (GuideStar Exchange,
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June 2014)

Budget:
$761,682
Category:
At-Risk Populations
Population Served:
Female Children ( 5 - 14 years)
Female Youth/Adolescents (14 - 19 years)
None

Program Description:

During the past two years, Girls Inc. has undergone a methodical process to identify the target audience for Girls Inc. branding efforts, particularly women in the prime of their careers. The research formed the foundation from which a new branding campaign was developed, rooted in an appealing and differentiated brand strategy. As a result, a branding toolkit which includes key messages, campaign guidelines and social media messages were created and shared with all affiliates. The videos can be used to educate the public and donors about the work of Girls Inc. and the benefits of services to girls. In the coming year, the national website will be updated to serve as the standard for all communication across the network.

Program Long-Term Success:

On the public policy side, Girls Inc. remains a respected voice for girls. Since the early 1970's, Girls Inc. has been on the cutting edge of advocating for and with girls to fight gender-stereotyping. The Girls Inc. Girls Bill of Rights and the supporting public advocacy positions of Girls Inc. have long been noted as the gold standard for advocacy among youth development organizations.

Program Short-Term Success:

During the past year, Girls Inc. collaborated with others to support legislation that promotes girls’ well-being. Particular issues that Girls Inc. advocated for in 2013 included the reauthorization of the Violence Against Women’s Act and worked with a Member of Congress to draft a bill which would provide grants to entities that increase exposure to science, technology, engineering and math (STEM) for girls and underrepresented minorities. Girls Inc. also worked closely with the White House Council on Women and Girls, the First Lady’s Office, the Department of Justice, and the Department of Education to promote policies that benefit girls. Girls Inc. strives to increase its influence in Washington by working with both parties to stress the importance of substantive, all-girls informal education.

Program Success Monitored by:

Program Success Examples:

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Impact Summary from the Nonprofit Additional Information
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Girls Inc. delivers life-changing programs that inspire girls to be strong, smart, and bold.  Research-based curricula, delivered by trained professionals, equip girls to achieve academically; lead healthy and physically active lives; manage money; navigate media messages; and discover an interest in science, technology, engineering, and math.  The network of local Girls Inc. nonprofit organizations serves 150,000 girls annually at over 1,400 sites in 350 cities across the United States and Canada.  Learn more about our programs and advocacy at www.girlsinc.org.
For more in-depth information about this organization's impact, view their Charting Impact Report.

Expert Assessment

According to experts, Girls, Inc. has been effective in serving girls, primarily from low-income households, and supporting their positive development on multiple levels. Read More »

Expert Reviews and Comments

2011 Philanthropedia Top Nonprofit

This organization is a 2011 Philanthropedia top nonprofit, recommended by experts as having high impact.

These expert reviews were generated through Philanthropedia's research methodology to identify high-impact nonprofits. Learn more

Evidence of Impact

According to experts, Girls, Inc. has been effective in serving girls, primarily from low-income households, and supporting their positive development on multiple levels.

Focus
Girls Incorporated focuses on girls, pregnancy prevention, and leadership. Nonprofit Senior Staff
Many national organizations focus on both boys and girls, meaning essentially that they focus on boys (and girls are an afterthought). Girls Inc focuses on girls and is facility based. Researcher and Faculty
Great Programs
Girls, Inc., has been effective in serving girls, primarily from low-income households, and supporting their positive development on multiple levels. Researcher and Faculty
They provide structured programming that is long-term. Foundation Professional
They provide great programs for disadvantaged girls. Other
Understand Core Demographic
This organization has a great reputation and really understands their core demographic. They work with girls and women. Nonprofit Senior Staff

Organizational Strengths

Key strengths of Girls Inc include having a commitment to doing research on their programming and measuring their effectiveness fairly objectively.

Strong Leadership
Girls Inc's new president, Judy Vrendenberg, has a true passion for their mission. Nonprofit Senior Staff
Strong Commitment
Their leadership is committed to the cause of positive development for girls, particularly those from "underserved" communities. Researcher and Faculty
Great Evaluation
A key strength of Girls Inc is that they have a commitment to doing research on their programming, and they measure their effectiveness fairly objectively. Researcher and Faculty
Strong Leadership and Presence in Community
Girl’s Inc has a very positive presence in New York City. They also have a strong and very well recognized leadership. These important attributes would be most impactful in collaborating with other organizations. Nonprofit Senior Staff

Areas for Improvement

The site-based model used by Girls, Inc., has proven to be a challenge to the organization's reach and finances. Girls Inc. may need to consider a more scalable model to maximize their impact.

Model
The site-based model used by Girls, Inc., has proven to be a challenge to the organization's reach and finances. In addition, although 'signature programs' are provided, I am not sure there's a more general model that sits under the organization's approach to connect the pieces. Researcher and Faculty
Focus
They could do a bit more to focus on girls at-risk. Researcher and Faculty
Advertise their Impact More
I think they could do more to advertise their impact. Nonprofit Senior Staff
Collaborate More with Others
They have strong opportunities for collaboration but usually they create and implement on their own. Nonprofit Senior Staff

From the Nonprofit

Girls Inc. is honored to be included by Philanthropedia in this ranking and thanks our peers for this recognition of our exceptional service to girls. We also thank our current and past staff, volunteers, and supporters for their invaluable commitment to our mission.
— Submitted September 27, 2011 at 4:50 PM
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