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Michigan Suburbs Alliance Organization Name provided in the GuideStar Exchange* as of 06/15/2012: Michigan Suburbs Alliance

Organization Name as listed in the IRS Business Master File as of 11/10/2014: MICHIGAN SUBURBS ALLIANCE

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Ferndale, MI
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GuideStar Summary

&1002; GuideStar Exchange Committed to transparency ?
This organization is a Silver-level GuideStar Exchange participant, demonstrating its commitment to transparency.

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&1002; Registered with IRS Legitimacy information is available
&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
&1002; Impact Summary Impact Summary from the nonprofit is available
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Basic Organization Information

Michigan Suburbs Alliance Organization Name provided in the GuideStar Exchange* as of 06/15/2012: Michigan Suburbs Alliance

Organization Name as listed in the IRS Business Master File as of 11/10/2014: MICHIGAN SUBURBS ALLIANCE

* The GuideStar Exchange allows nonprofits to regularly update key information directly to GuideStar. It provides richer and broader information about their programs, impact, finances, people and more.
Physical Address: Ferndale, MI 48220 
EIN: 30-0133271
Web URL: www.suburbsalliance.org 
NTEE Category: S Community Improvement, Capacity Building
S01 Alliance/Advocacy Organizations
C Environmental Quality Protection, Beautification
C34 Land Resources Conservation
W Public, Society Benefit
W20 Government and Public Administration
Ruling Year: 2003 
Top Funders: Foundation Grants - $496,250
Government Grants - $366,753
Municipal Dues/Memberships - $321,936


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Mission Statement

Vision Pursuing a future where communities share economic, environmental and social success, the Michigan Suburbs Alliance envisions metropolitan centers that preserve the unique character of individual communities while striving toward a unified and equitable region where the citizens are empowered as an effective regional force. Mission At the Suburbs Alliance we foster and support cooperative approaches to the challenges facing Michigan’s metropolitan areas. We believe our communities’ interdependence is our greatest strength and that collaboration is the best path to increased prosperity, sustainability and equity across a region. Through innovative initiatives we organize, serve and advocate for a metro’s mature cities in order to help them be vibrant, healthy and beautiful communities – preferred places to live work and play.

Legitimacy Information

This organization is registered with the IRS.

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

Institutional funders should note that an organization’s inclusion on GuideStar.org does not satisfy IRS Rev. Proc. 2011-33 for identifying supporting organizations.

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Annual Revenue & Expenses

(GuideStar Exchange,
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June 2012)

Fiscal Year Starting: October 1, 2008
Fiscal Year Ending: September 30, 2009

Total Revenue $960,893
Total Expenses $957,898

Revenue & Expenses

(GuideStar Exchange,
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June 2012)

Fiscal Year Starting: October 1, 2008
Fiscal Year Ending: September 30, 2009

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Balance Sheet (IRS Form 990)

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Forms 990 Received from the IRS Additional Information
IRS Form 990 is an annual document used by approximately one-third of all public charities to report information about their finances and operations to the federal government. GuideStar uses data from Form 990 to populate its database with financial information about nonprofit organizations. Posting Form 990 images on the GuideStar website is an ongoing process.

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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 2012)

Honorable Conan Smith

Term:

Since Aug 2004

Profile:

Executive Director at the Suburbs Alliance since 2004, Conan previously worked with the Michigan Environmental Council as their Land Programs Director.  He serves as a Washtenaw County Commissioner representing the City of Ann Arbor, a position he's held since 2004.  Conan also serves on the board of directors for Smart Growth America.

Board Chair (GuideStar Exchange,
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June 2012)

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Board Co-Chair

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Board of Directors (GuideStar Exchange,
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June 2012)

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Board Leadership Practices (GuideStar Exchange,
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June 2012)
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GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

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?
Response Not Provided
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?
Response Not Provided
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?
Response Not Provided
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?
Response Not Provided
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?
Response Not Provided

Officers for Fiscal Year (IRS Form 990)

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Highest Paid Employees & Their Compensation (IRS Form 990)

Highest Paid Employee data is not available for this organization.

People information was last updated by the nonprofit in June 2012

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The GuideStar Exchange allows nonprofits to regularly update key information directly to GuideStar. It provides richer and broader information about their programs, impact, finances, people and more.

Programs

Program: Redevelopment Ready Communities (GuideStar Exchange,
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June 2012)

Budget:
$91,613
Category:
Community Development
Population Served:
General Public/Unspecified

Program Description:

RRC provides technical assistance for cities seeking to reform their planning and zoning processes to be more attractive for infill development

Program Long-Term Success:

14 Michigan cities have undertaken reforms to create more cooperative environments for citizens and developers who have a shared interest in improving the quality of urban life.

Program Short-Term Success:

Program Success Monitored by:

Program Success Examples:

Program: Michigan's Golden Spike (GuideStar Exchange,
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June 2012)

Budget:
$179,893
Category:
Community Development
Population Served:
General Public/Unspecified

Program Description:

Golden Spike educates citizens, business leaders and government leaders about the benefits of and techniques for implementing transit-oriented development (TOD).

Program Long-Term Success:

Partners in this program developed a series of educational materials regarding TOD including brochures for the general public and a technical manual for government officials.

Program Short-Term Success:

Program Success Monitored by:

Program Success Examples:

Program: Southeast Michigan Regional Energy Office (GuideStar Exchange,
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June 2012)

Budget:
$238,075
Category:
Environment
Population Served:
General Public/Unspecified

Program Description:

The energy office helps cities to promote energy efficiency and the use of renewable energy and to aggregate their buying power for such products.

Program Long-Term Success:

Program Short-Term Success:

Program Success Monitored by:

Program Success Examples:

Program: Millennial Mayors Congress (GuideStar Exchange,
The GuideStar Exchange allows nonprofits to regularly update key information directly to GuideStar. It provides richer and broader information about their programs, impact, finances, people and more.
June 2012)

Budget:
$69,752
Category:
Public, Society Benefit
Population Served:
Young Adults (20-25 years) -- currently not in use

Program Description:

MMC fosters an intergenerational conversation among veteran public officials and emergent civic leaders about regional development that is attractive to young professionals.

Program Long-Term Success:

Program Short-Term Success:

Program Success Monitored by:

Program Success Examples:

Program: UniverCities Connection (GuideStar Exchange,
The GuideStar Exchange allows nonprofits to regularly update key information directly to GuideStar. It provides richer and broader information about their programs, impact, finances, people and more.
June 2012)

Budget:
$238,075
Category:
Public, Society Benefit
Population Served:
Young Adults (20-25 years) -- currently not in use

Program Description:

This program hosts students in city-based internships and fellowship while providing them a structured experience working on regional or multijurisdictional issues.

Program Long-Term Success:

Program Short-Term Success:

Program Success Monitored by:

Program Success Examples:

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Impact Summary from the Nonprofit

The Suburbs Alliance has helped lead a dramatic shift toward intergovernmental cooperation among urban communities in southeast Michigan.  Our innovative and award-winning programs provide new avenues for collaborative approaches to regional challenges.  Our Redevelopment Ready Communities (TM), recently acquired by the State of Michigan, was the first to benchmark and assess city practices fostering Smart Growth redevelopment.  We jointly manage the Southeast Michigan Regional Energy Office -- the nation's first regional governmental institution to address municipal energy efficiency and renewable energy management.  Our Millennial Mayors Congress is joining emerging leaders with veteran policy makers to find new ways to build a region that better attracts and retains young professionals.  Via these programs in 2010-11, the Suburbs Alliance brought more than $30M in new project funding directly to Detroit and 30 of its inner-ring suburbs to improve the quality of life and sustainability of their neighborhoods and residents.
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Organization Data Available

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