Environmental Quality Protection, Beautification

EALgreen

  • Glen Ellyn, IL
  • www.ealgreen.org

Mission Statement

EAL creates scholarships and educational opportunities for financially disadvantaged students at postsecondary institutions through placement of donated inventory and other resources. (Revised and Board-approved 2012)

Ten Midwestern states currently comprise EALgreen's impact area of donors and member colleges and universities. The list below lists those states in the existing network:

o Illinois
o Indiana
o Ohio
o Iowa
o Wisconsin
o Kansas
o Kentucky
o Michigan
o Minnesota
o Missouri

These states joined EALgreen's network based on the nonprofit's advantageous location of its corporate offices and warehouse in the Midwest. Bothe are conveniently accessible to the Great Lakes' major, high capcity freight networks. The original higher education campuses that became members of EALgreen's distribution network appreciate the availability of the same transporation links and hubs that facilitate the most efficient means of receiving donations of tangible goods.

The success ofn the business model also underwrites the generation of additional dollars that are awarded as financial contributions to member institutions. Both the sale of tangible goods and the direct receipt of financial awards provide scholarship assistance to students with financial need to pursue baccalaureate degrees.

Main Programs

  1. INVENTORY SCHOLARSHIPS
  2. Cash Scholarships
  3. Sustainability
Service Areas

Self-reported

National

EALgreen serves 10 states in the Upper Midwest. The organization is currently exploring avenues of growth and development to scale both its donor network and member campuses to a national level. The strategic plan delineating the sequence of steps to achieve expansion was completed beween 2016 and 2017 and fully launched in 2017.

ruling year

1982

President & CEO since 1995

Self-reported

Ms. Claudia Freed

Chairperson of the Board of Directors since 2016

Self-reported

Mr. Richard Pflederer

Keywords

Self-reported

Inventory, Donations, In-Kind, Students with Financial Need, Scholarships, Logistics

Sign in or create an account to view Form(s) 990 for 2015, 2014 and 2013.
Register now

Also Known As

EALgreen

EIN

36-3166932

 Number

4455011049

Physical Address

100 W. Roosevelt Rd Building A1-Suite 103

Wheaton, IL 60187

Contact

Cause Area (NTEE Code)

Fund Raising and/or Fund Distribution (C12)

Undergraduate College (4-year) (B42)

IRS Filing Requirement

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

Programs + Results

How does this organization make a difference?

Overview

Self-reported by organization

Over the last 20 years, EALgreen has added both corporate donors and higher education members to its supply and demand network. The amount of inventory placed on campuses generates "Inventory Scholarships" and the addition of reselling to create "Cash Scholarships" has doubled the organization's ability to assist students with financial need through scholarships sponsored by the results of EAL's scope of work. W. W. Grainger's approval of an initial gift of motors and air conditioners in 1992 ignited this growth. The model achieves positive impact for students and demonstrates resource management through the integration of recycle/reuse and repurpose strategies. The business model optimally exemplifies the best of a circular economy participant that leverages more than $3 million in scholarships for students with financial need, annually.

Programs

Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Program 1

INVENTORY SCHOLARSHIPS

EALgreen facilitates the funding of scholarships for college and university students with financial need.

Category

Environment

Population(s) Served

Poor/Economically Disadvantaged, Indigent, General

Youth/Adolescents only (14 - 19 years)

Female Children and Youth (infants - 19 years)

Budget

1,223,083

Program 2

Cash Scholarships

EALgreen's willingness to work with manufacturers and industrial equipment distribution centers to accept tangible goods for direct donation to higher education and/or reselling to third partes generates a revenue stream that is then donated directly to colleges and universities Offices of Financial Aid for the creation of scholarships.

Category

Environment

Population(s) Served

Poor/Economically Disadvantaged, Indigent, General

Young Adults (20-25 years)

Budget

480,000

Program 3

Sustainability

To generate both the "Inventory Scholarships" and the "Cash Scholarships," EALgreen coordinates the recycling/reuse and/or repurposing of tangible goods. Through either one of these three avenues EALgreen connects manufacturers and warehouse distributors with higher education partners that work together to conserve existing resources reducing society's demand for new sources of natural materials for industrial purposes.

Category

Environment

Population(s) Served

General Public/Unspecified

Ethnic/Racial Minorities -- General

Budget

$0.00

Charting Impact

Self-reported by organization

Five powerful questions that require reflection about what really matters - results.

  1. What is the organization aiming to accomplish?
    EALgreen's goals focus on its triple bottom line and its leadership in the circular economy:
    #1) To create opportunities for students with financial need to receive scholarships to offset their expenses in obtaining a baccalaureate degree
    #2) To identify campuses that can use donated gifts in kind or resellers that will purchase the inventory lots and repurpose the goods.
    #3) To assist colleges and universities in reducing expenses by aligning opportunities for donors to give tangible goods with operating units budgeted acquisitions (beyond campuses' physical plants), e.g., the arts, health centers, transportation, and fleet management.
  2. What are the organization's key strategies for making this happen?
    EALgreen's strategy leverages long-term, mutually-beneficial relationships with corporate donors, colleges and universities. The ideal partnerships of both donors and campuses engage those who practice social responsbility and bring innovation to their program delivery and interaction with their cnstitutencies. The organization will need to expand its campus relationships horizontally to build a working understanding of budget administrators--the arts, health centers, transportation, and fleet management--who purchase goods for their respective units. As EALgreen expands demand for product donations, the EALgreen team members with responsibility for cultivating corporate donors will be seeking new manufacturers and industrial equipment suppliers to fulfill this the items delineated on this continually developing "wish list."
  3. What are the organization's capabilities for doing this?
    By implementing a distinctive mission on the foundation of unique business plan, EALgreen's leadership has been able to remain true to its core values and to demonstrate resourcefulness for its mutually-dependent constituencies. Word-of-mouth referrals that characterized outreach for both new higher education members and corporate donors for most of the organization's three and a half decades, as a result of the strategic planning process, is being strengthened by new marketing, social media and public relations strategies.

  4. How will they know if they are making progress?
    The benchmarks establishing the foundation against which to measure progress on achieving goals were established during the strategic planning process:
    #1) To increase both the amount of tangible goods donated to colleges and universities resulting in the growth of resources available for scholarships for students with financial need.
    #2) To grow the network of college and university members by 10 new campuses.
    #3) To grow the network of corporate donors at three levels:
    --Multi-national partners
    --Regional, renewable partners
    --Local, single donations
  5. What have and haven't they accomplished so far?
    The elements of the strategic planning process initially launched in 2016 and completed in early 2017 are just beginning to be implemented. The personnel to expand the team have been recruited and are in the on-boarding process (Second Quarter 2017). The digital marketing, social medial and public relations initiatives are in the process of design and implementation and EALgreen is assigning the gathering of metrics on these new investments, human and electronic, that will provide the benchmarks for calculating returns on investments. The decision on whether or not to complete the process to acquire one or more environment/sustainability certifications will be undertaken in the second quarter and a decision will be finalized by the end of 2017.
Service Areas

Self-reported

National

EALgreen serves 10 states in the Upper Midwest. The organization is currently exploring avenues of growth and development to scale both its donor network and member campuses to a national level. The strategic plan delineating the sequence of steps to achieve expansion was completed beween 2016 and 2017 and fully launched in 2017.

Funding Needs

EALgreen's business model aligns with the circular economy: EAL seeks to connect manufacturers with end use destinations that repurpose what would otherwise be obsolete inventory. There are two designated destinations in the demand side of the EALgreen network: higher education campuses and third-party resellers of tangible goods. Its financially self-sustaining nature makes EALgreen a remarkable nonprofit social enterprise. The ingenuity and efficiency of the model creates a distinctive opportunity in the corporate social responsibility sector. EALgreen's financial resources are at record high levels as demonstrated by the results of the fiscal year just ended. Ongoing expansion of the business model depends on ongoing cultivation of a diverse pool of donors with the capacity to provide a steadily growing mix of products. By strategically diversifying the donor base, EALgreen seeks to secure the organization's future. To the extent that the engine of the business model remains focused on in-kind donations, the donor base must be broadened and diversified. Donor diversification is critical not only across different product lines but vertically by donor type and size. As the donation base becomes larger and the products more diverse, EALgreen must expand the network of colleges and universities accepting these goods. More diverse product offerings will help EALgreen recruit more schools, which in turn allows the business model to help more students. EALgreen will be making expanded investments in recruiting additional personnel resources for cultivating industry donors and higher education members, additional travel for constituency development, separate investments in digital marketing and social media and public relations. A separate, specific investment will be directed to explore and/or acquire full compliance in one or more environment certifications at the highest level(s) available. Therefore, the number one priority for this plan is to execute a strategy that diversifies and grows the donor base and the school network – at the same time. This dual strategy will enable the true impact of the EALgreen distinctive business model to be realized in a growing geographic footprint with a goal of coast-to-coast engagement.

External Reviews

Source: greatnonprofits.org

The review section is powered by Great Nonprofits

Financials

Financial information is an important part of gauging the short- and long-term health of the organization.

EDUCATIONAL ASSISTANCE, LTD.
Fiscal year: Jan 01-Dec 31
Yes, financials were audited by an independent accountant.

Sign In or Create Account to view Revenue and Expenses information

NEED MORE INFO ON THIS NONPROFIT?

Free: Gain immediate access to the following:
  • Address, phone, website and contact information
  • Forms 990 for 2015, 2014 and 2013
  • Board Chair and Board Members
  • Access to the GuideStar Community
Get all this now for free
Need the ability to download nonprofit data and more advanced search options? Consider a Premium or Pro Search subscription.

Operations

The people, governance practices, and partners that make the organization tick.

EALgreen

Leadership

NEED MORE INFO ON THIS NONPROFIT?

Free: Gain immediate access to the following:
  • Address, phone, website and contact information
  • Forms 990 for 2015, 2014 and 2013
  • Board Chair and Board Members
  • Access to the GuideStar Community
Need the ability to download nonprofit data and more advanced search options? Consider a Premium or Pro Search subscription.

President & CEO

Ms. Claudia Freed

Chairperson of the Board of Directors

Mr. Richard Pflederer

BIO

A native of Argentina, Claudia is President and CEO of EALgreen, an innovative 501 c 3 non-profit organization that converts excess & obsolete business inventory into scholarships for college students with financial need. Founded in 1982 as Educational Assistance Ltd. its mission is to increase college affordability while addressing the problem of inventory returns and waste. In 2016, EALgreen was rebranded and re-launched to emphasize the positive impact of its model on the environment. Under her leadership, EALgreen has transformed the lives of thousands of students attending colleges nationwide and helped distribute more than 100,000 tons of material to new purposes on higher education campuses. The EALgreen team oversees a portfolio of strategic partnerships including long-standing relationships with corporate donors, colleges, universities, non-profit organizations, pro-bono professionals, and ecommerce partners.

Claudia's relationship with EALgreen is extraordinary and unique. In 1982, she was the first student selected to receive a scholarship from the new non-profit organization while attending North Park University. Claudia and EALgreen will be experiencing an extraordinary opportunity during 2017. Claudia is participating in Johns Hopkins University's Institute for Corporate Social Responsibility. As a member of the cohort, she will share in a learning community with 23 other representatives and leaders from across the nation in exploring the boundaries of and defining scope of work for the corporate social responsibility sector.

STATEMENT FROM THE President & CEO

"EAL is Now Known as EALgreen
Educational Assistance, Ltd. refreshed its brand during 2016 and re-launched as EALgreen. While helping students pay for an education closing the gap on college affordability has been, and will remain the organization's primary focus, the new name recognizes that the unique business model has been helping protect the environment, too. “Green" underscores the organization's 35-year commitment to supporting the environment through the circular economy.

“EALgreen's overarching mission is to make a college education possible by connecting companies that have usable goods with colleges and universities in need of those items," said Claudia Freed, President and CEO, EALgreen, and the very first EAL scholarship recipient. “By creating this network, unwanted items find a new life and purpose and the savings realized by colleges is turned into scholarships for students who lack the financial resources to pay for college.""

Governance

BOARD CHAIR

Mr. Richard Pflederer

EALgreen

Term: Jan 2016 - Dec 2018

BOARD LEADERSHIP PRACTICES

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. Self-reported by organization

Yes

BOARD ORIENTATION & EDUCATION

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

Has the board conducted a formal, written assessment of the chief executive within the past year?

Yes

ETHICS & TRANSPARENCY

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?

Yes

BOARD COMPOSITION

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?

Yes

BOARD PERFORMANCE

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