Status and standing
Is it real, and can you give to it?
Where the money goes
What each dollar paid for.
Statement of Functional Expenses
Financial health
Is it on solid ground?
Summary of the Filing
| FY2022 | Not on file |
|---|---|
| FY2023 | Not on file |
| FY2024 | $307K |
| FY2025 | $195K |
| FY2022 | Not on file |
|---|---|
| FY2023 | Not on file |
| FY2024 | −$31 |
| FY2025 | $113 |
Balance Sheet
Statement of Revenue
Financial Metrics
Same NTEE category, revenue band, and state where available. Descriptive — not a grade.
| Metric | This org | Peer median | Percentile |
|---|---|---|---|
| Program ratio | 81% | — | — |
| Overhead ratio | 12% | — | — |
| Fundraising cost ratio | 4% | — | — |
| Revenue growth | 416% | — | — |
| Investment management fee ratio | 0% | — | — |
| Legal fee ratio | 1% | — | — |
| Accounting fee ratio | 1% | — | — |
| Fundraising fee ratio | 0% | — | — |
Straight from the Form 990 — descriptive, not an evaluation. A ratio is hidden when its base is zero or too small to be meaningful; the dollars are always shown.
Leadership and pay
Who runs it, and what are they paid?
Officers, Directors & Key Employees
Gwendolyn G High’s $77K as Executive Dir. is at the 61st percentile of top reported officer pay among 1043 $100K–1M public & societal benefit nonprofits. Peer set: organizations in the same NTEE major field of work and revenue-size band, compared on each org’s own highest-paid officer/key-employee, from Form 990 Part VII / 990-PF Part VIII. Descriptive placement, not a verdict on whether the pay is appropriate.
Compensation history total reportable pay by year · 1 named individual · Part VII
| Name | FY2025 | FY2024 | FY2023 |
|---|---|---|---|
| Gwendolyn G High | $76,501 | $85,375 | $20,500 |
Total reportable compensation (Form 990 Part VII column D / Schedule J column E) by filing year, matched by name within this organization. The Schedule J base / bonus / deferred breakdown is not parsed into this dataset.
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Governance & Policies
- 11Voting board membersPt VI · Ln 1a
- 11Independent board membersPt VI · Ln 1b
- Conflict-of-interest policyPt VI · Ln 12aYes
- Whistleblower policyPt VI · Ln 13No
- Document retention policyPt VI · Ln 14Yes
- Top official’s pay independently reviewedPt VI · Ln 15aNo
- Family or business ties among leadersPt VI · Ln 2No
Mission and programs
What it does.
Empowers families with education and connections to build social capital and reach their full potential.
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Where the work happens
Afterschool Program/Reading Literacy. StriveCLT is currently in the third year of running an afterschool program, Monday ? Friday, for Title I children in kindergarten through 5th grade who attend Marie G. Davis, the home school within walking distance of their Southside Homes (SSH) community.
Other program services Strategic Planning. A significant process near the end of 2024 to enhance our program planning, implementation, and delivery of mission programs and services was the StriveCLT Board?s decision to undergo a strategic planning process to strengthen our nonprofit.
Civic and Community Engagement. To foster greater interest and participation in the election of officials that represent them, StriveCLT set up a voters? education table during a Southside Homes sponsored Back to School event.
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Funders
Who pays for it.
From grant filings on record. Receipts are incomplete: individual donors are never listed.
Grants
Filing history
Every return on file.
| Year | Revenue | Expenses | Change | Filing |
|---|---|---|---|---|
| FY2025 Latest | $154K | $266K | -69% | 990 PDF |
| FY2024 Viewing | $506K | $287K | +416% | 990 PDF |
| FY2023 | $98K | — | -42% | 990 PDF |
| FY2022 | $169K | — | 990 PDF |
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Schedules filed Part IV
Not shown yet: ratings, outcomes, and peer benchmarks. A Form 990 doesn’t report them.
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Sources
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