On October 12, 2011, Jonathan issued a report on iMentor with a "BUY" rating.
Nonprofit Investor ("NPI") is a platform for the creation and distribution of free, in-depth research on charity organizations by volunteers.
If you believe there are any inaccuracies or errors in any report, please contact us.
Designing policies and programmes for inclusive entrepreneurship by Jonathan ...OECD CFE
Presentation from the capacity building seminar “Financing business start-up by under-represented groups”, 27-29 June 2012, Trento – Italy; organised by the Local Economic and Employment Development (LEED) Programme and its Trento Centre at the OECD in collaboration with the Directorate-General Employment, Social Affairs and Inclusion of the European Commission. See www.trento.oecd.org
Stimulating Opportunity: An Evaluation of ARRA-Funded Subsidized Employment P...The Rockefeller Foundation
In 2009, in its efforts to stimulate the economy through the American Recovery and Reinvestment Act (ARRA), Congress included funding in the Temporary Assistance to Needy Families (TANF) Emergency Fund (EF) to help states cover the costs of creating new or expanding existing subsidized employment programs. All told, 39 states and the District of Columbia received approval to spend $1.3 billion of the Emergency Fund on subsidized employment programs. While the goals and structures of the TANF EF-supported subsidized employment programs varied from jurisdiction to jurisdiction, they generally sought to create job opportunities for unemployed individuals so that they could earn immediate income and build experience and skills. Many programs also sought to reduce the costs and risks to employers of hiring during a slack economy and to stimulate local economies. In a short period of time, states implemented large-scale programs, creating more than 260,000 subsidized jobs.
During the reporting period, The Foundation supported VCCI to deliver 18 business Disaster Risk Management (DRM) courses to more than 520 people from 370 businesses in seven provinces in the Central region: Nghe An, Hue, Da Nang, Quang Nam, Quang Tri, Binh Dinh and Khanh Hoa. The Foundation also worked closely with VCCI and CED to support ten companies to finalize their DRM plans. To measure the impact of the DRM training program in the last quarter of 2012, the Foundation sponsored an independent evaluation of training carried out under the program since 2011. The evaluation provided evidence of businesses interest in the training, implementation of training content in business practice and case study examples of where those DRM measures had been tested by disaster and found to reduce disaster risk. The program has established an effective course, a cadre of trainers, and with its increasing profile has made an important contribution to improved awareness and action on DRM among local businesses in the central region.
How ready are our workplaces for these changes? Are L&D and HR professionals pro-actively contemplating innovation in the way learning is conceptualised and delivered?
Will 2020 look drastically different from how L&D is deliveredin 2015? This report provides insights into learning & development (L&D) priorities, future trends and aspirations. It also provides benchmarks into prevalent practices from organisations across the GCC region and beyond.
Designing policies and programmes for inclusive entrepreneurship by Jonathan ...OECD CFE
Presentation from the capacity building seminar “Financing business start-up by under-represented groups”, 27-29 June 2012, Trento – Italy; organised by the Local Economic and Employment Development (LEED) Programme and its Trento Centre at the OECD in collaboration with the Directorate-General Employment, Social Affairs and Inclusion of the European Commission. See www.trento.oecd.org
Stimulating Opportunity: An Evaluation of ARRA-Funded Subsidized Employment P...The Rockefeller Foundation
In 2009, in its efforts to stimulate the economy through the American Recovery and Reinvestment Act (ARRA), Congress included funding in the Temporary Assistance to Needy Families (TANF) Emergency Fund (EF) to help states cover the costs of creating new or expanding existing subsidized employment programs. All told, 39 states and the District of Columbia received approval to spend $1.3 billion of the Emergency Fund on subsidized employment programs. While the goals and structures of the TANF EF-supported subsidized employment programs varied from jurisdiction to jurisdiction, they generally sought to create job opportunities for unemployed individuals so that they could earn immediate income and build experience and skills. Many programs also sought to reduce the costs and risks to employers of hiring during a slack economy and to stimulate local economies. In a short period of time, states implemented large-scale programs, creating more than 260,000 subsidized jobs.
During the reporting period, The Foundation supported VCCI to deliver 18 business Disaster Risk Management (DRM) courses to more than 520 people from 370 businesses in seven provinces in the Central region: Nghe An, Hue, Da Nang, Quang Nam, Quang Tri, Binh Dinh and Khanh Hoa. The Foundation also worked closely with VCCI and CED to support ten companies to finalize their DRM plans. To measure the impact of the DRM training program in the last quarter of 2012, the Foundation sponsored an independent evaluation of training carried out under the program since 2011. The evaluation provided evidence of businesses interest in the training, implementation of training content in business practice and case study examples of where those DRM measures had been tested by disaster and found to reduce disaster risk. The program has established an effective course, a cadre of trainers, and with its increasing profile has made an important contribution to improved awareness and action on DRM among local businesses in the central region.
How ready are our workplaces for these changes? Are L&D and HR professionals pro-actively contemplating innovation in the way learning is conceptualised and delivered?
Will 2020 look drastically different from how L&D is deliveredin 2015? This report provides insights into learning & development (L&D) priorities, future trends and aspirations. It also provides benchmarks into prevalent practices from organisations across the GCC region and beyond.
One in three—16 million—American young people will reach the age of 19 without having had a mentor. This session prepares corporate citizenship professionals to make the business case for corporate youth mentoring programs in alignment with business and community needs and goals. Participants will explore youth mentoring program design and planning, leveraging tools and resources from MENTOR: The National Mentoring Partnership, along with examples from diverse corporate youth mentoring programs. Further, we will examine effective employee engagement strategies focused on recruitment and retention, and we will develop sample evaluation plans for corporate youth mentoring programs. Join us and learn to:
make the business case for a corporate youth mentoring program;
design and operationalize a corporate youth mentoring program;
effectively advance employee recruitment and retention; and
measure and evaluate a corporate youth mentoring program.
Speakers:
Daniel Horgan, Corporate Partnerships Consultant, MENTOR: The National Mentoring Partnership
Kristin Howard, Senior Director, Development, MENTOR: The National Mentoring Partnership
Elizabeth Santiago, Senior Director, Programs, MENTOR: The National Mentoring Partnership
We funded a formal academic evaluation to support Toynbee Hall’s Money Mentors Programme in Tower Hamlets, an initiative aimed at improving participants’ financial confidence, increasing their financial capability and reducing financial exclusion. Toynbee Hall is a community organisation that pioneers ways to reduce poverty and disadvantage. Based in the East End of London it has been a catalyst for social reform in the UK for almost 130 years giving some of the country’s most deprived communities a voice, providing access to free advice and support services and working to tackle social injustice.
Global Trends in Organisational Learning & Developments 2014eUniversity
Globally oranisations are increasingly finding out that, traditional learning departments are often inefficient and expensive.
Research shows that only about one third of the total training spent goes into actual learning delivery, the rest is often spent on administrative and other indirect costs.
Initially organisations adopted web based learning because of its cost effectiveness & efficiency. However over time these companies realized that eLearning is not only more efficient, it make learning outcome more effective.
Learners can now complete the training at their own time, pace & place.
Fed ex / Ketchum Social Media Study Findings ReportMauricio Godoy
Findings and insights from the 2010 FedEx/Ketchum Social Media Benchmarking Study—a comprehensive exploration of how social media impacts today’s communications landscape. This document reflects the input of leaders from over 60 top global organizations across most major industries.
Beyond Smiley Sheets: Measuring the ROI of Learning and DevelopmentKip Michael Kelly
The stock prices of companies rise more when employers invest more in employee training. Yet, learning and development professionals often struggle to obtain program funding because they lack metrics to confirm the programs’ impact. This UNC Executive Development white paper shows how HR and talent management professionals can demonstrate the bottom-line impact of L&D projects to senior executives. Specifically, it:• Reviews how to evaluate L&D programs on four key levels• Discusses the challenges in assessing value for new and existing L&D development initiatives• Offers suggestions for ensuring L&D evaluations reflect what executive leadership expects• Provides steps to consider when calculating the ROI of L&D development programs• Shares examples of companies that have effectively demonstrated the value of their L&D programsL&D programs make a bottom-line difference. This white paper helps HR and talent professionals show just how valuable that bottom-line difference is.
This report provides a look at those organizations that recognize and benefit from what can be achieved when social technologies are paired with the new ways of working they enable. That paired approach delivers shared value; generating complex business outcomes for the organization while making employee work experience easier and more fulfilling.
In 2013, in response to the opportunities presented by Africa’s rapidly growing youth population and the ubiquity of information and communications technologies across the continent, The Rockefeller Foundation launched its Digital Jobs Africa initiative. The initiative aims to enable young people to access jobs by providing them with in-demand technology-related and other employability skills. Now just past its two-year mark, the Foundation is taking stock of the rich learning that has emerged from the initiative.
CIM/e-Marketing Award-Assignment # 3 and #4 (combined): A Full Fledge e-Marke...Naja Faysal
This plan presents in details why would a school go into the transformation from traditional schooling into an e-business / e-Learning operation and how to best do it within budget and cultural limitations.
As part of the Chartered Institute of Marketing programs, Naja Faysal was enrolled in the Professional Development Award in e-Marketing via Cambridge Marketing College
Micro planning, an iterative approach to project implementation, clearly defined roles and responsibilities, project ownership, and a comprehensive surveillance and monitoring system are some of the project strategies that help eradicate polio in India
Curious about the corporate approach to customer care? The 2013 Customer Experience Management Benchmark Study, by Digital Roots and Execs in the Know, details corporate trends and insights in traditional care, as well as emerging channels like mobile, interactive chat, and social media for customer care.
150723 inspiring next generation career successv6ME+
Businesses are spending heavily on recruiting and developing young talent through direct entry graduate schemes and other early careers programmes, yet 25% of companies have unfilled positions due to graduates having a lack of employable skills.
Whilst the transformation in Further Education funding has increased the focus of universities on employability, this is failing to engage a large number of students and provide the personalised support in their moment of need. Many young people are feeling overwhelmed as they take their first steps on their career resulting in high numbers of employees being disengaged and uninspired in their work.
So, who's doing anything about it?
There's a gaping divide in who owns the problem, with employees looking for their employers to take the lead and provide visibility of their future careers options and businesses looking for individuals to take control.
ME+® fills the gap, putting people in control of their own careers and guiding them to achieve their ambitions.
Webinar presentation about five emerging trends in employee engagement and internal communications. For more information, please visit http://www.mslworldwide.com
EVALUATION OF CORPORATE SOCIAL RESPONSIBILITY AND ETHICS OF WIPROSudharshanE1
The following evaluates the degree of organizational ethics and examines the various techniques and strategies through which WIPRO is fulfilling their responsibilities to key stakeholders. CSR can be defined as “A company's sense of responsibility towards the community and environment (both ecological and social) in which it operates.
ESOQ is the European Survey on Quality, developed by GEYC and PRISMA Network, in the frame of EQYP Project.
EQYP Project is a mobility of youth workers under Erasmus+, co-financed by European Commission.
One in three—16 million—American young people will reach the age of 19 without having had a mentor. This session prepares corporate citizenship professionals to make the business case for corporate youth mentoring programs in alignment with business and community needs and goals. Participants will explore youth mentoring program design and planning, leveraging tools and resources from MENTOR: The National Mentoring Partnership, along with examples from diverse corporate youth mentoring programs. Further, we will examine effective employee engagement strategies focused on recruitment and retention, and we will develop sample evaluation plans for corporate youth mentoring programs. Join us and learn to:
make the business case for a corporate youth mentoring program;
design and operationalize a corporate youth mentoring program;
effectively advance employee recruitment and retention; and
measure and evaluate a corporate youth mentoring program.
Speakers:
Daniel Horgan, Corporate Partnerships Consultant, MENTOR: The National Mentoring Partnership
Kristin Howard, Senior Director, Development, MENTOR: The National Mentoring Partnership
Elizabeth Santiago, Senior Director, Programs, MENTOR: The National Mentoring Partnership
We funded a formal academic evaluation to support Toynbee Hall’s Money Mentors Programme in Tower Hamlets, an initiative aimed at improving participants’ financial confidence, increasing their financial capability and reducing financial exclusion. Toynbee Hall is a community organisation that pioneers ways to reduce poverty and disadvantage. Based in the East End of London it has been a catalyst for social reform in the UK for almost 130 years giving some of the country’s most deprived communities a voice, providing access to free advice and support services and working to tackle social injustice.
Global Trends in Organisational Learning & Developments 2014eUniversity
Globally oranisations are increasingly finding out that, traditional learning departments are often inefficient and expensive.
Research shows that only about one third of the total training spent goes into actual learning delivery, the rest is often spent on administrative and other indirect costs.
Initially organisations adopted web based learning because of its cost effectiveness & efficiency. However over time these companies realized that eLearning is not only more efficient, it make learning outcome more effective.
Learners can now complete the training at their own time, pace & place.
Fed ex / Ketchum Social Media Study Findings ReportMauricio Godoy
Findings and insights from the 2010 FedEx/Ketchum Social Media Benchmarking Study—a comprehensive exploration of how social media impacts today’s communications landscape. This document reflects the input of leaders from over 60 top global organizations across most major industries.
Beyond Smiley Sheets: Measuring the ROI of Learning and DevelopmentKip Michael Kelly
The stock prices of companies rise more when employers invest more in employee training. Yet, learning and development professionals often struggle to obtain program funding because they lack metrics to confirm the programs’ impact. This UNC Executive Development white paper shows how HR and talent management professionals can demonstrate the bottom-line impact of L&D projects to senior executives. Specifically, it:• Reviews how to evaluate L&D programs on four key levels• Discusses the challenges in assessing value for new and existing L&D development initiatives• Offers suggestions for ensuring L&D evaluations reflect what executive leadership expects• Provides steps to consider when calculating the ROI of L&D development programs• Shares examples of companies that have effectively demonstrated the value of their L&D programsL&D programs make a bottom-line difference. This white paper helps HR and talent professionals show just how valuable that bottom-line difference is.
This report provides a look at those organizations that recognize and benefit from what can be achieved when social technologies are paired with the new ways of working they enable. That paired approach delivers shared value; generating complex business outcomes for the organization while making employee work experience easier and more fulfilling.
In 2013, in response to the opportunities presented by Africa’s rapidly growing youth population and the ubiquity of information and communications technologies across the continent, The Rockefeller Foundation launched its Digital Jobs Africa initiative. The initiative aims to enable young people to access jobs by providing them with in-demand technology-related and other employability skills. Now just past its two-year mark, the Foundation is taking stock of the rich learning that has emerged from the initiative.
CIM/e-Marketing Award-Assignment # 3 and #4 (combined): A Full Fledge e-Marke...Naja Faysal
This plan presents in details why would a school go into the transformation from traditional schooling into an e-business / e-Learning operation and how to best do it within budget and cultural limitations.
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Micro planning, an iterative approach to project implementation, clearly defined roles and responsibilities, project ownership, and a comprehensive surveillance and monitoring system are some of the project strategies that help eradicate polio in India
Curious about the corporate approach to customer care? The 2013 Customer Experience Management Benchmark Study, by Digital Roots and Execs in the Know, details corporate trends and insights in traditional care, as well as emerging channels like mobile, interactive chat, and social media for customer care.
150723 inspiring next generation career successv6ME+
Businesses are spending heavily on recruiting and developing young talent through direct entry graduate schemes and other early careers programmes, yet 25% of companies have unfilled positions due to graduates having a lack of employable skills.
Whilst the transformation in Further Education funding has increased the focus of universities on employability, this is failing to engage a large number of students and provide the personalised support in their moment of need. Many young people are feeling overwhelmed as they take their first steps on their career resulting in high numbers of employees being disengaged and uninspired in their work.
So, who's doing anything about it?
There's a gaping divide in who owns the problem, with employees looking for their employers to take the lead and provide visibility of their future careers options and businesses looking for individuals to take control.
ME+® fills the gap, putting people in control of their own careers and guiding them to achieve their ambitions.
Webinar presentation about five emerging trends in employee engagement and internal communications. For more information, please visit http://www.mslworldwide.com
EVALUATION OF CORPORATE SOCIAL RESPONSIBILITY AND ETHICS OF WIPROSudharshanE1
The following evaluates the degree of organizational ethics and examines the various techniques and strategies through which WIPRO is fulfilling their responsibilities to key stakeholders. CSR can be defined as “A company's sense of responsibility towards the community and environment (both ecological and social) in which it operates.
ESOQ is the European Survey on Quality, developed by GEYC and PRISMA Network, in the frame of EQYP Project.
EQYP Project is a mobility of youth workers under Erasmus+, co-financed by European Commission.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Introduction to AI for Nonprofits with Tapp Network
iMentor
1. NONPROFIT INVESTOR
INDEPENDENT RESEARCH FOR PHILANTHROPY
iMentor SUMMARY
iMentor uses technology, curriculum, and targeted support to create
Nonprofit Investor Rating: a new, more powerful mentoring model that is more scalable and
BUY easier to adopt than traditional mentoring models.
Mission Statement STRENGTHS
iMentor’s mission is to improve the lives of Through its unique mentoring model, iMentor has tapped mentors
high school students from underserved who have not been able to participate in traditional programs. Its
communities through evidence-based,
corporate and school partnerships have created long-lasting
technology-enabled mentoring.
relationships with its participating mentors and students. In the
Financial Overview company’s most recently reported program year, 83% of its mentees
$ in MM, Fiscal Year Ended Dec 31 in NYC graduated from high school while the citywide graduation
rate was just 63%, which begins to validate the program’s
2007 2008 2009 effectiveness. iMi, an online interactive mentoring program, has
Revenue and Support $7.3 $7.3 $6.8 successfully begun to address the sizable 17.6mm mentoring gap of
Operating Expenses $1.8 $1.9 $2.9
youth in need of mentoring.
% of Total:
Program Expenses 85% 72% 71% CAUTIONS
G&A 10% 17% 17%
Public company financials and specific program data points are
Fundraising 5% 11% 12%
limited. Recent 2010 financials are currently unavailable and will be
critical in evaluating iMentor’s efficiency of deploying its expanding
base of funds as well as its growth objectives. The quality and
Contact Details
effectiveness of its mentoring program is difficult to accurately gauge.
iMentor
The company has started to take steps to evaluate its mentoring
30 Broad Street, 9th Floor
model by launching “Public/Private Ventures”, a 2,000-participant,
New York, NY 10004
(212) 461-4330 six year study.
www.imentor.org/
RECOMMENDATION: BUY
EIN: 30-0105507
iMentor’s unique, proprietary mentoring model has gained great
Analyst traction with its participants, funders and community. The company
Jonathan Tran has expanded rapidly over the past few years and has a solid
network of corporations and partnerships in place. The company's
Publication Date continued plan to innovate its mentoring model, validate its
October 12, 2011 program’s effectiveness, and increase their asset base puts the
company in a strong position to help serve its growing population of
mentees in need.
Nonprofit Investor.org
2. STRENGTHS
▲iMentor program successfully attracts more mentors because of its flexible online and in-person model. Many
potential mentors are excluded in a traditional model because 1x1 meetings are often set at inflexible after-school times
and are typically in-person. iMentor’s program provides more flexibility: mentors email mentee once a week, pairs meet
in person once a month, mentors devote 6-8 hours a month to mentee on their own schedule.
▲ Mentors are carefully screened, matched, and trained. Mentors must apply via an online application process,
undergo criminal background and reference checks, and a phone interview. It seems like the application process is more
of a way to screen out obviously egregious applicants vs. “qualified” candidates. Selected mentors attend an initial 2
hour training session and are provided a specific curriculum/checklist to adhere to during mentoring process. The entire
process takes 2-4 weeks in total to complete.
▲ Partnerships with corporations and schools are designed to be long-lasting and heavily involved. For whole-school
partnerships, iMentor partners with the entire school by enrolling every single student, eliminating self-selection among
students. This creates a long term relationship between mentor/mentee/school with the common end goal of high
school graduation and college attendance. This partnership addresses the problem of under-resourced in-house
guidance programs. For corporate partnerships, iMentor targets leading companies’ employees to build positive and
lasting impacts on their communities. 100% of the current 16 corporate partners renewed with iMentor last year, which
demonstrates powerful participation stickiness.
▲iMentor fundraising programs are diverse and community engaging. Events seem to be well-planned out, diverse,
and fun. A few event examples include Twestival NYC, 4 Under 40 guest speakers, wine tastings, galas, happy hours,
workshops. iMentor has done a good job building its brand and reputation, especially in the New York City community.
▲Recent statistics demonstrates directional effectiveness of iMentor. During the 2009-2010 program year, 83% of
mentees in NYC graduated from high school while citywide graduation rate was just 63% (65% for 2010 per Mike
Bloomberg). 75% of teachers say students benefited academically from participation in iMentor, while 92% of teachers
witnessed mentees becoming more confident in talking with adults and building relationships.
▲Online interactive mentoring program (“iMi”) helps to address the sizable mentoring gap and is scalable.Of the
17.6mm youth considered in high need of mentoring, only 2.5mm adult mentors exist, leaving ~15mm young people still
waiting for mentors. To address this, iMentor created iMi, a multi-year, structured research-informed mentoring
curriculum on an online platform for managing all aspects of the mentoring program. Currently, there are 50 iMi
partnerships in 20 states across the country. iMi’s technological infrastructure allows for the monitoring of mentor-
mentee relationships and provides an easier way to track participation statistics, which may help with competing for
government grants.
▲Funding sources are diverse and help provide free program services to all mentors, mentees and partnering schools.
iMentor receives its funding from 5 sources: 1) corporate partners, 2) individual donations, 3) government grants, 4)
online donor drives and 5) fundraising events. The majority of iMentor’s funding comes from contributions, gifts and
grants. For a more detailed analysis, please see “Financial Overview”.
CAUTIONS
▼ Quality of mentoring is difficult to gauge and current monitoring controls may not be very effective. iMentors
volunteers are not youth development experts, so the level of impact will vary significantly across each mentor-mentee
pair. The background, education and qualifications of the individuals who developed iMentor NYC and iMi’s programs
are undisclosed. Although all mentor-mentee emails are logged and can be searched, it seems difficult to accurately
grade how effective mentor-mentee conversations are progressing. Some statistics are released on website to
summarize results, but much more details are needed in order to gauge and validate effectiveness. Some important
metrics and data releases that would be helpful to know from company may include: 1) % mentees who graduate high
iMentor | Nonprofit Investor Research 2
3. school, 2) % mentees who get accepted into college, 3) % of mentees who graduate from college, 4)
parent/teacher/counsellor testimonies and 5) level of improvement of average grades.
▼ Financials and program data points are very limited. Company has only made available their financials for select
years (2007, 2008 and 2009) and details are limited. Financial information before 2007 would be helpful to more
accurately assess growth and efficiency of corporation. The release of 2010 financials will provide extremely important
data in judging how effective iMentor has been in deploying the company’s rapidly expanding level of funds.
▼ Inconsistencies exist between iMentor’s NYC based program and iMi interactive model. Mentor screening
standards are different between these two programs, which questions how the company will control quality of
mentoring. iMentor NYC has the burden of responsibility to screen their mentors, while iMi outsources the screening
and employment background checks to the partner organizations.
OVERVIEW OF IMENTOR
In the last 10 years, iMentor has affected over 20,000 lives by cultivating relationships between young mentees and
volunteer adult mentors through an innovative combination of e-mail correspondence and in-person meetings. To-date,
iMentor has matched over 10,000 mentor-mentee pairs, partnering with 30 NYC schools and after school programs in
four of New York City's five boroughs and programs all over the country through iMi. Currently, iMentor serves 2,400
mentor-mentee pairs through its NYC program and 4,500 students through partnerships with 50 orgs in 20 states using
its iMi interactive structure.
iMentor | Nonprofit Investor Research 3
4. FINANCIAL OVERVIEW
iMentor has driven extraordinary growth in its balance sheet over the last few years and has managed to generate a
consistent and healthy net profit margin since the company became profitable in 2007. Company’s cash position peaked
in 2008 and the composition of its more liquid assets shifted to pledges and grants receivable the following year. A large
unanswered question on iMentor’s balance sheet is the specific break down of “Other Assets”, which has increased
dramatically over last two years and composes over 70% of 2009’s assets. A majority of this is most likely from
contributions, but more clarity from the company on the Form 990s would be helpful.
On the revenues side, iMentor has had tremendous growth between 2006 and 2007 with most of its revenue coming
from contributions and grants. Latest available financials (per Form 990) indicate source of revenues come primarily
from non-government contributions, gifts, and grants (91.9%), while government grants compose 3.4%, membership
dues 4.4%, and fundraising events 0.3%. It is a bit surprising that fundraising does not contribute a higher portion, both
on an absolute and relative basis. From 2004 to 2008, iMentor has received strong support from private individual
contributions (non-government and publicly supported organizations) in the amount of 40% of total contributions. This
is most likely a result of company’s strong outside connections from its key corporate officers and directors. For
example, iMentor founder John Griffin, also founder of Blue Ridge Capital, has key relationships with The Michael J. Fox
Foundation, Tiger Foundation, Stanford and UVA.
On the expense front, salaries, other compensation and employee benefits have composed at least 50% of total
expenses for each of the four reported years. Program expenses make up the bulk of expenses (72%), as would be
expected. It is a bit surprising that the high fundraising expenses in 2009 ($255k) have resulted in only $22k of revenue
in the fundraising category. Coupled with the fact that the bulk of these fundraising expenses relate to annual
compensation, it is questionable how effective and worthwhile iMentor’s fundraising program is.
Revenue: 2006 2007 2008 2009
Contributions and grants $879,745 $7,254,692 $7,189,799 $6,761,000
Program service revenue $0 $94,062 $94,062 $0
Investment income $0 $10,906 $10,906 $36,530
Other revenue $0 $41,915 $41,915 $29,903
Gain/loss from sale of assets other than inv. $0 -$62,192 $0 $0
Total Revenue $879,745 $7,339,383 $7,336,682 $6,827,433
Expenses: 2006 2007 2008 2009
Salaries, other compensation, employee benefits $546,228 $1,372,688 $1,055,689 $1,811,645
Other expenses $360,803 $464,805 $810,419 $1,085,230
Total expenses $907,031 $1,837,493 $1,866,108 $2,896,875
Net Assets or Fund Balances: 2006 2007 2008 2009
Total assets n/a $530,838 $6,148,857 $10,115,105
Total liabilities n/a $80,454 $196,583 $232,273
Net assets or fund balances n/a $450,384 $5,952,274 $9,882,832
Revenue y/y growth n/a 734% 0% -7%
Expenses y/y growth n/a 103% 2% 55%
Program expenses as % of total expenses n/a 85% 72% 71%
G&A as % of total expenses n/a 10% 17% 17%
Fundraising expenses as % of total expenses n/a 5% 11% 12%
Net income -$27,286 $5,501,890 $5,470,574 $3,930,558
Y/Y growth n/a n/a -0.57% -28.15%
Net profit margin n/a 75% 75% 58%
iMentor | Nonprofit Investor Research 4
5. RESULTS AND TRANSPARENCY
iMentor provides basic financial information in its Form 990s, but does not make financial statements or annual reports
publicly available. Although this has made it difficult to understand the company’s financial projections and future goals,
the available financial information via the Form 990s combined with publicly available on the company’s
accomplishments helps validate its progress and program effectiveness. The hope is that this year’s latest Form 990,
once released, will help confirm some of the company’s accomplishments.
GROWTH
iMentor continually looks for ways of validating and improving its programs & services. Company will launch
“Public/Private” Ventures launch in the Fall of 2011. This is a 2,000-participant, six year study of iMentor’s mentoring
model. This study will be one of the largest and most comprehensive studies ever published on school-based mentoring
and seek to analyze the quality and quantity of evidence around iMentor’s impact on participants. Since 2007, iMentor
has contracted with Kim Sabo Consulting (“KSC”) to update and strength its evaluation instruments. KSC has found that
there has been a significant impact on standardized test scores, English grades and school attendance.
In the public materials evaluated, iMentor has not commented on specific financial targets or growth drivers.
GET INVOLVED
Donate, become a mentor, partner school, iMi member or corporate partner, work at iMentor, join the Young Executive
Board, or participate in the Online Donor Drive.
http://www.imentor.org/get-involved
DISCLOSURES
Jonathan does not have any affiliation with iMentor and has never made a donation to iMentor.
iMentor | Nonprofit Investor Research 5