Coalition For The Common Good is located in Yellow Springs, OH. The organization was established in 1931. According to its NTEE Classification (B42) the organization is classified as: Undergraduate Colleges, under the broad grouping of Education and related organizations. As of 06/2022, Coalition For The Common Good employed 1,507 individuals. This organization is an independent organization and not affiliated with a larger national or regional group of organizations. Coalition For The Common Good is a 501(c)(3) and as such, is described as a "Charitable or Religous organization or a private foundation" by the IRS.
For the year ending 06/2022, Coalition For The Common Good generated $83.4m in total revenue. The organization has seen a slow decline revenue. Over the past 7 years, revenues have fallen by an average of (0.9%) each year. All expenses for the organization totaled $80.0m during the year ending 06/2022. You can explore the organizations financials more deeply in the financial statements section below.
Form
990
Mission & Program ActivityExcerpts From the 990 Filing
TAX YEAR
2022
Describe the Organization's Mission:
Part 3 - Line 1
ANTIOCH UNIVERSITY PROVIDES LEARNER-CENTERED EDUCATION TO EMPOWER STUDENTS WITH THE KNOWLEDGE AND SKILLS TO LEAD MEANINGFUL LIVES AND TO ADVANCE SOCIAL, ECONOMIC, AND ENVIRONMENTAL JUSTICE.
Describe the Organization's Program Activity:
Part 3 - Line 4a
ANTIOCH UNIVERSITY PROVIDES LEARNER-CENTERED EDUCATION TO EMPOWER STUDENTS WITH THE KNOWLEDGE AND SKILLS TO LEAD MEANINGFUL LIVES AND TO ADVANCE SOCIAL, ECONOMIC, AND ENVIRONMENTAL JUSTICE. ANTIOCH UNIVERSITY IS A BOLD AND ENDURING SOURCE OF INNOVATION IN HIGHER EDUCATION SERVING APPROXIMATELY 4,400 ADULT STUDENTS AROUND THE WORLD AND ACROSS THE COUNTRY, ONLINE AND FROM ITS FIVE CAMPUSES IN FOUR STATES, IN ADDITION TO ITS UNIVERSITY-WIDE DOCTORAL PROGRAMS. THE UNIVERSITY'S MISSION IS GUIDED BY THE CORE VALUES OF EXCELLENCE IN TEACHING AND LEARNING, NURTURING STUDENT ACHIEVEMENT, SUPPORTING SCHOLARSHIP AND SERVICE, A COMMITMENT TO SOCIAL ENGAGEMENT, AND BUILDING AND SERVING INCLUSIVE COMMUNITIES. CAMPUSES FULFILL THE MISSION THROUGH SERVING THE EDUCATIONAL NEEDS OF THE COMMUNITIES IN THEIR REGIONS; THE ONLINE PROGRAMS EXPAND ACCESS TO EDUCATION THROUGH HIGH QUALITY, AFFORDABLE, AND FLEXIBLE EDUCATION.LOS ANGELESDURING THE PANDEMIC, MANY CLASSES ACROSS ANTIOCH SHIFTED ONLINE. THIS COULD HAVE RESULTED IN A REDUCED LEARNING EXPERIENCE, BUT IN MANY CASES, IT INSTEAD CREATED OPPORTUNITIES FOR INSTRUCTORS AND PROGRAM ADMINISTRATORS TO REEVALUATE AND RETHINK HOW EDUCATION WORKS AND WHAT MIGHT BE POSSIBLE. ONE OF THE BIGGEST AND MOST HOPEFUL DEVELOPMENTS AT ANTIOCH IS THE EXPANSION OF ONLINE AND LOW-RESIDENCY PROGRAMS, WHICH BUILD ON THE UNIVERSITY'S 170-YEAR HISTORY AS AN INSTITUTION DEVOTED TO INNOVATION AND EXPANDING ACCESS TO EDUCATION. FOREMOST AMONG THESE NEW PROGRAMS IS ONE THAT LAUNCHED THIS LAST YEAR: THE LOW-RESIDENCY MASTER OF ARTS IN CLINICAL PSYCHOLOGY DEGREE OFFERED BY ANTIOCH LOS ANGELES. THE LOW-RESIDENCY MODEL HAS THE POTENTIAL TO REACH NEW LEARNERS THAT MIGHT NOT OTHERWISE BE ABLE TO ACCESS A MASTER'S PROGRAM AND OPENS UP NOT JUST GEOGRAPHY, BUT TIME AND SPACE IN A REALLY POWERFUL WAY. SEATTLETHE PHD IN COUNSELOR EDUCATION AT ANTIOCH SEATTLE HAS FOR THE LAST SIX YEARS SERVED PROFESSIONAL MENTAL HEALTH COUNSELORS WHO DESIRE EITHER TO TRAIN OTHER COUNSELORS OR MOVE INTO LEADERSHIP POSITIONS IN THE FIELD. HOWEVER, FOR MANY WOULD-BE STUDENTS WHO SHARE THESE GOALS, STARTING GRADUATE SCHOOL AND BALANCING AN ESTABLISHED CAREER CAN POSE SERIOUS LOGISTICAL CHALLENGES. WITH THIS IN MIND, THE PROGRAM RECENTLY PIVOTED TO AN ONLINE, LOW-RESIDENCY MODEL. THIS MODEL WILL SERVE COUNSELING STUDENTS ALL OVER THE COUNTRY AND EVEN INTERNATIONALLY, AT BOTH THE MA AND PHD LEVELS. BIANNUAL RESIDENCY WEEKS WILL BE HELD IN SEATTLE AND SANTA BARBARA, BUT FOR THE REMAINDER OF THE YEAR, STUDENTS WILL BE FREE TO STUDY FROM THEIR HOMES. BY OFFERING THIS DEGREE TO COUNSELORS ACROSS THE COUNTRY AND WORLD, ANTIOCH UNIVERSITY HOPES TO HELP ADDRESS THE SHORTAGE OF MENTAL HEALTH PROFESSIONALS. CANDIDATES ARE TRAINED AS COUNSELOR EDUCATORS AND SUPERVISORS, AND THEY ALSO LEARN HOW TO BE GOOD RESEARCHERS, TO BE ADVOCATES, AND WITH THE PROGRAM'S UNIQUE EMPHASIS TO BE SOCIAL JUSTICE LEADERS. THE PROGRAM AIMS TO CREATE BRIDGES FOR BETTER UNDERSTANDING ACROSS DIVERSE POPULATIONS AND TO REDUCE BARRIERS IN ACCESS FOR LEARNERS ACROSS THE COUNTRY WITH ITS NEW LOW-RESIDENCY MODEL.NEW ENGLANDEMERGING FROM THE INCREASED DEMANDS FOR DISMANTLING OPPRESSIVE SYSTEMS OF RACISM, PATRIARCHY, AND COLONIZATION, THE CLINICAL MENTAL HEALTH COUNSELING (CMHC) DEPARTMENT AT ANTIOCH UNIVERSITY NEW ENGLAND IS TAKING STEPS TO DECOLONIZE ITS CURRICULUM. IN THE PAST YEAR, THE CLINICAL MENTAL HEALTH DEPARTMENT FORMED A SOCIAL JUSTICE PEDAGOGY COMMITTEE TO COMPILE RESOURCES AND EXAMINE BEST PRACTICES IN SOCIAL JUSTICE PEDAGOGY, PARTICULARLY THOSE BEING INTEGRATED INTO THE FIELD OF COUNSELOR EDUCATION. FOUNDED ON THE ACKNOWLEDGMENT THAT MUCH OF THE FIELD OF COUNSELING IS BASED ON EUROCENTRIC IDEAS OF HUMAN DEVELOPMENT AND THRIVING, THE MEMBERS OF THE SOCIAL JUSTICE PEDAGOGY COMMITTEE ARE COMMITTED TO RECONSTRUCTING THE PROGRAM WITH AN ENTIRELY NEW, SOCIALLY JUST AND EQUITABLE FRAMEWORK THROUGH A THREE-YEAR SOCIAL JUSTICE PLAN OF ACTION. ANTIOCH HAS OFFERED THE MASTER OF SCIENCE IN RESOURCE MANAGEMENT AND ADMINISTRATION DEGREE AT NEW ENGLAND SINCE 1979, BUT THIS YEAR, WITH A GROWING DEMAND FOR SPECIALIZATION, THE PROGRAM HAS LAUNCHED THREE NEW CURRICULAR PATHWAYS THAT PREPARE STUDENTS TO COMPETE AND FLOURISH AS ENVIRONMENTAL PROFESSIONALS. THE LEADERS WHO COME OUT OF THE PROGRAM ARE ABLE TO MEDIATE BETWEEN HARD SCIENTIFIC DATA, POLITICAL THEORIES, ECONOMIC ANALYSIS, AND LEGAL QUESTIONS. THE THREE NEW PATHWAYS EACH APPROACH THIS FROM A DIFFERENT LENS, THOUGH EACH SHARES AN EMPHASIS ON REAL-WORLD APPLICATIONS. THE INTERNATIONAL DEVELOPMENT AND CLIMATE CHANGE PATHWAY EMPHASIZES LEADERSHIP SKILLS AND SCIENTIFIC EXPERTISE FOCUSED AROUND PROJECTS AT THE LOCAL LEVEL. THE SUSTAINABLE DEVELOPMENT AND CLIMATE CHANGE HELPS STUDENTS FOCUS ON THE LARGER FORCES THAT IMPACT DIFFERENT PARTS OF THE GLOBE AS WELL AS BEST PRACTICES TO OPERATE IN THOSE PLACES. AND THE LEADERSHIP AND MANAGEMENT OF SUSTAINABLE SYSTEMS PATHWAY, ENCOURAGES STUDENTS TO THINK ABOUT HOW TO HELP BUILD BUSINESSES AND ORGANIZATIONS THAT THRIVE WHILE MAKING A POSITIVE IMPACT ON THE WORLD. ALL OF THESE PATHWAYS ARE DESIGNED BOTH FOR STUDENTS WHO HAVE BEEN WORKING IN THE RESOURCE MANAGEMENT FIELD FOR YEARS AS WELL AS THOSE WHO ARE SEEKING A CAREER CHANGE MOVING INTO THIS GROWING FIELD. ONLINEANTIOCH UNIVERSITY AND UC SAN DIEGO EXTENSION (UCSD) HAVE EXPANDED THE PATHWAYS FOR STUDENTS TO EARN A GRADUATE MANAGEMENT DEGREE. STUDENTS WHO COMPLETE UCSD EXTENSION'S CERTIFICATES IN BREWING, DIGITAL MARKETING, FUNDRAISING AND DEVELOPMENT, HEALTHCARE FINANCIAL ANALYSIS, HEALTHCARE REVENUE CYCLE, HUMAN RESOURCE MANAGEMENT, AND SUSTAINABLE BUSINESS PRACTICES CAN TRANSFER CERTIFICATE CREDITS SEAMLESSLY INTO ANTIOCH'S ONLINE MASTER OF BUSINESS ADMINISTRATION (MBA) WITHOUT DUPLICATION OF COURSEWORK, SAVING TIME AND MONEY TO COMPLETE THEIR GRADUATE DEGREE. STUDENTS IN UCSD CERTIFICATES IN FUNDRAISING AND DEVELOPMENT AND HUMAN RESOURCE MANAGEMENT CAN ALSO TRANSFER INTO ANTIOCH'S ONLINE MASTER OF HUMAN SERVICES ADMINISTRATION AND MASTER OF ARTS IN NONPROFIT MANAGEMENT. THE PARTNERSHIP PROVIDES A GREAT OPPORTUNITY AND PATHWAY FOR UCSD EXTENSION STUDENTS TO FURTHER THEIR EDUCATION AND ACHIEVE A RELATED MASTER'S DEGREE IN A PROGRAM WHERE SUSTAINABILITY AND SOCIAL JUSTICE ARE A CENTRAL FOCUS.
Name (title) | Role | Hours | Compensation |
---|---|---|---|
Paul Mutty Board Chair | OfficerTrustee | 15 | $0 |
Holly Hart Mckiernan Vice Chair | OfficerTrustee | 10 | $0 |
Janet Bell Governor | Trustee | 5 | $0 |
Teri Cannon Governor | Trustee | 5 | $0 |
Steve Crandall Governor | Trustee | 5 | $0 |
Katrin Dambrot Governor | Trustee | 5 | $0 |
Vendor Name (Service) | Service Year | Compensation |
---|---|---|
Ellucian Co Software And Technology Services | 6/29/22 | $1,225,104 |
Education Dynamics Marketing And Enrollment Services | 6/29/22 | $1,154,949 |
Wiley Edu Llc Marketing And Enrollment Services | 6/29/22 | $549,072 |
Statement of Revenue | |
---|---|
Federated campaigns | $0 |
Membership dues | $0 |
Fundraising events | $0 |
Related organizations | $0 |
Government grants | $5,709,601 |
All other contributions, gifts, grants, and similar amounts not included above | $2,796,492 |
Noncash contributions included in lines 1a–1f | $264,589 |
Total Revenue from Contributions, Gifts, Grants & Similar | $8,506,093 |
Total Program Service Revenue | $66,823,652 |
Investment income | $303,337 |
Tax Exempt Bond Proceeds | $0 |
Royalties | $0 |
Net Rental Income | $276,371 |
Net Gain/Loss on Asset Sales | $6,102,906 |
Net Income from Fundraising Events | $0 |
Net Income from Gaming Activities | $0 |
Net Income from Sales of Inventory | $0 |
Miscellaneous Revenue | $0 |
Total Revenue | $83,350,347 |
Statement of Expenses | |
---|---|
Grants and other assistance to domestic organizations and domestic governments. | $0 |
Grants and other assistance to domestic individuals. | $4,047,225 |
Grants and other assistance to Foreign Orgs/Individuals | $0 |
Benefits paid to or for members | $0 |
Compensation of current officers, directors, key employees. | $1,442,092 |
Compensation of current officers, directors, key employees. | $591,882 |
Compensation to disqualified persons | $0 |
Other salaries and wages | $40,294,871 |
Pension plan accruals and contributions | $1,936,476 |
Other employee benefits | $4,897,593 |
Payroll taxes | $2,916,453 |
Fees for services: Management | $546,050 |
Fees for services: Legal | $328,707 |
Fees for services: Accounting | $80,881 |
Fees for services: Lobbying | $0 |
Fees for services: Fundraising | $142,500 |
Fees for services: Investment Management | $61,226 |
Fees for services: Other | $5,970,973 |
Advertising and promotion | $2,142,151 |
Office expenses | $871,214 |
Information technology | $2,352,032 |
Royalties | $0 |
Occupancy | $5,580,948 |
Travel | $361,003 |
Payments of travel or entertainment expenses for any federal, state, or local public officials | $0 |
Conferences, conventions, and meetings | $347,525 |
Interest | $206,087 |
Payments to affiliates | $0 |
Depreciation, depletion, and amortization | $1,400,008 |
Insurance | $1,216,847 |
All other expenses | $979,645 |
Total functional expenses | $80,024,563 |
Balance Sheet | |
---|---|
Cash—non-interest-bearing | $0 |
Savings and temporary cash investments | $22,185,340 |
Pledges and grants receivable | $1,450,430 |
Accounts receivable, net | $2,834,913 |
Loans from Officers, Directors, or Controlling Persons | $0 |
Loans from Disqualified Persons | $0 |
Notes and loans receivable | $0 |
Inventories for sale or use | $0 |
Prepaid expenses and deferred charges | $1,581,716 |
Net Land, buildings, and equipment | $14,182,140 |
Investments—publicly traded securities | $15,353,836 |
Investments—other securities | $0 |
Investments—program-related | $0 |
Intangible assets | $0 |
Other assets | $0 |
Total assets | $57,588,375 |
Accounts payable and accrued expenses | $10,755,713 |
Grants payable | $0 |
Deferred revenue | $8,504,481 |
Tax-exempt bond liabilities | $0 |
Escrow or custodial account liability | $229,412 |
Loans and other payables to any current Officer, Director, or Controlling Person | $0 |
Secured mortgages and notes payable | $8,810,000 |
Unsecured mortgages and notes payable | $224,586 |
Other liabilities | $0 |
Total liabilities | $28,524,192 |
Net assets without donor restrictions | $16,329,416 |
Net assets with donor restrictions | $12,734,767 |
Capital stock or trust principal, or current funds | $0 |
Paid-in or capital surplus, or land, building, or equipment fund | $0 |
Retained earnings, endowment, accumulated income, or other funds | $0 |
Total liabilities and net assets/fund balances | $57,588,375 |