Realize Bradenton Inc.
1015 Manatee Ave West
% Johnette Isham
Bradenton FL 34205

Mission
Realize Bradenton collaboratively develops and promotes downtown Bradenton by making it a unique and preferred cultural destination for residents and visitors and a model for other communities.
Leadership
CEO/Executive Director Johnette Isham
Board Chair Ann Breitinger
Board Chair Affiliation Blalock Walters Law Firm
General Info
Tax Exempt Status Public Supported Charity
Incorporation Year 2010
State Charitable Solicitations Permit Yes July 2018
State Registration Yes Mar 2018
Financial Summary
 
 
IRS Letter of Determination
Name
C_501(c)(3)acceptance by IRS.pdfView
Impact Statement

Bringing people together to build a vibrant, healthy community is our hallmark.

  
We inform & engage residents from diverse backgrounds to socially connect & work together on community revitalization. We accelerate redevelopment & economic growth by transforming places, engaging people & realizing possibilities.
 
Our work grows the economic impact of the arts in the Bradenton area as indicated by American for the Arts Prosperity survey results: from $29 million (2007) to $47 million (2015).
 

Our impact is recognized:

  • Champions of Healthcare Finalist 2017
  • Nonprofit of the Year 2016
  • Blues Festival of the Year 2015
  • Knight Cities Challenge Award 2015
  • Public & Societal Benefit Nonprofit of the Year 2014
  • Outstanding Public Interest Group of the Year 2013

 

ACCOMPLISHMENTS
 
National placemaking expert, Dr. Katherine Loflin:
 

“As I travel the globe talking about placemaking, I can tell you that Realize Bradenton has a comprehensive approach to place-centered community vitality. In a short time, Realize Bradenton has achieved what many other places aspire to.”

 

2017-18 initiatives:

  • Riverwalk Expansion Community Engagement ($126,000 grants)
  • Inside Access project attracts & retains Millennials ($59,000 grant)
  • Walk Bradenton interactive website showcases public art, history & commerce ($250,000 grants)
  • Farmers' Market Supplemental Nutrition Program provides healthy food access to families & children
  • Outreach to encourage wellness: nutrition, walking, literacy, arts


STRATEGIC PRIORITIES


PLACE: Placemaking

Support redevelopment by enlivening public spaces showcasing our cultural, historic, business & culinary assets

PROMOTION: Place Branding

Promote Bradenton as a preferred destination for residents, visitors & businesses

PEOPLE: Civic Engagement

Provide opportunities for diverse residents to interact, learn & help shape their community's future

POSSIBILITIES: Research + Studies
 
Conduct research & studies to shape redevelopment & economic strategies 
 
Needs Statement

Creating Together - Riverwalk East Expansion | $5,000-$50,000

Establish & fund features on the Riverwalk east expansion focused on wellness, public art, families, history, literacy & social connections. Donors recognized by prominent signage & celebratory events. Success measured by attraction of 100,000 visitors in first year.

Supplemental Food Nutrition Program Staff Support | $2,500

Support staffing at Farmers' Market for 8 months so families & children benefit from nutritious, local food. Success measured by 50% increase of Supplemental Nutrition Assitance usage over previous year.

Millennial Event Sponsors | $1,500-$5,000

Continue our work to attract & retain talent: college students & Millennials using pop-up events: food, art & music. Event sponsors showcased to this demographic. Success measured by a 15% increase in Millennials in volunteer programs, nonprofit boards & inclusion of Millennial proposals into actionable plans.

Cook Together Benefactors | $1,500-$2,500

Participants cook together to prepare a dish for Farmers' Market patrons. Sessions feature local chefs & residents. Videos shared on social media and electronic cookbook. Success measured by attendance & social media metrics.

Background Statement
The 2006 physical planning study, Downtown by Design, commissioned by the Downtown Development Authority had numerous recommendations regarding downtown’s physical and cultural assets and how these could be leveraged together as a catalyst for economic development, redevelopment and business attraction.

After receiving grants from the Knight Foundation in December 2007, the Bradenton Cultural and Business Alliance (BCBA) hired nationally-recognized cultural planner Bill Bulick to organize the Realize Bradenton cultural planning process and the Manatee Chamber Foundation commissioned an economic impact study to gauge the financial impact of the arts and culture in Manatee County.

The cultural master planning process in 2008-09 produced a 10-year plan to leverage arts, culture, and heritage to build economic development, cultural tourism, and civic engagement. Realize Bradenton, Inc. was formed in summer 2009 to implement key plan elements in conjunction with the Bradenton Downtown Development Authority and other partners in the business, education, cultural and civic sectors.

In September 2009, Johnette Isham was appointed Executive Director and in January 2010, Realize Bradenton received nonprofit status. During 2011, the board and Executive Director worked with governance consultant, Sandy Hughes, to optimize the effectiveness of the organization.

Today, Realize Bradenton is viewed as a positive force in downtown Bradenton’s revitalization as it has successfully executed place making and place branding strategies with multiple sector partners and a diversity of residents. Our citizen engagement work is recognized by numerous national, regional and local awards.
 

Master plan key strategies have shaped our redevelopment and economic development priorities since 2010:

 

  • Downtown cultural vitality
  • Support for individual artists & Village of the Arts
  • Marketing, access and collaboration
  • Public art
  • Art education & youth
  • Capacity building for individuals & organizations

 

In 2017-18, the board, staff and friends are updating our master plan to optimize our impact on physical, cultural, economic and social opportunities in the Bradenton area.
 
Areas Served
Areas Served
Area
FL- Manatee
National
FL- Sarasota
State Wide
Areas Served Comments
Realize Bradenton focuses on downtown Bradenton's redevelopment and economic growth leveraging arts, culture, heritage, sports & food to attract and retain residents, talented Millennials, visitors & businesses to the urban core of Manatee County. Our initiatives engage people from Manatee and Sarasota Counties, as well as the Tampa Bay region. Our destination events are attended by people from 14 foreign countries, 35 states & 225 zip codes in Florida.
 
Service Categories
Primary Org Type Community Improvement, Capacity Building
Secondary Org Type Arts,Culture & Humanities
Tertiary Org Type Public & Societal Benefit
Statement from the Board Chair/Board President

Realize Bradenton, which “brings people together,” is deeply committed to the values of collaboration and partnership. For each of our events, economic development projects and community discussions, we build a network of community partners, embracing businesses, individuals and other nonprofits organizations. We then sincerely collaborate with our partners to elevate the process of planning, research and collective impact to deliver high quality, positive results for our community.

 
Realize Bradenton shares and evolves capacity for service and vision. Our intent, always, is to provide initiatives and events that are meaningful and appealing to our community. To do so, we engage our 400 volunteers and 350 Millennial members in each project to make sure that people feel welcome, find what they’re looking for, and recognize that Realize Bradenton is working for them. We are very proud that our work is known for excellence and smooth execution, and consistently draws multi-generational and diverse participation.
 
We have achieved the title of "Civic Innovator" from the Knight Foundation for our work the past two years to attract and retain talented college students and Millennials. This work continues with funding from the Manatee Community Foundation for the Inside Access Project to increase the younger generation's contributions in volunteerism, nonprofit boards, and actionable proposals for redevelopment.
 

Additionally, we “bring people together” to drive economic growth and physical development by working collaboratively to achieve community benefit. Realize Bradenton was the guiding catalyst for the Riverwalk and Village of the Arts redevelopment projects. Our community engagement expertise "Creating Together" continues this year for the Riverwalk east expansion, funded by the Manatee Community Foundation.

Statement from the CEO/Executive Director
Everything we do is for the community, by the community.

We believe that “working together, works,” and that our creative and collaborative approaches will continue to (1) nationally position downtown Bradenton as an attractive riverfront community with a unique mix of arts, culture, history and sports and (2) establish Realize Bradenton as a model for other nonprofit organizations and communities. 

Realize Bradenton practices a strategy called "Creative Placemaking," which is based on the idea that city success, civic pride and redevelopment greatly accelerates when physical, social and cultural assets are optimized together. 

In the upcoming year 2017-18, Realize Bradenton is embarked on an eight month ADVANCE which is designed to:
 
  • Leverage Trends + Opportunities
  • Maximize Strengths
  • Develop Resources 
  • Achieve Results 
 
This leading-edge strategic process is based upon our 21st Century Trend orientation. We are an "organization of AMBITION" and aim to show results using the following criteria:
 

  • INNOVATION – shown in both processes and impact
  • INCLUSIVE – illustrating citizen involvement and engagement
  • INSPIRING – by attracting talent, funding, investment and partners
  • INTERACTIVE – encouraging open communication between key players
  • INTEGRATED – maximizing a holistic viewpoint involving people and place

 

As Executive Director, I am fortunate to work with a dedicated board, talented staff, enthusiastic volunteers, generous donors, and numerous community partners who invest their time, treasure and talent in downtown and have fun in the process.
 
One of my favorite testimonials that really makes me smile is from a long-time resident, Rudy Floyd: 
 
"Thank you Realize Bradenton for all you do. I use to tell folks that we live near Sarasota. Now, I proudly tell them that I live in Bradenton!!!" 
 
 
Programs
Description

Our "Creating Together" community design process, redevelopment efforts, branding and public art, secured a 1st Place award for the Riverwalk from the Tampa Bay Regional Planning Council.

 

Realize Bradenton practices a strategy called "Creative Placemaking," which is based on the idea that city success, civic pride and redevelopment greatly accelerates when physical, social and cultural assets are optimized together.

 

MORE buzz, MORE people, MORE money.

 

Each year, we conduct 80 events to attract residents and visitors to downtown: Farmers’ Market, Pop-Ups, ArtSlam, Blues Festival, films, craft festivals, concerts, pep rallies & educational programs. Our events combined with 25 that we support build economic development of local farmers, artists, crafts people, and small businesses. In addition, we work with our cultural partners to coordinate collaborative events that draw people to: South Florida Museum, ArtCenter Manatee, Manatee Performing Arts Center, Manatee Village Historical Park, Village of the Arts, DeSoto Historical Society & the Pittsburgh Pirates and Bradenton Marauders.

 
In 2017-18, we are working with the City of Bradenton to double the size of the Riverwalk eastward. Through the Inside Access process we continue to research the factors that connect Millennials to Bradenton and engage the younger generation in community service and development of new public spaces. 
 
 
Budget $351,568
Category Community Development, General/Other Business District Revitalization
Program Linked to Organizational Strategy Yes
Population Served General/Unspecified Families Adults
Short Term Success

Significant progress made in response to 3 key cultural master planning recommendations:

  • Coordinate more events
  • Capitalize on the riverfront
  • Encourage business relationships

RESEARCH-BASE

  • 80% rated the importance of arts, culture & heritage as “8” on scale of 1 to 10, over 50% rated it a “10”
  • Impact Study showed economic importance of cultural tourism-visitors spend 157% more than residents, $54 vs $21

RESULTS

 

  • Walk Bradenton our new responsive website introduced in spring 2017 showcases 60 public artworks, 25 history sites and 145 places to eat, shop, stay and play received over 50,000 unique views in its first three months. 
  • The 5th annual Bradenton Blues 2016 festival attracted over 3,100 people from 14 foreign countries & 30 states and expanded to a three-day destination event that has been recognized as #1 Blues Fest in the US.
  • Improvements in Farmers’ Market: New vendors & attendance increased 20%.
  • Riverwalk awarded 1st place from Tampa Bay Regional Planning Council.
  • Over 30 articles promoted the Bradenton area.

 

Long Term Success

Realize Bradenton’s Cultural Planning (4/08-4/09) engaged 1500 citizens & leaders in developing a 10-year plan to leverage arts, culture & heritage as assets for redevelopment, vitality, prosperity and livability of downtown Bradenton. Community engagement resulted in a long-term vision:

 

“Downtown and the Riverwalk is a vibrant, walkable setting with housing, restaurants and a rich array of cultural amenities and activities—a vital, creative, and economic hub – open 24/7.”

 

Ultimately, long-term success will be achieved by the collaborative actions of our municipal, private & nonprofit partners who have a shared interest in increasing the downtown vibrancy as evidenced by:

  • Increased real estate tax revenues
  • Decreased office vacancy
  • Attraction of new residents & new businesses
  • Downtown Bradenton branded as a distinctive place to live, work & visit
  • Retention & attraction of creative young talent: 25-34 years old
  • A quality of place that is physically attractive and offers a diverse range of events
Program Success Monitoring
  • On-going increase in event attendance
  • Survey information to support the continual refinement in quality of collaborative events and initiatives 
  • Collaborative effectiveness of the Cultural Partners Work Group
  • Increase in partnerships and business sponsorships
  • Continued physical expansion of the Riverwalk as a destination
Program Success Examples

Bradenton Blues Festival 2016 ~ an international destination three-day weekend

  • 4.7% on a 0 to 5 point scale was the rating of the quality of the festival from attendees 
  • 96% of attendees will recommend the festival to friends

 

Art Slam 2016 ~ an annual community celebration of the arts
 
  • 23 creative teams, 220 artists & 10 performing groups 
  • 15,000 attendees
  • 20% drove in from outside of the Manatee County, many staying in local hotels
  • 80% rated the event “really good to great”
  • 99% would recommend the event to a friend

 

“The attitudes of residents toward Bradenton have changed dramatically since Realize Bradenton came into existence. Attitudes have gone from positive to off-the-charts positive.”
Margy & Jim Carraway, downtown residents
Description

Our branding efforts secured national recognition for downtown Bradenton as one of "the best small city downtowns" by Southern Business & Development magazine.

 

Realize Bradenton coordinates research studies and high-quality promotions—in print, online, on air, and in person to increase redevelopment, cultural vitality, economic growth. Our four websites, three Facebook pages with 12 social media channels reach a broad diversity of audiences: locally, nationally and internationally.

 

MORE buzz, MORE people, MORE money.

 

Realize Bradenton promotes the Bradenton area as an outstanding riverfront community to residents and tourists, as well as out-of-town businesses & developers. In our first seven years of operation, we have achieved a regional and national reach and support the efforts of the City of Bradenton, Bradenton Area Convention and Visitors Bureau and the Bradenton Area Economic Development Corporation.

 

With the belief that we are “stronger together,” Realize Bradenton convenes a Cultural Partners Work Group each month to develop and execute joint promotions.

Budget $306,939
Category Community Development, General/Other Business District Revitalization
Program Linked to Organizational Strategy Yes
Population Served General/Unspecified Families Adults
Short Term Success

Significant progress made in response to 3 key planning recommendations: 

  •  Develop joint marketing
  • Execute cultural tourism marketing
  • Increase collaboration of cultural non-profits

 

RESEARCH-BASE
  • Analysis shows only a 6% penetration in Manatee households
  • 70% responded that better awareness would increase their participation

 

RESULTS
  • Our integrated approach to print & electronic media, high-quality design & engaging content has branded Bradenton as an attractive place to live, work and play.
  • Our public relations program secured 30 significant stories.
  • Website has 14,000 unique visitors monthly- all 50 states & 72 countries majority from Canada, UK, Germany & Brazil
  • Our 12 social media channels reach 55,000 people monthly. Events posted on 20 on-line calendars, PSAs air 225 times monthly. Print reaches 200,000 & 50,000 people electronically.
  • Between 2007 - 2015, economic impact of arts & culture expanded from $29 million to $47 million.
Long Term Success

Realize Bradenton’s Cultural Planning (4/08-4/09) engaged 1500 citizens & leaders in developing a 10-year plan to leverage arts, culture & heritage as assets for vitality, prosperity and livability of downtown Bradenton. Community engagement resulted in a long-term vision:

 

“Downtown and the Riverwalk is a vibrant, walkable setting with housing, restaurants and a rich array of cultural amenities and activities—a vital, creative, and economic hub – open 24/7.”

 

Ultimately, long-term success will be achieved by the collaborative actions of our municipal, private & nonprofit partners who have a shared interest in increasing the downtown development as evidenced by:

  • Attraction of developers for new residential, commercial, and businesses construction
  • Increased real estate tax revenues
  • Decreased office vacancy rates
  • Attraction of new residents, hotels, and restaurants
  • Downtown Bradenton branded as a distinctive place to live, work & visit
  • Retention & attraction of creative young talent: 20-34 years old
Program Success Monitoring
  • Increased attendance at events
  • Increasing social media reach
  • Strong website metrics
  • Collaborative results of the Cultural Partners Work Group
  • Attraction of new volunteers and sponsors
  • Increased redevelopment in the urban core
Program Success Examples

Realize Bradenton’s Cultural Partners Work Group has resulted in:

  • New co-marketed events
  • Increased knowledge of each other’s mission
  • New marketing skills
  • Execution of shared strategies

One of the most significant benefits of this collaboration is that American Style magazine ranked Bradenton as No. 2 of the top 25 small cities for the arts.

The impact of Realize Bradenton is summarized by Cathy Slusser, Deputy Director of Manatee County Clerks Office:

“At Manatee Village Historical Park, we have seen a significant increase in visitors and in revenue at the Gift Shop that is attributed to the marketing of Realize Bradenton. Our visitors credit the tri-fold with its whimsical map to their knowledge of the park and its location. In addition, our partnership with other cultural partners coordinated by Realize Bradenton has boosted the quality of our programming and the attendance at our special events.”

Description

In recognition of our capacity building accomplishments that support city success, Realize Bradenton was awarded the American Planning Association Outstanding Public Interest Group of the year for 2013.

 
Kathie Ebaugh, planner for Lee County wrote in her nomination:

“Realize Bradenton is the kind of community development organization that we all wish we had in our communities. It supports the efforts of the city’s planning department by engaging residents, businesses and visitors. In doing so, Realize Bradenton improves the livability of the city for all.”

Realize Bradenton conducts outreach programs to inform and engage residents in local development projects: economic, physical and cultural, including the Riverwalk Park, Art Connects Program, Village of the Arts redevelopment project, public events & on line surveys. In addition we support other nonprofits with capacity building tools to strengthen governance, fund development, communication & impact.

 

MORE buzz, MORE people, MORE money.

 
A testimony to our outreach from local resident, Mark Overcash:
 
"The Realize Bradenton crew are the BEST thing to land in Bradenton. Awesome impact on the community." 
Budget $126,075
Category Community Development, General/Other Community Renewal
Program Linked to Organizational Strategy Yes
Population Served Adults Children and Youth (0 - 19 years) Families
Short Term Success

Significant progress made in response to 2 key planning recommendations:

  • Increase opportunities for youth
  • Build capacity of cultural organizations

Community sentiments during the planning:

  • Youth's creative talent will develop future jobs
  • Creative people & organizations make our community vital & prosperous
  • Retain & attract Millennials

RESULTS

Realize Bradenton is an outstanding model of capacity building that benefits individuals, organizations and the community at large. Our first year of operation, we focused on governance and we share our policies & practices with partners. Low cost technologies: open source applications, cloud apps, project management software, event planning & social media provide platforms for collaboration.

We engaged 1,500 citizens in charettes & surveys to ensure input into Riverwalk design and formed a partnership with USF School Architecture. Student-generated ideas are reflected in the Riverwalk which opened in 2012. We used this same community-engagement model with USF and New College to build greater economic and cultural capacity in the Village of the Arts.

Long Term Success

Realize Bradenton’s Cultural Planning (2008-2009) engaged 1,500 citizens & leaders in developing a 10-year plan to leverage arts, culture & heritage as assets for vitality, prosperity and livability of downtown Bradenton. Community engagement resulted in a long-term vision:

  
"Downtown and the Riverwalk is a vibrant, walkable setting with housing, restaurants and a rich array of cultural amenities and activities—a vital, creative, and economic hub – open 24/7.”

 

Ultimately, long-term success will be achieved by the collaborative actions of our municipal, private & non-profit partners who have a shared interest in increasing the downtown vibrancy as evidenced by:

 
  • Increases in financial health and vitality of cultural non-profits
  • Downtown Bradenton branded as a distinctive place to live, work & visit
  • Retention & attraction of creative young talent, 20-34 years old
  • Increase number of Millennial volunteers
Program Success Monitoring
  • Positive engagement of youth in programs
  • Greater awareness of the downtown’s arts, culture, and heritage as evidenced by comments and hits to the blog and website
  • Collaboration of cultural and community partners
  • Capacity building results of partners
Program Success Examples

Project Art Connects links students with artists & historians to explore the community’s history. Their art work & writing is published in our blog & integrates with Riverwalk public art.

Foundations & local contributions provided $455,000 funding.

Student surveys show:

  • 100% developed art skills
  • 93% developed research skills
  • 100% would recommend Project Art Connects to a friend

Student survey responses:

  • Project Art Connects changed my perspective about my city. 
  • We have a rich history that people should know about.
  • This has been an experience of a lifetime. I've learned so much about our city's rich history & new art techniques that I will use in the future.
  • Artists can show the importance of their community and this can impact how people see things differently.

Our work builds both knowledge & pride:

“Well, I can now argue with anyone who says Bradenton is boring! I now look at my town with more ideas and new possibilities.”
High School student

CEO/Executive Director
CEO/Executive Director Johnette Isham
CEO Term Start Sept 2009
CEO/Executive Director Email johnette@RealizeBradenton.com
Experience Johnette Isham is a designer-educator with over 30 years in arts, design, education, municipal, nonprofit and corporate settings.

As a director at the Rhode Island Council for the Arts, a major grant from the National Endowment for the Arts, provided the start-up funds for an urban education program that used multiple art disciplines to teach writing and social studies. With expertise in integrated arts program development, Johnette was hired by Polaroid to develop K-12 curriculum that used instant photography as a teaching tool.

After leaving Polaroid Corporation, she directed travel, non-credit and corporate education programs at Rhode Island School of Design (RISD).

In 1988 Johnette moved to Florida to take the position of Vice President for Academic Affairs at Ringling College of Art and Design where she led the introduction of the Liberal Arts Program, establishment of the Institutional Effectiveness Program and integration of technology into the administrative areas and educational programs.

After 18 years at Ringling College, Johnette was the Project Director for the creation of a LEED gold facility for free cancer care using art, nature, and technology. The Center for Building Hope facility opened is Lakewood Ranch in 2009.

In fall 2009 Johnette became the founding director of Realize Bradenton—a non-profit organization that promotes redevelopment and economic growth in Bradenton by transforming places, engaging people and realizing possibilities. 

Johnette’s BFA is from RISD in Graphic Design and MED from Lesley University in Integrated Arts and Outcomes Assessment. She has Advanced Certificates from Case Western Business School and Harvard University, as well as a Public Innovator Certification from the Harwood Institute.

Johnette believes all is possible when people work together and she is thrilled to live, work and play in downtown Bradenton. 
Former CEOs/Executive Directors
NameTerm
Senior Staff
NameTitle
Catherine Ferrer Community Engagement Coordinator
Holly Lundgren Events and Creative Services Manager
Jeremy Piper Communication Manager
Staff & Volunteer Statistics
Full Time Staff 5
Part Time Staff 0
Staff Retention Rate % 100
Professional Development Yes
Contractors 5
Volunteers 400
Management Reports to Board Yes
CEO/Executive Director Formal Evaluation Yes
Senior Management Formal Evaluation No
Non-Management Formal Evaluation No
Collaborations
Our Cultural Partners Work Group includes:
ArtCenter Manatee, South Florida Museum, Manatee Performing Arts Center, The Village of the Arts, Manatee Village Historical Park, Hernando De Soto Historical Society, the Pittsburgh Pirates and Bradenton Marauders

Municipal Partners include:
City of Bradenton, Bradenton Downtown Development Authority, Manatee County Government, the School District of Manatee County, the Florida Department of Health in Manatee County, and Manatee Educational TV

Social Service Agencies include:
United Way of Manatee County, Meals on Wheels PLUS of Manatee County, Department of Health Manatee, Turning Points, LECOM, Humane Society of Manatee County, Manatee County Animal Services, Visible Men Academy, and UnidosNow.
 
 Civic Groups include:
Junior League of Manatee County, Manatee County NAACP, Manatee Chamber of Commerce / Manatee Young Professionals, Old Main Street Merchants Association, Bradenton-Area Economic Development Corporation, and Animal Network. 
External Assessments and Accreditations
Assessment/AccreditationYear
Awards & Recognition
Award/RecognitionOrganizationYear
Champions of Healthcare FinalistManatee Chamber of Commerce2017
Nonprofit of the YearManatee Chamber of Commerce2016
Knight Cities Challenge AwardKnight Foundation2015
Best Blues Festival in USBlues4112015
Public & Societal Benefit Nonprofit of the YearTampa Bay Business Journal2014
Goodwill Ambassador of the YearGoodwill Manasota2014
Outstanding Public Interest Group of the YearAmerican Planning Association2013
Risk Management Provisions
Government Licenses
Organization Licensed by the Government No
Plans
Fundraising Plan Yes
Communication Plan No
Strategic Plan No
Strategic Plan Years 3
Strategic Plan Adopted July 2015
Management Succession Plan Yes
Continuity of Operations Plan No
Policies
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy Yes
Policies and Procedures Yes
Comments
Management Comments by Organization
Realize Bradenton is an asset-based, evidence-based organization focused on eight essential elements required for success:
 
  • Governance
  • Research Development
  • Evaluation and Strategic Learning
  • Financial Management
  • Planning and Implementation
  • Story-telling and Promotion
  • Executive and Shared Leadership
  • Infrastructure
 
To continue to build our organizational capacity we have a continuous cycle of ADVANCING to even greater effectiveness and results working with our partner SEED who has worked with over 250 nonprofit organizations in the past decade.
 
 
Founder Melinda Lackey sums up our continuous improvement efforts:
 
"I've worked with over 250 nonprofits and Realize Bradenton is one of the most high-performing and easily the funniest! The staff and board are constantly finding ways to make an already vibrant town even more dynamic. Realize Bradenton is a joy to behold."
 
 
 
 
Multi-Media Comments by Organization

PopsUps amplify contributions from Millennials from all backgrounds. From 2015-16 we focused on transforming outdoor spaces into places for conversations about downtown Bradenton. With funding renewed, pop-ups feature behind-the-scenes access to cool places to meet interesting people. Hundreds of Bradenton Millennials participate in pop-ups as a springboard into meaningful community contributions - getting informed, attending events at cultural institutions, joining boards and taking active interest in local government.

Other Documents
Other Document 2
Document Retention Policy
Board Chair
Board Chair Ann Breitinger
Company Affiliation Blalock Walters Law Firm
Board Term May 2017 to Apr 2019
Board Chair Email abreitinger@blalockwalters.com
Board Members
Board Members
NameAffiliation
Ben Bakker HGB Properties
Mark Boehmig Michael Saunders & Company
Ann Bretinger Blalock Walters Law Firm
Kim Dalglish Manatee Chamber of Commerce
Bridgette Halliburton Community Volunteer
April Lane FELD Entertainment
Sue Revell Manatee County Bar Association
Melodie Rich Malkin Jenkins CPA
Kay Wight Community Volunteer
Jennifer Zavadil BMO Harris Bank
Constituency Includes Client Representation No
Board Ethnicity
African American/Black 1
Asian American/Pacific Islander 0
Caucasian 8
Hispanic/Latino 0
Native American/American Indian 1
Other 0 0
Board Gender
Male 2
Female 8
Unspecified 0
Governance
Board Term Lengths 3
Board Term Limits 2
Board Orientation Yes
Number of Full Board Meetings Annually 11
Board Meeting Attendance % 80
Board Self-Evaluation Yes
Written Board Selection Criteria Yes
Board Conflict of Interest Policy Yes
% of Board Making Monetary Contributions 100
% of Board Making In-Kind Contributions 95
Standing Committees
Board Governance
Audit
Finance
Comments
Governance Comments by Organization
Realize Bradenton was established seven years ago and we serve as a model for other organizations.
 

We practice a leading-edge, 21st century business model to not only survive – but thrive.

Shape strategic priorities by trends - not by looking back
The world is changing so rapidly that looking back rarely serves an organization in terms of identifying strategic directions that will help an organization move forward and thrive.

Build nimble and flexible structures
An organization that does the best in adapting to rapid changes has abandoned the “command and control” paradigm for an organizational structure that is nimble, flexible, and collaborative.

Create a culture that values learning
Fail forward and use key indicators to assess learning and progress.

Ignite passion, creativity, and commitment 
These are the qualities that an organization needs the most if they want to succeed in the 21st Century.

Be entrepreneurial
Boundaries between the private and nonprofit sectors are blurring. For-profit companies are providing more services similar to non-profits while non-profits are becoming more entrepreneurial. Nonprofits are increasingly looked to for innovative solutions, whereas government once was.

Use an opportunity, asset-based approach
Don’t solve problems, be an opportunity creator.

Invest substantial energy in building long-term, meaningful relationships and partnerships
Build relationships with donors, organizations, and influencers to ensure vibrancy and thrive-ability.

Build community benefit collaborating with multiple sectors
Positively impact community planning and development to strengthen the social, physical, and economic fabric of communities by working with sectors such as agriculture and food, economic development, education and youth, health and wellness, housing, public safety, transportation, and workforce development.

Pursue collective impact for greater community benefit
Create an organizational ecosystem that engages government, philanthropic, and commercial enterprises, as well as civic, social, and faith-based non-profit agencies operating collaboratively to maximize impact and shared success.

Have fun!
Meaningful results-oriented work is based on people that enjoy working together and having fun in the process.

 
Fiscal Year Projections
Fiscal Year Start Month Oct
Fiscal Year Start Day 01
Fiscal Year Begins 2017
Fiscal Year End Month Sept
Fiscal Year End Day 30
Fiscal Year Ends 2018
Projected Revenue $843,686.00
Projected Expenses $843,686.00
Total Projected Revenue includes "in-kind" contributions/ donations No
Organization has Endowment No
Capital Campaign
Currently In a Capital Campaign No
Campaign Purpose
Campaign Goal
Campaign Dates 0 to 0
Amount Raised To Date 0 as of 0
Historical Financial Review
Revenue SourcesHelpThe financial analysis involves a comparison of the IRS Form 990 and the audit report (when available) and revenue sources may not sum to total based on reconciliation differences. Revenue from foundations and corporations may include individual contributions when not itemized separately.
Fiscal Year201620152014
Foundation and
Corporation Contributions
$0$0$0
Government Contributions$439,481$295,516$295,516
Federal$0$0$0
State$0$0$0
Local$0$0$0
Unspecified$439,481$295,516$295,516
Individual Contributions$137,285$190,773$120,615
$0$0$0
$39,665$36,891$317,379
Investment Income, Net of Losses$60$50$40
Membership Dues$0$0$0
Special Events$204,414$295,167$0
Revenue In-Kind$0$0$0
Other$135($1,380)$1,388
Expense Allocation
Fiscal Year201620152014
Program Expense$710,645$600,735$677,567
Administration Expense$93,015$107,266$71,488
Fundraising Expense$0$0$0
Payments to Affiliates$0$0$0
Total Revenue/Total Expenses1.021.150.98
Program Expense/Total Expenses88%85%90%
Fundraising Expense/Contributed Revenue0%0%0%
Assets and Liabilities
Fiscal Year201620152014
Total Assets$403,473$354,512$243,639
Current Assets$376,018$321,888$234,821
Long-Term Liabilities$0$0$0
Current Liabilities$136,048$104,467$102,610
Total Net Assets$267,425$250,045$141,029
Top Funding Sources
Fiscal Year201620152014
Top Funding Source & Dollar AmountGovernment Grants - Unspecified $439,481Government Grants - Unspecified $295,516Government Grants - Unspecified $295,516
Second Highest Funding Source & Dollar AmountFundraising $204,414Fundraising $295,167Special Events $277,317
Third Highest Funding Source & Dollar AmountContributions, gifts, grants $137,285Contributions, gifts, grants $190,773Contributions, gifts, grants $120,615
CEO/Executive Director Compensation N/A
Tax Credits No
Solvency
Short Term Solvency
Fiscal Year201620152014
Current Ratio: Current Assets/Current Liabilities2.763.082.29
Long Term Solvency
Fiscal Year201620152014
Long-Term Liabilities/Total Assets0%0%0%
Financials Comments
Financial Comments by Organization Realize Bradenton has an independent audit performed every year in order to demonstrate commitment to financial transparency. In any given year, the use of temporarily restricted funds may affect the required presentation of revenue and expense. Therefore, on an annual basis budget surpluses or deficits reflect grants that span multiple fiscal years.
Financial Comments by Foundation
Financial figures for FY 2011 and FY 2012 from IRS Form 990 and audit. 990 and audit reconcile. Financial figures for FY 2010 cover 9 month period, taken from IRS form 990--fiscal year Jan. 2010- September 30, 2010.  Individual contributions include foundation and corporate support.  Income of $734,938 as reported on the organization's tax return is net of temporarily restricted funds.  This presentation gives the appearance of a deficit for 2014; however this is solely due to timing of reporting.  Total unrestricted income for 2014 is $771,935.
 
Nonprofit Realize Bradenton Inc.
Address 1015 Manatee Ave West
% Johnette Isham
Bradenton, FL 34206
Phone 941 350-8563

THE COMMUNITY FOUNDATION OF SARASOTA COUNTY, INC. IS A REGISTERED 501(C)(3) NON-PROFIT CORPORATION. A COPY OF THE OFFICIAL REGISTRATION AND FINANCIAL INFORMATION MAY BE OBTAINED FROM THE DIVISION OF CONSUMER SERVICES BY CALLING TOLL-FREE WITHIN THE STATE (1-800-HELP-FLA) OR FROM THE WEBSITE: WWW.FRESHFROMFLORIDA.COM. REGISTRATION DOES NOT IMPLY ENDORSEMENT, APPROVAL, OR RECOMMENDATION BY THE STATE. ONE HUNDRED PERCENT (100%) OF EACH CONTRIBUTION IS RECEIVED BY THE COMMUNITY FOUNDATION OF SARASOTA COUNTY. REGISTRATION #SC-02471.