Realize Bradenton Inc.
PO Box 9114
% Johnette Isham
Bradenton FL 34206
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 Dr. Judy Sedgeman
Board Chair Affiliation President, Sedgeman Consulting LLC
General Info
Organization DBA
DBA
Supported Organization
Former Names
Tax Exempt Status Public Supported Charity
Incorporation Year 2010
Awarded competitive grant from Community Foundation in the last 5 years?
State Charitable Solicitations Permit Yes July 2015
State Registration No 0
IRS Letter of Determination
View
Financial Summary
 
 
Projected Revenue $673,365.00
Projected Expenses $673,365.00
Other Documents
Impact Statement

Our impact is summarized by a resident:

Thank you Realize Bradenton. I used to tell folks that we live near Sarasota. Now I proudly tell them I live in Bradenton!

Realize Bradenton brings people together to create a vibrant & prosperous Bradenton.

As a community benefit nonprofit, we strengthen Bradenton’s social, physical & cultural assets. Results = attraction & retention of residents & businesses, increased tax base & positive community engagement.

ACCOMPLISHMENTS

Realize Bradenton received the Public Benefit Nonprofit of the Yr. & the Outstanding Public Interest Group of the Yr.

Recognition from leading expert in placemaking, Dr. Katherine Loflin, confirms our impact:

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

2014 initiatives expanded our impact:

  • Achieved $3 million of economic impact from 75 events
  • Facilitated a process to take Village of the Arts to its next level working with the DDA, Artist Guild, New College & USF
  • Attracted $250,000 of donated advertising: print, TV & radio
  • Participated in a Public Innovators project by The Patterson Foundation
  • Received over $100,000 in support to coordinate 19 events to honor veterans.

STRATEGIC PRIORITIES

In 2015 we will continue to create positive change by:

Place Making

Enliven public spaces to create memorable experiences so people engage in downtown's cultural, historic, athletic & natural amenities.

Place Branding

Promote Bradenton, on line, in print, on air, in person, as a vibrant, unique, & welcoming destination to residents, visitors & businesses.

Social Entrepreneurship

Create positive community benefit through collaboration & innovation. Focus on initiatives to engage millennials to live, work & play in the urban core.

Needs Statement

Art Walk Bradenton | $150,000 to match a federal grant

Create a 3-mile cultural corridor connecting Riverwalk, historic Main St., museum, planetarium, aquarium, performing arts hall, visual art center, sports stadium and artist live work district. This placemaking project adds an additional 10 sculptures and murals to the existing 33 downtown artworks. Electronic guides will give background on the art, downtown attractions & promote walking incentives to drive economic development.

****

Add Events for Millennials | $25,000

Our recent research with millennials indicates that our community’s young people desire new social settings outside the typical bar scene. To respond we plan to redesign existing events and create new ones to showcase music and food in inventive ways to attract Generations X and Y to live, work & play in downtown Bradenton.

****

Healthy Communities Program | $6,000 for a coordinator

Our downtown Farmers’ Market is a lively community gathering place with interactive family activities. A part-time coordinator will develop a creative “wellness” curriculum on nutrition, cooking, exercise, finances, literacy & the arts to support healthy families & communities.

****

Replace 4 Event Tents | $1,600

Heavy duty tents & weights are $400 each.

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.

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 non-profit 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 renaissance as it has successfully executed place making and place branding strategies with multiple partners and residents.
Areas Served
Areas Served
Area
FL- Manatee
National
FL- Sarasota
State Wide
Service Categories
Primary Org Type Community Improvement, Capacity Building
Secondary Org Type Arts,Culture & Humanities
Tertiary Org Type Public & Societal Benefit
Keywords
Economic Development, Art, Culture, Heritage, Placemaking, Civic Engagement
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, we build a network of community partners, and sincerely work with our partners to elevate the process of planning and delivering high quality, high-interest events to our community. We are engaged in sharing and evolving capacity for service and vision. Our intent, always, is to provide events that will be meaningful and appealing to our community, and we engage members from our hundreds of volunteers in each one 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 events are known for excellence and smooth execution, and they consistently draw multi-generational and diverse crowds.

 

Additionally, we “bring people together” to envision new possibilities and work together to achieve community benefit. Realize Bradenton was the guiding catalyst for the Riverwalk and Village of the Arts redevelopment projects.

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 nationally position downtown Bradenton as an attractive riverfront community with a unique mix of arts, culture, history, and sports.

Realize Bradenton practices a strategy called Creative Placemaking which is based on the idea that when physical and cultural assets are intentionally leveraged together, the magic happens.

Realize Bradenton is charged with the implementation of the six key components of the Realize Bradenton Cultural Master Plan:
 
  • Downtown Cultural Vitality
  • Support of Individual Artists & the Village of the Arts
  • Marketing & Collaboration
  • Public Art
  • Art Education & Youth
  • Capacity Building

As Executive Director, I am fortunate to work with a dedicated board, talented staff, enthusiastic volunteers, and numerous community partners who “dig downtown” and have fun in the process.
Programs
Description

Our coordination of events and design of lively banners, signage, and public art, secured a 1st Place award for the Riverwalk from the Tampa Bay Regional Planning Council.

Realize Bradenton works with others to coordinate high-quality arts, culture, sports & heritage events to increase downtown vitality.

MORE buzz, MORE people, MORE money.

Each year, we conduct 75 events to attract residents and visitors to downtown: Farmers’ Market, Art Slam, Blues Festival, films, craft festivals, concerts, pep rallies & educational programs. Our events combined with 50 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 Players, Manatee Historical Village Park, Village of the Arts, DeSoto Historical Society, & the Pittsburgh Pirates and Bradenton Marauders.

Budget $379,074
Category Arts, Culture & Humanities, General/Other Celebratory Events
Program Linked to Organizational Strategy Yes
Population Served General/Unspecified Children and Youth (0 - 19 years) Families
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

The 3rd annual Bradenton Blues 2014 festival attracted over 3100 people from the US and expanded to a three-day destination event.

Improvements in Farmers’ Market: New vendors & attendance increased 20%.

Riverwalk awarded 1st place from Tampa Bay Regional Planning Council.

Over 45 articles promoted downtown Bradenton in 2013.

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 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 & 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
  • Collaborative effectiveness of the Cultural Partners Work Group
  • Increase in partnerships and business sponsorships
  • Continued use of the Riverwalk as a destination
Program Success Examples

Blues Festival 2014

  • 91% of attendees rated the Bradenton Blues Festival as excellent/very good
  • 97% of attendees will recommend the festival to a friend

Art Slam is an annual community celebration of the arts. In 2011 over 5,000 people & 75 volunteers participated in 8 hours of outdoor collaborative creativity with 220 artists & performers. In 2012, we attracted 12,000 people on the Riverwalk. Art Slam on March 2014 attracted 13,000 attendees.

Results from a survey of attendees showed:

  • 20% drove in from out 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 marketing efforts helped to secure recognition for downtown Bradenton as one of the best small city downtowns by Southern Business & Development magazine.

Realize Bradenton coordinates high-quality promotions—in print, on line, on air, and in person to increase downtown cultural and economic vitality.

MORE buzz, MORE people, MORE money.

Realize Bradenton promotes downtown Bradenton as an outstanding riverfront community to residents and tourists, as well as out-of-town businesses & developers. In our first 4 years of operation, we have achieved a regional and national reach and support the efforts of the 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 $156,711
Category Arts, Culture & Humanities, General/Other Media & Communications
Program Linked to Organizational Strategy Yes
Population Served General/Unspecified Children and Youth (0 - 19 years) Families
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

  • Consumer demand for arts is strong, however 40% do not participate
  • 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 produce results.
  • Our public relations program secured 45 significant stories.
  • Website has 8,000 unique visitors monthly- all 50 states & 72 countries majority from CA, UK, Germany & Brazil
  • Our 12 social media venues reach 50,000 people. Events posted on 20 on-line calendars, PSAs air 225 times monthly. Print reaches 30,000 & 50,000 people electronically.
  • 200,000 copies of tri-fold map reach visitors & businesses throughout Florida.
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 & non-profit partners who have a shared interest in increasing the downtown vibrancy as evidenced by:

  • 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
Program Success Examples

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

  • New co-marketed events
  • Increased knowledge of each other’s mission
  • 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, 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 non-profits with capacity building tools to strengthen governance, communication & impact.

MORE buzz, MORE people, MORE money.

Budget $54,549
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 & wealth
  • Creative people & organizations make our community more vital & prosperous

RESULTS

Realize Bradenton is a model for capacity building. For a year we focused on governance and we share our policies & practices with partners. Low cost technologies: open source applications, cloud apps, Google voice, project management software & 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 new Riverwalk which opened Oct. 2012. In 2013, 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 (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 & 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
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

Comments
Program Comments by Organization
Program Comments by Foundation
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, non-profit, 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 art program, 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 and integration of technology into the 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 leverages downtown Bradenton’s arts, culture, and history for greater economic development and quality of life.

Johnette’s BFA is from RISD in Graphic Design and MED from Lesley University in Integrated Arts. She has Advanced Certificates from Case Western Business School and Harvard University.

Johnette lives happily in a new house in downtown Bradenton that she, her husband, and dad moved into in October 2013.
Former CEOs/Executive Directors
NameTerm
Senior Staff
NameTitle
Morgan Bettes Executive and Creative Associate
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 % 80
Professional Development Yes
Contractors 2
Volunteers 300
Management Reports to Board Yes
CEO/Executive Director Formal Evaluation Yes
Senior Management Formal Evaluation Yes
Non-Management Formal Evaluation Yes
Collaborations
Our Cultural Partners Work Group includes:
ArtCenter Manatee, South Florida Museum, Manatee Players, The Village of the Arts, Manatee Village Historical Park, DeSoto Historical Society, the Pittsburgh Pirates and Bradenton Marauders

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

Social Service Agencies include: United Way of Manatee County, Renaissance on 9th
Manatee County Food Bank, and Manatee Humane Society
Affiliations
AffiliationYear
External Assessments and Accreditations
Assessment/AccreditationYear
Awards & Recognition
Award/RecognitionOrganizationYear
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 Yes
Strategic Plan Yes
Strategic Plan Years 3
Strategic Plan Adopted July 2014
Management Succession Plan Yes
Policies and Procedures Yes
Continuity of Operations Plan No
Policies
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy No
Comments
Management Comments by Organization
Management Comments by Foundation
Board Chair
Board Chair Dr. Judy Sedgeman
Company Affiliation President, Sedgeman Consulting LLC
Board Term May 2013 to Apr 2015
Board Chair Email jsedgeman@mac.com
Board Members
Board Members
NameAffiliation
Ann Bretinger Blalock Walters Law Firm
Jaymie Carter Michael Saunders Realty
Bridgette Halliburton Community Volunteer
Stewart Moon Air & Energy
Melody Rich Malkin Jenkins CPA
Casey Rodgers FELD Entertainment
Dr. Judy Sedgeman Sedgeman Counsulting
Chris Timol Paychex
Mimi Tran Manatee County Clerk of the Circuit Court
William Webster Director of Public & Government Affairs for Bealls
Kay Wight Community Volunteer
Dennis Zink SCORE
Student serving on the board through Community Youth Development? No
Board Demographics - Ethnicity
African American/Black 2
Asian American/Pacific Islander 1
Caucasian 9
Hispanic/Latino 0
Native American/American Indian 0
Other 0
Board Demographics - Gender
Male 5
Female 7
Unspecified 0
Governance
Board Term Lengths 3
Board Term Limits 2
Board Orientation Yes
Number of Full Board Meetings Annually 10
Board Meeting Attendance % 80
Board Self-Evaluation Yes
Written Board Selection Criteria Yes
Written Conflict of Interest Policy Yes
% of Board Making Monetary Contributions 100
% of Board Making In-Kind Contributions 95
Constituency Includes Client Representation No
Standing Committees
Board Governance
Audit
Finance
Comments
Governance Comments by Organization
Governance Comments by Foundation
Fiscal Year Projections
Fiscal Year Begins 2014
Fiscal Year Ends 2015
Projected Revenue $673,365.00
Projected Expenses $673,365.00
Endowment Value
Endowment Spending Policy
Endowment Spending Policy %
Capital Campaign
In a Capital Campaign No
Campaign Purpose
Campaign Goal
Campaign Dates 0 to 0
Amount Raised To Date 0 as of 0
Capital Campaign Anticipated in Next 5 Years?
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 Year201420132012
Foundation and
Corporation Contributions
$0$0$0
Government Contributions$295,516$312,315$295,515
Federal$0$0$0
State$0$0$0
Local$0$0$0
Unspecified$295,516$312,315$295,515
Individual Contributions$120,615$109,277$103,077
$0$0$0
$317,379$351,558$54,506
Investment Income, Net of Losses$40$39$82
Membership Dues$0$0$0
Special Events$0$0$0
Revenue In-Kind$0$0$0
Other$1,388$57$49
Expense Allocation
Fiscal Year201420132012
Program Expense$677,567$635,201$366,611
Administration Expense$71,488$87,565$69,445
Fundraising Expense$0$0$0
Payments to Affiliates$0$0$0
Total Revenue/Total Expenses0.981.071.04
Program Expense/Total Expenses90%88%84%
Fundraising Expense/Contributed Revenue0%0%0%
Assets and Liabilities
Fiscal Year201420132012
Total Assets$243,639$260,603$232,782
Current Assets$234,821$247,684$222,507
Long-Term Liabilities$0$0$0
Current Liabilities$102,610$105,457$128,116
Total Net Assets$141,029$255,146$104,666
Top Funding Sources
Fiscal Year201420132012
Top Funding Source & Dollar AmountGovernment Grants - Unspecified $295,516Special Events $320,960Government grants $295,515
Second Highest Funding Source & Dollar AmountSpecial Events $277,317Government Grants -Unspecified $312,315Contributions, gifts, grants $103,077
Third Highest Funding Source & Dollar AmountContributions, gifts, grants $120,615Contributions, gifts, grants $109,277Market Space Rental $28,228
CEO/Executive Director Compensation N/A
Co-CEO/Executive Director Compensation
Tax Credits No
Solvency
Short Term Solvency
Fiscal Year201420132012
Current Ratio: Current Assets/Current Liabilities2.292.351.74
Long Term Solvency
Fiscal Year201420132012
Long-Term Liabilities/Total Assets0%0%0%
Financials Comments
Financial Comments by Organization
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.
 
Nonprofit Realize Bradenton Inc.
Address PO Box 9114
% Johnette Isham
Bradenton, FL 34206
Primary Phone 941 350-8563

Related Information

Spirit of Manatee

The Spirit of Manatee, an awards event held each February since 2006, publicly recognizes individuals and organizations for their philanthropic spirit and commitment to building a community legacy in Manatee County.


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