Realize Bradenton Inc.
1015 Manatee Ave West
% Johnette Isham
Bradenton FL 34205
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.
CEO/Executive Director Johnette Isham
Board Chair Dennis Zink
Board Chair Affiliation Chair, Manasota SCORE
General Info
Tax Exempt Status Public Supported Charity
Incorporation Year 2010
State Charitable Solicitations Permit Yes July 2018
State Registration Yes Mar 2017
Financial Summary
Projected Revenue $750,765.00
Projected Expenses $750,765.00
IRS Letter of Determination
C_501(c)(3)acceptance by IRS.pdfView
Impact Statement

We bring people together.

Building vibrant, healthy communities by activating arts, culture, heritage and food for community benefit is our hallmark.

Our innovative integration of creative placemaking, place branding and citizen engagement is widely recognized:

  • 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


We inform & engage residents from diverse backgrounds to connect & work together on community revitalization. Strategic partnerships accelerate economic development that is based on the power of people & place.


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

“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.”

2016 initiatives expand our impact:

  • Connect Bradenton grant to attract and retain Millennials
  • Knight Cities Challenge Award (32 selected from 7,160)
  • Pop-Ups for a Purpose events attract & retain Millennials
  • ArtWalk project ($250,000) to showcase public art, history & commerce 
  • Farmers' Market provides healthy food access to residents in food deserts
  • Achieves $3 million of economic impact from 75 events


We continue to create positive change through place, promotion and people.

PLACE: Placemaking

Enliven public spaces to create memorable experiences so people engage in cultural, historic & culinary assets.

PROMOTION: Place Branding

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

PEOPLE: Civic Engagement

Create positive community benefit through collaboration & innovation engaging people from diverse backgrounds. 

Needs Statement

Millennial Event Sponsors | $2,200 

Continue the momentum of the pop-up events: food, art & music to activate our younger generation in topics of interest to build social connections & volunteerism. Event sponsors help set agenda and are showcased to an important demographic. Success measured by a 15% increase in Millennials in our volunteer program and inclusion of Millennial proposals into actionable plans.

Cook Together Benefactors | $3,800 to add 3 months of cooking classes

What happens when people cook together and share their creations with neighbors and friends? Magic! We want to make more of this magic happen at the Bradenton Farmers’ Market with cooking classes. Participants will shop & cook together to prepare a dish for Market patrons to sample. Sessions alternate to feature local chefs, foodies, families and Millennials from Bradenton neighborhoods. "Cooking together" videos will be shared on our social media channels. Success measured by attendance, social media metrics and an increase of EBT usage of 50% by fall 2018, with fall 2016 as baseline.

WALK Bradenton: Art + History + Commerce Destination Walk Sponsor | $4,500 includes logo & recognition on mobile site and printed materials

This place-based economic development project showcases our unique assets of 58 public artworks, 25 history sites and 145 places to eat, shop, stay and play. Signage and a responsive website feature our sponsors' contributions. Success measured by clicks on website to view public art and history content & sponsor contributions.

Elevate the Results of Evaluation and Resource Development | $10,000 includes online tools/coaching for 18 months

As a relatively young organization we plan to increase our effectiveness and efficiency by using on-line tools and cloud coaching so we can measure and report our social value and impact which will elevate our resource development and grant results. Uniting staff and board in shared goals of evaluation and resource cultivation we will serve as a model for other organizations.

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 revitalization as it has successfully executed placemaking and place branding strategies with multiple sector partners and a diversity of residents.

Cultural Master Plan key strategies shape and direct organizational priorities:


  • 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


Areas Served
Areas Served
FL- Manatee
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
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.

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, heritage, food & sports events to increase downtown vitality.

MORE buzz, MORE people, MORE money.

Each year, we conduct 80 events to attract residents and visitors to downtown: Farmers’ Market, Pop-Ups for a Purpose, ArtSlam, 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 Performing Arts Center, Manatee Village Historical Park, Village of the Arts, DeSoto Historical Society & the Pittsburgh Pirates and Bradenton Marauders.

Budget $382,890
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


  • 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


The 4th annual Bradenton Blues 2015 festival attracted over 3,100 people from 7 foreign countries & 25 states and expanded to a three-day destination event that was recognized as #1 Blues Fest in the US.

Improvements in Farmers’ Market: New vendors & attendance increased 18%.

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

Over 40 articles promoted the Bradenton area in 2015.

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 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
  • 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 2015

  • 94% of attendees rated the Bradenton Blues Festival as excellent/very good
  • 97% of attendees will recommend the festival to friends

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 2016 attracted 15,000 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


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 cultural and economic vitality.

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 six 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 $157,660
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


  • 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


  • Our integrated approach to print & electronic media, high-quality design & engaging content produce results.
  • Our public relations program secured 40 significant stories.
  • Website has 12,000 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 200,000 & 50,000 people electronically.
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
  • Learn 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.”


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, fund development, communication & impact.

MORE buzz, MORE people, MORE money.

Budget $112,614
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 more vital & prosperous
  • Retention & attraction of Millennials


Realize Bradenton is an outstanding model of 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. 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
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 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 lives happily in a new house in downtown Bradenton that she, her husband and dad moved into in October 2013.
Former CEOs/Executive Directors
Senior Staff
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 Yes
Non-Management Formal Evaluation Yes
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, and Humane Society of Manatee County.
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
Awards & Recognition
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
Knight Cities Challenge AwardKnight Foundation2015
Best Blues Festival in USBlues4112015
Nonprofit of the Year AwardManatee Chamber of Commerce2016
Risk Management Provisions
Government Licenses
Organization Licensed by the Government No
Fundraising Plan No
Communication Plan Yes
Strategic Plan Yes
Strategic Plan Years 3
Strategic Plan Adopted July 2014
Management Succession Plan Yes
Continuity of Operations Plan No
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy Yes
Policies and Procedures Yes
Multi-Media Comments by Organization

Watch as teams of students and creatives take art out of the classrooms and studios and onto the streets! Engage in the creative process, experience temporary public art, and celebrate the creative youth in Manatee County.

Other Documents
Other Document 2
Document Retention Policy
Board Chair
Board Chair Dennis Zink
Company Affiliation Chair, Manasota SCORE
Board Term May 2015 to Apr 2017
Board Chair Email
Board Members
Board Members
Mark Boehmig Michael Saunders & Company
Ann Bretinger Blalock Walters Law Firm
Kim Dalglish Manatee Chamber of Commerce
Bridgette Halliburton Community Volunteer
Jedd Heap Fawley Bryant Architects
April Lane FELD Entertainment
Dr. Mike Mears State College of Florida
Sue Revell Manatee County Bar Association
Melodie Rich Malkin Jenkins CPA
Kay Wight Community Volunteer
Jennifer Zavadil BMO Harris Bank
Dennis Zink SCORE
Constituency Includes Client Representation No
Board Ethnicity
African American/Black 1
Asian American/Pacific Islander 0
Caucasian 11
Hispanic/Latino 0
Native American/American Indian 0
Other 0 0
Board Gender
Male 4
Female 8
Unspecified 0
Board Term Lengths 3
Board Term Limits 2
Board Orientation Yes
Number of Full Board Meetings Annually 9
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
Fiscal Year Projections
Fiscal Year Begins 2015
Fiscal Year Ends 2016
Projected Revenue $750,765.00
Projected Expenses $750,765.00
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 Year201520142013
Foundation and
Corporation Contributions
Government Contributions$295,516$295,516$312,315
Individual Contributions$190,773$120,615$109,277
Investment Income, Net of Losses$50$40$39
Membership Dues$0$0$0
Special Events$295,167$0$0
Revenue In-Kind$0$0$0
Expense Allocation
Fiscal Year201520142013
Program Expense$600,735$677,567$635,201
Administration Expense$107,266$71,488$87,565
Fundraising Expense$0$0$0
Payments to Affiliates$0$0$0
Total Revenue/Total Expenses1.150.981.07
Program Expense/Total Expenses85%90%88%
Fundraising Expense/Contributed Revenue0%0%0%
Assets and Liabilities
Fiscal Year201520142013
Total Assets$354,512$243,639$260,603
Current Assets$321,888$234,821$247,684
Long-Term Liabilities$0$0$0
Current Liabilities$104,467$102,610$105,457
Total Net Assets$250,045$141,029$255,146
Top Funding Sources
Fiscal Year201520142013
Top Funding Source & Dollar AmountGovernment Grants - Unspecified $295,516Government Grants - Unspecified $295,516Special Events $320,960
Second Highest Funding Source & Dollar AmountFundraising $295,167Special Events $277,317Government Grants -Unspecified $312,315
Third Highest Funding Source & Dollar AmountContributions, gifts, grants $190,773Contributions, gifts, grants $120,615Contributions, gifts, grants $109,277
CEO/Executive Director Compensation N/A
Tax Credits No
Short Term Solvency
Fiscal Year201520142013
Current Ratio: Current Assets/Current Liabilities3.082.292.35
Long Term Solvency
Fiscal Year201520142013
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