Applicant Details & Scoring
ARC State Program Manager Comments
Total Qualifying Score: 5
County (ARC Region): Yes
State (ARC Region): Yes
Q3. IRS Status: Nonprofit – 2
Q4. Parent Entity: No – 1
Q5. 2 or More Full-Time Employees : No (as of 12/31/2019)
Q7. Budget Level: Above $3 million or below $100,000 – 0 (Last Fiscal Year Actual Income)
Q8. Restricted Reserves: No – 1
Q9. CARES Act Funding: No – 1
Q13. Participation by Executive: Yes
CONTACT & LOCATION INFORMATION
County (ARC Region) Greenbrier
State (ARC Region) West Virginia
ORGANIZATIONAL & FINANCIAL INFORMATION
To serve the public as an innovative driver of social and entrepreneurial change in Appalachia and beyond by addressing head-on the need for substance use disorder treatment services, and meeting educational, training, transportation, personal, and practical needs of those suffering from substance use disorder, addictive behaviors, homelessness, at-risk youth, unemployment or underemployment.
Q2. How organization aligns with ARC’s Plan & Goals:
The mission and vision of Seed Sower are well positioned to meet both Goal #1 and Goal #2 as outlined in Q2 above:
Goal #1: Invest in entrepreneurial and business development strategies that strengthen Appalachia’s economy: Seed Sower’s mission meets this goal by providing commercial kitchen and agricultural production space (The Makerspace) for social enterprises and entrepreneurs with a social impact vision to develop their products at our Social Impact Hub without the burden of their own production facility. This increases market penetration into Southeastern WV for craft and locally produced culinary and agricultural products.
Goal #2: Increase the education, knowledge, skills, and health of residents to work and succeed in Appalachia: Seed Sower’s primary mission is to sustain holistic recovery through housing, transportation, and training/certification programs. By providing a supportive, nurturing environment for adult women in recovery from substance use disorder (SUD), access and guidance through the recovery continuum of care, and recovery support services, we are having a direct impact on physical, psychological, and emotional health. Through our partnership with a social enterprise in the area that provides culinary and agricultural training and certification (a paid work experience), we are facilitating the necessary training, skills development, and certification opportunities that lead to gainful post-recovery employment opportunities and a greater chance of sustained long-term recovery and success in Appalachia.
Q3. IRS Filing Status: 501(c)(3)
Q4. Unit or Chapter of Larger Organization: No
Full-Time/Part-Time Employees: 0/0 (as of 9/1/2020)
Full-Time/Part-Time Employees: 0/0 (as of 12/31/2019)
Current Year Income/Expenses: $469,641/$81,587
Q6. Fiscal Year: Calendar
Q7. Budget Level
Last Fiscal Year Income/Expenses (Actual): $0 / $0
Current Year Income/Expenses (Projected): $469,641 / $81,587
Q8. Restricted Reserves (Amount): No ($)
Q9. CARES Act Funding (Amount): No ($)
Received From: Date Received:
For What Purpose(s):
Q10. Negative Impacts from COVID-19:
COVID-19 has had mixed impact on our organization. We received our 501(c)(3) determination on 4/28/20, at the height of the pandemic. The COVID-19 related slowdown and loss of access to community organizations and gatherings has affected our launch fundraising campaigns and delayed our stand-up date. It also significantly impacted our ability to develop relationships with potential partners within the region as they worked through their own COVID-19 related challenges. However, it did also provide greater time for planning and forecasting for our opening in Spring of 2021.
Q11. Top Three Concerns:
Laying the proper foundation for sustained long-term financial growth and stability
Sustained, meaningful community engagement for support, fundraising, and volunteer services.
C. Adequate staffing, onboarding, and training for the staff we will bring on board in the coming fiscal year.
How Participation in Program Will Address Concerns:
We strongly believe that building something the right way the first time (“measure twice, cut once”) is the best way to ensure long-term stability and a steady progression toward realizing the strategic vision and goals of an organization. If you don’t make time to do it right, you won’t have time to do it over. As we are just now preparing for full-scale launch in both recovery services and economic development through our Social Impact Hub, cohort instruction in either Long Term Financial Management or Fundraising will provide us with the most up-to-date best practices that we can apply from the very beginning of our operations. This greatly enhances our organization’s current and forecasted positions, providing a more informed and educated approach to our growth strategies. Either of these cohorts then allows us to properly plan for and implement staffing strategies more efficiently in the next few years as we grow. This program will also provide needed expertise and training that will start us off on a firm financial foundation as we enter into a 3-year ARC POWER+ Grant project, the award for which was announced on 10/14/2020. That project, ” Creating Communities of Healings by Cultivating Businesses to Address the Opioid Crisis”, will be one of the vehicles through which we will operationalize the lessons learned in this cohort opportunity.
Q12. Applying as a Proposed Cohort? No
Q13. Executive Director or CEO Will Participate in the Program? Yes
Q14. Top Two Choices for Cohort Instruction:
Course #1 Choice: 1-Long-term Financial Management
Course #2 Choice: 2-Fundraising
Q15. Desired Course Schedule for Cohort Instruction:
#1 Desired Course Schedule: 1-Fall 2020: 6-Week Course (Nov. 9, 2020 – Dec. 18, 2020)
#2 Desired Course Schedule: 2-Winter 2021 A: 5-Week Course (Jan. 25, 2021 – Feb. 28, 2021)
APPLICATION SUBMITED BY:
Name: James Phillips, Executive Director
Application Approved by Organization Director or CEO? Yes, Approved by Executive Director/CEO