2026-04-01T08:21:30-05:00 2025-12-31 134260189 BOISSELLE MORTON & WOLKOWICZ LLP 48 BAY ROAD PO BOX 374 HADLEY MA 01035 990 2025-01-01 300592577 THE FULL FRAME INITIATIVE INC FULL 6176206718 308 MAIN STREET SUITE 2A GREENFIELD MA 01301 KATYA FELS SMYTH PRESIDENT & CEO 4137733400 2026-03-31 1 JOSEPH P WOLKOWICZ CPA P00734754 4135870099 2026-03-31 2025 2025-03-06 01:10:19Z X KATYA FELS SMYTH 308 MAIN STREET SUITE 2A GREENFIELD MA 01301 455319 0 X WWW.FULLFRAMEINITIATIVE.ORG X 2009 MA MOVING THE UNITED STATES TOWARDS A COUNTRY WHERE EVERYONE HAS A FAIR SHOT AT WELLBEING. X 5 3 12 3 0 0 1833335 370517 435487 68602 33085 16200 0 0 2301907 455319 0 0 0 0 2182792 1553231 0 0 3265 738386 332361 2921178 1885592 -619271 -1430273 1517477 0 87204 0 1430273 0 X SEE SCHEDULE O. 0 0 1540345 68602 SEE SCHEDULE O. 1540345 1 1 0 0 0 0 0 0 0 0 1 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 1 27 0 1 12 1 0 0 0 0 0 0 0 0 0 0 0 0 X 5 3 0 0 0 0 0 0 0 1 1 0 0 1 1 1 1 1 1 1 0 0 MA X X KATYA FELS SMYTH 6176206718 308 MAIN STREET SUITE 2A GREENFIELD MA 01301 KATYA FELS SMYTH PRESIDENT & CEO 40.00 X X 481751 0 1658 JOSE FAUS DIRECTOR 1.00 X 0 0 0 LOTUS YU DIRECTOR & ASSOC. DIR. OF ENGMNT AND 40.00 X 117239 0 6295 MIKI AKIMOTO CHAIR & CLERK 1.00 X X 0 0 0 TIM DECKER TREASURER 1.00 X X 0 0 0 DARRELL BYERS PAST DIRECTOR 1.00 X 0 0 0 GALDYS CARRION PAST DIRECTOR 1.00 X 0 0 0 VEOLA GREEN PAST DIRECTOR 1.00 X 0 0 0 REBECCA NEUSTETER PAST DIRECTOR 1.00 X 0 0 0 JANE WEI-SKILLERN PAST DIRECTOR 1.00 X 0 0 0 TANYA TUCKER CHIEF OF NAT. ENGMT & PRTN 40.00 X 193067 0 2940 JESSICA LEE VICE PRESIDENT OF EXTERNAL AFFAIRS 40.00 X 134348 0 1282 MATTHEW LEGER-SMALL DIRECTOR OF THE OFFICE OF CEO 40.00 X 102356 0 6295 MADGE HAYNES DIR. OF ENGMNT AND PARTNERSHIPS 40.00 X 122376 0 2940 1151137 0 21410 6 0 1 0 0 370517 370517 GOVERNMENT CONTRACTS 900099 67625 67625 PROGRAM SERVICE FEES 900099 977 977 68602 16200 16200 455319 68602 0 16200 736349 709417 25688 1244 676194 510743 163956 1495 42768 29671 13014 83 97920 84584 13146 190 96530 16266 80264 115773 99414 16359 23415 19601 3700 114 18107 5398 12709 3432 2832 594 6 22751 12723 9908 120 15367 15367 9740 7256 2471 13 PARTNER & PROJ STIPENDS 26246 26246 CREDIT LOSSES 1000 827 173 1885592 1540345 341982 3265 0 1187194 0 290809 0 5963 0 0 0 0 0 14725 0 75055 75055 15367 0 0 0 0 0 3419 0 1517477 0 83684 0 3520 0 87204 0 X 1410273 0 20000 0 1430273 0 1517477 0 -1430273 0 X X 1 X 0 1 0 X 1775514 2661230 2540424 1833335 370517 9181020 256312 478282 353502 435487 68602 1592185 2031826 3139512 2893926 2268822 439119 10773205 1175000 1570000 2365000 1410000 360000 6880000 0 1175000 1570000 2365000 1410000 360000 6880000 3893205 1136 33622 43330 33085 16200 127373 1136 33622 43330 33085 16200 127373 16805 16805 2032962 3189939 2937256 2301907 455319 10917383 0.35660 0.36160 0.01170 0.01030 X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 75055 75055 0 0 X PART X, LINE 2: FFI IS REQUIRED TO FILE A RETURN OF ORGANIZATION EXEMPT FROM INCOME TAX (FORM 990) WITH THE IRS. FFI IS ALSO SUBJECT TO INCOME TAX ON NET INCOME THAT IS DERIVED FROM BUSINESS ACTIVITIES THAT ARE UNRELATED TO THE FFI'S EXEMPT PURPOSES. MANAGEMENT HAS DETERMINED THAT FFI IS NOT SUBJECT TO UNRELATED BUSINESS INCOME TAX AND HAS NOT FILED AN EXEMPT ORGANIZATION BUSINESS INCOME TAX RETURN (FORM 990-T) WITH THE IRS. X X X X 1 0 0 0 0 0 0 0 0 KATYA FELS SMYTH PRESIDENT & CEO 162066 0 270375 0 49310 0 0 0 1658 0 483409 0 0 0 TANYA TUCKER CHIEF OF NAT. ENGMT & PRTN 104427 0 88640 0 0 0 0 0 2940 0 196007 0 0 0 PART I, LINE 4A KATYA FELS SMYTH, PRESIDENT & CEO, RECEIVED A SEVERANCE PAYMENT OF $270,375. LOTUS YU, DIRECTOR & ASSOCIATE DIRECTOR OF ENGAGEMENT AND PARTNERSHIPS, RECEIVED A SEVERANCE PAYMENT OF $47,404. TANYA TUCKER, CHIEF OF NATIONAL ENGAGEMENT AND PARTNERSHIPS (A KEY EMPLOYEE) RECEIVED A SEVERANCE PAYMENT OF $88,640. PART II KATYA FELS SMYTH, PRESIDENT & CEO, WAS PAID $47,200 AS A CONSULTANT AFTER SERVING AS PAID EMPLOYEE IN HER ROLE AS THE CEO. A 1099 WAS ISSUED FOR THESE SERVICES. CHECKING ACCOUNT 2025-12-31 3819 REMAINING CASH USED TO PAY FINAL FILING FEES AND OTHER EXPENSES TO LIQUIDATE CORPORATION BEFORE THE FORM 990 WAS FILED. ACCOUNTS PAYABLE 2025-12-31 -3819 FINAL FILING FEES AND OTHER EXPENSES PAID TO LIQUIDATE CORPORATION BEFORE THE FORM 990 WAS FILED. 0 0 0 1 1 1 1 1 0 PART I, LINE 2E: PERSON(S) INVOLVED: KATYA SMYTH, PRESIDENT & CEOLOTUS YU, BOARD MEMBER AND ASSOICATE DIRECTOR OF ENGAGEMENT AND PARTNERSHIPSTANYA TUCKER, CHIEF OF NATIONAL ENGAGEMENT AND PARTNERSHIPS PART I, LINE 2E: EXPLANATION OF INVOLVEMENT: THE PRESIDENT AND CEO RECEIVED A SEVERANCE OF $270,375.THE ASOCIATE DIRECTOR OF ENGAGEMENT AND PARTNERSHIPS, WHO WAS ALSO A BOARD MEMBER, RECEIVED A SEVERANCE OF $47,404.THE CHIEF OF NATIONAL ENGAGEMENT AND PARTENRSIPS (A KEY EMPLOYEE) RECEIVED A SEVERANCE OF $88,640. FORM 990, PART III, LINE 1, DESCRIPTION OF ORGANIZATION MISSION: THE FULL FRAME INITIATIVE WAS A NATIONAL SOCIAL CHANGE ORGANIZATION WORKING TOWARD A COUNTRY WHERE EVERYONE HAS A FAIR SHOT AT WELLBEING. FFI'S MISSION IS GROUNDED IN THREE TRUTHS: FIRST, WE'RE ALL HARDWIRED FOR WELLBEING - THE COMBINATION AND BALANCE OF ELEMENTS ESSENTIAL FOR EVERY PERSON TO HAVE HEALTH, HOPE, AND RESILIENCE. SECOND, WE DON'T ALL GET THE SAME ACCESS TO WELLBEING, AND THE RESULT IS GROWING GAPS IN HEALTH, WEALTH, AND THRIVING. THIRD, WE CAN FIX THIS, IF WE -- GOVERNMENT, NEIGHBORS, BUSINESSES AND SERVICES-- PUT WELLBEING AT THE CENTER OF THE DECISIONS WE MAKE, FROM BIG PUBLIC POLICY, TO HOW WE BUILD NEIGHBORHOODS, TO HOW POLICE AND NEIGHBORS INTERACT. FROM THESE THREE SIMPLE STATEMENTS COME WHOLE NEW WAYS OF UNDERSTANDING CHALLENGES, AND WHOLE NEW WAYS OF ADDRESSING THEM. OUR WORK SHIFTED POWER, POLICY, AND NARRATIVES, CATALYZING TRANSFORMATIONAL CHANGE BY SEEDING A MOVEMENT OF UNLIKELY ALLIES WHO UNDERSTAND HOW NEW PERSPECTIVES CAN LEAD TO NEW RESPONSES. FFI'S IMPACT INCLUDES DURABLE POLICY AND STRUCTURAL CHANGE IN FIELDS RANGING FROM HOUSING AND HOMELESSNESS TO JUVENILE JUSTICE, COMMUNITY DEVELOPMENT, HEALTHCARE, VIOLENCE PREVENTION, CLIMATE ADAPTATION, AND THE BUILT ENVIRONMENT. FFI'S COMMUNITY PARTNERSHIPS HAVE CREATED NEW AVENUES FOR THOSE PROXIMATE TO SYSTEMIC HARMS TO FUNDAMENTALLY SHIFT THE ORIENTATION OF ANTI-VIOLENCE, COURT, AND OTHER SYSTEMS. IN OCTOBER 2024, THE BOARD OF FULL FRAME INITIATIVE VOTED TO INITIATE A RESPONSIBLE, IMPACTFUL WIND-DOWN OF THE ORGANIZATION'S OPERATIONS, TARGETING A SPRING 2025 CLOSURE. THE DECISION WAS INFORMED BY REDUCED PHILANTHROPIC INVESTMENT IN LONG-TERM SYSTEMS CHANGE, COUPLED WITH THE NEED FOR A DEEPER STAFF BENCH TO REDUCE THE DISRUPTIONS TO PARTNERSHIPS AND WORKFLOW WHEN STAFF TURNED OVER. THE DECISION WAS MADE PROACTIVELY, LONG BEFORE THE ORGANIZATION WAS IN CRISIS, ALLOWING FFI TO DEFY THE NORMS OF TYPICAL NONPROFIT CLOSURES, WHICH CAN BE SUDDEN, HARMFUL, AND FISCALLY IRRESPONSIBLE. FFI'S PROGRAMMING ENDED MAY 31, 2025. BETWEEN THE OCTOBER 2024 VOTE AND THAT TIME, FFI (1) WORKED WITH CURRENT PARTNERS TO ENSURE FFI NOT ONLY MET ALL ITS OBLIGATIONS, BUT ALSO LEFT PARTNERS BETTER ABLE TO CONTINUE WITHOUT FFI MOVING FORWARD; (2) REBUILT THE FULLFRAMEINITIATIVE.ORG WEBSITE AS A LEGACY RESOURCE HUB, RE-RELEASING OVER 100 TOOLS, RESOURCES, AND CURRICULA THAT HADN'T BEEN PREVIOUSLY PUBLICLY AVAILABLE; ALMOST ALL RESOURCES WERE RELEASED UNDER CREATIVE COMMONS ATTRIBUTION-NONCOMMERCIAL-SHARALINE-4.0 LICENSING TO FACILITATE ONGOING EVOLUTION AND APPLICATION BY OTHERS; AND (3) ENGAGED OVER 50 PAST AND PRESENT PARTNERS AND ALLIES IN A PLANNING PROCESS TO DETERMINE HOW ELEMENTS OF THE WORK COULD LIVE ON, AND THEN TO IMPLEMENT THIS. AS A RESULT, IN THE FIRST FIVE MONTHS OF 2025, 19 LONG-TIME PARTNERS WITH DEEP EXPERTISE IN APPLYING FFI'S WELLBEING AND OTHER FRAMEWORKS BECAME "STEWARDS", COMMITTING TO STEWARDING THE WORK FORWARD THROUGH THEIR INDIVIDUAL PRACTICE AS WELL AS NEW COLLECTIVE COLLABORATIONS. THEY AND MORE THAN 80 OTHER FFI PARTNERS ALSO SIGNED ON AS CHAMPIONS, CREATING A COMMUNITY OF ALLIES FOR MUTUAL SUPPORT AND CONSULTATION. CHAMPIONS WERE GIVEN ACCESS TO A SUITE OF ADVANCED RESOURCES NOT APPROPRIATE FOR PUBLIC RELEASE, INTRODUCTIONS TO EACH OTHER THROUGH ONLINE EVENTS, IN-PERSON LOCAL "MEET UPS", AND A NEW PRIVATE LINKEDIN CHANNEL; STEWARDS WERE ALSO GIVEN ACCESS TO A SMALL NUMBER OF HIGHLY TECHNICAL TOOLS AND CURRICULA. DURING THIS TIME, FFI ALSO COMPLETED AS MUCH ADMINISTRATIVE WIND-DOWN AS WAS POSSIBLE. AFTER MAY, THE CEO AND DIRECTOR OF FINANCE STAYED ON AS REGULAR EMPLOYEES FOR TWO MONTHS, AND THEN ON A VERY PART-TIME BASIS THROUGH EARLY 2026 TO ENSURE ALL ADMINISTRATIVE, OPERATIONAL, FINANCIAL, AND LEGAL OBLIGATIONS WERE MET. FFI'S BOARD DOWNSIZED TO FIVE MEMBERS AFTER PROGRAMMING CEASED; THE BOARD AND ITS EXECUTIVE COMMITTEE CONTINUED THEIR FIDUCIARY DUTIES AND REGULAR MEETINGS THROUGH 2025. THROUGHOUT 2025, THROUGH WRITING, SPEAKING ENGAGEMENTS, AND PODCAST APPEARANCES, FFI'S CEO LEVERAGED FFI'S CONSCIOUS CLOSURE EXPERIENCE TO CHALLENGE NARRATIVES ABOUT NONPROFIT CLOSURE, AND TO BUILD ACCOUNTABILITY IN THE FIELD FOR CLOSURES BEING UNDERTAKEN RESPONSIBLY. YOU CAN READ MORE AT FULLFRAMEINITIATIVE.ORG. FORM 990, PART III, LINE 4A, ORGANIZATION PROGRAM SERVICE ACCOMPLISHMENTS: OUR MULTI-YEAR ORGANIZATIONAL STRATEGY HAD THREE ELEMENTS THAT WE ACTIVATED SIMULTANEOUSLY: 1)WE SURFACED AND BUILT NETWORKS AMONG DECISION-MAKERS AND ALLIES WHO SHARED OUR CONVICTION AND WHO HAVE HIGH DEGREES OF INFLUENCE. THESE "FIRST MOVER" CHANGEMAKERS WERE ESSENTIAL PARTNERS IN THE SECOND TWO STRATEGIES. (THESE FIRST MOVERS TRANSITIONED TO CHAMPIONS AND STEWARDS, AS DESCRIBED ABOVE, CONTINUING ON FFI'S FRAMEWORKS AND LEGACY.) 2)WITH THOSE WHO ARE THOUGHT LEADERS, WE REFRAMED PROBLEMS AND SURFACED NEW SOLUTIONS USING THE LENS OF WELLBEING EQUITY. TOGETHER, WE BROUGHT THIS NEW FRAME TO NATIONAL AUDIENCES. EVENTS, PUBLICATIONS, AND ENGAGEMENTS, AND HELPED SURFACE NEW CHAMPIONS AND OPPORTUNITIES TO TAKE THE REFRAME FURTHER. 3)WITH THOSE WHO ARE DECISION-MAKERS, WE JOINED WITH IMPACTED COMMUNITIES TO DRIVE CHANGES IN POLICY AND PRACTICE THAT DIRECTLY IMPACT PEOPLE'S LIVES. THESE PARTNERSHIPS SHAPED HOW GOVERNMENT DOLLARS ARE SPENT, WHERE CONCRETE IS POURED, AND WHO GETS TO FEEL WELCOME IN PUBLIC SPACES. THEY MADE THE REFRAMING "REAL AND PROVED WHAT'S POSSIBLE. PROGRAM SERVICE ACCOMPLISHMENTS FOR 2025 INCLUDE: - COMPLETED IMPLEMENTATION OF OUR WELLBEING INSIGHTS ASSETS AND TRADEOFFS TOOL IN TWO CITIES: CLEVELAND, OH, AND KINGSTON, NY. WIATT GIVES COMMUNITIES DATA ABOUT HOW MAJOR PUBLIC GOOD PROJECTS WILL AFFECT PEOPLE'S WELLBEING SO THAT PLANS CAN BE ADJUSTED AND THE PROJECT CAN CONTRIBUTE TO EVERYONE HAVING A FAIR SHOT AT WELLBEING. WIATT'S SUCCESS WAS PROFILED BY A NATIONAL THINK TANK AND THE AMERICAN PLANNING ASSOCIATION; CLEVELAND'S EXPERIENCE WITH WIATT WAS INFLUENTIAL ENOUGH THAT CORE ELEMENTS OF WIATT WERE MADE STANDARD IN CITY PLANNING MORE WIDELY. - WORKED WITH A COHORT OF STATE AGENCIES (6 STATES), FORMER FOSTER YOUTH AND STAFF OF THE ANNIE E CASEY FOUNDATION TO APPLY A WELLBEING LENS TO SHIFT NARRATIVES AND SYSTEMS FOR YOUTH AGING OUT OF FOSTER CARE. - COMPLETED ONGOING PARTNERSHIPS INCLUDING THOSE WITH THE CITY OF NEW LONDON, CT; WASHINGTON STATE; BOSTON MEDICAL CENTER; THE CITY OF AUSTIN, TX; RESIDENTS OF FLINT, MI; AND WITH URBAN PLANNERS AND CLIMATE ACTIVISTS ACROSS THE COUNTRY. - CREATED DETAILED DOCUMENTATION AND NEW SEARCH CAPABILITY FOR HUNDREDS OF RESOURCES, RE-RELEASING THEM UNDER CREATIVE COMMONS LICENSING ON A REBUILT WEBSITE DESIGNED AS A LEGACY PROJECT. - ENGAGED 19 LEADERS AS A "STEWARDS COUNCIL" TO TAKE RESPONSIBILITY FOR FFI'S MISSION THROUGH 2027 AFTER THE ORGANIZATION CEASED OPERATIONS; ENGAGED 100+ CHAMPIONS ACROSS THE COUNTRY TO RECOMMIT TO CARRYING THE WORK FORWARD, AND PROVIDED THEM WITH ADDITIONAL TRAINING, COMMUNITY BUILDING, AND CONSULTING THROUGH MAY 2025. - ADVANCED THE VISIBILITY NOT ONLY OF FFI'S KNOWLEDGE BASE ABOUT WELLBEING AND SYSTEMS CHANGE, BUT ALSO RESPONSIBLE CLOSURE, LEADING TO PUBLICATION IN A PEER-REVIEWED JOURNAL, HAVING OUR CLOSURE PROFILED IN THE CHRONICLE OF PHILANTHROPY, AND HAVING OUR THOUGHT LEADERSHIP ELEVATED BY NATIONAL ORGANIZATIONS. - TO ENSURE THAT FFI HAD THE STAFF REQUIRED TO MEET ITS OBLIGATIONS TO PARTNERS AND TRANSITION THE MISSION TO THE STEWARDS, FFI CONTINUED TO INVEST IN TEAM BUILDING, AND PROVIDED STAFF WITH SUPPORT AND COACHING FOR CAREER TRANSITIONS AND SEVERANCE PAYMENTS. FORM 990, PART VI, SECTION B, LINE 11B FFI PROVIDED A COPY OF THE 990 TO THE BOARD FOR THEIR REVIEW TO VOTE ON APPROVE THE 990 PRIOR TO ITS BEING FILED WITH THE IRS. FORM 990, PART VI, SECTION B, LINE 12C TO ENSURE THE ORGANIZATION OPERATED IN A MANNER CONSISTENT WITH CHARITABLE PURPOSES AND DID NOT ENGAGE IN ACTIVITIES THAT COULD JEOPARDIZE ITS TAX-EXEMPT STATUS, PERIODIC REVIEWS WERE CONDUCTED. THE PERIODIC REVIEWS, AT A MINIMUM, INCLUDED THE FOLLOWING SUBJECTS: (A) WHETHER COMPENSATION ARRANGEMENTS AND BENEFITS WERE REASONABLE, BASED ON COMPETENT SURVEY INFORMATION, AND THE RESULT OF ARM'S LENGTH BARGAINING; AND (B) WHETHER PARTNERSHIPS, JOINT VENTURES AND ARRANGEMENTS WITH MANAGEMENT ORGANIZATIONS CONFORMED TO THE ORGANIZATION'S WRITTEN POLICIES, WERE PROPERLY RECORDED, REFLECTED REASONABLE INVESTMENT OR PAYMENTS FOR GOODS AND SERVICES, FURTHERED CHARITABLE PURPOSES AND DID NOT RESULT IN INUREMENT, IMPERMISSIBLE PRIVATE BENEFIT OR IN AN EXCESS BENEFIT TRANSACTION. FORM 990, PART VI, SECTION B, LINE 15A THE CHAIR OF THE BOARD OF THE FULL FRAME INITIATIVE LEAD THE REVIEW OF THE CEO. ALL BOARD MEMBERS WERE ASKED FOR INPUT REGARDING THE PROCESS (E.G. WHAT AREAS OF PERFORMANCE WERE MOST SALIENT FOR THE REVIEW) AND A REVIEW FORM WAS CREATED. INPUT ON THE CEO'S PERFORMANCE WAS SOLICITED FROM ALL BOARD MEMBERS, COMPILED, AND SHARED WITH BOARD MEMBERS. THE CEO AND THE BOARD CHAIR THEN MET TO DISCUSS THE REVIEW. FOLLOWING THAT DISCUSSION, THE FULL BOARD MET IN EXECUTIVE SESSION TO DISCUSS THE CEO'S PERFORMANCE AND COMPENSATION. THE BOARD SEEKED TO COMPARE ADJUSTMENTS TO THE CEO'S SALARY AGAINST MARKET AVERAGES, AND REVIEWED ADJUSTMENTS IN TERMS OF COMPARABLE ORGANIZATIONS IN THE REGION. THE BOARD'S FINAL DECISION WAS DOCUMENTED IN THE EXECUTIVE SESSION SECTION OF THE CONTEMPORANEOUS BOARD MINUTES. THE ABOVE-NOTED POLICY WAS USED ANY TIME THE BOARD REVIEWS THE CEO'S COMPENSATION. FORM 990, PART VI, SECTION C, LINE 19 GOVERNING DOCUMENTS, CONFLICT OF INTEREST POLICY AND FINANCIAL STATEMENTS WERE AVAILABLE UPON REQUEST. FORM 990, PART XII, LINE 2C THE BOARD OF DIRECTORS ASSUMED RESPONSIBILITY FOR THE OVERSIGHT OF THE AUDIT AND WAS RESPONSIBLE FOR THE SELECTION OF THE INDEPENDENT ACCOUNTANT. THE PROCESS HAD NOT CHANGED DURING THE YEAR.