What We Do
|
ASPI has delivered programs that use science and technology to promote environmental education since 1977. The natural environment, and our delivery of these experiences with the natural environment, is a compelling context for teaching STEM (Science, Technology, Engineering and Math) because it provides people with a diverse range of real-world challenges that engage workshop attendees in hands-on opportunities to apply and reinforce STEM concepts across multiple subject areas. By interacting with and learning in the natural world, our programs provide the foundation for understanding the complex and important food, energy, and ecological systems in Appalachia. We believe that if people understand and appreciate these systems, they take actions to be more sustainable.
GoalsOur focus areas are Ecosystems, Energy Systems, Food Systems and Cultural Systems. We accomplish our mission through educational programs, training courses, research, and demonstration projects that in each focus area. The basis for our work is the science and technology of innovative ideas and appropriate technology applications for use in sustainable development, responsible resource management, and everyday living.
Through strategic planning and intensive reformulation of programs, we have developed strategies under each focus area to achieve our mission. Like the ecosystems that surround us, our successes in each focus area are dependent upon the strength of the programs in all of the focus areas; many of our programs are interdependent. |
Promoting low-cost, self-sufficient, sustainable living applications like solar water heating and straw bale construction is especially important to our target audience in Central Appalachia. Our programs have proven to apply to a wider audience because Appalachia is not unique in this impact; all culture is based in place and environmental education methods are effective foundations for education and economic development.
FinancesWe are a small non-profit that strives to use all of our resources as efficiently as possible. With the generous support of donors, grants, and private foundations, we are able to operate programs that reach over 1850 program participants on a small budget. In the last four years, we have streamlined our delivery and developed targeted indicators to ensure efficiency.
2015 990 2015, 2016 Budget |
History
For more than four decades, Appalachia-Science in the Public Interest has promoted living a simple and sustainable lifestyle. See this compiled short history and listed highlights from years past.
Whew. We've done a lot! And it's all because of our supporters.
The Articles of Incorporation were filed in the State of Kentucky on Earth Day in 1977. The intent was to provide sustainable living education, based in science, to people in Appalachia to inform a better understanding of natural systems. The original Board of Directors believed in, and our programs still reflect, the idea that if we understand and appreciate the complexity of our natural environment, we can make choices that make us better stewards of the environment and live more sustainably.
ASPI was derived from the Center for Science in the Public Interest by Al Fritsch, who worked with Ralph Nader in Washington DC prior to working in Kentucky. The majority of the initial funding came from federal agencies like the National Science Foundation for research and workshops. From 1977 until 1984, the Appalachian Technical Network and the Rockcastle River Demonstration Site were established, 15 technical manuals and books were published and 30 workshops and conferences were conducted. At the time, surveys found that land use, housing, energy, and water issues were the major concerns in the region. The research and networks that led to the workshops and publications addressed pressing concerns and offered the first citizen-focused literature and programs to empower people to find new solutions. The demonstrations of technology like cordwood buildings, solar panels, and water cisterns were innovative and showcased low-cost, sustainable living techniques. The workshops and publications detailed how to do-it-yourself. If Pinterest and Instagram had existed, we would have dominated it. During this time, the director had a busy travelling schedule, giving talks all over the world. Many of the publications correlated the applications across cultural boundaries; ASPI began to emphasize the applicability of appropriate technology in regions with geographical and cultural similarities like Peru.
From 1984-1987, ASPI navigated the loss of federal funding under the Reagan Administration (his transition team called in 1981 to let us know they were cutting off environmental groups). We focused on strengthening the long-term viability of the organization by conducting research and workshops, and building national and regional networks. During a sustainable forestry workshop in 1987, Native American burial grounds were discovered on ASPI land. Investigating the cultural implications of the discovery and eras “before coal mining” became part of the work plan. Much of the research was later integrated into educational programs at the Nature Center.
During the next decade, ASPI built capacity. The director diversified the revenue stream through a series of investments, grants, and private donations. The Mary E. Fritsch Nature Center was built, demonstration technologies were added and upgraded, the Technical Paper Series was created, over 30 manuals and books were published, and strategic partnerships were formed that focused on researching components of ASPI demonstrations and properties. The results of the research are the basis for the Appalachian Mixed Mesophytic Forest educational programs. By 2000, ASPI was set up for long-term success.
In 2001, plans were made to establish the Kentucky Solar Partnership, Appalachian Ginseng Foundation, and the Appalachian Ecology Program. With funding from the US Dept of Energy, Toyota, several foundations, these three programs would be essential in the subsequent years while ASPI went through a series of very expensive transitions. In 2002, Al Fritsch stepped down as director. At that time, liquid (tangible) assets were $242,000, with an organizational budget of $175,000.
From 2002-2012, several Executive Directors were hired and stepped down. The Kentucky Solar Partnership (KSP) thrived because the program coordinator built the network, created technical and educational programs, and sought diverse sources of funding. KSP helped to support ASPI as each director sought to try new funding ideas and programs. The Appalachian Ecology Program succeeded because funders pushed to see results. Unfortunately, the facilities, publications and programs, networks, mission and bank accounts suffered.
By 2012, ASPI was at a crossroads. Only $10,000 remained in the savings accounts, annual expenses were $135,000, and income was $80,000. For years prior, ASPI operated at a deficit of over $50,000 so action had to be taken immediately.
From 2009-2012, the Board of Directors began to formulate a strategic plan. The multi-year process evaluated strengths and weaknesses, past successes and new directions. The remaining invested assets were liquidated to cover general operating expenses because the organization struggled to generate income without a clear programmatic strategy.
In 2012, the current Executive Director was hired to help reorganize and implement the strategic plan. After assessing current organizational capacity, ASPI determined the following internal areas needed to be addressed:
-Program strategies, goals, and indicators
-Technology and Resources
-Fundraising
- Accounting and Financial Management
-Human Resources and Volunteer Management
- Communications and Marketing
-Leadership
A barrier to moving forward was the large amount of materials that represented the organizational struggle since 2002. Among the materials were whole rooms of project supplies left after the loss of staffing or funding like water monitoring, oral history and photography projects, publications, boxes of digitized records, a variety of typewriters, word processors, and old computers, and written records dating back to 1977. Berea College Library staff was contacted to sort the materials and archive important documents. This process helped to prioritize successful projects in line with our mission and helped to determine focus areas and strategies. After policies and procedures were created, program delivery was restructured, and with the help of partners and donors, the operating deficit reduced the operating deficit by $40,000.
In the fall of 2013, our long time bookkeeper and office manager had a stroke. This tragedy significantly affected the staff, board, and donors. Without Martha, we were brought to our knees. The amount that she contributed wasn't quantifiable. She all of our supporters, history, and secrets. Most of the staff didn't have enough time to learn from her, so we had to read through her notes and files left behind. We may never recover from losing the heart of our organization, but we can move forward so her work wasn't in vain!
We rely on volunteers, part-time, temporary staff and interns, and the dedication of current Board of Directors. For the past three years, contract workers have worked part-time assisting with operations and property improvements while the Board has served in director/administrator roles and responsibilities like data management, fundraising, record keeping, communications and marketing, and programs. Building a financial safety net and funding regular full-time staff again is the current priority.
Whew. We've done a lot! And it's all because of our supporters.
The Articles of Incorporation were filed in the State of Kentucky on Earth Day in 1977. The intent was to provide sustainable living education, based in science, to people in Appalachia to inform a better understanding of natural systems. The original Board of Directors believed in, and our programs still reflect, the idea that if we understand and appreciate the complexity of our natural environment, we can make choices that make us better stewards of the environment and live more sustainably.
ASPI was derived from the Center for Science in the Public Interest by Al Fritsch, who worked with Ralph Nader in Washington DC prior to working in Kentucky. The majority of the initial funding came from federal agencies like the National Science Foundation for research and workshops. From 1977 until 1984, the Appalachian Technical Network and the Rockcastle River Demonstration Site were established, 15 technical manuals and books were published and 30 workshops and conferences were conducted. At the time, surveys found that land use, housing, energy, and water issues were the major concerns in the region. The research and networks that led to the workshops and publications addressed pressing concerns and offered the first citizen-focused literature and programs to empower people to find new solutions. The demonstrations of technology like cordwood buildings, solar panels, and water cisterns were innovative and showcased low-cost, sustainable living techniques. The workshops and publications detailed how to do-it-yourself. If Pinterest and Instagram had existed, we would have dominated it. During this time, the director had a busy travelling schedule, giving talks all over the world. Many of the publications correlated the applications across cultural boundaries; ASPI began to emphasize the applicability of appropriate technology in regions with geographical and cultural similarities like Peru.
From 1984-1987, ASPI navigated the loss of federal funding under the Reagan Administration (his transition team called in 1981 to let us know they were cutting off environmental groups). We focused on strengthening the long-term viability of the organization by conducting research and workshops, and building national and regional networks. During a sustainable forestry workshop in 1987, Native American burial grounds were discovered on ASPI land. Investigating the cultural implications of the discovery and eras “before coal mining” became part of the work plan. Much of the research was later integrated into educational programs at the Nature Center.
During the next decade, ASPI built capacity. The director diversified the revenue stream through a series of investments, grants, and private donations. The Mary E. Fritsch Nature Center was built, demonstration technologies were added and upgraded, the Technical Paper Series was created, over 30 manuals and books were published, and strategic partnerships were formed that focused on researching components of ASPI demonstrations and properties. The results of the research are the basis for the Appalachian Mixed Mesophytic Forest educational programs. By 2000, ASPI was set up for long-term success.
In 2001, plans were made to establish the Kentucky Solar Partnership, Appalachian Ginseng Foundation, and the Appalachian Ecology Program. With funding from the US Dept of Energy, Toyota, several foundations, these three programs would be essential in the subsequent years while ASPI went through a series of very expensive transitions. In 2002, Al Fritsch stepped down as director. At that time, liquid (tangible) assets were $242,000, with an organizational budget of $175,000.
From 2002-2012, several Executive Directors were hired and stepped down. The Kentucky Solar Partnership (KSP) thrived because the program coordinator built the network, created technical and educational programs, and sought diverse sources of funding. KSP helped to support ASPI as each director sought to try new funding ideas and programs. The Appalachian Ecology Program succeeded because funders pushed to see results. Unfortunately, the facilities, publications and programs, networks, mission and bank accounts suffered.
By 2012, ASPI was at a crossroads. Only $10,000 remained in the savings accounts, annual expenses were $135,000, and income was $80,000. For years prior, ASPI operated at a deficit of over $50,000 so action had to be taken immediately.
From 2009-2012, the Board of Directors began to formulate a strategic plan. The multi-year process evaluated strengths and weaknesses, past successes and new directions. The remaining invested assets were liquidated to cover general operating expenses because the organization struggled to generate income without a clear programmatic strategy.
In 2012, the current Executive Director was hired to help reorganize and implement the strategic plan. After assessing current organizational capacity, ASPI determined the following internal areas needed to be addressed:
-Program strategies, goals, and indicators
-Technology and Resources
-Fundraising
- Accounting and Financial Management
-Human Resources and Volunteer Management
- Communications and Marketing
-Leadership
A barrier to moving forward was the large amount of materials that represented the organizational struggle since 2002. Among the materials were whole rooms of project supplies left after the loss of staffing or funding like water monitoring, oral history and photography projects, publications, boxes of digitized records, a variety of typewriters, word processors, and old computers, and written records dating back to 1977. Berea College Library staff was contacted to sort the materials and archive important documents. This process helped to prioritize successful projects in line with our mission and helped to determine focus areas and strategies. After policies and procedures were created, program delivery was restructured, and with the help of partners and donors, the operating deficit reduced the operating deficit by $40,000.
In the fall of 2013, our long time bookkeeper and office manager had a stroke. This tragedy significantly affected the staff, board, and donors. Without Martha, we were brought to our knees. The amount that she contributed wasn't quantifiable. She all of our supporters, history, and secrets. Most of the staff didn't have enough time to learn from her, so we had to read through her notes and files left behind. We may never recover from losing the heart of our organization, but we can move forward so her work wasn't in vain!
We rely on volunteers, part-time, temporary staff and interns, and the dedication of current Board of Directors. For the past three years, contract workers have worked part-time assisting with operations and property improvements while the Board has served in director/administrator roles and responsibilities like data management, fundraising, record keeping, communications and marketing, and programs. Building a financial safety net and funding regular full-time staff again is the current priority.