it all adds up, l.l.c.

7014 13th avenue, suite 202
brooklyn, new york 11228

NYS Entity Status
INACTIVE - Dissolution (May 13, 2014)

NYS Filing Date
APRIL 08, 2014

NYS DOS ID#
4558384

County
KINGS

Jurisdiction
NEW YORK

Registered Agent
UNITED STATES CORPORATION AGENTS, INC.
7014 13TH AVENUE, SUITE 202
BROOKLYN, NEW YORK, 11228

NYS Entity Type
DOMESTIC LIMITED LIABILITY COMPANY

Name History
2014 - IT ALL ADDS UP, L.L.C.









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  • AROUND THE WEB

  • Neighborhood Joint: Staubitz Market in Brooklyn: 100 Years of Sawdust, Steaks and Chops
    By ANDREW COTTO - Wednesday Jun 14, 2017

    A display contains frozen items, and the shelves are stocked with jars and cans. But there’s just one reason to visit this Boerum Hill business: meat.

    Source: NYT > Home Page
  • Cyclist Killed by Bus in New York’s First Citi Bike Fatality
    By MATTHEW HAAG and HANNAH ALANI - Tuesday Jun 13, 2017

    Dan Hanegby of Brooklyn fell under a bus’s tires in Chelsea. He worked for Credit Suisse and was once the top-ranked tennis player in Israel.

    Source: NYT > Home Page
  • Pride 2017: New York’s L.G.B.T.Q. Story Began Well Before Stonewall
    By LIAM STACK - Monday Jun 19, 2017

    The gay bar’s 1969 patron-police battle, hailed as a starting point, actually followed many events in the city, now mapped in a sites project.

    Source: NYT > Home Page
  • UPS to Add Delivery Surcharges for Black Friday, Christmas Orders
    Monday Jun 19, 2017

    United Parcel Service for the first time will tack a surcharge onto most online orders shipping around the Black Friday shopping weekend and during the week before Christmas.

    Source: The Wall Street Journal: U.S. Business
  • It might be time to kill your newsletter
    Thursday May 11, 2017

    Ah - the nonprofit newsletter. That communications tactic that’s so ubiquitous that you probably can’t imagine life without it. Like sliced bread. Or kale in Brooklyn. From the days of twenty page printed quarterlies (mailed the old fashioned way), to 2017 when our subscribers spend a few seconds thumbing through our content on their mobile devices, if we’re lucky. The nonprofit newsletter is destined to stand the test of time. Right?

    I’m here today to make a potentially controversial statement: It’s time to say goodbye to the newsletter as we know it. Chances are your investment in it is simply just not worth the time and energy as it used to be.

    As you are well aware, developing a newsletter takes a lot: content sourcing, writing, designing, formatting, testing. It can take hours, days, weeks to assemble—with touches, input, and approval from countless people throughout the organization—inside and outside the communications team.

    Why do so many nonprofits take on the burden of producing the equivalent of a magazine a month that gets an average 1.5 percent click through rate and 14 percent open rate? Those figures are down from 2015, according to M+R's 11th Benchmarks Study of nonprofit digital advocacy, fundraising, social, and advertising. If your organization is in this predicament, it’s time for a new approach. This doesn't mean you should scrap the operation entirely (though it could)—but I bet there are some adjustments that you could make to get a better return. So, hold your horses, I’m not saying that the goal of your nonprofit newsletter isn’t important, I’m just saying that there are probably better [i.e. more efficient, leaner, and high-value] ways to achieve that goal.

    Before you pull the plug (or press pause on that enews that’s about to blast in an hour) here are some questions to help you think this through.

    What’s your enewsletter costing you?

    How much total time is your entire team spending on your enews? Don’t know? Add it up. Track it honestly (There are lots of free time-tracking tools you can use if Excel is not your friend). Once you have a rough figure, take a hard look at it and ask yourself “Is it worth it?”

    The time has come to approach nonprofit marketing with ruthless rigor. If you’re not already, you should ask yourself with every project—is the time and investment spent here a smart use of my limited resources? If you can look at that time calculation and make the case that it’s worth it, keep on trucking. If not, take steps to be more efficient.

    What’s the point?

    Every communications piece should be connected to a goal—the more specific the better. And the newsletter is no exception. You probably have several important goals for your newsletter—keeping your donors up-to-date, communicating impact, telling stories, putting a face to volunteers, showcasing exciting new programs, etc. And you 100% should keep in touch with your supporters, especially before fundraising asks. But take a step back and ask yourself, “is this newsletter in its current form the best way to achieve these goals?”

    Who do we want to read this piece?

    Knowing your audience is key. Ask yourself, who is our primary audience for our newsletter and what are they looking for? If you’re not sure, ask them. A simple survey to newsletter subscribers can go a long way. When it comes to communication, personalization matters. A recent study by Abila about donor loyalty reports that approximately 71 percent of donors feel more engaged with a nonprofit when they receive content that’s personalized to them. Investing all of your efforts on one-size-fits all newsletter may not be the right approach.

    What content do we need to deliver?

    We live in an age where good content matters. In that same study cited above, nearly 75 percent of donors say they might stop donating to an organization based on poor content, including vague, dull, or irrelevant content, and inconvenient formatting. With that in mind, your communications team should be in the habit of regularly developing content that will resonate with your audiences and assessing what channel is best for that content to be delivered. Maybe that one-size-fits-all monthly enews that takes weeks to assemble could be scrapped in place of shorter, more regular email updates or Facebook posts. Or perhaps you can build up your blog and treat your enews as a simple round-up of what you’ve already developed, segmented by audience type and emailing content to people in more targeted ways.

    Think through first what content you really need to deliver, and then put pressure on whether your newsletter is the best format to deliver it. (Need help? Check our Sarah Durham’s content planning and management workshop coming up this summer.)

    What does the data say?

    If you aren’t already, you should be keeping a close eye on how your enewsletter is performing. Try comparing your open rates and click-through rates to industry averages using M&R’s 2017 e-benchmarks. If your enewsletter is performing at or below average, there’s probably a good case to be made to approach it with fresh eyes.

    Source: BigDuck smart communications for nonprofits
  • 3 Ways to Hire and Retain the Best Nonprofit Communicators
    Wednesday Feb 15, 2017

    Savvy communications directors with deep expertise and track records of success in larger nonprofits are, in my experience, a bit like the Painted Bunting who unexpectedly took up residence here in Brooklyn recently; rare birds that can be difficult to attract, spot, and head south for the winter too soon. When the right person applies to work for you and stays, spearheading game-changing communications projects year after year, you’ve hit the jackpot.

    Here are three ways you can hire and retain the best nonprofit communicators:

    Want a pro? Hire a pro.
    It sounds funny to say, but if you want an expert communications director, you need to actually hire one. That often means resisting the urge to promote that programs person who you think is a good communicator just because they’ve worked at your org for awhile and “get it.” Try to avoid hiring that great person from the corporate world who comes without nonprofit experience too. Instead, recruit people with solid backgrounds working in nonprofit communications already so they can bring their knowledge of the sector, strategy, and skills with them.

    Kivi Leroux-Miller and I recently collaborated on a study of successful in-house communications teams that revealed that hiring expert nonprofit communications professionals was a critical factor. (Download our ebook “What it Takes to Be Great: The top five factors of successful nonprofit communications teams” here).

    Big team? Invest in a strong second-in-command.
    I recently invited a handful of senior communicators at nonprofit organizations with operating budgets of 100 million dollars or more to meet each other over breakfast at Big Duck and share how their teams are structured. While each nonprofit’s communications team varied in size (from 1.5 to 14 full-time employees!) the directors in the room who seemed the happiest (and calmest) all had one thing in common: a strong second-in-command.

    Senior-level communications pros don’t want want to do it all themselves, and they know it’s not a good use of donor dollars if they do. A strong Number Two gives your communications director the ability to step out of the weeds of managing every project, focus on setting priorities, and work more on the high-value projects. This generates greater value for the nonprofit, who’s likely paying that director a six-figure salary, and pushes down the day-to-day communications work to people who are less expensive, just starting their careers, and need to build these skills. It also provides your organization with a working succession plan if your director leaves.
    ?These Number Two spots are great opportunities to develop rising stars—and a more appropriate place for someone who’s entering your organization from the corporate sector or another department. They can be mentored by the Director while getting hands-on experience assuming management responsibilities.

    Lots to do? Set priorities and be ruthless.
    Communications teams have important strategic work to do: raising awareness, changing hearts and minds, engaging donors or members, recruiting participants to programs, strengthening the brand experience, and more. This work can take years to do successfully and well; it requires planning, budgeting, buy-in,methodical oversight, and execution.

    At the same time, many communications teams also function as an internal agency. They are asked to create flyers for events at the last minute, help a department finesse and send an email out, and more to accommodate projects on short notice. This work is important too, but it’s often reactive and more tactical. It’s the sort of urgent (but not always important) work that eats up time from the important (but not always urgent) work of proactive, strategic communications.

    That seasoned director you hope will build a nest for years to come will fly away fast if she’s burdened with an unreasonably long list of tasks, murky priorities, no resources for managing more production-based assignments, and left without time to advance the projects where she and her team might add the most value.

    In our ebook, “What it Takes to Be Great: The top five factors of successful nonprofit communications teams,” we confirmed that successful communications teams rely not only on a clear set of priorities, but also the support of leadership who empowers them to be able to say no. At my roundtable of communications pros at large nonprofits there was consensus about this, too.

    If priorities aren’t clear, consider labeling every project your department works on in one of these three ways:

    Fire-extinguishing: these projects and tasks are typically urgent, time-sensitive, and often crisis-driven. They tend to be tactical and often have little or no long-term ROI. For example, fixing your board chair’s misspelled name on that big mailing you’re about to do.

    Optimizing: these projects and tasks usually involve making processes, systems, and tools better. For instance, upgrading Constant Contact to something more state-of-the-art and powerful like Salesforce, or building a better website.

    Seed-planting: these projects and tasks are the essence of important/not urgent work. They won’t bear fruit for some time, but when they do, you’ll feel great. For instance, researching and preparing a 3-year plan for your communications team that builds off of your organization’s strategic plan, includes a budget, and culminates by tackling a big project (such as a rebranding you know you should do but can’t happen soon).

    Labeling these projects and tracking them in a project management system like Basecamp (or even on post-its on your wall) will help you get a clearer sense where your team’s time actually goes. Better yet, consider reviewing how many and what sort of fire-extinguishing, optimizing, and seed-planting projects you’re working on regularly with your boss so you can make sure you’re aligned.

    Looking for more? Just reach out.
    If you’re a CEO searching for your own Painted Bunting at a mid-size or larger organization, contact us. We might be able to help.

    Source: BigDuck smart communications for nonprofits
  • Fit City: Taking Night-Life Cue, Gyms Lower the Lights
    By TATIANA BONCOMPAGNI - Tuesday Jun 13, 2017

    Cycling, boxing and running studios, as well as some full-service gyms, are using sophisticated lighting systems to heighten the exercise experience.

    Source: NYT > Home Page
  • Uber makes big changes to driver pay, adds tipping option
    By Joe Mullin - Tuesday Jun 20, 2017

    “It’s time we step up and give you the driving experience you deserve.”

    Source: Ars Technica