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Ellis Memorial and Eldredge House Inc.

 58 Berkeley Street
 Boston, MA 02116
[P] (617) 695-9307
[F] (617) 695-9309
Leo Delaney
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EIN 04-2104168

LAST UPDATED: 01/10/2019
Organization DBA Ellis
Early Education Center
School-Age Program
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes


Mission StatementMORE »

For over a century, Ellis has strengthened Boston's inner-city working families with high quality education and care for children, youth and vulnerable adults. The goal of all our programs is to engage, educate and empower.

Mission Statement

For over a century, Ellis has strengthened Boston's inner-city working families with high quality education and care for children, youth and vulnerable adults. The goal of all our programs is to engage, educate and empower.

FinancialsMORE »

Fiscal Year July 01, 2018 to June 30, 2019
Projected Income $4,262,180.00
Projected Expense $4,248,537.00

ProgramsMORE »

  • Early Education Center
  • School-Age Program

Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

For more details regarding the organization's financial information, select the financial tab and review available comments.


Mission Statement

For over a century, Ellis has strengthened Boston's inner-city working families with high quality education and care for children, youth and vulnerable adults. The goal of all our programs is to engage, educate and empower.

Background Statement

Boston’s Ellis Memorial and Eldredge House (“Ellis”) was founded in 1885 by a passionate young woman named Ida Eldredge, the youngest daughter of a wealthy merchant. Ida wanted to honor the memory of the late Dr. Rufus Ellis, whose sermons at First Church in Boston inspired her to help those less fortunate. She persuaded her father to let her use a floor in one of his buildings to house an afternoon club for working class boys. The goal was to add to their education, especially in the arts, and keep them out of trouble. It was an immediate success, and within a few years the club had expanded to include a girls’ program. Additional services followed over the years, initially provided by volunteers.

 In the early years of the 20th century, Ellis was incorporated as a settlement house, providing a broad range of services to recent immigrants, most of whom worked long hours for low wages in manufacturing and other manual trades. The settlement houses were organized, managed and staffed by wealthy patrons, often young women, who had the time and financial resources to help improve the living conditions of working families living in poverty. Because the children of those families often had to work rather than attend school, education was one of the core services settlement houses provided.

 Over the years, our work at Ellis has remained consistent with the settlement house philosophy, as reflected in our current mission statement: “For over a century, Ellis has strengthened Boston’s inner-city working families with high quality education and care for children, youth and vulnerable adults. The goal of all Ellis programs is to engage, educate and empower.”

 Today, Ellis is a 501(c)3 non-profit with an annual budget of approximately $4.3 million. We employ close to 50 FTE staff and provide high quality education and care at three locations in Boston: 58 and 66 Berkeley Street, and 122 Dewitt Drive (Roxbury). In July 2016, CEO Leo Delaney celebrated 30 years of leading the agency.

 As an organization, our greatest strengths are our long history of successfully delivering high quality programs, the diversity of the Ellis community, the commitment to inner city working families which has always guided our work, and the recognition our programs have received from a range of individuals and organizations, in particular in the area of early childhood education.

Impact Statement


In 2017 Ellis is proud to have finished the renovation of 66 Berkeley Street. The building has been owned by Ellis since 1924 and will house education and care programs for children ages two months through 12 years old. The Boston-based nonprofit, which celebrated its 130th anniversary in 2015, serves inner-city working families with programs ranging from early education and care to after-school and summer programs for school-age youth. With the renovation of the building, Ellis is able to expand its Early Education Program to support an additional 32 families and provide newly designed space for the 60 children enrolled in its School-Age Program. Announcing the grand opening, CEO Leo Delaney said, “Renovating 66 Berkeley has been an important milestone in Ellis history, capping the close of a three-part capital investment in our community space here in Boston’s South End. The leadership of our Board of Directors and the support from Boston’s philanthropic community have been the keys to this project’s success.”

Ellis’ three-part capital campaign began with the creation of the Ellis Children’s Park, which turned a vacant lot on Chandler Street into a playground for very young children. In the second phase, Ellis acquired and renovated an abandoned building to create a state of the art Early Education Center. With the close of the campaign and completion of renovations to the historic 66 Berkeley Street building, the agency has created an Ellis campus in the South End.

The renovations were made possible through the support of CEDAC and its affiliate, Children’s Investment Fund (CIF), an $800,000 grant from the state’s Early Education and Care and Out-of-School Time (EEOST) Capital Fund, corporate partners, community foundations, and individual donors.

In September 2015, the Ellis Early Education Center’s K-1 classroom was selected in a competitive bidding process to participate in the Boston Public Schools’ Preschool Expansion Grant (PEG) program. The goal of this federally funded program, a collaboration between the US Department of Education and the US Department of Health and Human Services, is to expand preschool to all 4-year-olds from low- and moderate-income families. The rigorous selection process for both this funding and the capital grant in support of our 66 Berkeley Street renovation demonstrates the high regard for Ellis programs and leadership.

Needs Statement

Current needs at Ellis include:
  • securing an additional $500,000 in capital support for the renovation of 66 Berkeley Street, a project which will add much-needed capacity in early education and care for children from low-income working families;
  • partnering with a law firm to provide pro-bono legal counsel for ongoing needs the agency may have for representation;
  • securing low-cost or no-cost professional development opportunities (all programs);
  • 10 new computers to replace and upgrade those being used by program staff.

CEO Statement

It’s been my privilege to lead Ellis for just over 30 years. During that time, we have experienced remarkable mission-driven growth, as program capacity and scope have expanded to meet the needs of the community we serve. Ellis has repeatedly invested in high quality early education and care, believing that it has a transformative effect on long-term outcomes for children, especially those from low-income families.

The case for high quality early education and care is now being made across our city, our state and our nation, and we are proud to have an Early Education Center that is a state of the art facility serving a very diverse socio-economic group of infants, toddlers, and preschool children.

The gentrification of our home neighborhood, Boston’s South End, has not altered our mission to strengthen low-income, working families, many of whom continue to live in the community. One of the most unique and distinctive characteristics of Ellis today is the diversity of the environment in which children attending our Early Education Center grow and learn.

The diversity of Ellis is not just measured in cultures and ethnicities. Ellis is very much a family, in which every member is unique, special and nurtured so that they can make the most of their potential. That to me is what makes Ellis Memorial unique and special – and what guarantees we will keep working to make the most of our potential as an organization.           Leo Delaney, CEO

Board Chair Statement


Geographic Area Served

City of Boston- South End/Bay Village
City of Boston- South Dorchester
City of Boston- Roxbury
City of Boston- North Dorchester

Boston neighborhoods of  South End, Dorchester, Roxbury, South Boston, Charlestown, Hyde Park, Mattapan and a few surrounding communities

Organization Categories

  1. Human Services - Child Day Care
  2. Education - Preschools
  3. Human Services -

Independent research has been conducted on this organization's theory of change or on the effectiveness of this organization's program(s)



Early Education Center

The Early Education Center is a socioeconomically diverse learning environment licensed to serve 117 children a day between the ages of 2 months and 5 years. Twenty-one are infants, 36 are toddlers and 60 are preschoolers. On average, the Center enrolls between 130 – 140 children a year. Over 70% are from low income families in the neighborhoods of the South End, Dorchester and Roxbury. Opened in its current South End location on upper Berkeley Street in 2012, the Center is located in an historic building Ellis acquired and renovated in 2011 – 2012 to create a state of the art learning environment and increase programmatic capacity. The Center has a dual focus on supporting the healthy social and emotional development of very young children while building early language and literacy. The overarching goal of the program is to ensure all children start school ready to learn and stay on track for academic success.
Budget  $3,105,000.00
Category  Education, General/Other Early Childhood Education
Population Served Infants to Preschool (under age 5) At-Risk Populations Poor,Economically Disadvantaged,Indigent
Program Short-Term Success 

All children enrolled at the Early Education Center are assessed at intake to determine a baseline, and then at regularly scheduled intervals according to their age. The following are assessment goals:

• 80% of infants meet or exceed EEC child development goals in 3 areas: social-emotional, physical and cognitive

• 80% of toddlers meet or exceed EEC child development goals in 4 areas: social-emotional, physical, language & cognitive

• 80% of preschool children meet or exceed EEC child development goals in 5 areas: literacy, mathematics, science and technology, social studies and the arts

• 100% of children not meeting benchmarks receive specialized services during the day at Ellis as appropriate, referrals to outside providers

• 100% of parents/ families of children not meeting benchmarks will have bi-monthly meetings with their child’s lead teacher/caregiver and Ellis Social Worker

• 75% of children receiving special services improve from “below” to “meeting” within six months


Program Long-Term Success 

The ultimate change we are seeking is the eradication of the persistent achievement gap in school for children from socioeconomically disadvantaged families and communities. Research has shown conclusively that the majority of children who arrive at school with deficits in language and communication are from socio-economically disadvantaged backgrounds. Those deficits persist and often worsen as the years go by. Being at the Early Education Center for up to 10 hours a day, five days a week, year-round, greatly increases a child’s potential for healthy social and emotional development, and for starting school with the literacy and language skills s/he needs to succeed in school. The Early Education Center assesses and tracks each child’s progress against developmental benchmarks, allowing teaching staff to identify issues early, put interventions in place to address those and engage families to support children’s early development.

Program Success Monitored By 

Ages and Stages Questionnaire (ASQ) is used to screen children and detect developmental delays. In addition, the Center uses Teaching Strategies Gold, an online tool providing a rubric for assessing children against age-appropriate developmental benchmarks.

Through the assessment process, goals and objectives are identified and used to guide educators with the ongoing planning process. Educators are able to look at both individual and group progress of all children to make sure that each individual child is reaching developmental milestones.

The two PRE-K classrooms which operate in partnership with Boston Public Schools are assessed by BPS on a range of measures to determine teacher effectiveness, student engagement and the learning environment. The re-accreditation process conducted by the National Association for the Education of Young Children provides further external assessments of program effectiveness.

Examples of Program Success 

Based on exit assessments tracked through the Teaching Strategies Gold database, 87% of K1 children (i.e. children graduating from the Early Education Center to go on to kindergarten) were meeting or exceeding developmental benchmarks at the time of their graduation in August 2013.

A parent provided this personal tribute:

“Ellis has been an amazing experience for him and myself. He went from having very noticeable developmental delays requiring early intervention services to being uniquely intelligent at an advanced level after these three past years with Ellis. We are so fortunate and grateful for the great services and experiences we have been spoiled with. I wish I could keep him there.”

School-Age Program

The School-Age Program provides out-of-school time programs (after school and school vacations) to over 150 children and youth a year in grades K through 7.  Program sites in Roxbury and the South End serve both low-income and at-risk children aged 5 – 12. Programs focus on serving the "whole child" with academic, enrichment and socio-emotional support.

During the school year, students receive an hour of daily homework assistance in a small group setting, aided by college-age volunteers. They also participate in a structured, daily after school curriculum which follows a "club model," offering a range of academic and non-academic activities including yoga, performing arts, sports & fitness, creative writing, art, and music. Ellis staff work closely with local schools and parents to maximize the child's learning potential and skills. 

Ellis Youth Programs are open from 8am to 6pm during school and summer vacations. Students participate in daily field trips around Boston and beyond, and have access to weekly athletics programming including soccer, tennis, and lacrosse through our partnerships with other community-based organizations. 

Budget  $790,000.00
Category  Education, General/Other Afterschool Enrichment
Population Served Children Only (5 - 14 years) At-Risk Populations Families
Program Short-Term Success 

Our program goals are to both enrich and complement the child’s school experience. To that end, we strive to provide:

  • A safe, structured and engaging environment.
  • Capable, professional and caring staff members who implement open, supportive communication with children and peers
  • Well organized, age appropriate activities, games, and material in good condition for recreation and skill acquisition.
  • Youth involvement in program activity planning;
  • Realistic situations for (1) informal learning of new skills, (2) assuming responsibilities for the program environment, and (3) dialogue, practice, and mastery of ways for getting along with other children and adults.
  • Linking after-school curriculum to day school curriculum
  • Addressing challenges as they arise to ensure al youth stay on track for academic success
Program Long-Term Success 

Research shows that After School Programs provide tremendous benefits for communities, families and program participants. Findings include:

·         School-age children between the ages of 5 and 14 spend up to 80% of their time out of school. These hours represent an opportunity to help children grow and acquire important social, emotional, cognitive, and physical skills and to help them develop lifelong interests. This time can also be used to provide support for the academic challenges faced by children each day in school

·         The after school hours are the peak time for juvenile crime and experimentation with drugs, alcohol, cigarettes and sex

·         In communities where at least 50 percent of the kids are participating in after-school programs, that community is five times more likely to be a healthy community

·         Kids in after-school program show an increased interest in school

·         Kids in after-school programs express greater hope for the future

Program Success Monitored By 

To evaluate the success of our program, we utilized student report cards, reading level assessments, parent surveys, and APAS evaluations. The APAS evaluation tool is a research based tool created by the National Institute on Out-of-School Time. The APAS tool includes a Survey of Afterschool Youth Outcomes (SAYO-T) which is completed by the classroom teacher twice a year on each student in the afterschool program and collected by the Educational Coordinator. The SAYO-T looks at the following areas: Academic Success (across subject areas), Homework, and Behavior in the classroom.

In addition, we collect Dibels reading assessments on our students to track progress over the course of the school year and summer. Dibels, which stands for Dynamic Indicators of Basic Early Literacy Skills, is also a research-based assessment tool that measures the acquisition of early literacy skills from kindergarten through sixth grade.

Examples of Program Success 

Last year, Ellis served 130 youth at two sites. Of these:

·         86% of the families were low-income;

·         57% of children came from single parent households;

·         53% provided scholarships by Ellis. Without scholarships these parents could not afford quality care;

·         19% of our children are under the care of the Department of Children & Families. These children have open cases of abuse and/or neglect. Both the children and families receive additional support through our on-site Social Worker.

Over the last school year, program participants were able to raise their overall academic scores.



CEO/Executive Director/Board Comments

Ellis is committed to meeting community needs in the area of high quality education and care for children and youth from low-income families. The Early Education Center we opened in 2012 at 58 Berkeley Street delivered on that commitment by increasing program capacity in early childhood education by 30%.

In 2016, we again added capacity with the renovation of our 66 Berkeley Street property. The new classrooms accommodate 32 additional children. Youth enrolled in our School Age program also benefit from completely renovated space on the building's second and third floor, as well as quiet study areas at the basement level.


CEO/Executive Director Mr. Leo J. Delaney
CEO Term Start July 1986
CEO Email
CEO Experience

CEO Leo J. Delaney has been at the helm of Ellis Memorial since 1986. Although Ellis was celebrating its 100th anniversary when he assumed its leadership, it was also in serious financial difficulty and lacking any vision for the future. In the years since assuming the agency’s leadership, Delaney has built Ellis into a nationally accredited program for early childhood education and established himself as a leader in the field. He was instrumental in building a coalition of Boston-based settlement houses and creating the Massachusetts Association of Settlement Houses, a member of the federated United Neighborhood Centers of America (UNCA).  He served as a member of the UNCA Board of Directors for over ten years, holding the positions of 1st and 2nd Vice President and Treasurer.

Currently he is the President of the Massachusetts Association of Day Care Agencies, the statewide association of early education and youth serving agencies.  Delaney is recognized for his leadership in the local community, where he has taken the settlement house model forward into the 21st century by developing programs to meet critical, emerging needs and built corporate partnerships that have leveraged both financial and volunteer support. He has also built effective partnerships with local public schools that support the academic achievement of inner-city youth through after-school programming, investing in staff with educational backgrounds.

Among Delaney’s recent achievements are the successful execution of a $7.1 million building acquisition and renovation to house the agency’s Early Education Center in the South End, and the development of a new community park in the South End for children aged 1 to 5.
Since 2015 he has been leading the capital campaign to renovate 66 Berkeley Street site.
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience

Former CEOs and Terms

Name Start End
-- -- --

Senior Staff

Name Title Experience/Biography
Mr. Maurice Hallett Operations Manager --
Mr. Tom Monks Finance Manager --
Ms. Meisha Reece Director of Youth Programs --
Mr. Bryan Spence Chief Development Officer --
Ms. Maria Teixeira Director of Early Education & Care --


Award Awarding Organization Year
Arthur F. Howe Award Ellis South End Neighborhood Association 2013


Affiliation Year
-- --
National Association for the Education of Young Children (NAEYC) --
United Way Member Agency --
Member of state association of nonprofits? Yes
Name of state association Massachusetts Nonprofit Network

External Assessments and Accreditations

External Assessment or Accreditation Year
-- 2015


Home for Little Wanderers – Ellis works with the Preschool Outreach Program, which sends a licensed clinician to work on site at the Early Education Center once a week. She spends time in the preschool classrooms doing observations and making recommendations for additional services where she sees red flags. She also provides individual play therapy on site, supplementing the work being done by the Early Education Center’s social worker.


Family Service of Greater Boston- Family Service's Strong Start program provides early education and care consultation and play therapy services to selected children at the Ellis Early Education Center. The Strong Start program provides intensive intervention services to children with social/emotional delays and/or other mental health needs and works to improve the quality of our teachers by providing comprehensive professional development activities and opportunities.


Thom Child & Family Services - early intervention services for young children who are failing to thrive or showing signs of developmental delays.


Boston Public Schools - Ellis is a grantee of federal Preschool Expansion Grant (PEG) funds through BPS.

CEO/Executive Director/Board Comments

Foundation Comments


Staff Information

Number of Full Time Staff 53
Number of Part Time Staff 5
Number of Volunteers 100
Number of Contract Staff 0
Staff Retention Rate % 88%

Staff Demographics

Ethnicity African American/Black: 23
Asian American/Pacific Islander: 3
Caucasian: 15
Hispanic/Latino: 17
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 50
Male: 8
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Under Development
Years Strategic Plan Considers N/A
Management Succession Plan Under Development
Business Continuity of Operations Plan No
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy No
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit Yes
State Registration --

Risk Management Provisions


Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency Yes Annually
Non Management Formal Evaluation and Frequency Yes Annually


Board Chair Mr. Lawrence Hughes
Board Chair Company Affiliation retired
Board Chair Term Jan 2012 - Jan 2020
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term Jan - Jan

Board Members

Name Company Affiliations Status
Mr. Reuben B. Ackerman Berkshire Partners --
Mr. James G. Alexander Finegold Alexander Architects Voting
Mr. Warren Besser Natixis Investment Managers --
Ms. Kathleen V. Betts Community Volunteer Voting
Mr. Frank L. Davis III Holbrook Cooperative Bank Voting
Mr. R. Evan Davis Davis Holdings LLC Voting
Ms. Coleen Downs Dinneen Retired Voting
Mr. Fernando J. Domenech Jr. DHK Architects Voting
Mr. Daniel G. Donahue The Lenox|Back Bay Voting
Ms. Amy Donovan LandVest Voting
Ms. Suzanne L. Dwyer Massachusetts Capital Resource Company Voting
Mr. Todd S. Ellis FSG Social Impact Advisors Voting
Ms. Atsuko Fish Fish Family Foundation Voting
Mr. Lawrence Hughes Retired Voting
Mr. Michael J. Scannell State Street Corporation Voting
Mr. Andrew J. Tuchler The Ultimate Companies Voting
Ms. Marta B. van Dam Convexity Capital Management LP Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 1
Asian American/Pacific Islander: 1
Caucasian: 13
Hispanic/Latino: 2
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 7
Male: 10
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 0
Board Meeting Attendance % 80%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 60%
Constituency Includes Client Representation Yes

Standing Committees

  • Audit
  • Board Governance
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Finance
  • Human Resources / Personnel
  • Nominating

CEO/Executive Director/Board Comments


Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Fiscal Year July 01, 2018 to June 30, 2019
Projected Income $4,262,180.00
Projected Expense $4,248,537.00
Form 990s

2017 990

2016 990

2015 990

2014 990

2013 990

2012 990

2011 990

2010 990

2009 990

2008 990

Audit Documents

2017 Audit

2016 Audit

2015 Audit

2014 Audit

2013 Audit

2012 Audit

2011 Audit

2010 Audit

2009 Audit

2008 Audit

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2017 2016 2015
Total Revenue $3,972,610 $5,560,141 $3,829,810
Total Expenses $3,771,962 $3,666,390 $3,645,864

Prior Three Years Revenue Sources

Fiscal Year 2017 2016 2015
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $1,220,204 $2,815,747 $1,180,600
Indirect Public Support -- -- --
Earned Revenue $2,628,389 $2,648,252 $2,544,033
Investment Income, Net of Losses $96,277 $91,603 $88,124
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind -- -- --
Other $27,740 $4,539 $17,053

Prior Three Years Expense Allocations

Fiscal Year 2017 2016 2015
Program Expense $2,865,806 $2,804,921 $2,770,304
Administration Expense $497,920 $472,996 $537,303
Fundraising Expense $408,236 $388,473 $338,257
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.05 1.52 1.05
Program Expense/Total Expenses 76% 77% 76%
Fundraising Expense/Contributed Revenue 33% 14% 29%

Prior Three Years Assets and Liabilities

Fiscal Year 2017 2016 2015
Total Assets $9,923,022 $7,571,415 $5,807,424
Current Assets $3,923,436 $4,563,226 $3,279,358
Long-Term Liabilities $2,665,316 $644,063 $754,751
Current Liabilities $491,491 $361,785 $380,857
Total Net Assets $6,766,215 $6,565,567 $4,671,816

Prior Three Years Top Three Funding Sources

Fiscal Year 2017 2016 2015
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value $103,000.00
Spending Policy Income Only
Percentage(If selected) --
Credit Line Yes
Reserve Fund Yes
How many months does reserve cover? 2.00

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose Renovation of 66 Berkeley
Campaign Goal $2,000,000.00
Capital Campaign Dates Jan 2015 - Jan 2018
Capital Campaign Raised-to-Date Amount $1,700,000.00
Capital Campaign Anticipated in Next 5 Years? No

Short Term Solvency

Fiscal Year 2017 2016 2015
Current Ratio: Current Assets/Current Liabilities 7.98 12.61 8.61

Long Term Solvency

Fiscal Year 2017 2016 2015
Long-term Liabilities/Total Assets 27% 9% 13%

CEO/Executive Director/Board Comments


Foundation Comments

Financial summary data in the charts and graphs above is per the organization's audited financials, reflecting the nonprofit Ellis Memorial & Eldredge House, Inc. only. Contributions from foundations and corporations are listed under individuals when the breakout was not available.
The fiscal year 2017, 2016, 2015, 2014, 2013 and 2012 audits posted above include information about the subsidiaries of Ellis Memorial & Eldredge House, Inc.: Ellis Landlord LLC and Ellis Master Tenant LLC. Capital campaign and property related items are housed within these separate subsidiaries accordingly.


The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.

1. What is your organization aiming to accomplish?

2. What are your strategies for making this happen?


3. What are your organization’s capabilities for doing this?


4. How will your organization know if you are making progress?


5. What have and haven’t you accomplished so far?