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Ellis Memorial and Eldredge House Inc.

 58 Berkeley Street
 Boston, MA 02116
[P] (617) 695-9307
[F] (617) 695-9309
www.ellismemorial.org
dev@ellismemorial.org
Nathalie Favre-Gilly
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INCORPORATED: 1885
 Printable Profile (Summary / Full)
EIN 04-2104168

LAST UPDATED: 11/03/2016
Organization DBA Ellis
Early Education Center
Ellis Adult Day Health Program
School-Age Program
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

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, 2015 to June 30, 2016
Projected Income $3,581,289.00
Projected Expense $3,568,920.00

ProgramsMORE »

  • Adult Day Health Program (ADHP)
  • Early Education Center
  • School-Age Program

Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

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


Overview

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 $3.6 million. We employ close to 50 FTE staff and provide high quality education and care at four locations in Boston: 58 and 66 Berkeley Street, One Chandler Street and 40 Raynor Circle (Roxbury). In July 2016, CEO Leo Delaney will celebrate 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

Accomplishments
In 2015, Ellis celebrated 130 years of uninterrupted service to working families in Boston’s South End and neighboring communities. We held the largest fundraiser in our history, raising over $550,000 at a gala dinner on May 1st that honored former Board Member and State Street EVP Alison Quirk. $130,000 of the proceeds were directed to the capital campaign for the renovation of our 66 Berkeley Street Building. In late August, we celebrated again with a block party in our South End neighborhood for over 150 members of our “Ellis family” – children, youth, adult clients, parents, grandparents and staff   

 

Throughout 2015, Ellis CEO Delaney and his staff were engaged in actively raising funds for the renovation of 66 Berkeley Street, which will build capacity in early childhood education, significantly enhance the program environment for our School-Age Program, and maximize the revenue we can generate from this property. By year’s end, we had raised $1,500,000. In addition, we were awarded $800,000 in competitive grant funding from the MA Department of Early Education and Care for the project. Construction is scheduled to begin in March 2016, with a completion date of late 2016/early 2017.

 

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 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 demonstrate the high regard for Ellis programs and leadership.

 

Goals

·         Successfully complete the renovation of 66 Berkeley Street.

·         Raise an additional $500,000 for the renovation project from individuals, corporations and foundations.

·         Increase family engagement to build supportive home environments for all children and youth.

·         Continue our work to help close the achievement gap in school for low-income children.


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 Memorial for nearly 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. As an organization, we serve a diversity of ages ranging from 2 months to 94 years, at our Adult Day Health Program. In that sense, 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

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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)

No

Programs

Adult Day Health Program (ADHP)

Adult Day Health Program offer a unique solution for addressing the health and social needs of adults with chronic conditions who are at risk for institutional placement or acute level health services. They are a cost effective community-based option among long-term care services. Ellis' Adult Day Health Program (ADHP) is a medical model program designed to provide vital services and care for frail elders and disabled adults in a non-institutional setting, and to support their families so that they can continue to provide the majority of care for their loved ones at home. 

 
The Ellis ADHP offers nursing care, medical monitoring, case management, social services, as well as a full range of engaging program activities to its participants. The goal of the program is to offer enrichment activities and services that give participants a sense of well being, connection, community, independence and accomplishment. The Adult Day Health Program breaks  through the isolation experienced by many disabled, frail and elderly adults to help them build self-esteem and a sense of empowerment.
Budget  $715,000.00
Category  Human Services, General/Other Senior Services
Population Served Elderly and/or Disabled Poor,Economically Disadvantaged,Indigent
Program Short-Term Success 

Our ADHP achievements are measured by:

1.      Preventing the emotional and financial costs of premature institutionalization.

2.      Ensuring elders mental, physical and social well being.

3.      Encouraging and promoting independence

Our objectives include:

·         Providing a safe, comfortable setting where elderly and disabled adults are supported while their families/caregivers are at work.

·         Designing and implementing activities that meet the physical, mental and social needs of all clients.

·         Creating an environment where clients are comfortable and they can be encouraged to act/interact independently.

In FY’11 the ADHP served 57 individuals. Client conditions included: mental health issues including schizophrenia and bi-polar, cognitive including dementia, cardiac, diabetes, intellectual including mental retardation, brain injury and wheelchair.

Program Long-Term Success 
Our long-term goal is to keep ADHP clients independent and living at home.

The National Council on Aging recognizes that a group approach to the healthful lifestyle of the elderly can create significant improvements in their well-being and capacity to function independently. The U.S. Administration on Aging reports that unhealthy eating in conjunction with inactivity leads to at least 14% (300,000) of preventable deaths per year. Adult day health care programs decrease this inactivity while providing activities to promote self-sufficiency, social engagement opportunities to facilitate peer interaction, and programming for a wide range of elderly, from the active to the frail. These programs allow the elderly to function more independently, to remain more healthy, and to retain their places in the community for a longer duration of time. 

 
Program Success Monitored By 

Success in our ADHP program are measured by the following:

·         Observation and documentation by on-site Registered Nurse, Social Worker and Activities Director

·         Communication with clients physician, home health aide, visiting nurse, etc.

·         surveys with clients, families and care givers, and

·         accreditation from various state licensing agencies.

Examples of Program Success 

As an example of what we do, please see the success story below:

 J.R. started the program in 2006. Her diagnoses included Prophyria, Kidney Transplant, Hypertension, Osteoporosis, total knee replacements, and Esophageal Reflux.

 Shortly after J.R. began the program, she stated that she would like to learn how to draw. The Activities Director provided her with drawing supplies and provided feedback on her drawings. J.R. regularly worked on her skills. In 2010, J.R. offered to donate one of her paintings for an Ellis Auction. J.R. not only attended the fundraiser, but delivered a moving speech, stating “At 65, my dream was to learn to draw. Her painting sold for $2,000.

 

Since then, Ellis staff assisted J.R. in applying to the Museum of Fine Arts Boston for admission and for a full scholarship. J.R. has now completed four courses. She is now independently applying for courses and scholarship. And she once again donated a painting to the Ellis Enduring Moments for its auction.


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  $1,800,000.00
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:

“Javier’s last day at Ellis September 6th. It 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 Memorial Youth Programs are open from 8 to 6 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  $670,000.00
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 will again add capacity with the  renovation of our 66 Berkeley Street property. When complete, new classrooms will accommodate 32 additional children. Youth enrolled in our School Age program will benefit from completely renovated space on the building's second and third floor, as well as quiet study areas at the basement level.
 

Management


CEO/Executive Director Mr. Leo J. Delaney
CEO Term Start July 1986
CEO Email leodelaney@ellismemorial.org
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.
 
Throughout 2015 and into 2016, he has been leading the capital campaign to renovate 66 Berkeley Street.
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
Ms. Lucy Davidson Executive Manager --
Ms. Nathalie Favre-Gilly Chief Development Officer --
Mr. Maurice Hallett Operations Manager --
Ms. Beverly Mahaffey Director of Adult Day Health Program --
Mr. Tom Monks Finance Manager --
Ms. Meisha Reece Director of Youth Programs --
Ms. Maria Teixeira Director of Early Education & Care --

Awards

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

Affiliations

Affiliation Year
National Association for the Education of Young Children (NAEYC) --
United Neighborhood Centers of America --
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
Massachusetts Department of Early and Secondary Education (Mass DESE) 2015

Collaborations

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

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Foundation Comments

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Staff Information

Number of Full Time Staff 47
Number of Part Time Staff 6
Number of Volunteers 100
Number of Contract Staff 0
Staff Retention Rate % 91%

Staff Demographics

Ethnicity African American/Black: 22
Asian American/Pacific Islander: 2
Caucasian: 17
Hispanic/Latino: 12
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 36
Male: 17
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
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 --
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

Governance


Board Chair Mr. Lawrence Hughes
Board Chair Company Affiliation retired
Board Chair Term Jan 2012 - Jan 2018
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term Jan - Jan

Board Members

Name Company Affiliations Status
Mr. James G. Alexander Finegold, Alexander + Associates Voting
Ms. Kathleen V. Betts Community Volunteer Voting
Mr. Frank L. Davis III Holbrook Cooperative Bank Voting
Ms. Kristina B. Davis Deloitte & Touche LLP Voting
Mr. R. Evan Davis Davis Holdings LLC Voting
Ms. Coleen Downs Dinneen Natixis Global Associates 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: 12
Hispanic/Latino: 2
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 7
Male: 9
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

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Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Fiscal Year July 01, 2015 to June 30, 2016
Projected Income $3,581,289.00
Projected Expense $3,568,920.00
Form 990s

2014 990

2013 990

2012 990

2011 990

2010 990

2009 990

2008 990

Audit Documents

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 2015 2014 2013
Total Revenue $3,829,810 $3,595,478 $4,609,847
Total Expenses $3,645,864 $3,459,684 $3,543,206

Prior Three Years Revenue Sources

Fiscal Year 2015 2014 2013
Foundation and
Corporation Contributions
-- $502,742 $522,726
Government Contributions $0 $1,636,462 $1,685,139
    Federal -- $522,015 $505,541
    State -- $1,068,735 $1,152,938
    Local -- $45,712 $26,660
    Unspecified -- -- --
Individual Contributions $1,180,600 $124,901 $482,363
Indirect Public Support -- -- --
Earned Revenue $2,544,033 $972,045 $844,259
Investment Income, Net of Losses $88,124 $82,714 $85,556
Membership Dues -- -- --
Special Events -- $255,218 $250,972
Revenue In-Kind -- -- --
Other $17,053 $21,396 $738,832

Prior Three Years Expense Allocations

Fiscal Year 2015 2014 2013
Program Expense $2,770,304 $2,740,988 $2,805,012
Administration Expense $537,303 $521,868 $479,332
Fundraising Expense $338,257 $196,828 $258,862
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.05 1.04 1.30
Program Expense/Total Expenses 76% 79% 79%
Fundraising Expense/Contributed Revenue 29% 8% 9%

Prior Three Years Assets and Liabilities

Fiscal Year 2015 2014 2013
Total Assets $5,807,424 $5,528,458 $5,660,719
Current Assets $1,040,205 $843,421 $996,776
Long-Term Liabilities $754,751 $753,524 $979,464
Current Liabilities $380,857 $287,064 $329,179
Total Net Assets $4,671,816 $4,487,870 $4,352,076

Prior Three Years Top Three Funding Sources

Fiscal Year 2015 2014 2013
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value $25,000.00
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? Yes
Capital Campaign Purpose Renovation of 66 Berkeley Street
Campaign Goal $2,000,000.00
Capital Campaign Dates Jan 2015 - Jan 2017
Capital Campaign Raised-to-Date Amount $1,500,000.00
Capital Campaign Anticipated in Next 5 Years? Yes

Short Term Solvency

Fiscal Year 2015 2014 2013
Current Ratio: Current Assets/Current Liabilities 2.73 2.94 3.03

Long Term Solvency

Fiscal Year 2015 2014 2013
Long-term Liabilities/Total Assets 13% 14% 17%

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.
 
The fiscal year 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.
 
Further foundation and corporation revenue breakout detail was provided by the nonprofit for fiscal years 2014 and 2013. Breakout of government sources was provided by the nonprofit for fiscal years 2014 and 2013, and where further breakout was not provided, that amount is reflected in government unspecified. Contributions from foundations and corporations are listed under individuals when the breakout was not available.
 

Impact

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?

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2. What are your strategies for making this happen?

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

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

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

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