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United South End Settlements

 566 Columbus Avenue
 Boston, MA 02118
[P] (617) 5368610
[F] --
Nikki Stewart
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 Printable Profile (Summary / Full)
EIN 04-2104280

LAST UPDATED: 04/29/2018
Organization DBA --
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes


Mission StatementMORE »

The mission of United South End Settlements is harness the power of our diverse community to disrupt the cycle of poverty for children and their families.

Mission Statement

The mission of United South End Settlements is harness the power of our diverse community to disrupt the cycle of poverty for children and their families.

FinancialsMORE »

Fiscal Year July 01, 2017 to June 30, 2018
Projected Income $3,904,597.00
Projected Expense $4,390,656.00

ProgramsMORE »

  • Camp Hale
  • Club48 (after school)
  • Coaching
  • Early Childhood Education Program
  • Job Training

Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

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


Mission Statement

The mission of United South End Settlements is harness the power of our diverse community to disrupt the cycle of poverty for children and their families.

Background Statement

United South End Settlements was founded in 1891 as Andover House, the first settlement house in Boston. At its start, the settlement house witnessed incredible change in the South End and Boston. Emancipated slaves, new European and Asian immigrants, and rural laborers flocked to cities in search of work, freedom, and opportunities. Many found poverty, bad housing, and fierce prejudice. To address these problems, settlement houses developed a new model, providing upper-class young adults the opportunity to live in impoverished neighborhoods and partner with residents in order to lift their neighbors out of poverty by strengthening families and building community. In addition to tackling social justice issues in the city, early houses recognized the benefits of exposing children to nature. In 1900, Camp Hale was founded to provide children with an immersive experience on Squam Lake in New Hampshire. Post-World War II, the settlement houses addressed their community’s increasing distress and decreasing resources by consolidating. In 1959, five South End settlement houses merged to become United South End Settlements.

As USES celebrates its 125th year, we are reaffirming our foundation vision of an inclusive community while setting out on a bold path forward. Through a comprehensive strategic planning process in 2016—undertaken by the new leadership team and in partnership with the community—USES has identified a renewed direction and mission: to harness the power of our diverse community to disrupt the cycle of poverty for children and their families over the next five years. At USES, we believe that as families stabilize and take advantage of opportunities for advancement, their children are better able to develop the skills needed for educational and workplace success, which will ultimately allow them to break the poverty cycle.

Our program model is comprehensive, multi-dimensional, and supports the whole family:

-We provide children with quality education and enrichment opportunities through early childhood education, after school programming, and a summer sleepaway camp that fosters their personal development, prepares them for school and beyond, and enables them to develop a multi-cultural lens that most do not cultivate later in life.

-We work with parents and caregivers to develop their capacity to reach goals through coaching, increase income and assets through job training and placement, and expand their networks through community connections.

Impact Statement

Our top three accomplishments from FY17 are as follows:

-USES launched a strategic planning process in September 2016 which dug deep into our mission, impact, finances, and real estate options. By January, we presented a new mission focus and strategic direction to the Board, which was received with unanimous approval. This planning process was a great undertaking and accomplishment, and has paved the way for our bold and exciting vision for the future of USES.

-As a result of this strategy planning process, we aligned our programs to our new mission – shifting from providing senior health and wellness classes and home repair to engaging seniors in the new model as coaches/advisers to families; moving away from stand-alone vacation arts programming to agency-wide arts access for all of our youth; and shifting the focus of Workforce Readiness program from education to training which will help parents enter and advance in the workforce.

-We redeveloped our job training program from a course focused on basic computer skills development to a training that provides participants with relevant office skills targeted to administrative employment; supports them throughout the job search, placement, and retention process; and connects participants to next steps. 55% of our participants obtained employment and 18% moved into further education/training programs. The success of this program has paved the way for strong collaboration with sister organizations and employers and has laid the foundation for our new coaching model and job training strategy.

Our goals for FY18 are to:

-Develop short- and long-term outcomes and implement a new performance management system

-Expand our coaching model to serve all USES families

-Begin developing central intake process

-Vet options for the utilization of our real estate in the South End (plan to announce decision by early spring 2018)

-Prepare for the launch of a multi-year comprehensive campaign

Needs Statement

1. Evaluation Systems ($240k): USES is implementing a new performance management system, Salesforce and is planning to hire an Evaluation Associate, a critical next step in our Vision125 strategic plan. This system will enable us to shift to an impact-driven model which uses data to analyze and measure success.

2. Marketing Director ($75k): By hiring a Marketing Director, USES will raise its profile in the neighborhood in order to attain the level of visibility needed to raise significant funds through our comprehensive campaign and reach potential participants who would benefit from our programs.

3. Camp Hale Coordinator ($50k): This new staff position will increase our capacity to serve additional campers each summer and launch a year-round leadership development program.

4. Board Members: USES is looking for inspired leaders with expertise in real estate development, finance, capital campaigns, and mission-driven marketing.

5. Real Estate Redevelopment Expertise: As we prepare to redevelop a property in the South End, we need the input of experts to determine how best to utilize our properties to attain financial sustainability.

CEO Statement

Board Chair Statement


Geographic Area Served

Greater Boston Region-Roxbury Neighborhood
Greater Boston Region-South End Neighborhood
Greater Boston Region-All Neighborhoods
United South End Settlements serves residents of the South End, Lower Roxbury, and surrounding neighborhoods of Boston.

Organization Categories

  1. Human Services - Children's and Youth Services
  2. Employment -
  3. Youth Development -

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



Camp Hale

Established in 1900, Camp Hale operates on the belief that all youth, particularly those from urban environments, will benefit from challenging opportunities for physical, mental, and social growth and development.

The goal of Camp Hale is for each camper to leave camp with an enhanced sense of well-being, improved social skills, and awareness of personal potential. Traditionally an all-boys camp, Camp Hale established an all-girls session in 2012 to provide inner-city girls with the chance to experience the beauty and unique opportunities that Camp Hale has to offer.

Each summer, 200 young men and women ages 6 to 15 years old head to lakeside cabins in the heart of the White Mountains, located on Squam Lake in New Hampshire. Residential camping allows the campers to engage in a long list of activities including canoeing, swimming, archery, hiking, fishing, ecology, camping skills, and just enjoying the mountain air.

Ultimately, we seek to ensure that these skills stay with them well into the future and benefit them in other endeavors such as school, work, sports, conflict resolution, and interpersonal relationships.


Camp Hale’s programming is firmly rooted in tradition. Many activities that began in the first summer continue to this day, and focus on these following components:

Individual Skill Building: There are two 50-minute periods where campers can choose their own activity and can hone their skills in Archery, Athletics, Arts & Crafts, Boating, Canoeing, Camp Craft, Nature, Swimming, Soccer, and Fishing.

Peer Relationships, Team Building: The afternoon period focuses on the cabin group’s ability to solidify themselves as a group and utilize their collective strengths to achieve a common goal. Whether it be an overnight trip on the lake, a scavenger hunt, or a hike on a mountain, each camper has a chance to lead and make “essential” decisions, but not without cabin group approval.

Camp-wide Reflection,Affirmation and Celebration: The evening activity is usually a traditional camp-wide event, for example a talent show or campfire. It allows for a rejuvenated sense of identity, solidarity, and belonging that many may be missing because of the distance from home.

Budget  680,490
Category  Youth Development, General/Other
Population Served Children Only (5 - 14 years) Poor,Economically Disadvantaged,Indigent At-Risk Populations
Program Short-Term Success 

Social Emotional Skills:

Teamwork/relationship with peers

Other metrics: 

Increased affinity with nature (4 weeks)
Interest in exploration (4 weeks)
Independence (4 weeks)
Camper retention (4 weeks) and across years
Program Long-Term Success 
In the long-term, our goal is to increase resources (including income and assets), resilience (social-emotional/soft skills and confidence), and relationships (with neighbors from diverse backgrounds) for children and their families.
Program Success Monitored By 

Measuring Progress:

Youth Outcomes Battery (ACA) – 2 versions depending on age
YES: Youth Experiences Survey (LITs/CITs) (paper only)
Staff developed Parent Survey (survey monkey)
Enrollment (to track diversity)
Examples of Program Success 
  • 72% of campers lost weight while at camp,
  • 94% of campers earned patches for their kerchiefs,
  • 85% feel that they have learned more about themselves and feel that they are able to make better decisions for themselves.

Club48 (after school)

Club48, USES’s after school program, provides high-quality services with curricula that support school success and promote the social, cognitive, and emotional development of the students.

We have 52 slots in our licensed after school care program, serving children ages 5-12 years old each year. During the school days, the program operates from 2:30pm to 6:00pm. During school vacation days and during the summer, the program operates from 8:00am to 6:00pm.

Group leaders promote school success through a wide range of activities including arts enrichment, academic support, recreation, homework time, group team building activities, and field trips.


Academic support and homework assistance are key components of USES’ licensed After School Program, which weaves together social, recreational & cultural opportunities, and technology. Group Leaders assist with homework for a portion of every day.

Field trips include a variety of fun, educational, and recreational activities such as visits to local colleges, museums, historical monuments, bowling, roller skating, etc.

Arts enrichment helps students develop critical thinking and literacy skills, and to teach them how to use art for self-regulation and relaxation.

During the summer, students participate in activities designed to prevent academic decline from occurring during the summer months. The program promotes academic success by structuring curriculum around fun activities which support the MA Frameworks for Math and English Language Arts.

Our program understands the need for real parent involvement. We offer bi-monthly parent meetings, parent/group leader conferences, and workshops led by outside specialists to help keep parents informed and connected to our program and their child’s education.

We collect student report cards and identify subjects in which they might benefit from extra help in order to avoid falling behind. Working with the teachers, parents, and students, we develop a plan to help each student succeed in school.

Budget  739,051
Category  Youth Development, General/Other
Population Served Children Only (5 - 14 years)
Program Short-Term Success 

Social Emotional Skills:

Perseverance (precursor to growth-mindset)
Self-awareness (precursor to self-efficacy)
Teamwork and relationship with peers
Creativity and flexibly (precursor to problem-solving)

Other metrics:

Level of diversity in program
Program retention within yr and across years
Progress of those participating over multiple years
Amount of STEAM exposure (# hours/wk; type activities)
Program Long-Term Success  In the long-term, our goal is to increase resources (including income and assets), resilience (social-emotional/soft skills and confidence), and relationships (with neighbors from diverse backgrounds) for children and their families.
Program Success Monitored By 

We measure progress through:

The SAYO-S tool
Consults with staff at targeted schools
Enrollment (to track diversity)
STEAM – in spreadsheet
Examples of Program Success 
  • 100% of children were promoted to the next grade level in 2014


Coaching is a supportive partnership that empowers participants with the tools to find solutions and move their families forward. Participants work with a coach to create an individual employment plan; identify and pursue career goals; develop better self-awareness and resiliency; access resources; and find strategies to increase financial stability. Our coaches help participants set goals, identify concrete steps toward meeting those goals through an action plan, and provide bi-weekly check-ins on progress and to help keep them accountable. We focus on building success in five areas: career, finances, family, education/training, and community connections.

Coaching participants also receive income maximization services. We provide income supports screening to all participants upon entry into our program and, once potential sources of support are identified, we offer assistance in connecting to public and private benefits. This includes transportation, in-house childcare, housing, SNAP and other public benefits, as well as referrals to external support services as needed.

Coaches also provide a wealth of knowledge about resources, including referrals to – and support in obtaining – additional services around health and basic needs, further education and vocational training opportunities, and specialized services to meet needs beyond our expertise.

Budget  301,986
Category  Human Services, General/Other Family-Based Services
Population Served Adults Poor,Economically Disadvantaged,Indigent At-Risk Populations
Program Short-Term Success 

Social emotional skills:

Perseverance (precursor to growth-mindset)

Confidence (precursor to growth mindset)


Problem-solving, including creativity and flexibly

Other metrics (mostly outputs in FY18 since this is a new program):

# of sessions attended

Frequency of meetings

Duration/length of engagement

Type of goal pursuing

How many objectives (under goal) completed

# who met their overall goal (intermediate/long term outcome)

Program Long-Term Success  In the long-term, our goal is to increase resources (including income and assets), resilience (social-emotional/soft skills and confidence), and relationships (with neighbors from diverse backgrounds) for children and their families.
Program Success Monitored By 

Measuring Progress:

Staff developed a rubric to score 4 social emotional skills (listed above) with a scale from early development to developing to proficient (aligns with job training rubric)
We are developing a spreadsheet to track progress & # reaching proficiency.
Other outputs now being tracked in Excel spreadsheet
Examples of Program Success 

In FY17, we piloted our new coaching model, which is a central component of USES’s renewed direction set out in our Vision125 strategic plan. In the fall of 2016, one of our participants, Jemal, began working with a USES coach to help him find employment. While he was not working at the time, he had a strong culinary background from his home country of Eritrea. Jemal and his coach worked together to brainstorm his career choices, set goals and create an action plan to help him achieve those goals, develop a resume and cover letter, and prepare for interviews. He quickly found part-time work at Eataly as a prep cook making $15/hour but to meet his financial needs, he also worked part-time as a Cashier at Sky Walk making $11/hour. His supervisors at Eataly were quick to notice his skills and ability and Jemal’s coach worked with him to address cultural barriers around navigating promotions, having conversations about salary, and identifying professional growth in the context of a Boston workplace. In January 2017, he was promoted to a full-time position as a sous chef earning an annual salary of $48,000, allowing him to leave his second job at Sky Walk.

Early Childhood Education Program

USES’s early childhood education program prepares children to become confident, successful learners. We have 62 slots for children 3 months through 6 years of age. Our teachers create nurturing and inviting spaces which foster the development of children’s self-esteem while classrooms provide rich learning environments where children feel comfortable taking risks to help them grow socially, physically, emotionally, and intellectually.

Accredited is accredited by The National Association for the Education of Young Children (NAEYC), our early childhood education program uses Creative Curriculum as a guide for creating developmentally appropriate lesson plans to ensure that each child’s individual and developmental needs are met. Arts programming is integrated in each of our classrooms through the Arts in Early Learning curriculum, which uses sensory rich, STEM based (science, technology, engineering, and math) arts experiences to teach abstract concepts in a tangible and accessible way. Young children learn with their whole bodies and minds, and we believe that the arts are a powerful tool for literacy and language development, critical thinking and reasoning skills, and developing self-confidence and emotional regulation.

The early childhood program operates year-round and is open Monday through Friday, from 8:00 am to 6:00 pm. We offer sliding scale Department of Early Education and Care subsidized slots and accept vouchers (approximately two-thirds of our slots are subsidized).

Budget  1,286,492
Category  Youth Development, General/Other
Population Served Infants to Preschool (under age 5) Families
Program Short-Term Success 

Development of Social Emotional Skills:

Curiosity (as precursor to perseverance and confidence)
Self-awareness (as precursor to self-efficacy/self-regulation)
Relationship with peers, speaking and writing
Creativity and flexibly

Other metrics:

Gross and fine motor development for all children
For 2.9-5 year olds, kindergarten readiness (language development, counting, recognizing numbers, simple geographic knowledge, some basic biology and design thinking)
Level of diversity in program
Amount of STEAM exposure (# hours/wk; activities)
Program Long-Term Success  In the long-term, our goal is to increase resources (including income and assets), resilience (social-emotional/soft skills and confidence), and relationships (with neighbors from diverse backgrounds) for children and their families.
Program Success Monitored By  Infants and toddlers are measured according to The Ounce Scale guidelines, which track movement and interactions. Preschool success is measured through Kaymbu, which tracks social development, language, and literacy. We also utilize a NAEYC parent survey, modified with questions specific to our program.
Examples of Program Success 
  • 19 children graduated from the program
  • 65% of the children we served were low-income
  • One current parent said, “My five year old daughter has been coming to USES since she was three months old. We consider USES to be an extension of our family.”

Job Training

We offer job training through our Microsoft Office Administrative Training course, which is designed to help low skilled and low-wage workers improve their technology and retention related skills, enabling them to transition into administrative work upon completion of the program. Participants will gain the necessary skills for administrative work, including typing and Microsoft Office; soft skills such as time management, worker accountability, goal setting, customer service and problem solving; job readiness and job searching skills.

All participants are supported by a Career Advisor & Job Placement Specialist who integrates the ACT Career Ready 101 across all Workforce Readiness classes and provides one-on-one coaching and support in resume development, job searching and placement, interview preparation, and more.

Applicants are required to have a high school diploma or HiSET, pass a computer assessment, pass a reading TABE at the 9th grade level, type at least 18 words per minute, have at least 12 months of work experience, and provide two professional references. This training is Section 30, ITA, and SNAP approved.

Career and Educational Development

Participants in USES’ job training program have the opportunity to build and enhance their academic, work, and soft skills through our career readiness curriculum. Lessons and activities will include developing educational plans, job readiness preparation, time management, building positive work ethic, personal budgeting and other topics to make a student’s next steps’ plan successful. Students will also participate in resume and cover letter workshops, mock interviews, and attend college and job fairs.

Job Placement

Participants will receive support in identifying and securing employment with local employers, and will create a portfolio which includes their career plan, resume, cover letter, job inquires, application practice and thank you letters. There will be planned career workshops and job fairs based on the labor market needs.

Budget  348,261
Category  Employment, General/Other Job Training & Employment
Population Served Unemployed, Underemployed, Dislocated Immigrant, Newcomers, Refugees Poor,Economically Disadvantaged,Indigent
Program Short-Term Success 

Social emotional skills:

Interpersonal communication


Perseverance (precursor to growth-mindset)

Confidence (precursor to growth mindset)


Other metrics:

Hard skill acquisition: computer skills

Basic educational skills: reading for information, applied math, locating information

Job placements

Intermediate outcomes include job retention and advancement

Program Long-Term Success  In the long-term, our goal is to increase resources (including income and assets), resilience (social-emotional/soft skills and confidence), and relationships (with neighbors from diverse backgrounds) for children and their families.
Program Success Monitored By 

We measure progress through:

ACT’s Career Ready 101 assessments
Staff have developed a rubric to score 5 social-emotional skills (listed above) with scale from early development to developing to proficient.
Examples of Program Success 

In FY17, our graduates’ job placements included: Data Entry/File Clerk at Citizens Bank, Executive Assistant at Massachusetts General Hospital, Call Center Representative at Integral Resources, and Administrative Assistant at Boston Medical Center with starting wages ranging from $14-$21.56 per hour. In total, 55% of graduates were placed into jobs and 18% moved into other vocational training/educational programs.

CEO/Executive Director/Board Comments



CEO/Executive Director Ms. Maicharia Z Weir Lytle
CEO Term Start Feb 2015
CEO Email
CEO Experience

Maicharia Z. Weir Lytle became President and CEO of United South End Settlements (USES) in February 2015. In her role, she drives the overall organizational, operational, and programmatic strategy for all USES activities with the goal of helping families stabilize through access to resources, become more resilient, and build a diverse and supportive network.

Maicharia has spent her entire career serving individuals, families, and communities in and around Boston. With nearly two decades of leadership and management, fundraising, community development, and program innovation experience, she has routinely developed, grown, and elevated organizations. Prior to USES, Maicharia was the first Executive Director of LIFT-Boston, an organization helping community members achieve economic stability and well-being. She led the opening of LIFT-Boston’s Roxbury office, helping families of Boston Public Schools to address their critical needs through a partnership with the City of Boston.

Prior to LIFT-Boston, Maicharia worked as Vice President of Development at Whittier Street Health Center in Roxbury, was a fundraiser at Beth Israel Deaconess Medical Center and Bentley College, and served as Executive Director of the Organization for a New Equality, a civil rights organization that focuses on economic empowerment and wealth creation.

Maicharia’s service and leadership extend far beyond her career and include volunteer roles with Mothers for Justice and Equality (MJE), Big Sisters, and Simmons School of Management Alumni Association. She has served on numerous boards and presently serves on Frieda Garcia Park and SparkShare boards as well as the Community Center of Needham (CCN) board.

Maicharia received an MBA from Simmons School of Management, and a Bachelor of Arts in Political Science from the University of Connecticut. She and her husband Cary, live in Needham with their three children.

Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
Mr. Kevin Hepner July 2008 June 2014
Ms. Frieda Garcia July 1981 June 2001

Senior Staff

Name Title Experience/Biography
Julie Burkley Vice President of Programs

Julie Burkley, Vice President of Operations, has over 20 years experience in project development, management, and policy work in the nonprofit arena.  She has worked at the United Way of Massachusetts Bay and Merrimack Valley, as well as a number of community-based organizations around Boston and in New Jersey.  She brings experience in a wide variety of areas including workforce development, community economic development, early childhood education and performance management.

Chrissy Holt Vice President of Operations

Over her 14-year corporate and nonprofit careerChrissy Holt has applied strategic systems thinking and a compassionate desire to solve problems to strengthen organizations' effectiveness in their markets. She spent five years supporting youth literacy and mentoring at a director level at Generations Inc. before joining Commongood Careers to oversee hiring processes for some of the country's most transformative and high-growth nonprofits. As Vice President of Operations at USES, Chrissy supports all back-office operations, systems, and facilities at a changing and expanding, 126-year-old nonprofit. She holds an MBA in nonprofit management from Suffolk University.

Nikki Stewart Vice President of Development

Nikki Stewart, Vice President of Development, joined United South End Settlements in 2013. Nikki brings over 10 years of experience in fundraising and organizational growth, having previously worked for ZUMIX, a nationally-recognized youth arts program. She holds a Juris Doctor from Northeastern University School of Law and is pursuing a Certificate in Exponential Fundraising from the Kennedy School at Harvard University. 


Award Awarding Organization Year
-- -- --


Affiliation Year
-- --
Member of state association of nonprofits? No
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
American Camping Association (ACA) - Accreditation --
National Association for the Education of Young Children (NAEYC) - 5 Year Accreditation --



CEO/Executive Director/Board Comments


Foundation Comments


Staff Information

Number of Full Time Staff 35
Number of Part Time Staff 9
Number of Volunteers 150
Number of Contract Staff 0
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 23
Asian American/Pacific Islander: 0
Caucasian: 10
Hispanic/Latino: 11
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 33
Male: 11
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 3
Management Succession Plan No
Business Continuity of Operations Plan Yes
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 Tri-Annually
Senior Management Formal Evaluation and Frequency Yes Annually
Non Management Formal Evaluation and Frequency Yes Annually


Board Chair Ms. Julia Johannsen
Board Chair Company Affiliation Community Volunteer
Board Chair Term Feb 2016 -
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Ms. Yalem Ayalew Local Business Owner Voting
Mr. Christopher Cato Youth Build USA, St. Stephen’s Church Voting
Mr. James M. De Maggio Town of Milton Voting
Ms. Anabelle Desangles Skalleberg Pine Street Capital Partners Voting
Ms. Jacqueline Fantuzzi Community Volunteer Voting
Mr. Peter Forkner Counseling Center, Bentley University Voting
Hon. Arthur Garjarsa Senior Counsel, WilmerHale Voting
Ms. Bandita Joarder Shawmut Construction Voting
Ms. Jennifer Kane Coplon Simmons College, National Association of Social Workers, South End Community Health Center Voting
Ms. Azra Kanji ABRY Partners Voting
Mr. Kenneth Kruckmeyer World Learning Voting
Ms. Joyce Lee Marketing Professional Voting
Mr. Louis Merecedes Jones Day Voting
Ms. Camille Preston AIM Leadership Voting
Mr. Richard Stern CPA Voting
Ms. Lisa Stone The Windsor School Voting
Ms. Joan Tiffany International Honors Program, Marion Institute 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: 3
Asian American/Pacific Islander: 3
Caucasian: 10
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 1
Other (if specified): --
Gender Female: 11
Male: 7
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 2
Board Meeting Attendance % 100%
Written Board Selection Criteria Under Development
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation Yes

Standing Committees

  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Finance
  • Program / Program Planning

CEO/Executive Director/Board Comments


Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2016 2015 2014
Total Revenue $3,583,487 $3,230,716 $2,958,137
Total Expenses $4,050,099 $3,939,149 $3,787,405

Prior Three Years Revenue Sources

Fiscal Year 2016 2015 2014
Foundation and
Corporation Contributions
-- -- --
Government Contributions $1,201,215 $1,264,739 $1,189,138
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $1,201,215 $1,264,739 $1,189,138
Individual Contributions $1,242,279 $913,273 $680,499
Indirect Public Support $69,791 $61,785 $104,714
Earned Revenue $709,203 $751,505 $830,039
Investment Income, Net of Losses $96,884 $337 $6,309
Membership Dues $0 $0 --
Special Events $256,060 $185,926 $142,816
Revenue In-Kind -- -- --
Other $8,055 $53,151 $4,622

Prior Three Years Expense Allocations

Fiscal Year 2016 2015 2014
Program Expense $3,296,519 $3,181,281 $2,920,038
Administration Expense $595,358 $520,812 $573,849
Fundraising Expense $158,222 $237,056 $293,518
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.88 0.82 0.78
Program Expense/Total Expenses 81% 81% 77%
Fundraising Expense/Contributed Revenue 6% 10% 14%

Prior Three Years Assets and Liabilities

Fiscal Year 2016 2015 2014
Total Assets $3,731,467 $4,226,708 $5,182,064
Current Assets $960,623 $875,611 $468,055
Long-Term Liabilities $0 $0 $1,402
Current Liabilities $434,511 $303,192 $407,455
Total Net Assets $3,296,956 $3,923,516 $4,773,207

Prior Three Years Top Three Funding Sources

Fiscal Year 2016 2015 2014
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value $1,263,697.00
Spending Policy Percentage
Percentage(If selected) 5.0%
Credit Line Yes
Reserve Fund No
How many months does reserve cover? --

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? Yes

Short Term Solvency

Fiscal Year 2016 2015 2014
Current Ratio: Current Assets/Current Liabilities 2.21 2.89 1.15

Long Term Solvency

Fiscal Year 2016 2015 2014
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments


Foundation Comments

Financial summary data in the charts and graphs above are per the organization's IRS Form 990s. Contributions from foundations and corporations are listed under individuals when the breakout was not available.


Other Documents

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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?