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United South End Settlements

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

LAST UPDATED: 12/14/2017
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 $3,304,597.00
Projected Expense $3,864,680.00

ProgramsMORE »

  • After School Program
  • Camp Hale
  • Early Childhood Education Program
  • Workforce Readiness Program

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


As United South End Settlements (USES) celebrates its 125th year, we are reaffirming our founding vision while creating a bold, new model designed to promote economic mobility and social capital to break the cycle of poverty. We work with the whole family and engage community members across difference. Our mission is to harness the power of our diverse community to disrupt the cycle of poverty for children and their families.

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.

We believe that as families stabilize, become more resilient, and connect to a diverse network, they and their children are more likely to develop the skills they need to succeed. Our goals are to increase families’ resources (including income and assets), resilience (social-emotional/soft skills and confidence), and relationships (with neighbors from diverse backgrounds).

Impact Statement

Through a strategic planning process undertaken in 2013, we have sharpened our strategies to more effectively serve our changing and diverse community; and laid the groundwork for a stronger, larger USES that can continue to serve as an anchor institution in the South End for many years to come. Four new strategic priorities specify our goals and action steps required to refine our program models, increase our revenue and strengthen our infrastructure.

Strategy 1: USES will align all programs to its Theory of Change and target population and produce documented outcomes along its dimensions of successful living. Our Theory of Change is that we will contribute to the health and well-being of the community when we address needs along these five dimensions -- education, safety, health, economic security and relationships. Specific outcomes have been developed to measure the success of each USES program.

Strategy 2, USES will develop and continuously nurture strong relationships with participants and key stakeholders.

Strategy 3, USES will grow to a size that will sustain its fixed overhead costs.

Strategy 4, USES will develop an organizational structure that supports its Theory of Change.

Needs Statement

  1. Diversified funding streams and increased revenue:
    The annual operating budget is approximately $3.9 million. The budget needs to be at $4 million+ to properly maintain our historic properties and provide the staff to meet our mission.  USES needs to become less dependent on public dollars and attract larger gifts from private funding sources.

  2. Marketing:
    USES needs to increase our marketing efforts to attract donors and volunteers, increase the visibility of our work, and to better serve individuals and families in our target population.

  3. Board Growth:
    USES needs to increase our efforts to recruit and develop a diverse board that represents our community while having a balance of affluence and influence.

  4. Staff Growth:
    USES need to recruit, retain and provide professional development for a diverse staff that represents our community.

  5. Capital Planning:
    This includes assessment of current portfolio of capital assets and development of a plan to optimize use of these assets.

CEO Statement

Board Chair Statement


Geographic Area Served

Greater Boston Region-Roxbury Neighborhood
Greater Boston Region-South End Neighborhood
Greater Boston Region-All Neighborhoods
Our primary target area is the South End/Lower Roxbury neighborhood in Boston.

Organization Categories

  1. Human Services - Human Services
  2. -
  3. -

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



After School Program

The After School Program has 52 slots, running M-F, 2pm-6pm, during the school year, and 8am-6pm during the summer. 60% of families in ASP are low-income. The mission of USES’ After School Program is to bring together diverse groups of children to foster positive relationships, support academic achievement, promote healthy child development, and build strong leadership skills. Ultimately, we seek to support low-income families, through childcare for working parents and educational programming for their children, in order to enable them to move out of poverty.Our program offers a wide variety of educational and engaging activities including: homework help time or quiet reading time for each child every day; tutoring and study help; activities that are based on the Massachusetts Curriculum Frameworks; and field trips around Boston. We provide a high quality program with activities in math, cooking, science, literacy, visual and performing arts, athletics, and technology.
Budget  $724,829.00
Category  Youth Development, General/Other
Population Served Children Only (5 - 14 years)
Program Short-Term Success 
  • Knowledge that educational achievement and the things it takes to get there (homework, MCAS, attendance at school) are important.
  • Teach parents the skills and resources needed to assist their children with their school work. Children will exhibit improved study habits and improved communication skills.
  • Improved parent attendance and involvement in program activities as well as child’s schooling.
  • Motivation to succeed in school and motivation from parents to play a more active role in their child’s development and success
Program Long-Term Success 
  • Increase in school attendance and school completion.
  • Students doing their homework more independently, parents helping their children with homework, parents and children positively engaged in the child’s education.
Program Success Monitored By 

USES uses the After-School Program Assessment System’s Survey of After-School Youth Outcomes as a means to track impacts in our goal areas. The outcomes tool focuses on eight measurable areas: homework, problem solving skills and communication skills, behavior, initiative, engagement in learning, relations with adults, and relations with peers.

Examples of Program Success 
  • 100% of children were promoted to the next grade level in 2014

Camp Hale

Each summer since 1900, over 175 boys and girls trade the Boston streets for cabins on Squam Lake in the heart of the White Mountains in New Hampshire. Living away from home, the campers engage in a long list of activities from canoeing, swimming, archery and hiking, to fishing, ecology, camping skills and just enjoying the mountain air. The children and youth in the program range in age from 6-16 and 50% are from low-income families. Camp Hale operates on the belief that boys and girls, 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 with an enhanced sense of well being, improved social skills and awareness of personal potential. Ultimately, we seek to ensure that these benefits stay with them well into the future and yield dividends in other endeavors such as school, work, sports, conflict resolution, and interpersonal relationships.

Budget  $370,570.00
Category  Youth Development, General/Other
Population Served Children Only (5 - 14 years) Poor,Economically Disadvantaged,Indigent At-Risk Populations
Program Short-Term Success 
  • Natures awareness and appreciation, problem solving confidence, camp connectedness,

  • Healthy eating and living habits

  • Teaching them the tools to continue this lifestyle at home and to become leaders

  • Motivation to help them make the changes needed to keep them out of trouble

Program Long-Term Success 
  • Less violence among the youth we serve

  • Campers making the decision to stay with camp as campers, LITs, CITs, and counselors.

  • Obesity rate of youth decreases

  • Youth serving as a role model in their schools, communities, housing developments; engaged in community service opportunities. 



Program Success Monitored By  In order to precisely evaluate and improve programming we use two American Camp Association assessment tools. Campers age 6 to 10 are given the Young Camper Outcomes Interview and 11 to 14 year olds take the Basic Camper Outcomes Questionnaire.
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.

Early Childhood Education Program

USES serves about 90 children each year (M-F 8am-6pm) between the ages of 2 months to 6 years. The program has 66 slots with 167 families on the waitlist. 45% of our ECE participants come from low-income families and our goal is to increase that to 60%. Our objective is to prepare each child emotionally, academically and physically to succeed in kindergarten. ECE is accredited by The National Association for the Education of Young Children. The staff in our program strives to create a warm and nurturing environment where the development of children's positive self-esteem is strongly encouraged. We desire to be sensitive to each child's learning style and pace and to be respectful of a child's right to know the reasons behind our adult expectations of them. Our staff serve an additional 300 families each year, ensuring that they have the tools and resources necessary for their children to succeed in kindergarten.
Budget  $963,264.00
Category  Youth Development, General/Other
Population Served Infants to Preschool (under age 5) Families
Program Short-Term Success 
  • Parents believe in the importance of Early Education.

  • Parents know where to receive the proper support and resources for their child’s long term success.

  • Parents know the type of education their child is entitled to receive and are able to advocate for their success.

  • Parents believe in the outcomes that can be achieved with positive collaboration between school and families.

  • Families are motivated to find quality centers for their children in the SE/LR.

  • Parents are accepting of information pertaining to their child’s development or areas of concern.

Program Long-Term Success 
  • USES will have closed the achievement gap and the population served will reflect the economic reality of the target population.

  • Children with special needs will be diagnosed and assisted earlier in life.

  • Families will be given the proper support and guidance as to help best support their child through the process of learning and growing.

  • Fewer children in the SE/LR will be behind their peers when they enter school allowing them to excel and stay on track.

  • All children will have been prepared to experience success in all further levels of education.



Program Success Monitored By  Infants and toddlers are measured according to The Ounce Scale guidelines, which track movement and interactions. Preschoolers are measured according the TS Gold guidelines, which track social development, language, and literacy.
Examples of Program Success 
  • 19 children graduated from the program
  • 46% 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.”

Workforce Readiness Program

WR focuses on four areas: Adult Basic Education, Technology Education, ESOL, and Transition to College. WR serves over 300 students each year, who attend an average of over 170 hours of class at USES. WR targets low-income residents of the South End/Lower Roxbury community seeking access to education credentials that will lead to either success in careers or college.

We help learners meet their needs and goals by: enabling participants to improve reading comprehension, math, social studies and science in order to increase HiSET/GED graduation rates; providing program participants with quality of ABE instruction within an established program as a bridge to postsecondary education, higher education and employment; assisting learners in planning for next steps and preparing them for vocational and educational opportunities; increasing learners’ skills and confidence in using computer technology and developing their skills to use it competently.

Budget  $651,400.00
Category  Education, General/Other
Population Served Unemployed, Underemployed, Dislocated Immigrant, Newcomers, Refugees Poor,Economically Disadvantaged,Indigent
Program Short-Term Success 
  • 90% of students who previously did not have the skills to cope with outside interferences, such as childcare or balancing work/home life, will learn effective ways to deal with those issues.

  • Young adult ages 19 and older will develop  interpersonal skills, life skills time management skills, job readiness and college readiness skills

  • 100% of enrolled students in programs will develop realistic expectations of their own achievement.

  • 80% of students will develop responsibility for performing Career and College readiness specific tasks

  • 100% of students will be able to set goals and make plans

  • 90% of students will work on assignments far in advance of their due dates

  • 80% of enrolled in all the classes will make connections between short-term tasks and long-range goals

  • 80% of students will manage time well and devote more than sufficient time to completion of assignments and test preparation

Program Long-Term Success 
  • 100% rate graduation of all students entering the Hi/SETGED class

  • 30% of graduates will achieve a significant career milestone within 3 months (i.e. secured a job, secured a promotion if already employed, increased their income)

  • 40% of graduates will have retained employment or increased their income at the 12 month mark (the other 60% will include those who have enrolled in college, entered a training program, and who already had a job at the time of graduation and have not received a
    salary raise)

Program Success Monitored By 

To track objectives for students at varying levels of the educational continuum we use the state’s SMARTT system, funded in part by the MA Department of Elementary and Secondary Education, as well as Efforts to Outcomes performance management software.

Examples of Program Success 
  • 303 students were served across the program in FY14
  • We continue to partner with Roxbury Community College to build a pipeline from the GED/HiSET program to post-secondary education
  • In FY15 we received an increase of $34,940 in our contract with the Department of Early and Secondary Education, a very strong endorsement for our program 
  • Read about one recent graduate here -

CEO/Executive Director/Board Comments



CEO/Executive Director Ms. Maicharia Z Weir Lytle
CEO Term Start Feb 2015
CEO Email [email protected]
CEO Experience --
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
Ms. Dianne Curtin Vice President of Programs & Services --
Ms. Donna Owens Vice President of Administration --


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 47
Number of Part Time Staff 11
Number of Volunteers 300
Number of Contract Staff 0
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 22
Asian American/Pacific Islander: 0
Caucasian: 23
Hispanic/Latino: 5
Native American/American Indian: 0
Other: 8
Other (if specified): --
Gender Female: 44
Male: 14
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 Voting
Mr. James M. De Maggio Town of Milton Voting
Ms. Jennifer Kane Coplon Consultant Voting
Ms. Azra Kanji Abry Partners --
Mr. Kenneth Kruckmeyer World Learning Voting
Ms. Joyce Lee Community Volunter Voting
Mr. Louis Merecedes Edwards Wildman Palmer LLP Voting
Mr. William Meserve Retired Voting
Ms. Camille Preston AIM Leadership Voting
Mr. Richard Stern self-employed CPA Voting
Ms. Lisa Stone The Windsor School Voting
Ms. Joan Tiffany International Honors Program 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: 10
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 2
Other (if specified): 1
Gender Female: 8
Male: 6
Not Specified 0

Board Information

Board Term Lengths 1
Board Term Limits --
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 $2,000,000.00
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? Yes
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? --

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

No Other Documents currently available.


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?