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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: 09/23/2016
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 to build a strong community by improving the education, health, safety, and economic security of low-income individuals and families in Boston's historic South End/Lower Roxbury and to serve as a national model of successful neighborhood engagement.

Mission Statement

The mission of United South End Settlements is to build a strong community by improving the education, health, safety, and economic security of low-income individuals and families in Boston's historic South End/Lower Roxbury and to serve as a national model of successful neighborhood engagement.

FinancialsMORE »

Fiscal Year July 01, 2015 to June 30, 2016
Projected Income $3,880,696.00
Projected Expense $3,880,696.00

ProgramsMORE »

  • After School Program
  • Camp Hale
  • Children's Art Centre
  • Early Childhood Education Program
  • Senior Services Program
  • Workforce Readiness Program

Revenue vs. Expense ($000s)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

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 to build a strong community by improving the education, health, safety, and economic security of low-income individuals and families in Boston's historic South End/Lower Roxbury and to serve as a national model of successful neighborhood engagement.

Background Statement

Our roots in this community run deep. USES was founded in 1891, as the first settlement house in Boston when members of the community committed to ensuring all residents had what they needed to move forward. This was the beginning of the early social justice movement. Today, USES is fulfilling its a commitment to equality and opportunity through our innovative work. 

For generations, the South End and Lower Roxbury community has been home to families of all backgrounds, a refuge for the city’s artistic soul, and at the forefront of opening doors for residents and guests regardless of their sexual orientation, class or religion. There is tremendous opportunity in continuing to bring neighbors together to unite their diverse strengths in order to represent a collective voice that supports the advancement of all while honoring the stories and lives of many. 


USES was incorporated in its current form in 1960, following the merger of several of Boston’s first settlement houses: South End House, Hale House, Lincoln House, the original Harriet Tubman House, and the Children’s Art Centre.

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

For 124 years, USES has consistently been achieving many major milestones, including several ‘firsts’ – such as our Camp Hale, Children’s Art Centre, Senior Home Repair program, and the opening of the first community computer center – which have since been emulated nationwide. We have a broad array of programs elevating people’s lives, with services including job training, literacy programs, housing assistance, and child services. We have also acted as a community resource, consistently creating pathways for our neighbors to experience Boston’s resources in art, music, education, healthcare, finance, and more.

Similar to other nonprofits today, USES faces challenging economic times and fierce competition for funds. Yet we are moving forward with speed and determination. Our strategic plan is now being implemented, expanding our capabilities. As in early times, when families had few places to turn for help – we continue to take the lead in supporting the well-being of individuals and families at all stages of life. Our impact reaches far beyond Boston as cities nationwide replicate our success.

At the core of all we do is relationships, which serve as the springboard for improving the education, health, safety, and economic security of the community as a whole. One of the signature quotations we use around our building is “Belonging to all the hands who build,” attributed to Langston Hughes, an African-American poet and novelist. This quotation really speaks to the fact that there is a place for everyone at the table as we improve the lives of our neighbors in the South End. We need and welcome everyone’s participation – individuals, foundations, and corporations who embrace our vision for building successful lives and strong community.

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.

Children's Art Centre

Incorporated in 1914 in collaboration with the Museum of Fine Arts, the CAC has brought fine arts and cultural enrichment to everyone in the community regardless of race, ethnic background, or ability to pay. Our innovative curricula, developed in-house, uses multi-disiplinary arts activities as tools to foster cognitive development and academic engagement in a classroom setting.  uring the school year, the CAC serves 500 students from USES, local elementary schools, and the South End/Lower Roxbury community. During school vacations and the summer, CAC provides programming 40 hours per week.
Budget  $249,100.00
Category  Arts, Culture & Humanities, General/Other
Population Served Children and Youth (0 - 19 years) At-Risk Populations Families
Program Short-Term Success 
  • Increase in a child's holistic development
  • Parent/Caregiver Engagement
  • Increase of arts is reflected in school's core curriculum
  • Increase in student engagement in learning
  • Teachers & Group Leaders implement arts based learning into activities
  • Increase in student engagement in learning
  • Increase in graduation rates
  • Youth and families develop an appreciation for the arts
  • Youth and families are more connected to resources
  • Increase in program participation
Program Long-Term Success 
  • Youth are prepared for Kindergarten
  • Students are high academic achievers
  • Teens are prepared for higher education and the workforce
  • Youth have access and opportunities for participation in the arts despite social, economic, and cultural differences
  • Community is educated and able to advocate for arts opportunities
Program Success Monitored By 

The Director of Arts Culture developed an evaluation tool that assesses students’ critical thinking skills. Students will be assessed on the: ability to describe his/her work and the work of others; ability to interpret the work and identify the problem/issue; ability to evaluate the work and reflect on thoughts/conclusions; ability to experiment and manipulate various materials and media to create work that conveys a meaning; and ability to present the work in front of peers.

Examples of Program Success 
  • 100% of ECE and ASP students received at least 1 hour of arts enrichment class per week

  • 35% of Vacation Arts Program slots are reserved for low-income families while all other programming is offered at no cost

  • The CAC partners with the Hurley K-8 School, the Blackstone Innovation School, and the Josiah Quincy School to integrates the arts into academic classrooms

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.”

Senior Services Program

We serve 300 seniors every year, 99% of which are low-income. USES’ unique, comprehensive, community-based senior service model offers assessment and intervention along with educational, social and recreational opportunities to preserve dignity, maintain independence and promote life satisfaction among the older adults we serve. The foundation of our services to seniors is the Senior Home Repair Program, which enables seniors who are long-time community residents to live independently and comfortably in their own homes and to maintain affordable housing stock for their tenants—many of whom are elderly and/or handicapped. In addition, we strive to ensure that our program is not just about home repairs, but also about holistically supporting seniors to achieve and maintain a high quality of life.
Budget  $332,408.00
Category  Human Services, General/Other
Population Served Elderly and/or Disabled Poor,Economically Disadvantaged,Indigent At-Risk Populations
Program Short-Term Success 
  • Seniors understand the benefits of healthy eating, physical activity and socialization to overall healthy, lifestyle.

  • Seniors are empowered to stay active and healthy.

Program Long-Term Success 
  • Increased participation in physical and mental wellness activities with positive support and education to develop skills and improve healthy life choices.
Program Success Monitored By 

USES regularly surveys our seniors to assess the impact of our programs. We also rely on the feedback of the very active Senior Counsel.

Examples of Program Success 
  • Completed 450 home repairs.
  • Served hot lunch 5 days a week.
  • One senior reported that she has a chronic disease, Sarcoidosis of the lungs, and because she is engaging in the weekly fitness classes at USES, she has reduced the number of colds, bronchitis attacks and pneumonia that have plagued her for a number of years.

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? Yes
Name of state association Massachusetts Nonprofit Network

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 2014 (%)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2014 2013 2012
Total Revenue $2,958,137 $3,213,678 $3,842,850
Total Expenses $3,787,405 $3,759,944 $3,987,513

Prior Three Years Revenue Sources

Fiscal Year 2014 2013 2012
Foundation and
Corporation Contributions
-- -- --
Government Contributions $1,189,138 $1,203,289 $1,062,442
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $1,189,138 $1,203,289 $1,062,442
Individual Contributions $680,499 $947,312 $820,663
Indirect Public Support $104,714 $102,033 $103,097
Earned Revenue $830,039 $776,828 $929,650
Investment Income, Net of Losses $6,309 $5,384 $797,979
Membership Dues -- -- --
Special Events $142,816 $178,751 $124,664
Revenue In-Kind -- -- --
Other $4,622 $81 $4,355

Prior Three Years Expense Allocations

Fiscal Year 2014 2013 2012
Program Expense $2,920,038 $2,963,374 $3,247,187
Administration Expense $573,849 $511,383 $476,822
Fundraising Expense $293,518 $285,187 $263,504
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.78 0.85 0.96
Program Expense/Total Expenses 77% 79% 81%
Fundraising Expense/Contributed Revenue 14% 12% 12%

Prior Three Years Assets and Liabilities

Fiscal Year 2014 2013 2012
Total Assets $5,182,064 $5,520,482 $5,716,270
Current Assets $468,055 $640,560 $779,845
Long-Term Liabilities $1,402 $20,309 $38,102
Current Liabilities $407,455 $242,032 $173,896
Total Net Assets $4,773,207 $5,258,141 $5,504,272

Prior Three Years Top Three Funding Sources

Fiscal Year 2014 2013 2012
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? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? No

Short Term Solvency

Fiscal Year 2014 2013 2012
Current Ratio: Current Assets/Current Liabilities 1.15 2.65 4.48

Long Term Solvency

Fiscal Year 2014 2013 2012
Long-term Liabilities/Total Assets 0% 0% 1%

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?