The Boston Foundation
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75 Arlington Street, 3rd Floor Boston, MA 02116 |
[P] (617) 338-1700 [F] (617) 338-1604 |
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http://www.tbf.org [email protected] Pamela Hurd |
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INCORPORATED: 1915
Printable Profile (Summary / Full) EIN 04-2104021 |
LAST UPDATED: 03/08/2018 |
| Organization DBA |
TBF |
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| Former Names |
Greater Boston Foundation (1980) |
| Organization received a competitive grant from the Boston Foundation in the past five years | Yes |
Summary
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Mission StatementMORE »As Greater Boston's community foundation, the Boston Foundation devotes its resources to building and sustaining a vital, prosperous city and region, where justice and opportunity are extended to everyone. We fulfill this mission in three principal ways:
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Mission StatementAs Greater Boston's community foundation, the Boston Foundation devotes its resources to building and sustaining a vital, prosperous city and region, where justice and opportunity are extended to everyone. We fulfill this mission in three principal ways:
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Financials
| Fiscal Year | July 01, 2017 to June 30, 2018 |
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| Projected Income | -- |
| Projected Expense | -- |
Programs
- Donor Advised Funds
- Grantmaking and Special Initiatives
- The Boston Foundation’s Civic Leadership Fund
- The Permanent Fund for Boston
- The Philanthropic Initiative
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.
Overview
Mission Statement
- Making grants to nonprofit organizations and designing special funding initiatives to address the community's critical challenges;
- Working in partnership with donors and other funders to achieve high-impact philanthropy; and
- Serving as a civic hub and center of information, where ideas are shared, levers for change identified, and common agendas for the future are developed.
Background Statement
Impact Statement
Needs Statement
CEO Statement
Board Chair Statement
Geographic Area Served
GREATER BOSTON REGION, MA
City of Boston- Citywide (please select all areas as well)
City of Boston- Allston/ Brighton
City of Boston- Back Bay
City of Boston- Beacon Hill/ West End
City of Boston- Charlestown
City of Boston- Chinatown/ Leather District
City of Boston- North Dorchester
City of Boston- South Dorchester
City of Boston- Downtown
City of Boston- East Boston
City of Boston- Fenway/ Kenmore
City of Boston- Hyde Park
City of Boston- Jamaica Plain
City of Boston- Mattapan
City of Boston- Mission Hill
City of Boston- North End
City of Boston- Roslindale
City of Boston- Roxbury
City of Boston- South Boston
City of Boston- South End/Bay Village
City of Boston- Harbor Islands
City of Boston- West Roxbury
Greater Boston
Organization Categories
- Philanthropy,Voluntarism & Grantmaking Foundations - Community Foundations
- Community Improvement, Capacity Building - Community Improvement, Capacity Building N.E.C.
- Philanthropy,Voluntarism & Grantmaking Foundations - Public Foundations
Independent research has been conducted on this organization's theory of change or on the effectiveness of this organization's program(s)
Yes
Programs
Donor Advised Funds
As part of its mission, the Boston Foundation works with donors to enhance the impact of their charitable giving. The Foundation does this primarily through its Donor Advised Fund program. A Donor Advised Fund is a flexible giving account that enables a donor to make a charitable contribution, and then make grant recommendations to support his or her favorite charitable programs. There are several advantages to establishing a Donor Advised Fund: they are simple to establish and to use; with one contribution the donor can support multiple charities; and the donor receives the maximum charitable tax deduction allowed for any type of asset given. The Boston Foundation provides grant services, information and expertise to assist donors in maximizing the impact of their Donor Advised Funds. |
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| Budget | $10,000,000.00 |
|---|---|
| Category | Philanthropy, Voluntarism & Grantmaking, General/Other Grants Development |
| Population Served | General/Unspecified |
| Program Short-Term Success | Short-term success is defined by the total grants distributed by these funds. These grants represent 80% of all grants distributed by the Boston Foundation. Annually, Donor Advised Fund donors distribute approximately 17% of their fund balances to charitable organizations throughout Greater Boston and beyond. |
| Program Long-Term Success | One of the Foundation’s goals is to build the long-term charitable capital of Greater Boston. Donor Advised Funds are a key component in this effort in that they often introduce individuals and families to the world of philanthropy. The Foundation assists these donors to enhance the impact of their giving which can lead to more giving for Greater Boston organizations, and to more charitable capital available to address future needs. |
| Program Success Monitored By | The Foundation gathers and evaluates feedback from its constituents, including donors, professional advisors and other prospects. It conducts surveys to gain feedback on its services and holds events for donors and professional advisors where attendance is monitored and follow-up surveys collected to gauge the success of the particular event and to determine other topics that would be of interest. The Foundation has a Professional Advisors Committee that meets quarterly and provides feedback and ideas of how the Foundation could better serve donors. Retention of donors is also a way that TBF measures success. |
| Examples of Program Success | One couple established a Donor Advised Fund and developed
a
sophisticated approach to giving: “We’re taking
advantage of everything the Boston Foundation has to offer by attending programs
and reading the publications. We don’t see the Foundation as just a place we
‘give money through’. It’s a two-way street, a partnership.” The couple has
also included the Permanent Fund for Boston in their long-term estate
planning.
Another donor is using her Donor Advised Fund to support
her interest in giving internationally and several local corporations have
established Donor Advised Funds to support their corporate socially responsible
goals.
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Grantmaking and Special Initiatives
The Boston Foundation is committed to having a profound impact on important areas of community life in Greater Boston. To achieve this overarching goal, it invests in the critical work of nonprofit organizations throughout Greater Boston via $16 million per year in discretionary grant making, and works with partners in all sectors to create special initiatives that address additional unmet needs. Currently, the Foundation’s grant making focuses on: Education, Health and Wellness, Jobs and Economic Development, Neighborhoods and Housing and Arts and Culture, as well as two crosscutting areas: one on nonprofit effectiveness and another on grassroots programming. It also has a special “Open Door Grant-Making Program,” to support new ideas in keeping with its history of being “There at the Beginning” with critical early support for innovation plans and organizations. One of the Foundation’s signature special initiatives is Success Boston: in concert with the City of Boston, the Boston Public Schools and scores of area colleges and universities, this special initiative focuses on increasing the number of Boston Public Schools graduates who complete college. Since the initiative was launched in 2008, it has increased college completion rates of BPS graduates from 35.5% to 51.3%. The Foundation also received $6 million in Social Innovation Funding from the White House to expand the initiative to serve 1,000 students a year. |
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| Budget | $7,000,000.00 |
|---|---|
| Category | Community Development, General/Other Community Development, General/Other |
| Population Served | General/Unspecified |
| Program Short-Term Success | College completion (Success Boston):
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| Program Long-Term Success | The Boston Foundation aims to build and sustain a vital, prosperous city and region where justice and opportunity are extended to all. The work is guided by two strategic goals that reflect our deep commitment to strengthening communities. Examples of goals and desired end states include: Greater Boston residents are successful and thriving:
Greater Boston communities are vibrant, safe and affordable
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| Program Success Monitored By | An outside research firm, Abt Associates, monitors the success of Success Boston and in 2016 published a major report called Reaching for the Cap and Gown, which showed a dramatic increase in college completion rates since the initiative was launched. It showed that Success Boston’s powerful strategy, which is to pair adult coaches with students, beginning in high school and extending through the first two years of college, is showing signs of working. The report showed that the six-year college completion rate of first-year college enrollees from the BPS Class of 2009 was 51.3%, within one percentage point of the 52% goal set in 2008. |
| Examples of Program Success |
A StreetSafe Boston streetworker reached out to Antwann, who was “hustling, hanging with the wrong people, headed for trouble.” StreetSafe helped Antwann get a job and now he is able to provide for his children and is considering college.
SuccessBoston helped Elisio, a high school dropout, get his diploma and move on to college. His Success Boston coach helped him through his FAFSA paperwork and motivated Elisio, despite obstacles, to stay on track toward his 4-year college degree. Now Elisio is attending a four-year university. He says that Success Boston “changed my life.”
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The Boston Foundation’s Civic Leadership Fund
The Civic Leadership Fund (CLF) at the Boston Foundation provides the crucial resources the Foundation needs to tackle some of our region’s biggest challenges through a wide range of civic leadership activities. It allows the Foundation to produce and disseminate in-depth reports from area colleges and think tanks, highlight trends and issues that are having a profound impact on all aspects of our community, promote informed public discourse around these issues through a series of forums that attracts thousands every year and convene major task forces of community leaders in the private and public sectors to identify new and effective solutions and influence public policy. In short, the CLF fuels the Foundation’s role as a vibrant place where information, knowledge, resources and influence come together for the greater good of our region. |
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| Budget | $1,500,000.00 |
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| Category | Civil Rights, Social Action & Advocacy, General/Other Civil Rights, Social Action & Advocacy, General/Other |
| Population Served | General/Unspecified |
| Program Short-Term Success | The Boston Foundation has held a number of major forums on topics of current concern to Greater Boston, including a moving live-broadcast “Town Hall” on “Race in Boston” with WCVB-TV in response to the tragedies in other cities involving the police and African Americans. The Foundation also held a major forum on a new arts study commissioned by the Foundation on how Boston and comparable cities support the arts shows that only New York City has higher per capita contributed revenue for the art than Boston, among major American cities. The study, titled “How Boston and Other American Cities Support and Sustain the Arts: Funding for Cultural Nonprofits in Boston and 10 Other Metropolitan Cities,” also examined Baltimore, Chicago, Cleveland, Houston, Minneapolis-St. Paul, Philadelphia, Portland Oregon, San Francisco and Seattle. “How Boston” is a follow-up of sorts to a 2003 Boston Foundation report titled, “Funding for Cultural Organizations in Boston and Nine Other Metropolitan Areas.” The study is informing the City of Boston’s “Boston Creates” initiative and other foundations supporting the arts, such as Barr Foundation. One of the most recent successes brought about with help from the CLF was groundbreaking community college reform. The Foundation-convened Coalition FOR Community Colleges, made up of business and community leaders. |
| Program Long-Term Success | The Civic Leadership Fund gives the Boston Foundation the capacity to have a positive influence on the underlying forces that influence poverty and inequity in our community. Education reform will always be one of the areas of focus for the Foundation’s civic leadership activities, as it has been in the past. Helping to train the workforce of the future will also be a major area of concern, as well as programs that promote health and wellness and strengthen arts and cultural programming in Boston’s diverse neighborhoods. Other issues that will receive attention are unknown today, as they will rise in importance and prominence as our community evolves. |
| Program Success Monitored By |
All of the work of the Civic Leadership Fund is informed by research conducted by the Foundation’s Boston Indicators Project and numerous other university research centers and think tanks. Data that emerges from this research shapes the Foundation’s civic leadership agenda and tracks the success of the Foundation’s task forces and coalitions in affecting public policy and creating deep, long-lasting change.
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| Examples of Program Success | The Race to the Top Coalition, convened by the Foundation to help pass education reform legislation and win $250 million in federal funding, published the first progress report on closing the achievement gap. The report revealed that the 2011 MCAS results show early promise in most of the 34 turnaround schools and confirm that expanding charter schools is achieving impressive results. The Massachusetts Cultural Facilities Fund, informed by Boston Foundation reports, passed thanks to a coalition the Foundation co-convened. It has provided more than $82 million in grants to nearly 600 renovation and building projects in 118 cities and towns—leveraging more than $1.5 billion in additional support and providing work for tens of thousands of people. A coalition the Foundation helped form played a major role in passing a pioneering municipal health care bill that has saved more than $247 million in 257 communities across the Commonwealth, restoring jobs and services. The Commonwealth Housing Task Force helped pass Smart Growth Housing legislation that has resulted in 12,350 zoned units in 32 smart-growth districts. And, sweeping probation and CORI reform was the result of a task force co-convened by the Foundation and the Crime and Justice Institute. |
The Permanent Fund for Boston
The Boston Foundation partners with donors to establish legacy funds for the betterment of Greater Boston. These funds together are known as the Permanent Fund for Boston, which currently has more than $300 million in assets. The Foundation seeks to build and strengthen the Permanent Fund for Boston, which provides the resources the Foundation needs to respond nimbly to Greater Boston’s most critical needs. This will allow the Foundation to deepen considerably its capacity to practice innovative philanthropy today and in the decades to come. Today, $16 million in grants from the Permanent Fund for Boston benefit all areas of community life, including Education, Health and Wellness, Jobs and Economic Development, Neighborhoods and Housing and Arts and Culture. Setting up a named fund within the Permanent Fund for Boston and including the Boston Foundation in your estate planning is quick and easy and does not require changing your will. |
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| Budget | $200,000,000.00 |
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| Category | Philanthropy, Voluntarism & Grantmaking, General/Other Comprehensive Grantmaking |
| Population Served | General/Unspecified |
| Program Short-Term Success | To mark the Boston Foundation’s 100th Anniversary, in 2015, the Foundation reached out to our donors and others to establish named funds within the Permanent Fund for Boston and thereby strengthen this critical fund, which gives the Foundation the flexible resources needed to respond to the most urgent needs of the day. Many donors with Donor Advised Funds at the Boston Foundation and other generous people have made arrangements to add the Permanent Fund for Boston into their estate planning. In addition, during our Centennial, outright gifts of $1 million each surpassed its goal of $10 million and reached $15. Also during the Centennial, the Foundation raised $177 million in total toward its goal of $200 million. |
| Program Long-Term Success |
Building the Permanent Fund for Boston by $200 million will strengthen the Boston Foundation’s capacity to make grants in all areas of community life in Greater Boston. In the past, grants from the Permanent Fund have helped to launch some of the most important nonprofit institutions in our community, including the New England Aquarium, Action for Boston Community Development, the Greater Boston Food Bank, WGBH-TV and numerous others. Grants also have contributed to the historic cleanup of the Boston Harbor, the development of Quincy Market and the Longwood Medical Area. In recent years, grants have supported the earliest days of City Year, Citizen Schools, Year Up and numerous other innovative nonprofits. |
| Program Success Monitored By | In 2016, the Boston Foundation released Thriving People, Vibrant Places: A Five-Year Progress Report, a detailed review of progress made during that five-year period and the challenges that remain. The report covers work in five impact areas: Education; Health & Wellness; Jobs & Economic Development; Neighborhoods & Housing; and Arts & Culture; as well as two crosscutting strategies, including programs that boost Nonprofit Effectiveness and support the Grassroots. It included statistics and frank descriptions of achievements and disappointments. Within a month of releasing the report, the Foundation announced its new strategic direction and held a series of community-based sessions to answer questions from nonprofits. Called Vision 2020, the Foundation recommits to its five impact areas and two crosscutting strategies and announces its intention to work even more closely with donors to increase the impact of their philanthropy and the Foundation’s as a whole. Vision 2020 also introduces “Open Door Grants” that will support promising ideas and approaches from new or existing nonprofits for programs. The Boston Foundation’s grant making and special initiatives are designed with goals that are used to measure the impact on the Greater Boston community. The Boston Foundation works with the Boston Indicators Project, a special initiative of the Foundation and one of the most sophisticated data projects in the United States, to inform and measure its success in education, health and wellness, jobs and economic development, neighborhoods and housing and arts and culture offerings and community safety. The Foundation’s staff set specific goals and measure the effectiveness of their grant making against those goals. |
| Examples of Program Success |
Past donors to the Boston Foundation’s Permanent Fund for Boston have transformed the lives of many people. Harriett Bartlett, a famous Boston-area social worker, left a bequest when she died in 1987, specifying that her fund be spent for “community building.” Today, a grant from her fund is helping an organization named the Family Independence Initiative organized a group of Guatemalan immigrants who live in East Boston, helping them to network and strengthen each other and the community through their work. A donor named Anna Frothingham, who left a bequest in 1939, is helping a program called Health Leads reach out to people in medical settings to help them take advantage of community resources to assist them in all parts of their lives. A man named Edward Glines, who was Mayor of Somerville from 1901 to 1904, left a bequest to the Fund in 1938 and now is helping Karen Furtado pursue her dream of attending college and going on to be a nurse. |
The Philanthropic Initiative
The Philanthropic Initiative at the Boston Foundation is a leading provider of customized philanthropic advice and counsel to high net worth individuals, families, foundations and corporations nationally and globally. Its goal is to help clients invest in their values and passions for maximum impact by designing, implementing and evaluating customized philanthropic strategies and programs. TPI’s Services •Family philanthropy services •Customized research on programs and issues •Grants program design including: -Requests for proposals -Proposal review -Site visits -Grant recommendations •Strategic planning & facilitation for families and individuals •Services for corporate giving programs Examples of TPI's Work TPI worked with both the second and third generations of a Boston family to develop effective governance and grant making strategies, including supporting the G3 generation grant making focused on education. TPI provided an assessment of a corporate philanthropy and community relations effort, facilitated an idea lab, and developed scenarios for sharpening or modifying the strategic framework of a New England based national corporate philanthropy program.
TPI Services for Foundations & Corporations •Strategic planning for grant-making programs •Consultation on foundation governance & management issues •Grants program design & implementation Consultation on international grant making •Easy to establish Donor Advised Funds
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| Budget | -- |
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| Category | Philanthropy, Voluntarism & Grantmaking, General/Other Grants Development |
| Population Served | General/Unspecified |
| Program Short-Term Success | |
| Program Long-Term Success | |
| Program Success Monitored By | |
| Examples of Program Success | |
CEO/Executive Director/Board Comments
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Management
| CEO/Executive Director | Mr. Paul Grogan |
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| CEO Term Start | July 2001 |
| CEO Email | [email protected] |
| CEO Experience | Paul S. Grogan became the President and CEO of the Boston Foundation, one of the nation’s oldest and largest community foundations, on July 1, 2001. Today, the Foundation has assets of over $1 billion, and distributed $135 million to nonprofit organizations in fiscal year 2017. Since coming to the Foundation, Mr. Grogan has boosted fundraising and launched high-impact initiatives in education, youth violence prevention, community development, health care and the arts, among others. Under Mr. Grogan’s leadership the Foundation has become a highly influential civic convener on issues and challenges facing the City of Boston and the region.
Mr. Grogan joined the Boston Foundation from Harvard University, where he served as Vice President for Government, Community, and Public Affairs and as a Senior Lecturer at the Harvard Business School. Mr. Grogan spearheaded unprecedented University commitments to the community, including $21 million for affordable housing and $5 million for the Harvard After-School Initiative. He successfully transformed the University’s previously poor relationship with the City of Boston, which paved the way for Harvard to double its property holdings in the Allston neighborhood. While at Harvard, Mr. Grogan founded “CEOs for Cities” a civic innovation lab and network of urban leaders and change agents from diverse sectors. CEOs for Cities holds semi-annual conferences and publishes cutting edge research on the nature of successful urban economies.
From 1986 through 1998, he was President and CEO of the nonprofit Local Initiatives Support Corporation (LISC), the nation’s largest community development intermediary. During his term as President, LISC raised and invested more than $3 billion of private capital in inner-city revitalization efforts across America. LISC also made vital contributions to a string of national policy successes, including the creation of the Low Income Housing Tax Credit, the establishment of the HOME program, the strengthening of the Community Reinvestment Act and the creation of the New Markets Tax Credit. Noted author and Dean Emeritus of the Columbia School of Journalism, Nicholas Lemann, has written that “Paul Grogan is one of the heroes of the community development movement.”
Mr. Grogan’s passion for cities began in Boston where he served Mayors Kevin H. White and Raymond L. Flynn in a variety of staff and line positions. He headed Boston’s neighborhood revitalization efforts in the early 1980s, where he helped pioneer a series of public/private ventures that have been widely emulated by other cities. These included the Boston Housing Partnership and the Boston Compact, a partnership between the city’s corporate community and public school system.
Mr. Grogan graduated with honors in American History from Williams College in 1972 and holds a Master’s degree in Administration from the Harvard Graduate School of Education. In 1997, Williams College awarded Mr. Grogan a Bicentennial Medal for his leadership in inner-city revitalization efforts. He holds honorary degrees from The Boston Architectural College, The Benjamin Franklin Institute of Technology, The Urban College of Boston and Mount Ida College. Mr. Grogan is a founder and director of The Community Development Trust; a director of New Profit Inc., and a former trustee of Brandeis University, Williams College, FSG Social Impact Advisors, and the John S. and James L. Knight Foundation.
In 2000, Mr. Grogan and Tony Proscio, co-authored the book, Comeback Cities, which syndicated columnist Ron Brownstein wrote is “arguably the most important and insightful book on the American city in a generation.”
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| Co-CEO | -- |
| Co-CEO Term Start | -- |
| Co-CEO Email | -- |
| Co-CEO Experience | -- |
Former CEOs and Terms
| Name | Start | End |
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| -- | -- | -- |
Senior Staff
| Name | Title | Experience/Biography |
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| Stephen Chan | Vice President of Strategy and Operations |
Stephen Chan serves as Vice President of Strategy and Operations, and has held a number of strategic management roles at the Foundation since 2004. He leads the overall development, implementation, and review of the Foundation’s long-term strategic direction as well as the day-to-day operations of the senior management team to ensure alignment of mission, strategy, and execution, and to monitor organizational performance and effectiveness. In addition to the areas of strategy management, board relations, human resources, and facility operations, he also leads a portfolio of external initiatives that help advance the Foundation’s civic leadership role in the community. These include the Foundation’s public forums and convenings, community event sponsorships, and Boston Indicators, a research center at the Foundation focused on equity and shared prosperity in Greater Boston. He previously served as Chief of Staff at the Boston Foundation from 2010 to 2016 and Special Assistant to the President from 2004 to 2006.
Stephen leverages his experience in the public and private sectors in his work at the Foundation. He has served as an Advisor to Mayor Thomas M. Menino at the City of Boston where he launched the Mayor’s Office of Food Initiatives to advance citywide efforts on farmers markets, urban agriculture, food trucks, and healthy school food. At the Mayor’s Office, he also helped design and support public-private initiatives to grow financial empowerment, boost college completion, foster school-community partnerships, and build family economic security. Stephen has held a number of consulting roles, including advising the Boston Public Schools Office of Human Resources on the district’s teacher recruitment strategy and conducting research for a healthcare distribution industry association at Booz & Co.
Stephen received his MBA from Harvard Business School, MPA from Harvard Kennedy School, and BA with Honors in Public Policy from Stanford University. He is a board member of Bunker Hill Community College, Boston Chinatown Neighborhood Center, Associated Grant Makers, and Asian American Pacific Islanders in Philanthropy. He also serves on the advisory boards of the Harvard Rappaport Institute for Greater Boston and the Boston Schools Fund. In 2006, he co-founded Saffron Circle, Boston’s first Asian giving circle.
He lives in the South End neighborhood of Boston with his husband and daughter, and enjoys volunteering for and supporting various civic and community initiatives.
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| Kate Guedj | Vice President and Chief Philanthropy Officer |
Kate Guedj joined the Foundation as Director of Philanthropic Services in 2000. In 2005 she was made Vice President for Philanthropic and Donor Services, in 2013, her role was expanded to Vice President for Development and Donor Services and, in 2015, it was expanded again to Vice President and Chief Philanthropy Officer. In this capacity, she oversees the Foundation's development efforts and works with the Foundation’s donors to help them achieve their charitable and philanthropic goals. In addition, she provides management oversight to the Philanthropic Initiative.
Before coming to the Foundation, Kate was a senior executive with the Massachusetts Bar Association, overseeing their programs and services. She has also served as Director of the Massachusetts Bar Foundation, and its grant-making program providing legal services to the poor. She began her career at the Council on Foundations in Washington D.C. as a researcher, and eventually became Membership Director.
Kate is on the governing boards of the Bruce J. Anderson Foundation, the Deshpande Foundation and Zoo New England. She holds a B.A. with honors in the division of the humanities from Swarthmore College.
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| Keith Mahoney | Vice President of Communications and Public Affairs |
Keith A. Mahoney serves as the Vice President of Communications and Public Affairs at the Boston Foundation, one of the nation’s oldest and largest community foundations with net assets of some $1 billion. Keith manages the Foundation’s communications, publications, and public policy activities. In addition to managing research reports the Foundation commissions to inform and advance policy objectives, he oversees its government relations with city, state and federal elected officials and their staffs and helps build and maintain the networks that connect public officials with civic, nonprofit and business leaders.
Prior to joining Foundation, Keith was the Director of State Relations for Boston Mayor Thomas M. Menino, acting as a liaison to the legislative and executive branches of state government. Keith has also served as Legal Counsel and Legislative Director in the Massachusetts State Senate Committees on Post Audit and Oversight and Steering and Policy. Keith is a graduate of Trinity College and Northeastern University School of Law.
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| Leslie Pine | Managing Partner, The Philanthropic Initiative |
Leslie Pine has been the principal architect of TPI's creative approach to program design and strategy, managing TPI's program staff in the research, design, implementation, and evaluation of a wide range of innovative philanthropic strategies and initiatives. This work has transformed the concept of strategic philanthropy into high-impact philanthropic action, helping funders and corporations develop new and more effective approaches to the issues that concern them.
Leslie also oversees TPI's ongoing assistance to a number of foundations and corporations. She has designed a range of philanthropic strategies including various youth development and mentoring initiatives; grants initiatives to stimulate innovation in K-12 schools and in community programs; corporate models to promote employee giving and community engagement; and initiatives designed to leverage grassroots community improvement efforts.
Leslie participated in founding TPI in 1989 after a decade of policy research and analysis in the academic and governmental sectors. Prior to joining TPI, Leslie was the Senior Health Analyst for the Massachusetts Executive Office of Administration & Finance, responsible for assessing the state's most critical health priorities, and developing effective strategies and resources for meeting those needs. She is a graduate of St. Lawrence University, and received a Masters of Science degree in Health Policy and Management from the Harvard School of Public Health.
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| Alfred F. Van Ranst Jr. | Chief Financial Officer, Treasurer |
Al Van Ranst became the CFO of the Boston Foundation in February 2010. The Foundation manages over $1 billion of assets for over 900 donor funds. He has been tasked with oversight of all financial reporting, information technology and operational risk management.
Al was previously a partner with KPMG LLP where he led the information technology audit practice in the Boston office for eight years. He focused on the evaluation of internal controls and developing staff. As a member of the American Institute of Certified Public Accountants Trust Services Task Force, Al led the development of the auditing standard for certificate authorities. Al also served on the American National Standards Institute’s Accredited Standards Committee that developed the technology standards for certification authorities. From 1994 to 1996 he led the KPMG banking and finance practice in New England. During his career, he also audited many nonprofit organizations and other for profit companies and partnerships.
Al received a M.B.A and a B.S in Economics from Cornell University where he served in the Development Office for two years while attending classes. He has been on a Cornell alumni advisory council for over 20 years and a volunteer treasurer of various non-profit organizations for many years
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| Orlando Watkins | Vice President for Programs |
Orlando C. Watkins is Vice president for Program at the Boston Foundation, where he oversees a discretionary grants fund of roughly $16 million and leads a Program Department staff of two dozen people who work across five core grant-making impact areas – Education, Health and Wellness, Jobs and Economic Development, Neighborhoods and Housing, and Arts and Culture – and two crosscutting strategy areas, Nonprofit Effectiveness and Grassroots.
Formerly Executive Vice President at Match Education, Orlando has over 20 years of experience developing and strengthening educational and community-based organizations. Prior to joining Match, Orlando held the position of Senior Director at the Boston Foundation, with responsibility for developing philanthropic partnerships with like-minded foundations and donors who are interested in strengthening communities through data driven, high impact initiatives. Before joining the Boston Foundation, Orlando served as Chief Development Officer for BELL, a leading national education organization. Prior to BELL, he spent several years as Vice President of Programs for the Greater New Orleans Foundation, including the years immediately following Hurricane Katrina.
Orlando’s career has also included significant leadership roles in government and in higher education including a Governor Appointment as Executive Director of the Louisiana Serve Commission.
Orlando started his career as a social entrepreneur in Atlanta, GA where he co-founded FreeForm Academy, a private school for young children and served as founding Director of the NASA funded Inspiring Careers in Engineering Mathematics and Science at Morehouse College. Orlando has served on numerous boards including the Urban League of Greater New Orleans, New Schools for New Orleans, City Year Louisiana, the Institute for the Study of Race and Poverty at Tulane University, the International Center for Nonprofit Leadership at the University of New Orleans, Associated Grant Makers and MATCH Education/Charter Schools. Orlando is a graduate of Morehouse College and a recipient of the prestigious Echoing Green fellowship
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| George C. Wilson | Chief Investment Officer |
George Wilson has been active in the investment field for over thirty years. His career has included serving as a Senior Investment Officer at Pension Reserves Investment Management, the $50 billion Massachusetts public pension plan, with responsibility at various times for overseeing its real estate, REIT, timber, and private equity portfolios. He also was a Vice President for Asset Management with GE Capital Investment Advisors, Inc., a partner with the New Jersey based investment banking firm of Robert A. Stanger & Co., and a certified public accountant at Price Waterhouse.
George earned a BS in accounting and an MBA from Babson College, and a master’s degree in taxation from Bentley College. |
Awards
| Award | Awarding Organization | Year |
|---|---|---|
| -- | -- | -- |
Affiliations
| 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 |
|---|---|
| -- | -- |
Collaborations
--
CEO/Executive Director/Board Comments
--
Foundation Comments
--
Staff Information
| Number of Full Time Staff | 96 |
|---|---|
| Number of Part Time Staff | 3 |
| Number of Volunteers | 0 |
| Number of Contract Staff | 2 |
| Staff Retention Rate % | -- |
Staff Demographics
| Ethnicity | African American/Black: 13 Asian American/Pacific Islander: 2 Caucasian: 75 Hispanic/Latino: 4 Native American/American Indian: 0 Other: 7 Other (if specified): Two or more races |
|---|---|
| Gender | Female: 69 Male: 32 Not Specified 0 |
Plans & Policies
| Organization has Fundraising Plan? | Yes |
|---|---|
| Organization has Strategic Plan? | Yes |
| Years Strategic Plan Considers | 5 |
| Management Succession Plan | -- |
| Business Continuity of Operations Plan | No |
| Organization Policies And Procedures | Yes |
| Nondiscrimination Policy | Yes |
| Whistle Blower Policy | Yes |
| Document Destruction Policy | Yes |
| Directors and Officers Insurance Policy | Yes |
| State Charitable Solicitations Permit | -- |
| 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 | Ms. Sandra Edgerley |
|---|---|
| Board Chair Company Affiliation | Community Volunteer |
| Board Chair Term | July 2015 - June 2020 |
| Board Co-Chair | Ms. Linda A. Mason |
|---|---|
| Board Co-Chair Company Affiliation | Chair and Co-founder, Bright Horizons |
| Board Co-Chair Term | July 2014 - June 2019 |
Board Members
| Name | Company Affiliations | Status |
|---|---|---|
| Ms. Zamawa Arenas | Principal, Argus | Voting |
| Mr. Andrew G. Arnott | President and Chief Executive Officer, John Hancock Investments, | Voting |
| Ms. Vanessa Calderón-Rosado | CEO, Inquilinos Boricuas en Acción | Voting |
| Mr. Brian Conway | Chairman and Managing Director, TA Associates | Voting |
| Ms. Sandra Edgerley | Community Volunteer | Voting |
| Mr. Michael R. Eisenson | Charlesbank Capital | Voting |
| Ms. Grace Fey | Grace Fey Advisors LLC | Voting |
| Mr. Paul C. Gannon | Retired | Voting |
| Mr. Paul S. Grogan | The Boston Foundation | Exofficio |
| Rev. Dr. Gregory G. Groover Sr. | Charles Street AME Church | Voting |
| Mr. Paul W. Lee | Goodwin Procter LLP | Voting |
| Ms. Linda Mason | Bright Horizons | Voting |
| Dr. Myechia Minter-Jordan M.D., MBA | The Dimock Center | Voting |
| Mr. Keith Motley PhD | Chancellor, University of Massachusetts Boston | Voting |
| Mr. Peter Nessen | Nessen Associates | Voting |
| Mr. Ronald P. O'Hanley | Fidelity Investments | Voting |
| Mr. Greg Shell | Bain Capital | Voting |
| Mr. Scott Squillace Esq. | Principal and Founder, Squillace & Associates, P.C. | Voting |
| Ms. C.A. Webb Webb | Co-founder, _Underscore.VC | 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: 4 Asian American/Pacific Islander: 1 Caucasian: 11 Hispanic/Latino: 2 Native American/American Indian: 0 Other: 0 Other (if specified): -- |
|---|---|
| Gender | Female: 7 Male: 11 Not Specified 0 |
Board Information
| Board Term Lengths | 5 |
|---|---|
| Board Term Limits | 2 |
| Board Meeting Attendance % | 69% |
| Written Board Selection Criteria | Yes |
| Written Conflict Of Interest Policy | Yes |
| Percentage of Monetary Contributions | 100% |
| Percentage of In-Kind Contributions | -- |
| Constituency Includes Client Representation | Yes |
Standing Committees
- Audit
- Compensation
- Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
- Executive
- Governance and Nominating
- Investment
- Program / Program Planning
CEO/Executive Director/Board Comments
--
Foundation Comments
--
Financials
Revenue vs. Expense ($000s)
Expense Breakdown 2016 (%)
Expense Breakdown 2015 (%)
Expense Breakdown 2014 (%)
| Fiscal Year | July 01, 2017 to June 30, 2018 |
|---|---|
| Projected Income | -- |
| Projected Expense | -- |
| Form 990s | |
| Audit Documents | |
| IRS Letter of Exemption |
Prior Three Years Total Revenue and Expense Totals
| Fiscal Year | 2016 | 2015 | 2014 |
|---|---|---|---|
| Total Revenue | $98,087,000 | $145,016,000 | $242,507,000 |
| Total Expenses | $123,136,000 | $147,266,000 | $132,013,000 |
Prior Three Years Revenue Sources
| Fiscal Year | 2016 | 2015 | 2014 |
|---|---|---|---|
| Foundation and Corporation Contributions |
-- | $28,077,535 | $38,273,650 |
| Government Contributions | $0 | $616,696 | $894,000 |
| Federal | -- | -- | -- |
| State | -- | -- | -- |
| Local | -- | -- | -- |
| Unspecified | -- | $616,696 | $894,000 |
| Individual Contributions | $107,169,000 | $93,671,424 | $72,364,085 |
| Indirect Public Support | -- | -- | -- |
| Earned Revenue | $1,582,000 | $1,896,000 | $1,954,000 |
| Investment Income, Net of Losses | $-10,664,000 | $20,589,000 | $128,662,000 |
| Membership Dues | -- | -- | -- |
| Special Events | -- | -- | -- |
| Revenue In-Kind | -- | -- | -- |
| Other | -- | $165,345 | $359,265 |
Prior Three Years Expense Allocations
| Fiscal Year | 2016 | 2015 | 2014 |
|---|---|---|---|
| Program Expense | $111,355,000 | $135,436,000 | $120,811,000 |
| Administration Expense | $7,895,000 | $7,667,000 | $6,949,000 |
| Fundraising Expense | $3,886,000 | $4,163,000 | $4,253,000 |
| Payments to Affiliates | -- | -- | -- |
| Total Revenue/Total Expenses | 0.80 | 0.98 | 1.84 |
| Program Expense/Total Expenses | 90% | 92% | 92% |
| Fundraising Expense/Contributed Revenue | 4% | 3% | 4% |
Prior Three Years Assets and Liabilities
| Fiscal Year | 2016 | 2015 | 2014 |
|---|---|---|---|
| Total Assets | $967,738,000 | $992,253,000 | $1,003,694,000 |
| Current Assets | $39,591,000 | $33,112,000 | $31,143,000 |
| Long-Term Liabilities | $0 | $0 | $0 |
| Current Liabilities | $7,096,000 | $6,562,000 | $15,753,000 |
| Total Net Assets | $960,642,000 | $985,691,000 | $987,941,000 |
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 | $410,188,000.00 |
|---|---|
| Spending Policy | Percentage |
| Percentage(If selected) | -- |
| Credit Line | Yes |
| Reserve Fund | Yes |
| 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? | -- |
Short Term Solvency
| Fiscal Year | 2016 | 2015 | 2014 |
|---|---|---|---|
| Current Ratio: Current Assets/Current Liabilities | 5.58 | 5.05 | 1.98 |
Long Term Solvency
| Fiscal Year | 2016 | 2015 | 2014 |
|---|---|---|---|
| Long-term Liabilities/Total Assets | 0% | 0% | 0% |
CEO/Executive Director/Board Comments
Foundation Comments
Documents
Other Documents
| No Other Documents currently 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.