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Organization DBA South Boston Neighborhood House
SBNH
The Ollie
Former Names Olivia James House (1965)
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

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Mission StatementMORE »

The mission of the South Boston Neighborhood House is to support family and neighborhood life in South Boston.

Mission Statement

The mission of the South Boston Neighborhood House is to support family and neighborhood life in South Boston.

FinancialsMORE »

Fiscal Year July 01, 2013 to June 30, 2014
Projected Income $1,855,745.00
Projected Expense $1,829,396.00

ProgramsMORE »

  • Family Engagement
  • Preschool
  • School Age
  • Senior Programs
  • Youth Education & Career Development

Revenue vs. Expense ($000s)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

Expense Breakdown 2010 (%)

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


Overview

Mission Statement

The mission of the South Boston Neighborhood House is to support family and neighborhood life in South Boston.

Background Statement

One of Boston’s original historic settlement houses, the South Boston Neighborhood House (SBNH) founded in 1901 with a mission ‘to support family and neighborhood life in South Boston, has a proud history of 111 years of service to the people and community of South Boston. Affectionately known as “the Ollie” after founder, Olivia James, the Neighborhood House is both South Boston’s oldest continually operating human service agency and its only independent multi-service agency. SBNH has always been notable for the deep ties and connections among participants and families that have endured for generations.

Today the Neighborhood House impacts the lives of 1800 individuals each year from preschoolers to seniors. Our five program areas, Early Education & Care, School Age, Education & Career Development, the Senior Program and Family Engagement are designed to strengthen the fabric of family and community life through education and opportunity.

SBNH has always been a leader in our community. On every issue from the adolescent suicide cluster of the 1990’s to the formation of the South Boston Association of Non-Profits in the last decade, we have stood tall and out front. We have likely the highest employee retention rate you will see in any organization. Our talented staff is dedicated to the well being of the community and of each other and “the Ollie” feels very much like a family. The SBNH staff is respected in South Boston and beyond. We have built a culture of support that begins with each of us and extends outward to embrace our constituents.

The Neighborhood House has a permanent staff of 44; many live in South Boston and all have a strong commitment and attachment to the community. Volunteers are an integral part of the South Boston Neighborhood House. Each year hundreds of individuals donate their time and talent for tutoring and mentoring youth, fundraising events, facility improvements, professional workshops, our holiday gift drive and family engagement events.


Impact Statement

1.Our newest program, Get In, Get Out, Succeed is a social services work study model wherein the adolescents and college students who work for and with us are supported and tracked in a planned and mindful manner beginning younger and lasting longer with the goal of earning an associate’s or bachelor’s degree or achieving proficiency or certification in a trade or non degree career within an appropriate length of time. Although our past programming had been successful in helping young people be admitted to 4 year schools, many had not finished, were coming home to South Boston and attempting to complete their education in a piecemeal fashion with little or no support. Get In, Get Out, Succeed is our attempt to broaden the support we have been giving to those students. Our goal is to bring this program to scale as a fully funded entity.

2.Since a low point in FY09 when SBNH had a substantial operating deficit as well as a very large bank debt, we have operated at or better than budget including FY12. The agency now carries no debt. We pride ourselves on not only surviving but thriving during the economic downturn. Our staff and board of directors have worked diligently to maintain the quality of our programming while upgrading our physical plant, eliminating excess overhead and fat while taking a hard look at our future direction and moving toward the long term sustainability of our agency. Our goal is to build an endowment over the next 3 to 5 years enabling SBNH to have financial security and remain of service for another 111 years.

3.The creation of the new position of Coordinator of Education and Career Development is an important part of not only Get In, Get Out, Succeed but also our outreach to the local middle and high schools in a more comprehensive attempt to outreach to our new neighbors both in public housing and public schools as well as the new neighbors who we can interest in volunteering with our population of the young and the elderly.

 


Needs Statement

The South Boston Neighborhood House would like to fully fund our Get In, Get Out, Succeed program. We have funding from John Hancock and The Cradles to Careers Initiative for a combined $75,000 annually. The cost of a fully funded program is $200,00 per year.

SBNH is also always looking for help with our Seniors. There are very few ways to access dollars to help with programming for senior citizens. SBNH is the only comprehensive program for healthy seniors in the neighborhood. Our vibrant group of elderly join us daily for yoga, art, movies, knitting, line dancing and of course, bingo. For many, SBNH is their only social interaction of the day and for some, their only meal. The Senior Center loses money every year but it is an important piece of the community so we continue to subsidize it and likely, always will. An annual gift of $25,000 to subsidize or endow this program would solve the problem.

Volunteers would be helpful with our marketing efforts. We have had a few interns keeping us up to date on Constant Contact and Facebook but a more comprehensive long- term plan would be ideal.


CEO Statement

I hope by familiarizing yourself with our 112 -year old agency you have learned that the South Boston Neighborhood House is an integral part of the historical and emotional connective tissue of our community. Our physical facilities are state of the art and the nicest in the neighborhood by far thereby providing our staff, clients, visitors and constituents the level of respect and dignity they deserve upon entering our doors. Our programming is constantly evolving to best meet the needs of the community. As South Boston grows and changes, so does The Ollie.

Upon my arrival in May of 2008, the South Boston Neighborhood House was in a quandary on a variety of fronts. In a naïve but well -meant attempt to launch a capital campaign and consolidate under one roof, a large real estate purchase was made and 2 buildings without mortgages were encumbered to make a loan possible. In a perfect storm of circumstances, the bank debt had risen to $2.3million with pledges to the campaign of less than $400,000. There was also an operating deficit of more than $100,000. The bottom fell out of the world economy in September of 2008, the bank called the note and the race to save the agency commenced.

Through the efforts of the staff and the Board and the fresh eyes of a new ED, we made some tough decisions and righted the ship. New members joined the Board of Directors to make for a more rounded group of experts to advise us. Mayor Menino, the donated labor of the building trade unions and one of the original pledgees to the cancelled capital campaign, allowed us to remodel our newest building and consolidate into one space our administration, after school and adolescent programs with the existing senior programming in an upgraded and remodeled space. We rent our meeting room for conferences, weddings, graduations and showers. We lease our parking spaces overnight and on weekends and holidays to generate revenue. SBNH is now a tightly run ship on a course of doing good while doing well. We are a worthy investment of your funds. We are not profligate, provide excellent service and are ALWAYS striving to be the best we can be. Please join in our success by supporting our agency.


Board Chair Statement

 
 

Geographic Area Served

In a specific U.S. city, cities, state(s) and/or region.
In a specific U.S. city, cities, state(s) and/or region.
In a specific U.S. city, cities, state(s) and/or region.
City of Boston- South Boston

Organization Categories

  1. Human Services - Neighborhood Centers
  2. -
  3. -

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

No

Programs

Family Engagement

Family Engagement focuses on connecting with families to afford access to programs, services and resources available in the community. Sarah Ryan, MSW and Program Director facilitates two, 8-week sessions of parenting groups in two of South Boston’s low-income housing developments each year and community workshops and trainings related to parenting and behavior management. Cheryl Itri, Director of Early Education and Care Programs, facilitates 2 cycles of the 15 week South Boston Nurturing Program, and oversees SBNH Parent & Child Playgroups, literacy and reading focused quarterly Family Fun Nights. Cristina Saez failitates the Ambassador Program engaging parents who are new to this community and who do not speak English as their first language. Cristina hosts a weekly group for Spanish speaking moms who need help with advocating for their children, especially around school choice and accessing health care and is the  translator for our weekly parenting groups. 

Budget  $179,631.00
Category  Human Services, General/Other Parenting Education
Population Served Families
Program Short-Term Success 

Going forward with Family Engagement efforts, success in the coming year would Include recruiting 10 – 20 new families not currently enrolled in SBNH programs to particpate in either workshops, Parenting Groups, Parent & Child Playgroups or Nurturing Groups, and 50-100 new families for our Family Fun Nights, with special outreach and recruitment efforts focused on lingusitic minorities and residents of South Boston’s three public housing developments.

Program Long-Term Success 

It is our vision that parents and caregivers who participate, on average 55-75 families annually, in one or more of our programs would embrace a knowledge base of parenting (inclusive of Dr. Steven Bavolek’s constructs of parenting: appropriate expectations, empathy, maintenance of family roles and a healthy balance of power-independence for a child) paired with a skill set including effective strategies for using positive language, providing appropriate discipline/boundaries and creating a nurturing environment in the home. 

Program Success Monitored By 

Parents complete pre and post testing using the Adult Adolescent Parenting Index (AAPI ) assessement tool during intake and exit meetings in the home or at the program site. These survey results which measure parent and childrearing attitudes, are then utilized along with clinician and facilitator notes, and participants’ program satisfaction surveys to inform program direction and design. 

Examples of Program Success 

In 2010, the South Boston Neighborhood House changed our Parent’s Group location from our main building on H Street to the two locations within the Old Colony and West Broadway Housing Developments (in conjunction with South Boston Head Start, the Perkins School and the West Broadway Task Force Community Room). This change in venue has made a world of difference, a change so positive and productive that our facilitation of our Parent’s Group has been re-born. This year, we were truly able to hold anywhere between 10 and 12 participants with nearly perfect attendance throughout each series. Many of our parents had never been involved in a parenting group before, but found commonalities, trust and even new friendships together as they gained parenting skills and knowledge.  


Preschool

Our Early Education & Care Preschool is a full time program for up to 50 children ages 2.9 to 6 years offered Monday through Friday, 7:30a.m. to 5:30p.m., to accommodate parents who work full time or attend school.  Here our youngest participants begin to develop relationships with other children, learn about sharing and cooperation, develop fine and gross motor skills and explore their imaginations and creativity. Preschool provides a safe and nurturing environment, a curriculum to foster enthusiasm and curiosity and abundant opportunities for learning, exploration and social growth. Breakfast, lunch and snack are provided each day. Our Early Education & Care Preschool is licensed by the Department of Early Education and Care (EEC) and accredited by the National Association of Education for Young Children (NAEYC).

Budget  $465,000.00
Category  Education, General/Other Early Childhood Education
Population Served Infants to Preschool (under age 5)
Program Short-Term Success  During Preschool Program intake, families complete a child development information sheet that covers their child’s health status, sensory, language, cognitive, gross-motor, fine motor and social-emotional development, along with a family history. Our immediate short-term goal is that each Preschool child receives a developmental screening within six weeks of program entry. SBNH uses the Creative Curriculum for Preschoolers and the Ages and Stages questionnaire developmental screening tools. Together, these tools help us look at strengths and trouble spots, educate parents about developmental milestones and incorporate parents’ expert knowledge about their children. Using the results of the screening, classroom teachers align curriculum and teaching practices with the best interest of the child as a guide. 
Program Long-Term Success 

100% success for our Preschool Program would mean that all of our children receive the necessary supports and services to assure their successful transition into kindergarten. Many of our children come from low-income one-parent families - mostly single moms who are working or attending classes to further their education. 25% of the children are linguistic minorities, featuring 7 different languages. Many of our Preschool participants exhibit concerning behaviors in the areas of social, emotional and behavioral functioning. Our children need to be in a nurturing, creative, stimulating and loving environment and our parents need to feel heard, supported and in partnership with the teaching staff. We believe that children and parents who see themselves as highly valued are more likely to feel secure, to thrive physically and emotionally, learn well and feel part of a community. Our ultimate goal is to partner with parents and prepare every child for success in school.

 

Program Success Monitored By 

The Preschool Program follows the Creative Curriculum model, a multi-faceted approach incorporating five components: How Children Develop and Learn, The Learning Environment, What Children Learn, The Teacher’s Role, and The Family’s Role. The Creative Curriculum assessment tool contains three essential steps: collecting facts, analyzing and evaluating the facts, and using what you’ve learned. Teachers observe the children in daily activities, taking note of skills, understandings, interests, vocabulary and attitudes and recording their observations on iPads. This information is then uploaded into the Creative Curriculum software program that generates specific learning goals and objectives for each child. Individual progress reports are generated quarterly from assessment data teachers submit online. Teachers receive important feedback that informs program enhancement and adjustments, based on the children’s individual needs.

Examples of Program Success 

When Robert started at Preschool, he was a very active 4 year old boy with very limited language who had recently been terminated from another area program due to behavior issues. His behavior was out of control and safety was an issue. Robert was assigned a 1 on 1 aide and placed with a Spanish speaking teacher, (his primary language). In the beginning he could not sit in a large group, was easily distracted and enjoyed spending time alone.  Robert was slowly introduced to different areas of the classroom, small groups and eventually he could participate in a large group activity. We used picture clues and a visual schedule to help make transition time a little easier and worked closely with his family and public school placement. Today, five years later, Robert is a happy member of our After School Program for 5-12 year olds and his language, social skills and behavior have improved greatly. He is a joy to have in our program!


School Age

The South Boston Neighborhood House School Age Program operates year-round for youth ages 5 – 12 and includes after school, school vacation and summer full day programming at our main site and before school programming at the Perry Elementary School. Our combined School Age Programs offer academic, social, and recreational enrichment during out of school time for 90-100 local children each year. Developmentally appropriate activities that correlate to the Massachusetts Department of Education Learning Standards include art, music, dance, science, math, literacy, homework help and tutoring, fitness and recreation, social studies, cooking and nutrition, drama, computers, and other topics that capture the children’s interest. 

Budget  $410,695.00
Category  Education, General/Other Afterschool Enrichment
Population Served Children Only (5 - 14 years)
Program Short-Term Success 

After one year, 90% of SBNH School Age youth will receive positive teacher and parent feedback regarding homework completion rates, test scores and will be promoted to the next grade; 90% will report having used SBNH computers at least 2x per week, attended 75% of weekly Computer Club classes and improved computer skills; SBNH School Age staff will report having had positive, consistent, productive communication with 80-90% of participants’ classroom teachers; 60-75% of SBNH School Age parents/caregivers will have attended 2 or more of SBNH’s Parent Academy trainings and report increased knowledge and skills; SBNH will have received Parent/Caregiver program satisfaction surveys, and Parent Academy satisfaction surveys, and Strengthening Families Program self-assessment surveys from 80% of parents/caregivers; and student/participant self-assessment surveys from 100% of School Age participants with appropriate and sufficient information to evaluate effectiveness of programs.

Program Long-Term Success 

The recording of outcome measures and the tracking and analysis of program data is not just an exercise or a funding requirement for us. The needs of the children in our care, the concerns of their parents and guardians and the wider issues in the neighborhood as a whole are all factors in the design and shaping of our programs. It is our hope to inspire and enable all young people to realize their full potential by providing opportunities for personal growth. Our goal is that our youth will view themselves and be viewed by others as vital resources and assets to our neighborhood. 100% success would mean that our participants are prepared to become contributing, caring and responsible members of our community.  

Program Success Monitored By 

SBNH uses the Survey of After-School Youth Outcomes (SAYO) evaluation instrument and the Assessment of After-School Program Practices Tool (APT). These help us to measure progress in different areas of learning, including academics, homework, behavior, initiative and analysis/problem solving. School Age has begun incorporating the new Massachusetts Department of Early Education & Care (EEC) Quality Rating and Improvement System (QRIS) for After-School and Out-of-School Time Programs whose 5 components include Standards, Monitoring & Accountability, Program & Practitioner Supports, Fiscal Incentives and Family & Consumer Engagement. Also in 2010, our School Age and Adolescent programs added Gauging the Effectiveness of Youth Mentoring Questionnaire, and the Civic Responsibility Survey which measures youth’s perception of their connection to the community.

Examples of Program Success 

Last year, 95% of School Age participants evaluated via the SAYO experienced gains in one of more areas. Retention for our difficult to engage and vulnerable “tween” population – our 9-12 year olds - was 100%. Two of the three youth graduating out of School Age into their teen years were accepted into one of Boston Public Schools’ prestigious examination schools. SBNH staff member, Brian Itri led the iMac computer lab project sessions. Under his direction, our youth created a video presentation of program participants including soundtrack, still photographs and live interviews for our 2012 Annual Benefit and Auction. At the end of the year, after three 8-week sessions of Kids Can Cook nutrition and healthy cooking classes, our kids planned a menu and cooked dinner for their families and SBNH staff.


Senior Programs

The mission of the SBNH Senior Program is to create and provide the best services and supports available to promote the dignity and health of South Boston’s seniors, reduce their social isolation and enable them to continue living independently in their own homes. Senior programming has been a Neighborhood House hallmark since the early 1940’s when a group of women asked to begin a club ‘of their own, and named themselves the “Jet Set.” Today, ours is South Boston’s only full-time (M-F, 8:30am – 4:00pm) program for seniors. Much more than a ‘social center,’ together the members and staff have fashioned a ‘community within a community’ that empowers and embraces. Programs include yoga, strength training, zumba, swimming and drawing classes, dances, bingo, flea markets, daily lunches, shopping trips, cultural events, informational workshops on medical, insurance and financial issues, and an open door policy for informal counseling and referrals to needed programs or services. 

Budget  $105,601.00
Category  Human Services, General/Other Senior Services
Population Served Aging, Elderly, Senior Citizens
Program Short-Term Success 

We expect that after participating in any of the 6- 10 week exercise series, yoga, swimming aerobics, zumba or strength training, that 90-100% of the participants will report increased confidence in their balance, walking, stair climbing or distance endurance capabilities. In addition to our Health & Exercise Programs, the South Boston Neighborhood House has a goal of reaching 200 seniors yearly through our combined services: SBNH is a Kit Clark nutrition site for lunches, hosts a weekly meeting of the South Boston Healthy Diet Program, conducts a yearly Free Flu Shot Clinic sponsored by the Adult Immunization Coalition, monthly blood pressure screenings and informational workshops on housing, legal advice, energy audits and conservation, elder abuse, food stamps, public assistance, personal safety, crime prevention, protection from exploitation, healthy aging and disease prevention, Medicaid and supplemental health insurance plans, financial and estate planning

Program Long-Term Success 

Ultimately, the long-term goal of our Senior Program is to keep our seniors as independent and engaged as possible, for as long as possible. To that end, we continue to fine-tune our program offerings, increasing each year the number and type of program offerings that address physical conditioning and offer opportunities to help maintain independent function. Senior Director, Carole Sullivan, oversees outreach to housebound or ailing seniors from the group and tracks the progress and status of current and former members through the Commission for the Elderly reporting systems.

Program Success Monitored By 

The Senior Advisory Council has primary responsibility for being the voice of the seniors who participate in SBNH Senior Programs. The Council meets monthly with the Program Director to evaluate and review activities, utilizing the Participant Satisfaction Survey and written suggestions from other seniors when considering program effectiveness. The group makes suggestions for modifications and additions to strengthen programs and when indicated, to eliminate certain components. SBNH Associate Director and Director of Senior Programs review all suggestions in monthly supervision and the Program Committee of the Board of Directors conducts an annual evaluation of the Senior Center Program. The Director of Senior Services has primary responsibility for compiling program and participant data, tracking and reporting the number of seniors utilizing the various services and program components for monthly reports to the Elderly Commission and annual reports to other funders and stakeholders. 

Examples of Program Success 

For the past four years, members of the Senior Center program have participated in research studies conducted by the Northeastern University department of Physical Therapy under the direction of Dr. Prudence Plummer-D’Amato. After initial assessments, the participants are part of an on-site 10 week exercise program to improve gait speed, balance and agility. Dr. Plummer-D’Amato’ s year-end summary to Senior Programs Director, Carole Sullivan, noted “both groups made very large increases in walking speed. This is quite an important finding, because we know from previous research and the work of others, that gait speed is an important indicator of one’s ability to function in the community.”


Youth Education & Career Development

The Neighborhood House has been designing and providing quality youth development programs stressing education, leadership and job readiness for decades. The South Boston Neighborhood House is known for youth programs that promote academic success and the pursuit of higher education, mentor and motivate our youth to define and shape their futures, prepare our youth for jobs and careers through intern and apprenticeship opportunities and foster emerging leaders. Families in this community count on the Neighborhood House for this investment in our young people. That is our job – and we do it well. Through our combined Youth Program components, Academic Success & Tutoring, Summer Leadership Intern Program, BNY Mellon City ACCESS Teen Ambassadors, Girls’ Group, and our newly expanded college exploration and success program, Get In, Get Out, Succeed, South Boston Neighborhood House has fashioned a unique and comprehensive approach to youth development and academic support. Over 125 youth participate in one of more of our year-round program offerings and employment opportunities annually.

Budget  $185,627.00
Category  Education, General/Other Education, General/Other
Population Served Adolescents Only (13-19 years) College Aged (18-26 years) Females
Program Short-Term Success 

During the coming year, we expect that our outcomes will include a combined total of 35 middle and high school youth successfully participating in and completing our summer and full-year employment programs, including trainings, workshops and educational components; 40 -50 youth participating in Get In, Get Out, Succeed, which includes individualized SAT preparation and academic support, the College 101 & 102 workshop series and campus tours, guidance through the search and application process, support through transition to college and mentoring through to graduation and the job search process. Expected program outcomes include a total of 75 youth utilizing the combined Education and Career Development components. Approximately 25% of our participants will be residents in one of three public housing developments in South Boston; Old Colony, West Broadway or Maryellen McCormack and 50-60% will be current enrolled students or graduates of the Boston Public Schools.

Program Long-Term Success 

In our neighborhood, where most members of the traditional community never received a college education, it was possible to make a reasonable living without a degree. As we all know, in most cases, this is no longer a reality. It is a matter of urgency that we make sure our youth have the supports and skills that will see them through their college years to graduation. Through the components of our Education and Career Development Program, the South Boston Neighborhood House has fashioned a unique and comprehensive approach to youth development. Our Education and Career Development Program serves 75 (unduplicated) youth each year from middle schoolers through to college graduates. Our mission is dedicated to the healthy development and academic success of our youth, with the ultimate goal of helping them to create careers that will enable them to fashion full and self-sufficient lives.

Program Success Monitored By 

Evaluation for academic support activities includes enrollment and retention rates and the achievements of our youth. The SAT program, Wilson Daily Prep, generates ongoing progress and assessment reports. For tutoring participants, we monitor academic standing and school attendance. For SLIP, participant and staff evaluations of the work experience, and employer evaluations of the participants’ punctuality, enthusiasm, and reliability. At the beginning, participants create individual “Goals Surveys”. At the end of the program, everyone completes a self-evaluation of his/her progress. For Get In, Get Out, Succeed, we track enrollment and retention numbers for both our high school and college students, for high school, the number and variety of colleges visited and the number of college applications, acceptances and enrollments. Our youth also complete pre and post surveys to assist us with program evaluation and design.

Examples of Program Success 

In the last few years, many of our “off to college success stories” have lasted one, maybe two semesters away from home before coming back to the neighborhood. For many of our youth, the transition is overwhelming. They are out of their depth academically, financially and socially. Away from home turf, the rules are unfamiliar and intimidating. For many, the cost of away college is quite simply out of reach. The easiest path is to return to the familiar. In response, SBNH designed and recently secured funding from TPI’s Cradle to Career Initiative for Get In, Get Out, Succeed, whose goal and focus is to address the unique needs of our neighborhood youth by providing them with the skills, opportunities and supports they need to complete their undergraduate degrees and begin building successful careers and self-sufficient lives. With Get In, Get Out, Succeed, we can provide support and mentoring through to graduation and beyond, finally ‘closing the loop’ for our youth. 


CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Ms Barbara Macdonald Executive Director
CEO Term Start May 2008
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
-- -- --

Senior Staff

Name Title Experience/Biography
Ms. Mary Catherine Fiske Development Director --
Ms Kathy Lafferty Associate Director --
Ms. Karen McPherson Chief Financial Officer --

Awards

Award Awarding Organization Year
Outstanding Neighborhood Senior Services Award City of Boston, Office of the Mayor 2010

Affiliations

Affiliation Year
United Way Member Agency --
Member of state association of nonprofits? No
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
National Association for the Education of Young Children (NAEYC) - 3 Year Accreditation --

Collaborations

South Boston Neighborhood House works closely with the Tynan and Condon Community Centers, Jumpstart, the Schooner Roseway, The Record Company, the South Boston Summer Collaborative, Today’s Girls Tomorrow’s Leaders, The Federal Reserve Bank of Boston, The Northeastern University Geriatric Studies Department, Kit Clark, The Irish Immigration Center and a variety of local and corporate volunteers and partners. We lend our space to Special Kids on Monday evenings which is a group meeting the social needs of adults with a variety of disabilities and their caregivers. We collaborate with Save the Harbor, Save the Bay at our Family Fun Nights on the Beach as well as Read Boston and the Curley Community Center, Boston Police Athletic League, South Boston FANS and the CHILL snowboarding program. Our other partners include The Children’s Museum, the Museum of Science and the BPS Countdown to Kindergarten program. We also have a longstanding relationship with the BNY Mellon CityACCESS Teen Ambassador Program and John Hancock MLK Scholars. Our goal is to continue to connect with as many collaborators as possible to benefit both our constituents and theirs.   

CEO/Executive Director/Board Comments

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Foundation Comments

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Staff Information

Number of Full Time Staff 22
Number of Part Time Staff 22
Number of Volunteers 300
Number of Contract Staff 0
Staff Retention Rate % 100%

Staff Demographics

Ethnicity African American/Black: 2
Asian American/Pacific Islander: 0
Caucasian: 38
Hispanic/Latino: 4
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 33
Male: 11
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? No
Organization has Strategic Plan? Under Development
Years Strategic Plan Considers N/A
Management Succession Plan No
Business Continuity of Operations Plan No
Organization Policies And Procedures No
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy No
Directors and Officers Insurance Policy --
State Charitable Solicitations Permit Yes
State Registration --

Risk Management Provisions

Automobile Insurance and Umbrella or Excess Insurance
Commercial General Liability and D and O and Umbrella or Excess and Automobile and Professional
Workers Compensation and Employers' Liability
Computer Equipment and Software
Day Care Center/Nursery School
Commercial General Liability
Crime Coverage
Professional Liability
Improper Sexual Conduct/Sexual Abuse
Inland Marine and Mobile Equipment
Employee Benefits Liability
Crime Coverage

Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency Yes Annually
Non Management Formal Evaluation and Frequency Yes Annually

Governance


Board Chair Mr. Kevin Benedix
Board Chair Company Affiliation Boston Global Investors
Board Chair Term Dec 2011 - Dec 2013
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Mr. Kevin Benedix Boston Global Investors Voting
Mr. Robert Boyda John Hancock Financial Services, Inc. Voting
Mr. James Callanan JCALPRO, Inc. Voting
Mr. Jon Cronin The Cronin Group, LLC Voting
Ms. Denise DeAmore State Street Corporation Voting
Mr. Kenneth DeMoura DeMoura/Smith LLP Voting
Mr. Gerard Dwyer Boston Water and Sewer Commission Voting
Mr. George Field Burns & Levinson LLP Voting
Ms. Mieka Leonard BNY Mellon Voting
Mr. Michael McGough Boston Redevelopment LLC Voting
Mr. Joseph Nee Boston Global Investors, Inc. Voting
Mr. Ted Owens Brown, Thompson & Company Voting
Ms. Patricia Reid John Hancock Life Insurance Company Voting
Ms. Nancy King Rockefeller Morrison Real Estate Voting
Mr. Antonio Saez Community Volunteer Voting
Mr. William Smith Massachusetts Convention Center Authority Voting
Mr. Howard Speicher Esq. Davis, Malm & D'Agostine, P.C. Voting
Mr. Peter Vanderweil The Davis Companies 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: 0
Asian American/Pacific Islander: 0
Caucasian: 17
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 4
Male: 14
Not Specified 0

Board Information

Board Term Lengths 2
Board Term Limits 0
Board Meeting Attendance % --
Written Board Selection Criteria No
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 90%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation No

Standing Committees

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

CEO/Executive Director/Board Comments

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Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

Expense Breakdown 2010 (%)

Fiscal Year July 01, 2013 to June 30, 2014
Projected Income $1,855,745.00
Projected Expense $1,829,396.00
Form 990s

2012 Form 990

2011 Form 990

2010 Form 990

2009 Form 990

Audit Documents

2012 Audited Financials

2011 Audited Financials

2010 Audited Financials

2009 Audited Financials

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2012 2011 2010
Total Revenue $1,738,812 $2,703,027 $1,872,144
Total Expenses $1,721,301 $1,755,603 $1,937,205

Prior Three Years Revenue Sources

Fiscal Year 2012 2011 2010
Foundation and
Corporation Contributions
-- -- --
Government Contributions $601,663 $730,178 $855,198
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $601,663 $730,178 $855,198
Individual Contributions $370,992 $265,425 $378,649
Indirect Public Support $113,293 $121,558 $133,231
Earned Revenue $329,945 $1,273,573 $222,676
Investment Income, Net of Losses $555 $425 $780
Membership Dues -- -- --
Special Events $300,019 $288,626 $258,802
Revenue In-Kind -- -- --
Other $22,345 $23,242 $22,808

Prior Three Years Expense Allocations

Fiscal Year 2012 2011 2010
Program Expense $1,261,593 $1,273,143 $1,361,876
Administration Expense $348,098 $377,780 $424,915
Fundraising Expense $111,610 $104,680 $150,414
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.01 1.54 0.97
Program Expense/Total Expenses 73% 73% 70%
Fundraising Expense/Contributed Revenue 8% 7% 9%

Prior Three Years Assets and Liabilities

Fiscal Year 2012 2011 2010
Total Assets $1,677,958 $1,704,395 $1,874,052
Current Assets $504,408 $488,829 $528,093
Long-Term Liabilities $0 $0 $1,088,607
Current Liabilities $95,133 $139,081 $167,555
Total Net Assets $1,582,825 $1,565,314 $617,890

Prior Three Years Top Three Funding Sources

Fiscal Year 2012 2011 2010
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy N/A
Percentage(If selected) --
Credit Line No
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 2012 2011 2010
Current Ratio: Current Assets/Current Liabilities 5.30 3.51 3.15

Long Term Solvency

Fiscal Year 2012 2011 2010
Long-term Liabilities/Total Assets 0% 0% 58%

CEO/Executive Director/Board Comments

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Foundation Comments

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

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.


1. What is your organization aiming to accomplish?

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2. What are your strategies for making this happen?

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

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

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

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