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Organization DBA Bird Street Community Center
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

Mission StatementMORE »

The mission of Bird Street is to instill in our youth and young adults the intellectual, social, and leadership competencies to deal effectively with daily challenges, strive for academic success, and pursue employment opportunities.

Mission Statement

The mission of Bird Street is to instill in our youth and young adults the intellectual, social, and leadership competencies to deal effectively with daily challenges, strive for academic success, and pursue employment opportunities.


FinancialsMORE »

Fiscal Year July 01, 2012 to June 30, 2013
Projected Income $2,035,287.00
Projected Expense $2,018,341.00

ProgramsMORE »

  • School Age Child Care
  • Youth Development

Revenue vs. Expense ($000s)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

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


Overview

Mission Statement

The mission of Bird Street is to instill in our youth and young adults the intellectual, social, and leadership competencies to deal effectively with daily challenges, strive for academic success, and pursue employment opportunities.


Background Statement

Originally opened in 1902 as the public Bird Street Gym, the nonprofit Bird Street Community Center was founded by community members as a drop-in youth center in 1978. Bird Street began providing after-school child care services for elementary-age children in schools and locations in Roxbury and Dorchester in the mid-1980s. The Center’s youth development programs began to incorporate academic support in 1990, and blossomed into structured programming in 2005.

Over the last ten years, Bird Street has developed a focus on academics and workforce development, incorporating college readiness, arts and entrepreneurial skills, athletics, leadership development, and individualized supports into the broad calendar of structured activities. Thanks to a long-standing collaboration with the City of Boston, BSCC remains at the corner of Bird Street and Columbia Road, a location familiar to the numerous members of our current Board and staff who themselves grew up attending the Center.

Impact Statement

We want to ensure that high-risk, inner-city children and teenagers have the experiences, skills, and support to make healthy choices and succeed in all the “next steps” of their lives: middle school, high school, college, vocational school, and employment.

Our core organizational goals are:

-To provide a flexible, supportive space for youth to manage daily challenges and grow into well-rounded, healthy adults

-To support academic success for educational accomplishment and exploration

-To introduce youth to the employment world, so they are successful employment seekers and productive employees

-Help young people identify life goals and assist in removing the barriers that prevent successful achievement


Needs Statement

Bird Street is a diverse organization in a community that has long been home to immigrant communities. Though nearly all of our members speak English fluently, about half, like Dorchester as a whole, speak a language other than English at home. Dorchester, Mattapan, and Roxbury – the three neighborhoods where most of our members live – are home to the highest concentration of childhood poverty in the state, and 85% of households are headed by a single parent. With 42% of children living in poverty and at least 20% of adults lacking a high school diploma, these three neighborhoods are consistently in the bottom five on any list of economic success. Unemployment rates, concentration of unemployed residents, and median family income all rank consistently below the rest of Boston.

Teenage years are difficult in the best of situations. When this environment is your everyday life, the struggle can seem insurmountable. Young people in these neighborhoods need skills, opportunities, guidance, and hope. Parents who are struggling to make ends meet are often unable to help with homework. Youth with social or emotional difficulties may not get the support they need in school or at home. Far too many youth are homeless and/or court-involved, having aged out of a foster care system that was never built to help them thrive. Our youth are starved for the kind of social, emotional, intellectual – and, yes, even physical – nourishment that would help them envision a better tomorrow. These are the diverse and dire needs Bird Street seeks to meet.

CEO Statement

The Bird Street Community Center meets the day-to-day needs for building strong minds, healthy bodies and outlets for creative expression and social interaction for families and children. Bird Street enables individuals across generations to engage in educational activities and life-long learning. Bird Street is a "second home" for our members, providing space for local events, community gatherings, and celebrations. Bird Street remains vibrant, flexible, and responsive to the changing needs of the children and families of Dorchester, Roxbury, and Mattapan.

Board Chair Statement

Bird Street is committed to the education and welfare of children and youth in our communities. The caring relationships we offer are critical to our members. We continue to aim for the highest caliber of services and programs. 

Geographic Area Served

In a specific U.S. city, cities, state(s) and/or region.
City of Boston, primarily the Dorchester, Roxbury, and Mattapan neighborhoods

Organization Categories

  1. Youth Development - Youth Centers and Clubs (includes Boys/Girls Clubs)- Multipurpose
  2. Education - Educational Services
  3. Employment - Job Training

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

No

Programs

School Age Child Care

School Age Child Care (SACC) is a licensed after school program, providing 300 children ages 5-13 with academic enrichment, the arts, critical thinking skills, health and wellness and physical activity at eight sites beginning Fall 2009. In the summer, 150 children attend our 8-week Summer Day Getaway Program at Hale Reservation in Westwood, MA and another 80 attend our Summer Sports Camp at Mary Hannon Park.
Budget  $800,000.00
Category  Youth Development, General/Other
Population Served Children Only (5 - 14 years)
Program Short-Term Success  --
Program Long-Term Success  --
Program Success Monitored By  --
Examples of Program Success  --

Youth Development

Youth Development serves over 1,000 youth ages 10-22 year round with afternoon, evening, and weekend programming during the school year and full day and evening programs in the summer. We engage urban youth in challenging, character building learning activities, while reinforcing academic success, healthy lifestyles, violence prevention, and job skills training. All programs are intentional, requiring commitment contracts from youth and parents. In addition, we incorporate either one-on-one or group mentoring for all youth at the Center; and we have a full-time Case Manager to work with the highest risk youth. We operate out of our Bird Street site and two middle schools, the Clarence Edwards and Higginson-Lewis K-8.
Budget  --
Category  --
Population Served Youth/Adolescents only (14 - 19 years) Ethnic/Racial Minorities -- General Poor/Economically Disadvantaged, Indigent, General
Program Short-Term Success  --
Program Long-Term Success  --
Program Success Monitored By  --
Examples of Program Success  --

CEO/Executive Director/Board Comments

Bird Street’s greatest strength is that even in economically difficult times, we are retaining quality staff, increasing our services and programs, and tracking more and more graduating seniors go off to 2 and 4 year colleges.  Alumni continue to come to work for us and serve on our board.  Our reputation for academic success has led to a pending application in partnership with Charlestown High School for Bird Street to house an alternative, innovation high school for 50 off track and academically far behind students in September of 2012.  Our challenges include holding onto to senior level staff, when salaries are frozen and our biggest competition, Boston Public Schools offer more money, for fewer hours with greater benefits.  We also have to overcome the challenges that arise when youth get out of school later and later in the day and yet still need the same number of services and supports to succeed.

Management


CEO/Executive Director Mr. Kevin V O'Rourke
CEO Term Start July 2013
CEO Email [email protected]
CEO Experience

Kevin O’Rourke, Bird Street Executive Director. Mr. O’Rourke joined Bird Street in 2013 following a lengthy executive search.Previously, Mr. O’Rourke was the President, CEO of Brockton Area Private Industry Council, Inc., managing an annual budget of $4.9M and grants as large as $18M that provided workforce development, youth development, job readiness and job placement to underserved populations. 

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
-- -- --

Awards

Award Awarding Organization Year
Centerpieces for National Conference Great City Schools 2011

Affiliations

Affiliation Year
United Way Member Agency 2013
Member of state association of nonprofits? Yes
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

Bird Street collaborates with most every agency in our service area. Academic program partners include Suffolk University and Boston College, who host our weekly for Connections to College programs for middle and high school students.Bird Street is a long time active partner in our local jobs collaborative, GOTCHA (Getting off the Corner Hanging Around).  What started out in 2002 as a summer jobs-focused group.  We have matured into a year round jobs network that also recognizes the importance of other life skills that are required for successful growth and development of youth.  Each of the five partners has identified a “key strength” that is offered to the other partners.  For Bird Street, the strength is educational services; our program is open to all partners.  Dudley Street Neighborhood Initiative’s strength is community organizing, The City School is social justice training and leadership, Bowdoin Street Health Center is physical/mental health and healthy lifestyle, and Dorchester Bay EDC’s strength is community organizing.  Together we plan major events and opportunities for youth.  We also see that youth learn new skills from working with all partners. GOTCHA, even with changes in leadership over the years, continues to be trusting and open, resulting in optimal services for the youth. We also partner with many agencies to place their youth including The Home for Little Wanderers, Good Will Industries, the High Risk Youth Network, The Youth Transitions Task Force of the Boston Private Industry Council, Department of Children and Families, Department of Youth Services, the Dorchester Court, Boston Public Schools, and others. 

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Staff Information

Number of Full Time Staff 12
Number of Part Time Staff 25
Number of Volunteers 130
Number of Contract Staff 5
Staff Retention Rate % 90%

Staff Demographics

Ethnicity African American/Black: 26
Asian American/Pacific Islander: 0
Caucasian: 3
Hispanic/Latino: 6
Native American/American Indian: 0
Other: 8
Other (if specified): Cape Verdean/Haitian
Gender Female: 31
Male: 12
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 3
Management Succession Plan Under Development
Business Continuity of Operations Plan --
Organization Policies And Procedures Under Development
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy --
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 Annually
Senior Management Formal Evaluation and Frequency Yes Annually
Non Management Formal Evaluation and Frequency Yes Annually

Governance


Board Chair Ms. Dara Concaugh
Board Chair Company Affiliation Social Worker
Board Chair Term May 2012 -
Board Co-Chair Ms. Kristen Risley
Board Co-Chair Company Affiliation John Snow
Board Co-Chair Term May 2012 -

Board Members

Name Company Affiliations Status
Emmanuel Allen Boston PIC Voting
Ajay Bam Nokia, Inc Voting
Marcos Buelvas Deloitte Consulting Voting
Dara Concagh Social Worker Voting
Kevin Finney Natixis Global Associates Voting
Karyne Flores UPS Voting
Lesly Jean-Paul FundQuest, Inc Voting
Eric Kramer Plymouth Rock Voting
Kenda Kuncaitis Boston College Center for Corporate Citizenship Voting
Carl Lackstrom Protiviti Voting
Thuy Le Citizens Bank Voting
Robert McGrail Executive Office of Labor & Workforce Commonwealth of Massachusetts Voting
Lisa Owens MIT Voting
Dedric Polite Novartis Pharmaceuticals Voting
Heidi Romero Mass. Mental Health Voting
Lesley Salado Mortgage Consultant Voting
Philip Silva CAS Financial Advisory Services Voting
Jennifer Toohey Ropes and Gray LLP Voting
Richard Wirth Attorney Voting
Cynthia Zollarcoffer Children's Hospital 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: 3
Caucasian: 10
Hispanic/Latino: 2
Native American/American Indian: 0
Other: 4
Other (if specified): Cape Verdean
Gender Female: 8
Male: 12
Not Specified 0

Board Information

Board Term Lengths --
Board Term Limits --
Board Meeting Attendance % 90%
Written Board Selection Criteria Under Development
Written Conflict Of Interest Policy Under Development
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 75%
Constituency Includes Client Representation Yes

Standing Committees

  • Building
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Executive
  • Finance
  • Marketing
  • Nominating
  • Personnel
  • Program / Program Planning
  • Strategic Planning / Strategic Direction

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

Fiscal Year July 01, 2012 to June 30, 2013
Projected Income $2,035,287.00
Projected Expense $2,018,341.00
Form 990s

2012 990

2011 990

2010 990

2009 990

2008 990

Audit Documents

2013 Audited Financials

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 2013 2012 2011
Total Revenue $1,608,205 $1,681,758 $1,900,253
Total Expenses $1,762,259 $1,904,235 $1,922,368

Prior Three Years Revenue Sources

Fiscal Year 2013 2012 2011
Foundation and
Corporation Contributions
$614,783 $551,750 $550,296
Government Contributions $490,913 $656,184 $837,432
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $490,913 $656,184 $837,432
Individual Contributions $77,115 $40,159 $36,431
Indirect Public Support $121,465 $101,540 $112,577
Earned Revenue $181,824 $208,732 $238,976
Investment Income, Net of Losses $2,105 $3,393 $4,541
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind $120,000 $120,000 $120,000
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2013 2012 2011
Program Expense $1,484,920 $1,663,966 $1,653,620
Administration Expense $222,339 $176,552 $190,941
Fundraising Expense $55,000 $63,717 $77,807
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.91 0.88 0.99
Program Expense/Total Expenses 84% 87% 86%
Fundraising Expense/Contributed Revenue 4% 5% 5%

Prior Three Years Assets and Liabilities

Fiscal Year 2013 2012 2011
Total Assets $615,342 $973,328 $1,084,377
Current Assets $351,121 $676,782 $804,544
Long-Term Liabilities $0 $0 $0
Current Liabilities $78,524 $73,818 $80,423
Total Net Assets $536,818 $899,510 $1,003,954

Prior Three Years Top Three Funding Sources

Fiscal Year 2013 2012 2011
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy --
Percentage(If selected) --
Credit Line No
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 2013 2012 2011
Current Ratio: Current Assets/Current Liabilities 4.47 9.17 10.00

Long Term Solvency

Fiscal Year 2013 2012 2011
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

--

Foundation Comments

Financial summary data in the charts and graphs above are per the organization's audited financials.

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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