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South Street Youth Center

 P.O. Box 300040, 36 Perkins Street
 Jamaica Plain, MA 02130
[P] (617) 477-8263
[F] (617) 524-0013
www.southst.org
[email protected]
Corey Stallings
Facebook
INCORPORATED: 1982
 Printable Profile (Summary / Full)
EIN 04-2754281

LAST UPDATED: 11/27/2016
Organization DBA --
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

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Mission StatementMORE »

The mission of the South Street Youth Center is to be a community asset to young residents of the South Street Development and their families by providing a year-round, safe, educational, and engaging space that helps young residents develop the self-confidence, resiliency, and academic skills to participate and lead in their schools, workplaces, and communities. 

Mission Statement

The mission of the South Street Youth Center is to be a community asset to young residents of the South Street Development and their families by providing a year-round, safe, educational, and engaging space that helps young residents develop the self-confidence, resiliency, and academic skills to participate and lead in their schools, workplaces, and communities. 

FinancialsMORE »

Fiscal Year July 01, 2016 to June 30, 2017
Projected Income $288,000.00
Projected Expense $278,000.00

ProgramsMORE »

  • After School Program
  • South Street Clubhouse
  • Youth Leadership Program

Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

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 Street Youth Center is to be a community asset to young residents of the South Street Development and their families by providing a year-round, safe, educational, and engaging space that helps young residents develop the self-confidence, resiliency, and academic skills to participate and lead in their schools, workplaces, and communities. 

Background Statement

The South Street Youth Center (SSYC) was founded in 1996 to respond to an increase in youth violence, drug dealing, and gang activity in and around the South Street Development (SSD) of the Boston Housing Authority, located at 125 South Street in Jamaica Plain. Begun as an informal drop-in homework site, the youth center has evolved into a significant community asset, meeting youth needs for academic support, creative expression, social development, and employment. We run three programs: After School Program for grades 1-6; South Street Clubhouse for grades 7-12; and Youth Leadership, a training and employment program for middle and high school students. Our programs are highly integrated, and part of the richness of the SSYC experience is how our youth leaders serve as role models and mentors for all program participants.

SSYC has enjoyed strong support since its founding from the Southern Jamaica Plain Health Center (SJPHC), JP Tree of Life/Arbol de Vida, and State Representative Liz Malia. In 2012, after meeting SSYC staff, parents and youth at an SSD Unity Day celebration and at a series of neighborhood house parties, a group of SSD neighbors coalesced as The Friends of South Street. The friends have worked to increase the visibility of SSYC in the community, recruit new volunteers, and expand our funding base. Between 2012 and 2014 we consolidated SSYC leadership by forming Steering and Finance Committees.

In 2015 we hired two terrific new staff, Program Coordinator, Corey Stallings, and Program Assistant, Tanairi Liriano. Corey came to us with many years of experience working with youth and with expertise in the area of digital media. Under his leadership, we used seed funding from a private donation to build a digital media lab and music studio for the South Street Clubhouse. 

In 2015, with funding from The Boston Foundation Vision Fund, we completed a Strategic Plan to guide our development from 2016-2019 and beyond. We engaged a bilingual consultant, who guided us through a participatory planning process that involved many stakeholders, including youth, parents, community leaders, funders, and collaborating partners in comprehensive discussions about the future of SSYC. We articulated our mission, vision, and values, and identified short- (2016-2019) and long- (beyond 2019) term goals and action plans. The plan was presented to the South Street community at an Open House on January 14, 2016.


Impact Statement

Accomplishments:

1) Completed a Strategic Plan.
2) Created the South Street Clubhouse to improve and expand teen programming. The Clubhouse incorporates digital media education, including photography, music production, and video production. Our teen participation has doubled.
3) Initiated new cooperative programming with the Eliot School for arts education, UnKnown Hype Dance, Bromley Heath Tenant Task Force Youth for video production, and Urban Improv for theatre and social justice.
4) Received a grant from the Boston Public Health Commission to expand our work on health equity. This project will address barriers and opportunities to healthy eating among residents of public housing.
5) Took 10 teens on our first college and history tour, which will be an annual event.

 
Goals:

1) Promote the development of entrepreneurial and employment skills by working with local businesses to create mentorships and offering the digital media services of the South Street Clubhouse.
2) Complete a documentary film, “How We Do It: Learning Successful Healthy Food Strategies from Public Housing Residents”, for the Boston Public Health Commission grant. Distribute the film as an educational tool.
3) Expand collaborative efforts with other youth-serving organizations in Jamaica Plain.
4) Improve our facilities by adding a second bathroom and upgrading our kitchen.
5) Increase community-based fundraising by networking with local businesses and use the opportunity of our 20th Anniversary Gala to attract more business support. 


Needs Statement

1) Program Funding: Approximately $80,000 of our annual program budget is secure, leaving $72,000 to raise from additional grant money, events, and community-based funding appeals in order to reach our cash budget of $152,000 (not including in-kind contributions, which we value at $107,000).
 
2) Increased Staff Levels: To meet the long-terms goals of our Strategic Plan, we will need to expand from 1.5 to 2 full time staff. This will add capacity for additional planning, collaboration, and programming. It would cost an additional $25,000 annually. 
 
3) Increase Youth Employment: Middle school Youth Leaders receive educational stipends of $1,800 during the school year. High school Youth Leaders are paid the Massachusetts minimum wage and receive $3,850 during the school year.
 
4) Increase Summer Jobs: Summer Youth Leaders receive educational stipends of $480. Our goal is to pay high school aged youth the Massachusetts minimum wage, as we do during the school year. This would increase the amount for each summer position to $1,800.
 
5) Upgrade Facilities: Add a new bathroom and renovate kitchen, estimated at $15,000.
 

CEO Statement

Since becoming the Program Coordinator of the South Street Youth Center (SSYC) in February of 2015, I am impressed by how much the youth of all ages want to participate and learn. Their desire makes me want to do more to give them new experiences, like our 2015 college and history tour in New York. This year we head to Atlanta to visit historically black colleges. I’m also inspired by the community support from State Representative Liz Malia, the leadership team of the Southern Jamaica Plain Health Center, JP Tree of Life, the E-13 Community Policing team and so many others. The Friends of South Street work with me on fundraisers and celebrations, give ideas for programs, and make it a joy to work at SSYC.

As an Adobe Lead Educator, I learned from and networked with like-minded educators to create the South Street Clubhouse, which we hope can be a model for other youth programs in Jamaica Plain as we advance our Strategic Plan. Our concept is to teach youth to use digital media for creative expression, in their academic work, and as a means to introduce entrepreneurship and teach business development and employment skills. The Clubhouse is opening new avenues for civic engagement. We are hard at work on a project funded by the Boston Public Health Commission about strategies for healthy eating among public housing residents. Youth are conducting research about food systems, attending trainings from health and nutrition experts, interviewing their parents and neighbors, and using this information to make a video to educate health care providers and other residents. Through this project, youth are developing an understanding of racial and economic inequity. We attended a local Black Lives Matter vigil where SSYC youth participated by reading the names of victims of racial violence. In addition to group projects, youth make personal photo arrays, music and spoken word recordings, and teach the younger children some of the skills they learn.

Being a part of the participatory planning process was a special experience. We made a space for parents and youth to talk about their priorities and dreams for SSYC. We had bilingual meetings with Spanish-speaking parents and English-speaking community members. This exchange is an example of the very unique relationship between the residents of SSD and the abutting community that crosses racial and economic lines. This rich environment gives me a solid platform to continually improve and expand programs and inspire youth to work hard towards their aspirations.

Corey Stallings, SSYC Program Coordinator


Board Chair Statement

I have been the Director of Community Health Programs at the Southern Jamaica Plain Health Center (SJPHC) for 12 years. In that role I run teen programs and serve as programming supervisor for the South Street Youth Center (SSYC). I am now the chair of the Steering Committee. I was part of the selection committee that hired Corey Stallings as our Program Coordinator in February of 2015 and was deeply involved in the participatory planning process that led to our Strategic Plan.

Being part of the network that sustains the SSYC reflects a core belief of SJPHC - that to promote the overall health and well-being of individuals we must address the impact of systemic racial and economic inequities in housing, education, and the health of communities. Many of the residents of the South Street Development (SSD) are patients at SJPHC, and our statistics show that rates of chronic illnesses are higher in that population than in the more affluent surrounding neighborhood. As part of my job I train staff and youth leaders about public health and racial equity – I worked with them on their Oral Health Equity Project in the summer of 2014, and helped design the Boston Public Health Commission funded video project that will look at healthy food strategies for public housing residents. Bringing youth into this conversation and giving them the tools to have an impact in their community is what makes the SSYC so unique.

The SSYC refines its programming continuously. Creating the South Street Clubhouse is just one example of how we responded to evaluations and feedback from our constituents to drive programming decisions. As a result, youth at SSYC are doing very well. Most are meeting, and many are exceeding, our goals for academic achievement and social growth. They are engaged in creative projects that reflect their own interests and passions and they are working cooperatively on the health equity projects mentioned above.

Our challenge now is to scale this work so that the benefits can be more widely felt throughout Jamaica Plain. How can we make sure that all youth who reside in the SSD are getting the intellectual and creative stimulation that will inspire them? How can we work cooperatively throughout the community so that other youth of color in Jamaica Plain have access to the same resources? How can we interrupt the “school to prison” pipeline that has affected communities of color and poor communities?

I am on the Steering Committee of the Boston Alliance for Racial Equity and helped lead the recent summit on Race and Equity in Boston. The summit was the kick-off for a regional strategy between government and community to adopt racial equity tools in all policies and practices in the City of Boston. Boston is now a member of the national network the Government Alliance on Race and Equity (GARE). We are committed to not just providing programming for our South Street youth and families, but also engaging with them in the fight for equity in the institutions and systems they must navigate everyday. Advancing racial justice in partnership with other community organizations and stakeholders is a key goal of our Strategic Plan and I am excited about the role that SSYC can play in this work.

Abigail Ortiz, Steering Committee Chair 

Geographic Area Served

City of Boston- Jamaica Plain
The South Street Youth Center primarily serves youth who reside in the South Street Development, located at 125 South Street in Jamaica Plain. This medium sized development of the Boston Housing Authority is home to 129 families: 80% are black or Latino, 31% are immigrants, the median family income is $10,892, and about half the residents are under 21 years old. Several youth from the surrounding community also attend programming.

Organization Categories

  1. Youth Development - Youth Development Programs
  2. Education -
  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

After School Program

After School Program: Serves 25 1st-6th grade students daily. It is run by the Program Director and Program Assistant and a middle school youth leadership team known as the Colossal Peace Crew (CPCs). The program enhances scholastic achievement and social development for this age group.

  • Homework help and quiet reading and writing time: Staff and volunteers give individual attention to help children stay focused, understand directions, and manage time.
  • Enrichment activities: Programs are offered in the visual arts, literature, theatre, and dance, in collaboration with the Eliot School and other community artists. South Street Clubhouse members provide instruction in photography and video. Youth participate in strenuous physical activities twice weekly.
  • Regular opportunities to create drama, dance, or music “mini-performances”.
Budget  $59,600.00
Category  Education, General/Other Afterschool Enrichment
Population Served Children Only (5 - 14 years) Hispanic, Latino Heritage Blacks, African Heritage
Program Short-Term Success 
  • Children complete homework daily.
  • Children participate in one art project weekly.
  • Children engage in physical activity twice weekly.
Program Long-Term Success 
Children who participate in the After School Program:
  • Remain at grade level.
  • Demonstrate age-appropriate social development. 
Program Success Monitored By 
  • Daily attendance and activity summaries.
  • Review of report cards or self-reporting from students.
  • Parent reports.
Examples of Program Success  During the 2014-2015 academic year, 100% of parents surveyed responded that their children "liked school better" as a result of participating in South Street Youth Center programs.  Among regular attendees, 100% reported being advanced to the next grade in school.

South Street Clubhouse

South Street Clubhouse:  The clubhouse, formerly know as Teen Time, was Initiated in 2015 to expand and improve our programs for middle and high school youth.  It serves an average of 25 7th-12th grade students and is run by our program staff and high school leadership team known as Innovative Associates. 
  • Digital Media Learning Lab: Participants learn 21st century digital media usable in school and employment.
  • Academic Support: Students receive assistance with schoolwork; clubhouse projects develop academic skills such as research, analysis, and writing.
  • Social Support: Youth have caring adults to help guide them through the complex challenges of teen development related to relationships, sexuality, family problems, and conflict resolution. We intervene with specific case management as needed.
  • Employment: Participants learn about business development and receive assistance with resumes and job searches. 
Budget  $83,440.00
Category  Youth Development, General/Other Youth Development, General/Other
Population Served Adolescents Only (13-19 years)
Program Short-Term Success 
We have received funding from the Boston Public Health Commission to examine the challenges to healthy eating for low-income residents of public housing.  Youth will interview residents, research food systems, and analyze the barriers to healthy eating.  They will produce a video that will be used as a tool to educate health care providers about food equity and to share creative strategies that public housing residents develop to meet their food needs. The project will:
  • Involve 10 youth in the research, writing, and production of the video.
  • Train 20 physicians at the Southern Jamaica Plain Health Center.
  • Recruit 2 physicians to pilot new screening and engagement questions related to diabetes and obesity.
  • Disseminate the video to 15 health centers in Boston. 
Program Long-Term Success 
1) Our participants:
  • Remain at grade level.
  • Graduate from high school with plans for college, training, or employment.
  • Find and maintain satisfying employment.
  • Are civically engaged.
2) We work in collaboration with other youth development organizations in Jamaica Plain to advance educational and health equity for low-income youth and families.
Program Success Monitored By 
Monitoring tools include:
  • Review of report cards and self-reporting of school outcomes.
  • Number of youth who are involved in extra-curricular activities.
  • Surveys of parents of South Street Clubhouse participants.
  • Remaining in contact with a majority of youth after they leave the program. 
Examples of Program Success  Since the South Street Clubhouse pilot summer program in 2015, teen participation at the South Street Youth Center has nearly doubled.  Ten youths participated in our first college and history tour to New York City last July.  Planning is underway for a college and history tour to Atlanta, including historically black colleges, this June.  A group of youths have participated in a local Black Lives Matter vigil.  In collaboration with youth from the Bromley Health Tenant Task Force, we produced a short video about healthy beverage choices for youth.

Youth Leadership Program

Consisting of two teams, the Colossal Peace Crew or CPCs (middle school students) and the Innovative Associates or IAs (high school students), the youth leadership program is a central element in the vibrancy of the SSYC. Youth leaders gain meaningful work experience that develops confidence, responsibility, and accountability. They become accustomed to the structure and expectations of the workplace, are challenged to use creativity and problem-solving skills, and are exposed to regular opportunities to exchange constructive feedback with team members. In turn, they serve as role models for all program participants.
Budget  $95,360.00
Category  Youth Development, General/Other Youth Leadership
Population Served K-12 (5-19 years)
Program Short-Term Success 
Youth Leaders demonstrate capability by:
  • Staffing the After School Program and South Street Clubhouse: providing homework help, assisting art and dance teachers, supervising trips to Curtis Hall, leading discussions and activities, preparing and serving snacks, cleaning the center, and managing the distribution of tasks.
  • Attending planning meetings supervised by the Program Coordinator. Setting and evaluating goals. Responding to constructive feedback.
  • Serving as community liaisons with South Street residents and neighbors.
  • Planning special events, such as workshops, visits to elected officials, and field trips.
  • Working with tenant and community leaders on winter and spring celebrations, our annual yard sale and car wash, and our 20th anniversary gala.
  • Maintaining a B- average in school.
Program Long-Term Success  Participants in the Youth Leadership Program will go on to provide leadership in their schools, workplaces, and communities.  Examples include participating in student government and working for racial and economic justice.  
Program Success Monitored By 
  • Self Assessment: Youth Leaders set personal development goals at the beginning of the year and maintain a self-supervision tool in weekly supervision with staff.
  • Group Assessment: Youth Leaders and program staff meet weekly and create a safe space for the group to assess their work and share feedback with one another.
  • Community Impact: We track the community service performed by youth leaders, including talks at house parties, work with the Tenant Task Force, and projects to improve the Youth Center.
  • Follow-Through: SSYC program staff maintains connections with Youth Leaders after they leave SSYC or graduate from high school. 
Examples of Program Success  During the last three years, 100% of recent youth leaders have met our academic expectations (B- average) and graduated from high school on time and 80% of high school graduates have gone to college. 

CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Mr. Gerry Wright
CEO Term Start Jan 1982
CEO Email [email protected]
CEO Experience Gerald Wright is the founder and president of our fiscal sponsor, Community Service Care, Inc. 
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
Mr. Corey Stallings Program Coordinator

Mr. Stallings has an extensive background in youth mentoring and curriculum implementation. He was the Program Director of the Randolph/Holbrook High School Stars Program for four years and the Technology/Camp Director of the Blue Hill Boys and Girls Club of Boston for seven years. At SSYC he started the South Street Clubhouse and worked with our youth to engage their creativity and teach advanced technology skills. He is a Lead Educator for Adobe Youth Voices and received a Creative Educator Award from Adobe this month.

Awards

Award Awarding Organization Year
Adobe Creative Educator - Corey Stallings Adobe 2015

Affiliations

Affiliation Year
-- --
Member of state association of nonprofits? No
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

--

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Staff Information

Number of Full Time Staff 1
Number of Part Time Staff 1
Number of Volunteers 30
Number of Contract Staff 0
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 1
Asian American/Pacific Islander: 0
Caucasian: 0
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 1
Male: 1
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 5
Management Succession Plan No
Business Continuity of Operations Plan No
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy No
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit --
State Registration --

Risk Management Provisions

--

Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency No N/A
Senior Management Formal Evaluation and Frequency No N/A
Non Management Formal Evaluation and Frequency Yes Annually

Governance


Board Chair Mr Gerald Wright
Board Chair Company Affiliation President
Board Chair Term Jan 1982 -
Board Co-Chair Reginald Sampson
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Elizabeth Hauck Treasurer Voting
Beverly Regan Treasurer Emeritus Voting
Armando Silva Community Volunteer Voting
Alison Yoos Secretary/Clerk Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
Sandy Bailey Community Volunteer Voting
Rev Tricia Brennan Community Volunteer Voting
Lucy Cornier President, Tenant Task Force, South Street Development Voting
Thomas Keiffer Executive Director, Southern Jamaica Plain Health Center Voting
Gabriel Liriano Parent of SSYC youth Voting
Margaret Noce Coordinator, JP Tree of Life/Arbol de Vida Voting
Abigail Ortiz Director of Community Health Programs, Southern Jamaica Plain Health Center Voting

Board Demographics

Ethnicity African American/Black: 1
Asian American/Pacific Islander: 0
Caucasian: 4
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 3
Male: 3
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits --
Board Meeting Attendance % 90%
Written Board Selection Criteria Under Development
Written Conflict Of Interest Policy Under Development
Percentage of Monetary Contributions 50%
Percentage of In-Kind Contributions --
Constituency Includes Client Representation Yes

Standing Committees

  • Finance

CEO/Executive Director/Board Comments

The Board of Directors of Community Service Care, Inc., the fiscal sponsor of the South Street Youth Center, serves formally as the Board of Directors for the South Street Youth Center.  Day-to-day operations of the youth center are overseen by the Steering Committee (listed as the Advisory Board), comprised of representatives of the community organizations that created and sustain the center: Southern Jamaica Plain Health Center, South Street Development Tenant Task Force, JP Tree of Life, Friends of South Street, and an SSYC parent.  A youth alumnus has recently left and we are looking for his replacement.

Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Fiscal Year July 01, 2016 to June 30, 2017
Projected Income $288,000.00
Projected Expense $278,000.00
Form 990s

2015 990

2014 990

2013 990

Audit Documents

2015 Audit

2014 Audit

2013 Audit

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2015 2014 2013
Total Revenue $246,921 $215,449 $115,443
Total Expenses $235,051 $218,930 $114,498

Prior Three Years Revenue Sources

Fiscal Year 2015 2014 2013
Foundation and
Corporation Contributions
$127,156 $97,164 $92,112
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $14,598 $22,269 $27,131
Indirect Public Support -- -- --
Earned Revenue -- $1,350 $-3,800
Investment Income, Net of Losses -- -- --
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind $105,167 $94,666 --
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2015 2014 2013
Program Expense $205,158 $196,535 $99,716
Administration Expense $21,493 $13,995 $14,782
Fundraising Expense $8,400 $8,400 --
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.05 0.98 1.01
Program Expense/Total Expenses 87% 90% 87%
Fundraising Expense/Contributed Revenue 6% 7% 0%

Prior Three Years Assets and Liabilities

Fiscal Year 2015 2014 2013
Total Assets $0 $0 $0
Current Assets $0 $0 $0
Long-Term Liabilities $0 $0 $0
Current Liabilities $0 $0 $0
Total Net Assets $0 $0 $0

Prior Three Years Top Three Funding Sources

Fiscal Year 2015 2014 2013
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy --
Percentage(If selected) --
Credit Line Yes
Reserve Fund Yes
How many months does reserve cover? 2.00

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 2015 2014 2013
Current Ratio: Current Assets/Current Liabilities -- -- --

Long Term Solvency

Fiscal Year 2015 2014 2013
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

The South Street Youth Center has significant support from Brigham & Women's Hospital, Children's Hospital, and Partners, because these institutions recognize the impact of quality youth programming on long-term health. Their funding amounts to about 45% of our total cash budget.
 
In-kind donations comprise 40% of our total budget.  These include occupancy and maintenance of our physical space by the Boston Housing Authority; administrative and programmatic supervision from JP Tree of Life and the Southern Jamaica Plain Health Center; the services of a volunteer grant writer; support from the Friends of South Street Youth Center for volunteer recruitment, fund-raising, and community engagement; approximately 25 program volunteers each year; and support from the local police force for field trips.  Nearly all of our fund-raising expenses are covered by in-kind time donations
 
The revenue estimate of $288,000 for FY'17 reflects $166,500 cash grants and contributions already received and an additional $9,900 anticipated, and $111,600 in estimated in-kind donations. We did not calculate in-kind donations prior to FY'14, so that the total budget for FY'13 appears significantly smaller. 
 
The challenge for us each year is meeting the remainder of our cash needs. We have gotten more creative and diversified in recent years, with the support of the Friends of South Street and other volunteers.  We've added an annual appeal, an annual yard sale that has grown to include a youth-run car wash and lunch sales by parents, and we held our 20th anniversary gala on September 11, 2016. The gala increased our community visibility and attracted support from a number of local businesses. We have met with the Jamaica Plain Business Association and are pursuing partnerships with several businesses to provide youth interns and digital media services. We have increased our grant research and writing with success and continue to seek new sources of grant funding. We would like to explore more relationships with local private philanthropists and have secured one large donation from a neighborhood resident.  

Foundation Comments

South Street Youth Center (SSYC) is fiscally sponsored by Community Service Care Inc. (CSC) As such, the Form 990 and audit files posted above are per CSC. Financial summary data in the charts and graphs above reflects SSYC only and is per SSYC's internal records. Please note, asset and liability data is tracked at the fiscal sponsor level only.

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?

The overarching purpose of the South Street Youth Center (SSYC) is to promote educational, social, and economic equity for youth who reside in the South Street Development.  Our work is grounded in the belief that every child has something to offer and that parents, volunteers, staff, and supporters see the children of South Street as our own.  Our core programs expose children to new ideas and experiences to which they would otherwise not have access. These programs provide youth with a "big menu of choices", and encourage them to dream without limitations. By addressing how our children are affected by racism and economic inequality, we can support them to grow into adulthood with a sense of mattering and belonging and a commitment to civic engagement.  We have a particular commitment to health equity, and are currently working on a special project regarding healthy food in low-income communities.
 
 The benchmarks of success for SSYC youth include:
  • SSYC participants are engaged in academic and creative pursuits.
  • SSYC participants demonstrate resiliency when faced with challenging tasks or interpersonal conflict. They ask for help from trusted staff when needed.
  • SSYC participants advance grade each year and graduate from high school on time.
  • SSYC participants are civically engaged in school and community.
  • SSYC graduates go on to a 2- or 4-year college, or have other plans, such as job training programs or internships.
  • SSYC participants learn skills that lead to satisfying employment that meets personal aspirations and is economically sustainable.
 
This year marks the 20th year of operations for SSYC, and we are in a critical phase of our development. We have new staff, more support and visibility in our community than ever, and a completed Strategic Plan that describes a path for SSYC to play a pivotal role in youth development in Jamaica Plain.
 
What makes the Strategic Plan unique and exciting is our long-term vision of a network of youth-serving organizations in Jamaica Plain working together to effectively and efficiently utilize financial, academic, technical, and social resources for the benefit of all local youth. We are a community undergoing major changes, including rapid gentrification and development of expensive housing and food outlets that price out low income, mostly Black and Latino residents. The network we envision will bring together low-income people of color with higher-income, mostly white, neighbors and allies to advocate for policies that promote racial and economic equity and make Jamaica Plain a better community for people of all races and economic backgrounds.
 
The benchmarks of long-term success include:
  • SSYC has two full-time staff, and at least 25% of staff time is dedicated to collaborative planning and programming.
  • SSYC expands its hours of operation and offers programs for parents and other adult residents of SSD and the surrounding community that respond to expressed needs -- these might include English classes or computer instruction.
  • SSYC staff and supporters work cooperatively with other community groups and youth organizations in Jamaica Plain to maintain low-income public housing and resist initiatives to privatize such housing.
  • SSYC is part of a network of youth-serving organizations that write collaborative grants and undertake joint community-based fundraising efforts. This network is overseen by a community board that represents its members equally.
 
 

2. What are your strategies for making this happen?

Some of the short and long term strategies for success that we identified in our recent Strategic Plan include:
  • Increase Parent Involvement: Provide translation and organize meeting times that make it easier for parents to offer feedback and participate in governance. Encourage  parents to teach activities they care about, like cooking, dance and sports. Solicit ideas for supplemental programs for adults.
  • Develop Entrepreneurial Skills: Utilize the Digital Media Learning lab as a platform to teach business development and management. Develop partnerships with local businesses to create opportunities for mentorships and jobs. 
  • Expand Programs: Continue the South Street Clubhouse collaboration with Bromley Heath youth. Expand the network to include other Jamaica Plain youth organizations.  
  • Increase Youth Outreach: Have SSYC staff connect with all youth who reside in the South Street Development, even those who do not attend SSYC, to ensure they can benefit from our program or other youth programs and opportunities.
  • Fine-Tune Volunteer Capacity: Provide more effective supervision and training of volunteers by working with an already established volunteer and mentoring organization to utilize their expertise in creating best practices. Create a database of volunteers to be shared with a local network of youth organizations.
  • Improve the Process of Collection and Synthesizing Feedback: Work with parents and schools to have better access to academic reports, within the limits of privacy laws. Work with academic institutions to learn best practices, both qualitative and quantitative, for evaluating the effectiveness of our programs.  
  • Build Advocacy Power: Create a coalition of residents, parents, volunteers, community supporters, and staff to work with city and state government to support policies that promote long-term investment in South Street, via community stabilization and other equity producing policies, in order to keep low-income people of color in Jamaica Plain.
Our most exciting and challenging initiative this year, supported by a grant from the Boston Public Health Commission, extends the work on health equity that was begun with our 2014 Oral Health Equity Project. Youth will develop a systemic analysis of what impacts health and this year will focus on barriers to healthy eating for low income populations of color in Boston, will learn creative solutions used by residents of public housing, and will create a teaching tool for health care providers. The activities of the BPHC “linkages to care” grant include: 
  • Research and analyze food systems and nutritional impact on disease.
  • Conduct surveys with residents to identify assets, strengths, and resources they use to access healthy foods, and the barriers they face.
  • Collaborate with Martha Elliot Health Center nutrition department, Fresh Truck, the Food Project, Linda the Wellness Warrior, and others.
  • Write and produce a professional documentary, “How We Do It: Learning Successful Healthy Food Strategies from Public Housing Residents”.
  • Use the video to educate health care providers regarding realities for low income families.
  • Screen video for residents of public housing to share best food access practices.


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

1) Financial Resources and Policies: Because they understand the importance of the SSYC to lifelong health outcomes, Brigham’s & Women’s Hospital, Children’s Hospital, Partners, and the Southern Jamaica Plain Health Center (SJPHC) have all made long-term commitments of support to the SSYC. Equally valuable, we estimate that in-kind support comprises 40% of the budget of SSYC, including the physical space provided free of charge by the BHA, healthy foods from the Roslindale Food Bank, administrative support and program supervision from JP Tree of Life/Arbol de Vida and SJPHC, a volunteer grant writer, and hundreds of hours of volunteer time by community members. To ensure long-term sustainability, we established priorities in the Strategic Plan that will allow us to contract gracefully when fewer funds are available and expand to meet all our program goals when we are more successful, as in recent years.

2) Institutional Support and Leadership: The Executive Director of JP Tree of Life/Arbol de Vida, Margaret Noce, has worked with SSYC since its inception and currently serves as the administrative supervisor of our program staff.  She has been involved in every aspect of the development of SSYC, including stepping in to cover sick time and working with Children's Hospital to ensure their ongoing support. The Executive Director of SJPHC, Thomas Kieffer, and the Director of Community Health Programs, Abigail Ortiz, have both been instrumental in the development of quality programming and recruiting financial support from Brigham & Women's Hospital and Partners. Abigail has many years of experience developing peer leadership programs and works with SSYC staff to utilize best practices for youth development. She is on the steering committee of the Boston Alliance for Racial Equity and was a leader of the May 2016 Summit on Race and Equity in Boston. All three have deep connections with organizations throughout Jamaica Plain that will advance the long-term vision outlined in the Strategic Plan.
 
3) Programming Partners: These partners enable us to provide a diverse range of programming on a small budget: The Elliot School, the Boston Police Department, Bromley Heath Tenant Task Force, Curtis Hall Community Center, Urban Improv, and West Roxbury Friends of Rosie’s Place (funds camp for 20 SSYC 1-6 graders yearly).

4) Community Support: The Friends of South Street and the SSD Tenant Task Force work tirelessly to support our staff by fundraising and helping with programs and special events.  The Tenant Task Force has brought new programs and resources to SSD that affect residents of all generations and complement the work of SSYC.

 

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

The long-term success of the South Street Youth Center will be defined in terms of the achievements of participant youth and in building the proposed network of youth-serving organizations as described above.  We want South Street youth to have access to many life choices and to grow up with a sense of mattering and belonging equal to that of higher income peers. We are in a unique position to monitor long-term outcomes, because we maintain relationships with our participants and their families even after they move on from our programs.
 
Using both qualitative and quantitative measures, we will assess for:
 
Academic Success: We monitor attendance, homework completion daily, grade advancement, and report cards for these expected outcomes:
  • 30-35 children complete homework daily and read or write when finished.
  • 100% of regular attendees advance grade level.
  • 100 % of Youth Leaders maintain a B- average or better.
  • 70% of teens and 100% of Youth Leaders attend college or have a job or training program in place after graduating from high school.

 

Social Development: Staff members and youth leaders observe and record progress of participants in self-regulation and relationship building. We survey students and parents regarding their perspective on social progress. When external referrals are necessary, we follow the youth and family closely. Expected outcomes:
  • 95% of participants demonstrate the ability to resolve differences respectfully.
  • 100% of teens participate in discussions regarding sexual development. They demonstrate respect for others' needs and knowledge of pregnancy and STD prevention.
  • For students and families who manifest challenges beyond our scope of operation, we will successfully engage them with appropriate support services and/or youth programs tailored for their needs.

 

Leadership Development and Employment Success: We will utilize staff assessments, self assessments, youth and parent surveys, and long-term follow-up to monitor Youth Leaders and South Street Clubhouse members for these expected outcomes:
  • SSYC employs 10 youth during the year; 80% of youth complete the full year without interruption.
  • 100% of Youth Leaders achieve personal goals that they set at the beginning of the year.
  • 100% of Youth Leaders participate in one community service project.
  • 100% of teens who want a summer or after-school job receive resume and job-search assistance; 80% find a job.

 

Health Equity and Racial Justice (outcomes specific to BPHC grant): Through direct observation, before and after surveys, and interviews we will monitor for these expected outcomes:
  • 6 Youth Leaders will run the project and be accountable for its completion.
  • 20 youth are engaged in the project; 100% demonstrate ability to conduct basic library research and participate in at least one information gathering interview.
  • 20 physicians from SJPHC will view the video and demonstrate increased understanding regarding the challenges to healthy eating faced by low-income populations.
  • 2 SJPHC physicians will make a commitment to develop and pilot new screening questions and engagement tools related to diabetes and obesity.
  • A minimum of 40 SSD residents and 100 city-wide housing development residents will view the video.

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

In 2014, SSYC staff conducted a review of outcomes for three cohorts of youth who had attended the youth center since 2007.  They demonstrated the significant impact that youth center programming, along with other local initiatives, had made for the youth and for the quality of life as a whole, in the South Street Development (SSD).
  • Cohort 1: Of 11 youth who began attending in their mid-late teens and are now in their late 20's, 3 are high school graduates, 1 has a GED, 8 have been incarcerated, and 1 is deceased.
  • Cohort 2: Of 14 youth who attended the youth center in late middle school or early high school and are now in their early 20's, 11 are high school graduates and 2 have been incarcerated.
  • Cohort 3: Of 15 youth who began attending the youth center in grade school and are now in their mid-teens, 100% graduated from high school or are on track to graduate on time. They are involved in student government and other extra curricular activities, and many plan to attend college. Several give-back by volunteering at the youth center and helping with special projects.
 
The South Street Development and the surrounding community are now much safer and, through the efforts of State Representative Liz Malia, the SSD Tenant Task Force, Friends of South Street, and SSYC staff, there is more interaction between the residents of the development and its abutting neighbors.  Youth who attend SSYC are presented with new opportunities and are thriving.  The risks and obstacles we face are both the very routine challenges of funding and operating our programs and, more deeply, the existential threat to an economically and racially diverse community posed by gentrification in Jamaica Plain, as described above.
 
Many of the important program adjustments and initiatives we have made in recent years have been in response to feedback from parents, SSD residents, and youth themselves. These changes included serving more food at snack time, because of the food insecurity experienced by some of our families, and increasing our volunteer base for homework time to make certain that children were able to get as much help as they needed.  We started our Youth Leadership Program and have expanded it recently, because parents and youth told us that a key need for the SSD community was employment for youth that would challenge and inspire them and provide a basis (a "resume starter") for future employment opportunities.  The recent transition from Teen Time to the South Street Clubhouse is also a response to youth feedback to have more programming that prepares them for college and the workplace. The BPHC-funded study on healthy food strategies expands on a health equity analysis that youth developed working on an Oral Health Equity Project 2014. These are projects that address the root causes of health problems that impact the SSD community.  Acquiring this level of knowledge and understanding engages youth to work for positive changes and advances our goal of racial and economic equity.
 
Throughout our 20-year history, the SSYC has continuously evolved and changed to respond to developments in the SSD and the community at large.  The impact we make on the lives of youth is well demonstrated, and we want to continue to work with each succeeding generation of children at SSD.  We also want to broaden our impact by expanding the range of programs available at SSYC and by working across Jamaica Plain to support the development of programs and policies that benefit all youth.