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Boston Renaissance Charter Public School (The Boston Renaissance Foundation Inc.)

 1415 Hyde Park Avenue
 Hyde Park, MA 02136
[P] (617) 357-0900 x 1100
[F] (617) 357-0949
www.BostonRenaissance.org
[email protected]
Alexandra Buckmire
INCORPORATED: 1995
 Printable Profile (Summary / Full)
EIN 04-3241054

LAST UPDATED: 09/06/2017
Organization DBA Boston Renaissance Charter Public School
Former Names --
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 Boston Renaissance Charter Public School is to nurture and develop academic, social, and emotional competence while building confidence, character, and citizenship among its students.

Mission Statement

The mission of Boston Renaissance Charter Public School is to nurture and develop academic, social, and emotional competence while building confidence, character, and citizenship among its students.


FinancialsMORE »

Fiscal Year July 01, 2017 to June 30, 2018
Projected Income $19,316,000.00
Projected Expense $19,538,000.00

ProgramsMORE »

  • Extended Learning After School Program
  • Literacy Initiative

Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

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


Overview

Mission Statement

The mission of Boston Renaissance Charter Public School is to nurture and develop academic, social, and emotional competence while building confidence, character, and citizenship among its students.


Background Statement

One of Boston's first charter schools, the Boston Renaissance Charter Public School was founded in 1995 by Dr. Robert Gaudet, former Executive Director of the Horace Mann Foundation, and a group of concerned business and community leaders. Pioneers in education innovation, these leaders wished to create an alternative educational opportunity that would enable children of the city of Boston to experience “a world class education.”  This vision included providing students with truly rigorous instruction across academic and artistic disciplines, delivered by top-level, talented educators.

 
In 1998, the Board of Trustees hired Dr. Roger Harris to be the Principal and Executive Director of Boston Renaissance, a position he held until his retirement in 2015. During his tenure, Dr. Harris built a reputation as a visionary leader in public education, not only in Massachusetts, but nationally. His vision was to create an urban public school that would offer all the amenities, enrichment opportunities, and rigor found in America’s elite public and private schools.

Visitors to Boston Renaissance will see the vision of these founding leaders has come to fruition, as our students receive a rigorous, well-rounded education infused with strong arts and social development programs, all provided in a gleaming, state-of-the-art facility, set on a beautiful campus.

Today, under the leadership of the Board of Trustees and Head of School, Alexandra Buckmire, Boston Renaissance Charter Public School proudly carries on its tradition as an innovator and leader in the charter school sector in Massachusetts.

 


Impact Statement

Accomplishments from the past year:
  • BRCPS serves 950 students each year, with approximately 150 graduating each spring. Our graduates move on to attend Boston's top exam, charter, and private independent schools. Our graduating class in 2017 saw 30% of graduates enroll in an "exam school", approximately 20% enroll in a local charter school, and nearly 10% enroll in a private independent school.
  • We have had important changes to our leadership team over the last 12-15 months, with Alexandra Buckmire appointed to the role of Head of School in July 2016. Mrs. Buckmire has served at BRCPS for 17 years, and has assumed the role of school leader through appointment by the school's Board of Trustees. Also in July 2016, new appointments were made at the critical positions of Upper School Director and Lower School Director. Then, in spring 2017, we made additional changes to the leadership structure, creating the positions of Assistant Director of Upper School and Assistant Director of Lower school, adding administrative capacity to better observe and support teachers for the purpose of improving instructional practice.  A new CFO/COO was also hired in May 2016. After a period of transition in 2015 and early 2016, we now have a strong organizational structure and skilled, veteran leaders in key positions throughout the top administrative levels of the school.
  • During the 2016-2017 school year, BRCPS expanded its partnerships with Playworks and Thermo Fisher Scientific, providing new opportunities to our students in physical activity and STEM education.  We also continued our deep, critical partnership with the Achievement Network.
 
Goals in the coming year: 
  • Development of a new five-year strategic plan
  • Recruitment and addition of at least 2-3 new members to the BRCPS Board of Trustees 
  • Implementation of computer-based MCAS testing for all grades by 2019
  • Achieve at least 60% of students scoring proficient or higher on the 2018 MCAS, in Math, ELA, and Science.
 

 

Needs Statement

  1. Resources to support strategic planning and board development
  2. Resources and partnerships to support additional coaching and professional development for teachers
  3. Resources for hiring of additional math and reading intervention     specialists
  4. Expanded family engagement programming, partnerships with organizations to provide workshops/coaching for parents on how to support their children's learning. 
  5.  Fundraising capacity and expertise

CEO Statement

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Board Chair Statement



Geographic Area Served

In a specific U.S. city, cities, state(s) and/or region.
City of Boston- Citywide (Indiv. neighborhoods also listed)





Located in Hyde Park, the school serves 1,025 students and is
the largest elementary school in Boston. The students represent twelve Boston
neighborhoods including including Allston, Boston, Brighton, Charlestown,
Dorchester, East Boston, Hyde Park, Jamiaca Plain, Mattapan, Roslindale,
Roxbury and West Roxbury.  Black/African American: 682; Latino/Hispanic:
290; Multiracial: 24; Asian: 17; Caucasian: 12. Special education: 128. 830 are
low-income.

Organization Categories

  1. Education - Charter Schools
  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

Extended Learning After School Program

The Extended Learning After School Program serves 120 children from kindergarten through grade six. Students meet from 3:30-6 pm Monday through Friday and are grouped by grade with approximately 20 students per classroom. Parents pay a monthly fee of $175. The program is run by a full-time director and staffed by teachers, paraprofessionals, and college student volunteers from Lasell College (America Reads, reading and America Counts, math).



Budget  $219,000.00
Category  Education, General/Other Afterschool Enrichment
Population Served Children and Youth (0 - 19 years) Blacks, African Heritage Hispanic, Latino Heritage
Program Short-Term Success 
Students will consistently and successfully complete homework as measured through a surveyof students’ academic classroom teachers (December and June).
Program Long-Term Success 
Parents will have a safe and supportive environment for their children after school at an accessible cost.
Participating students will be among those reaching proficiency in all subject areas as measured by the MCAS.
 
Program Success Monitored By  ŸStudents will show growth in interpersonal skills and schoolfunctioning as evaluated using the BERS-2, a multi-modal annual assessment
system that measures the child's behavior from three perspectives: the child (Youth Rating Scale), parent (Parent Rating Scale), and teacher or
other professionals (Teacher Rating Scale).
Examples of Program Success 
The school became aware that there was a student who was going home to an empty house every afternoon and waiting on the proch for her parent to arrive. The student was given a scholarship in the After School Program where she and her family knew she was cared for and the studen'ts grades showed steady improvement as a result of the extra support she received.

Literacy Initiative

The BRCPS literacy model offers a systematic approach to reading intervention, including development of practices regarding student placement with specialist assignment; use of computer-based intervention programs; creation of a reading Lab, and an expanded and enhanced professional development system that trains teachers in specific intervention and enrichment programs to challenge students. This program is responsible for the outstanding success of BRCPS students in MCAS reading scores over the past four years.


Budget  $1,069,156.00
Category  Education, General/Other Elementary & Secondary Education
Population Served Children Only (5 - 14 years) Blacks, African Heritage Hispanic, Latino Heritage
Program Short-Term Success 
By the end of SY2013, 60% of 4th graders will score proficient on long composition scores.
Program Long-Term Success 
75% of all students at the school will score proficient in reading and writing.
Program Success Monitored By 
MCAS test scores.
Examples of Program Success 
In 2012, 4th grade long composition scores increased from 50% to 53.4 % proficiency in MCAS long composition test.

CEO/Executive Director/Board Comments

Meeting our financial goals is one of our biggest challenges because so much of our income is related to the per pupil tuition we receive from the Boston Public Schools. With a new fundraising plan in place and a team including a consultant, a part time grant writer, and two support staff working together with the support of our board, we are making steady progress towards meeting our goal of supporting our students' academic, emotional and physical needs.

Management


CEO/Executive Director Mrs. Alexandra Buckmire
CEO Term Start July 2016
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
Evelyn Lee Director of Visual & Performing Arts --
Phil Littlehale Chief of Finance and Operations Jillian Nesgos, head of school, was awarded the Thomas C. Passios Outstanding Principal Award for 2011. The honor is the highest a Massachusetts principal can receive. Nesgos has also been honored as Massachusetts’ National Distinguished Principal by the United States Department of Education and the National Association of Elementary School Principals. Nesgos started as a teacher when the school opened in 1995, and served as Primary House principal from 2003 to 2011 when she was named Head of School. She has helped create a number of outstanding programs including Literacy Through the Arts, which uses drama to boost literacy skills; Morning Math, which pairs volunteers with students and teachers to practice math skills; and Renaissance Writes, which brings adults to the classroom to support students during their writing block.
Kendra Lueken Lower School Director --
Franklin Shearer Director for Accountability & Strategic Planning --
Alison Spade Upper School Director --

Awards

Award Awarding Organization Year
Jillian Nesgos -BRCPS Head of Schools was the 2011 Principal of the Year/ National Distinguished Principal of the Year, Dr. Roger Harris received the same award in 2000 Thomas C. Passios Outstanding Principal of the Year/ Massachusetts 2011
One of Boston's Best Schools Boston Magazine 2007

Affiliations

Affiliation Year
-- --
Member of state association of nonprofits? Yes
Name of state association MA Charter Public School Association

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

 

Some collaborative partnerships include:
  • The Achievement Network
  • PlayWorks
  • Curriculum Associates
  • Thermo Fisher Scientific
  • Boy Scouts of America
  • Junior League of Boston 

 

 
 
 

 

CEO/Executive Director/Board Comments


Foundation Comments

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Staff Information

Number of Full Time Staff 164
Number of Part Time Staff 28
Number of Volunteers 0
Number of Contract Staff 0
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 55
Asian American/Pacific Islander: 9
Caucasian: 99
Hispanic/Latino: 5
Native American/American Indian: 0
Other: 7
Other (if specified): 0
Gender Female: 157
Male: 35
Not Specified 0

Plans & Policies

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

Risk Management Provisions

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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. Senam Kumahia
Board Chair Company Affiliation KAGE Growth Management
Board Chair Term Sept 2013 - Sept 2019
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Ms. Edwine Alphonse Circle Internet Financial, Inc. Voting
Ms. Lupita Colon Suffolk Lawyers for Justice Voting
Ms. Stacia Copeland Boston Renaissance Charter Public School Voting
Ms. Shaumba Dibinga OrgiNation Arts & Cultural Center Voting
Mr. Aaron Kesler Boston Renaissance Charter Public School Voting
Mr. Senam Kumahia BRCPS Voting
Mr. Harold Raymod Community volunteer Voting
Ms. Kelly Williamson McGladrey Tax Consultants 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: 5
Asian American/Pacific Islander: 0
Caucasian: 2
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 5
Male: 3
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 3
Board Meeting Attendance % 90%
Written Board Selection Criteria No
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation Yes

Standing Committees

  • Academic Affairs
  • Building
  • Finance
  • Governance and Nominating

CEO/Executive Director/Board Comments

 

Foundation Comments

--

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Prior Three Years Revenue Sources

Fiscal Year 2016 2015 2014
Foundation and
Corporation Contributions
-- -- --
Government Contributions $15,830,220 $15,691,032 $15,330,600
    Federal $1,188,054 $1,363,921 $1,301,023
    State $14,642,166 $14,327,111 $14,029,577
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $84,509 $245,076 $215,560
Indirect Public Support -- -- --
Earned Revenue $983,168 $1,032,999 $908,896
Investment Income, Net of Losses $109,626 $116,247 $106,240
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind $1,292,760 $1,462,656 --
Other $1,798,507 $1,227,748 $33,522

Prior Three Years Expense Allocations

Fiscal Year 2016 2015 2014
Program Expense $15,438,379 $14,723,473 $11,966,077
Administration Expense $3,859,595 $3,680,868 $2,991,519
Fundraising Expense -- -- --
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.04 1.07 1.11
Program Expense/Total Expenses 80% 80% 80%
Fundraising Expense/Contributed Revenue 0% 0% 0%

Prior Three Years Assets and Liabilities

Fiscal Year 2016 2015 2014
Total Assets $51,076,851 $51,133,924 $49,952,413
Current Assets $11,230,430 $11,070,062 $10,324,966
Long-Term Liabilities $11,966,027 $12,577,296 $12,944,623
Current Liabilities $1,973,559 $2,220,179 $2,042,758
Total Net Assets $37,137,265 $36,336,449 $34,965,032

Prior Three Years Top Three Funding Sources

Fiscal Year 2016 2015 2014
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy N/A
Percentage(If selected) --
Credit Line No
Reserve Fund Yes
How many months does reserve cover? 7.00

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? No

Short Term Solvency

Fiscal Year 2016 2015 2014
Current Ratio: Current Assets/Current Liabilities 5.69 4.99 5.05

Long Term Solvency

Fiscal Year 2016 2015 2014
Long-term Liabilities/Total Assets 23% 25% 26%

CEO/Executive Director/Board Comments

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Foundation Comments

Financial summary data in the charts and graphs above are per the organization's audited financials, and cover both the school and foundation's work.  Contributions from foundations and corporations are listed under individuals when the breakout was not available. The breakout of program and administrative expenses was provided by the organization as that detail was not available in the combined 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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