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The Food Project

 10 Lewis Street
 Lincoln, MA 01773
[P] (781) 259-8621
[F] (781) 259-9659
http://www.thefoodproject.org
info@thefoodproject.org
Angela Lett
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INCORPORATED: 1991
 Printable Profile (Summary / Full)
EIN 04-3262532

LAST UPDATED: 04/10/2015
Organization DBA The Food Project
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

Mission StatementMORE »

The Food Project's mission is to create a thoughtful and productive community of youth and adults from diverse backgrounds who work together to build a sustainable food system. This community produces healthy food for residents of the city and suburbs, provides youth leadership opportunities,  and inspires and supports others to create change in their own communities. The Food Project has a vision of creating personal and social change through sustainable agriculture. 

Mission Statement

The Food Project's mission is to create a thoughtful and productive community of youth and adults from diverse backgrounds who work together to build a sustainable food system. This community produces healthy food for residents of the city and suburbs, provides youth leadership opportunities,  and inspires and supports others to create change in their own communities. The Food Project has a vision of creating personal and social change through sustainable agriculture. 

FinancialsMORE »

Fiscal Year July 01, 2014 to June 30, 2015
Projected Income $2,922,296.00
Projected Expense $3,014,200.00

ProgramsMORE »

  • Community Programs
  • Local Youth Programs
  • Sustainable Agriculture and Enterprise

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 Food Project's mission is to create a thoughtful and productive community of youth and adults from diverse backgrounds who work together to build a sustainable food system. This community produces healthy food for residents of the city and suburbs, provides youth leadership opportunities,  and inspires and supports others to create change in their own communities. The Food Project has a vision of creating personal and social change through sustainable agriculture. 

Background Statement

The Food Project got its start in 1991, when, drawing on his experience as a farmer, organizer, educator, and activist, founder Ward Cheney partnered with his friend Allen Callahan, a minister from Boston, to create a program that would foster youth development through sustainable agriculture, where young people would cooperate across social barriers and dedicate themselves to justice in the production and distribution of food. They began by identifying vital needs—for youth employment, empowerment, and integration; for food equity in urban communities; for hunger relief—and matched each with an abundant source—youth’s passion and energy; a community’s wealth of ideas and resources; the bounty of our land—to the benefit of all involved parties. They believed that this work could address several pressing societal problems at once, helping teenagers grow as individuals and responsible citizens, providing communities with good food grown with care close to home, and bridging the divides that separate us from one another and from the natural processes upon which we depend. 

Over the years since our first summer, we have expanded from our original two and a half acres in Lincoln to more than 70 throughout Greater Boston and the North Shore, cleaning up and planting on abandoned lots in the Dorchester and Roxbury neighborhoods of Boston in 1995 and growing into Lynn and Beverly 10 years later. At the same time, our offerings have grown from a single summer program serving 18 youth to a year-round continuum of youth development opportunities for more than 120 young people, and our community engagement—connecting thousands of area residents with fresh, healthy, local food each year—have grown up alongside. Now entering our twenty-fourth season, we have truly grown from a project to a movement—inspiring hundreds of organizations nationally, setting best practices in the field, and earning accolades from the community, peer organizations, and policymakers alike.


Impact Statement

Over the course of the past year, The Food Project: 

  • Surpassed 1,300 youth served since 1991, and more than 1,500 reached through our youth-led workshops on healthy eating, the food system, and its inherent challenges.
  • Propelled the Dudley Real Food Hub, combining our expertise with that of local partners and residents, to create a healthy and just food system in the Dudley neighborhood.
  • Provided affordable and SNAP-accessible weekly farm shares to 50 low-income Boston families per month through our Farm to Family program.
  •  Nearly doubled our sustainable farmland with a new, 34-acre farm in Wenham that has the potential to greatly impact the youth and community members served through our programs.
  • At our Dudley Greenhouse, worked with nine community groups—including refugee groups, non-profits, and schools—to encourage cultural exchange and healthy eating through food cultivation and preparation.

The Food Project is working to achieve three strategic goals. We aim to: 

  • increase access to fresh, healthy, local, affordable food in underserved communities,
  • expand and accelerate the real food movement by building communities of advocates in these neighborhoods; and
  • build our organizational capacity and ensure its sustainability in order to support the breadth of this undertaking.

To do so, we will:

  • Engage more than 120 teenagers annually to grow more than 250,000 pounds of food on 70 acres of urban and suburban farms and work in low-income neighborhoods enabling others to grow their own food.
  • Develop the leadership, communication, and workplace skills of youth participants by employing a diverse cohort of peers that bridge the social differences of race, class, gender, and geography that so often divide us.
  • Distribute 40 percent of our harvests to low-income residents of Boston, Lynn, and their surrounding communities through affordable farmers markets, subsidized CSA shares, and produce donations to hunger relief organizations.
  • Empower and support low-income families to access affordable, healthy food through our Build-a-Garden program that constructs raised-bed gardens for low-income families and teaches them how to grow their own food, and by hosting eight community growers and groups in our Dudley Greenhouse with toxin-free, year-round growing space.
  • Host and/or support ten FoodCorps members across Massachusetts to engage children in Lynn, Gloucester, Cambridge, Boston, Chelsea, and Lowell in programs that encourage consumption of fresh, healthy food.
  • Grow and contribute to a resident-led, healthy food system in the Dudley neighborhood of North Dorchester and Roxbury that utilizes our urban farms, youth participants, and expertise in urban farming and produce distribution.

Needs Statement

*Youth Program Capacity: The Food Project cannot accept all qualified applicants for our youth programs: there are about 5 applications for every 1 position in our introductory Seed Crew, 3 for every Dirt Crew spot, and 2 for every Root Crew position. Expansion would require more staff, land, vehicles, funds for youth stipends, and larger organizational infrastructure.

*Land: The Food Project leases all of the land we farm. While we have strong relationships with the landowners, our future would be more secure if The Food Project could invest in its own portfolio of urban and suburban farmland under our long-term control.

*Transportation: The Food Project needs vehicles for transporting youth and food deliveries. We also provide MBTA passes for youth, a cost that is steadily rising.

*Evaluation: In order to assess our impact, we need resources to develop new and effective methods of evaluating our community programs and conduct a longitudinal study of our youth programs.

*Community Building: Our community programs staff is limited and often relies on temporary positions funded through fellowships. A larger, dedicated community-focused staff would enable more effective engagement and greater capacity for evaluation.


CEO Statement

There are many laudable organizations making great progress in the focus areas at the heart of The Food Project’s mission—food justice and insecurity, community education and empowerment, youth development and job training, diversity awareness. I myself have spent my entire career working in many capacities on one or another of these causes, and my personal life has also been touched by these issues. My years in youth development gave me a unique perspective on the issues facing our young people, and recent work with community-serving organizations raised my awareness of the struggles facing under-resourced populations in the Greater Boston area. I have also come to appreciate the importance of personal empowerment and local collaborations in accomplishing ambitious objectives. 

It is with the perspective of these diverse experiences that I joined The Food Project and discovered firsthand its distinctive offering: an interconnected program model that balances the unique resources and needs of youth, food, and community. The youth, who bring their unbridled enthusiasm, energy, and open hearts to their work in the fields and community; the bountiful, fresh food produced on our land, carefully stewarded by our farmers, providing nourishment to those who need it most; and our communities that offer an abundance of skills, ideas, and passion for social justice and change—all of these come together in a mutually supportive set of programs. And, remarkably, we’ve been doing this successfully for more than twenty years. 

At The Food Project, we believe that collaboration is the key to creating lasting change, and that it all starts close to home, with the young people who will be tomorrow’s engaged citizens, policy makers, and community leaders. It was with this in mind that we devised our five-year strategic plan: it underscores the importance of building a network of advocates for the real food movement in the communities we serve in order to increase access to fresh, local food, and outlines our short-term benchmarks that we will use to measure our progress along the way. We have partnered with numerous civic and neighborhood groups like the Dudley Street Neighborhood Initiative and the Lynn Food & Fitness Alliance to gather allies in our work, and provide support for theirs. With the backing of our Board of Trustees—including three exceptional youth representatives—and the hard work of the youth and staff, we will continue to apply ourselves in pursuit of a better food future, here in our neighborhoods, and in all the communities we touch.    

Board Chair Statement

Members of The Food Project’s Board of Trustees devote countless volunteer hours to the organization because they care deeply about its mission and have experienced firsthand its great work engaging young people in personal and social change through sustainable agriculture. Board members have volunteered in the fields, seen youth lead sessions on food justice, and attended farmers’ markets where The Food Project provides access to fresh and locally grown food to otherwise underserved communities.

The Board of Trustees consists of 22 members: 19 adults and three youth interns. The Food Project is successful in attracting a diverse set of skilled people to the Board of Trustees who give much of their time to Board participation. We have very high attendance at Board and Board committee meetings and a perfect record of annual giving to the organization. This past spring, we added five adults and two youth to the Board. (Our adult board members are limited to two three-year terms and our youth board members leave the board when they graduate from the program. Some youth have later returned as adult board members!) 

We are very excited to have completed a successful hiring process for a new executive director, using an open and inclusive process in which board members, staff, youth, and supporters worked together on the hiring committee. This committee consulted the entire staff and board, as well as many supporters and stakeholders, to help define the qualities we wanted in a new leader for the organization. They reviewed resumes, conducted interviews, and made recommendations to the board on final candidates. We met our timeframe and brought on a dynamic new leader to carry forward and deepen the work of The Food Project. We created a temporary board committee on transition planning that worked with senior staff to ensure that the new executive director had an on-boarding plan for his first three months.

During the year, we effectively supported the work of our interim executive director and helped define the metrics for our new Strategic Plan. We successfully spun off one of our programs, Real Food Challenge, meeting a goal of nurturing a national movement for real food on college campuses and allowing that program to expand on its own.

The board faces a few key challenges this year. We are revising the evaluation process for our executive director so that key goals and objectives mesh with our new Strategic Plan. We will be welcoming and orienting our new Board members to encourage a high level of ongoing participation. They each receive a Board book, meet with the Board Executive Committee for an orientation, and are paired with another board member. We are integrating our new Strategic Planning Committee into Board activities. That committee will be assessing our progress toward meeting strategic plan goals and suggesting corrections if necessary.  We will be interviewing firms to change our auditor for the next fiscal year as a matter of due diligence. We are reaching out to support increased individual giving to The Food Project. We identified skills and experiences we would like to add to the Board and will be reaching out to board members and supporters to help us identify people who might join the Board next year.    

Geographic Area Served

In a specific U.S. city, cities, state(s) and/or region.
GREATER BOSTON REGION, MA
METROWEST REGION, MA
NORTHEAST REGION, MA
SOUTHEAST REGION, MA
City of Boston- North Dorchester
City of Boston- South Dorchester
City of Boston- Jamaica Plain
City of Boston- Mattapan
City of Boston- Roxbury
City of Boston- Citywide (Indiv. neighborhoods also listed)
The Food Project serves youth and communities in Greater Boston, MetroWest, and the North Shore. We hold offices in Lincoln, Dorchester, and Lynn; have farms in Lincoln, Beverly, Boston, and Lynn; run affordable farmers’ markets in Roxbury and Lynn; and serve as a host site for FoodCorps service members who work with public schools in Boston, Lynn, and Gloucester. We recruit a geographically diverse group of teens for our youth programs, bringing together peers who might not otherwise intersect.

Organization Categories

  1. Food, Agriculture & Nutrition - Food, Agriculture & Nutrition NEC
  2. Youth Development - Youth Development Programs
  3. Community Improvement, Capacity Building - Community Improvement, Capacity Building N.E.C.

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

Yes

Programs

Community Programs

The Food Project’s youth and staff provide a range of complementary services aimed at increasing access to healthy, local, affordable food in underserved communities. We provide raised-bed gardens, materials, and support for low-income gardeners through the Build-a-Garden program; run affordable farmers’ markets and incentive programs that encourage residents to use their federal nutrition benefits there; engage school and community groups in gardening, preservation of traditional cultures, and refugee healing initiatives in our Dudley Greenhouse; and more. New programs—including the Farm to Family subsidized Community Supported Agriculture program and the FoodCorps school food initiative—exemplify our new, collaborative Real Food Hub model, in which we work with partners such as community centers, public schools, and Head Start sites to engage a targeted group of families in multiple programs, deepening our impact and improving our ability to evaluate it in the long term.

Budget  $662,665.00
Category  Community Development, General/Other
Population Served Poor,Economically Disadvantaged,Indigent At-Risk Populations Immigrant, Newcomers, Refugees
Program Short-Term Success 

*Build-a-Garden – Through a post-season survey, successful engagement in this program will show increased consumption of produce, less dependence on emergency food sources, and a high likelihood to garden in upcoming seasons.

*FoodCorps – Success is displayed in an increased willingness in students to experiment with new foods in different scenarios (e.g., at home, at school, etc.), measured by pre- and post-program surveys.

*Farm to Family – Success is measured in the quantity of food adequately feeding families, and a majority of participants consistently picking up their share, trying, and liking new foods.

*Greenhouse – Community members participating in workshops and related greenhouse activities (e.g., cooking and gardening classes) report success as greater awareness of food systems issues and more positive attitudes toward healthy food.

Program Long-Term Success 

Ultimately, our aim is to expand the real food movement by building a diverse community of youth and adult advocates and allies in the neighborhoods where we work, and to increase access to fresh, healthy food and related educational opportunities in these communities. In accomplishing this, underserved populations will be empowered to take control of their food system and will have greater agency in improving their well-being through a more nutritious diet, safer neighborhoods, reduced environmental stress, and more beneficial neighborhood setting.

Program Success Monitored By 

Each Community Program measures impact through evaluations customized to their separate activities, such as post-season surveys for Build-a-Garden and Farm to Family, or pre- and post-program comparative surveys for garden-based learning through FoodCorps. Greenhouse activity evaluations depend on the nature of the program (long-term vs. one-time), as well as the focus (e.g., food experimentation, cultural exchange, etc.). We also record attendance and/or participation numbers, and collect anecdotal information and community input through neighborhood focus groups and advisory panels formed to guide the direction of our community-focused activities.

 

As a part of our push toward grouping our Community Programs at Real Food Hubs, we aim to develop evaluation tools and practices to more effectively measure our impact on the communities we serve across all programs.

Examples of Program Success 

Through our gardening programs we empower local residents to grow their own produce, thus increasing access to healthy food. Through last year’s post-season Build-a-Garden survey, we determined that 80 percent of respondents had three or more people regularly eating from their garden, 63 percent said their child/children ate more vegetables during the growing season, 80 percent reported saving money on food as a result of having a garden, and 100 percent planned on using their garden the next year. One gardener offered the following testimony: “My son is six and one of the reasons I wanted to garden was to teach him about where our food comes from. Together, we decided on what to grow and he and I went to our garden every Tuesday. I am happy to say that he is now eating a variety of vegetables with pleasure. Personally, I was able to meet members of my community and … [now] we are working with the city to turn some empty lots into community gardens.”


Local Youth Programs

Each year, the more than 120 teenagers from throughout the Greater Boston region engaged in our three-tiered youth development programs work together to explore issues of food justice, develop both personally and professionally as young adults, and gain an understanding of the principles and practices of sustainable agriculture. The lessons they learn are instilled in the summer Seed Crew, deepened in the academic season Dirt Crew and put into action in the culminating Root Crew. Across the three programs, these youth participate in workshops, cultivate our urban and suburban farmland, work with local hunger relief organizations, lead volunteers in the fields, and endeavor to expand community food access. We use an intentional recruitment strategy to achieve diversity and cultivate mutual understanding across geographic, socioeconomic, and racial boundaries. All youth receive a stipend, which provides them with a sense of responsibility and acts as an economic support and incentive.

Budget  $1,134,176.00
Category  Youth Development, General/Other Youth Development, General/Other
Population Served Adolescents Only (13-19 years)
Program Short-Term Success 

Our overarching goals for our youth development programs are twofold. First, we aim to empower the young people themselves with the skills and tools they need to succeed, both personally and professionally, and to cultivate within them a passion for social service and community engagement. We compose our group of participants with an eye toward creating a rich diversity of backgrounds, skills, and experiences; working side by side, they bridge disparate communities and learn from each other's unique points of view. Second, we aim to harness these young people's passion and enthusiasm to make a meaningful impact on members of our community who are suffering from a lack of access to fresh, healthy, local, and affordable food—including SNAP recipients, clients of hunger relief organizations, and others.

Program Long-Term Success 

Our youth programs have identified individual goals within each of five skill/knowledge groups (sustainable agriculture, diversity/anti-oppression, communicating powerfully, workplace skills, and social change), and the overarching goals for participants lie in three broader categories: food, leadership, and community. In the realm of food, participants will aim to connect personal attitudes about food and healthy eating with food access, food justice, and action related to food systems change. Within leadership, youth will build self-awareness, personal agency, and capacity for teamwork and goal accomplishment. And under the purview of community, youth will become equipped with the skills and capacity to engage in the community promoting a greater sense of connection and well-being. The achievement of these learning objectives is measured through self-reflection exercises, observable skills, and post-season surveys.

Program Success Monitored By 

Our focus is on helping young people develop in each of the skill/knowledge groups listed above. We assess participants’ progress using journaling exercises and focus groups, staff feedback, citations given for violating our Standards, recruitment data, and pre- and post-program surveys, which are integrated across all three programs to track participants’ longer-term growth. At the end of each summer, youth programs staff review the challenges and successes of the previous season and plan for refinements and improvements for the coming year.

We maintain records of the number of participants enrolled and our retention rate, which generally ranges from 90 to 100 percent. We use timesheets to track the number of hours worked, as well as participants’ punctuality and attendance.

Examples of Program Success 

A recent summer Seed Crew served as a first job for three-quarters of participants; as such, we expect our curriculum to have a strong impact on the development of workplace skills. One of the ways that we assess this is by tracking the number of violations of our Standards—including expectations of attendance, diligence, and attitude. Across all relevant categories, the number of violations declined by 75 percent from peak levels in the first few weeks of the program. Our pre- and post-program surveys also revealed strong outcomes in several other key target areas:

  • Leadership skills: confidence in leading others increased from 56 percent before to 76 percent after the program.
  • Interest in/practice of healthy eating: participants eating 4 or more servings of vegetables in the 3 days prior to the survey increased from 37 to 46 percent.
  • Awareness of food systems issues: youth who regularly thought about where their food came from increased from 54 to 77 percent.

Sustainable Agriculture and Enterprise

Our Sustainable Agriculture and Enterprise provide the foundation upon which all of our other work rests. Using sustainable methods, our staff partners with the youth and hundreds of volunteers to grow approximately 250,000 pounds of fresh fruits and vegetables on 40 acres of urban and suburban land in Boston, Lynn, Lincoln, and Beverly, and in the Dudley Greenhouse in Roxbury. The challenging, hands-on fieldwork is integral to our model, providing a level playing field for people from all walks of life to come together, work hard, and learn from one another. This harvest is sold at our affordable farmers' markets in Lynn’s Central Square and Boston’s Dudley Town Common, distributed through both market-rate and subsidized Community Supported Agriculture (CSA) programs, and donated to more than a dozen local hunger relief organizations. On all of our farms, we maintain our commitment to sustainable practices and passing on the value of environmental stewardship.

Budget  $928,067.00
Category  Food, Agriculture & Nutrition, General/Other Food, Agriculture & Nutrition, General/Other
Population Served General/Unspecified Poor,Economically Disadvantaged,Indigent Adolescents Only (13-19 years)
Program Short-Term Success 

Over the course of a successful growing season, we meet our annual goals for overall yield and percentage of harvest distributed to under-resourced populations (e.g., in 2012, we will harvest 266,000 pounds total, with 40 percent being distributed to low-income consumers), our soil tests show proper levels of necessary nutrients (minimum organic matter at 3 percent across all farms) and low levels of contaminants, all without compromising our ability to rotate resting fields.

 

In our youth programs surveys, we evaluate participants’ knowledge of sustainable agriculture and food systems, and aim for this to increase steadily throughout a youth’s engagement in our programming.

Program Long-Term Success 

Ultimately, The Food Project aims to be responsible stewards of the farms we have the privilege to cultivate, and to improve the health of the land while simultaneously using its resources to provide for our community. We seek to strike this balance through sustainable practices including cover cropping, careful irrigation, crop rotation, aggressive composting, varied tilling practices (e.g., shallower in potentially contaminated areas), and allowing fields to lie fallow and recuperate valuable nutrients. Success in this endeavor is demonstrated by improved soil fertility, consistently bountiful harvests, and a healthy amount of acreage being allowed to rest each season. In addition, we endeavor to pass on these values of stewardship to the hundreds of youth and thousands of volunteers who help us work the land each year.

Program Success Monitored By 

The Food Project keeps careful records of the quantity of produce harvested from each farm, as well as the quantities distributed through various outlets. We submit soil samples from all of our farms for testing through a local laboratory each year and use the results to inform our crop planning for coming seasons, as well as our farming practices like tilling, rotation, and resting.

 

As mentioned above, appreciation for and understanding of sustainable agriculture and food systems are periodically evaluated through our youth programs surveys.

Examples of Program Success 

Last summer was the Food Project’s first season at Moraine Farm in Beverly, and it was successful, thanks to favorable weather and growing conditions. Over the course of the season, we:

  • Grew 23,180 pounds of produce, bringing the total from our Beverly farms to 50,695 pounds, an increase of more than 84 percent over the previous season.
  • Provided low-income communities with fresh, local food through our affordable and SNAP-accessible farmers’ market managed by our grower’s assistant and summer interns.
  • Donated nearly 6,000 pounds of this harvest to food pantries and soup kitchens: Beverly Bootstraps, the Beverly Council on Aging, The Open Door, and Beverly First Baptist Church. Youth program participants served at these organizations to witness the full cycle of the food from seed to harvest to a community member’s plate.
  • For 20 weeks between June and the end of October, provided 82 farm shares through our CSA program directly from the farm to North Shore residents.

CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Mr. James F. Harrison
CEO Term Start Jan 2015
CEO Email jharrison@thefoodproject.org
CEO Experience

We are very pleased to announce that The Food Project’s Board of Trustees has appointed James Harrison as Executive Director. James is already a widely respected leader here, and began his career in sustainable agriculture by founding a farm and CSA program in Minnesota, which fueled his passion and interest in improving our food system. He joined The Food Project in 2005 as the North Shore’s founding Farm Manager. In his most recent role as the North Shore Regional Director, James was seen as a community leader who laid the foundation for the expansion of the youth programs on the North Shore and was been invaluable in establishing the farm sites in Beverly, Lynn, and most recently Wenham, MA.

James sits on several local food and fitness policy councils on the North Shore and is chair of the Lynn Community Garden Council. Prior to joining The Food Project, James farmed in Minnesota, California and New York and worked as an organic inspector here in Massachusetts.

 
 
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
Ms. Margaret Williams Jan 2008 Sept 2011
Ms. Patricia Gray 1999 2006

Senior Staff

Name Title Experience/Biography
Ms. Cindy Davenport Director of Programming and Institutional Learning

Cindy Davenport, director of programming and institutional learning, has more than 20 years of experience working with community leaders, students in higher education, and youth and young adults, all in diverse multicultural settings: at the Naramata Centre, Roca Inc., Chicago Theological Seminary, and elsewhere. Her background spans work in personal development, community engagement, public health, and environmental awareness, and she holds a master’s degree in religious education from Scarritt Graduate School in Nashville, Tenn.

Ms. Sutton Kiplinger Greater Boston Regional Director

Sutton Kiplinger spent her early career in at Health Leads, a national non-profit that seeks to catalyze fundamental change in how the health care system addresses the social determinants of health. Over seven years there, she served as the organization's New York Site Director, its first national Director of Programs, and finally Executive Director of its flagship site in Boston, driving both dramatic strategic expansion and significant quality improvement. In this work, Sutton constantly ran up against the challenges of promoting health and justice in the context of a broken food system, and in 2011, in an effort to better understand the production-side intricacies of making good food the norm in this country, she transitioned into farming full-time. She spent three seasons working on ambitious, commercially successful organic farms before coming to The Food Project in 2013 as Greater Boston Regional Director. Sutton graduated magna cum laude from Columbia University with a B.A. in Urban Studies.

Ms. Angela Lett Director of Development & External Communications

Angela Lett, director of development and external communications, has spent the past 8 years honing her development and marketing skills at a variety of non-profits. She has overseen the Annual Fund and Alumni and Parent programs at The Boston Conservatory and helped them successfully complete their first capital campaign. Additional higher education development experience includes serving as the Director of Development of the Graduate School at the University of North Carolina - Charlotte and as Associate Director of Development in the College of Social Science at Michigan State University. Angela also worked at the Women's Lunch Place in Boston as the Major Gifts Officer. Angela holds a bachelor's degree in biology from Guilford College and bachelor's and master's degrees in voice performance from The Boston Conservatory.

Ms. Paula Wurts Director of Finance, Human Resources, and Operations --

Awards

Award Awarding Organization Year
-- -- --

Affiliations

Affiliation Year
-- --
Member of state association of nonprofits? Yes
Name of state association Massachusetts Nonprofit Network

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

--

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Staff Information

Number of Full Time Staff 24
Number of Part Time Staff 2
Number of Volunteers 3,000
Number of Contract Staff 6
Staff Retention Rate % 75%

Staff Demographics

Ethnicity African American/Black: 4
Asian American/Pacific Islander: 2
Caucasian: 25
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 2
Other (if specified): Multiracial (African-American/Latina and Native American/Caucasian)
Gender Female: 11
Male: 21
Not Specified 2

Plans & Policies

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

Risk Management Provisions

Automobile Insurance
Automobile Insurance and Umbrella or Excess Insurance
Blanket Personal Property
Commercial General Insurance
Commercial General Liability
Commercial General Liability and D and O and Umbrella or Excess and Automobile and Professional
Computer Equipment and Software
Crime Coverage
Directors and Officers Policy
Employee Benefits Liability
Employee Dishonesty
Employment Practices Liability
Fiduciary Liability
General Property Coverage
General Property Coverage and Professional Liability
Improper Sexual Conduct/Sexual Abuse
Inland Marine and Mobile Equipment
Internet Liability Insurance
Medical Health Insurance
Professional Liability
Property in Transit and Off Premises
Umbrella or Excess Insurance
Workers Compensation and Employers' Liability
Accident and Injury 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 C. Dylan Sanders
Board Chair Company Affiliation Sugarman, Rogers, Barshak & Cohen
Board Chair Term June 2013 - June 2015
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term June 2011 - June 2013

Board Members

Name Company Affiliations Status
Ms. Aviva Argote Hauser Center for Nonprofit Organizations John F. Kennedy School of Government Harvard University Voting
Mr. Mark A. Barnett Foley Hoag LLP Voting
Ms. Nora Carey Epicurean Endeavors, Ltd. Voting
Ms. Rosemary Infante Costello Community Volunteer Voting
Ms. Elizabeth Dada Youth Board Member Voting
Mr. Guarev Dangol Youth Board Member Voting
Ms. Annalisa Di Palma Up and Running Voting
Ms. Hannah Sharpless Graff Hannahcloud DESIGN Voting
Mr. Preble Jaques Goldman Sachs Voting
Ms. Natasha Lamb Arjuna Capital Voting
Ms. Linda McQuillan Community Volunteer Voting
Mr. W. Andrew Mims Loring, Wolcott & Coolidge Voting
Mr. Tommy O'Connor Youth Board Member Voting
Ms. Kalise Osula Youth Board Member Voting
Ms. Karleen Porcena Mattapan Family Service Venter, ABCD Voting
Ms. Kim Reid Maguire Associates Voting
Mr. Charles Riemeschneidaer Consultant Voting
Mr. C. Dylan Sanders Sugarman, Rogers, Barshak and Cohen Voting
Ms. Janet Selcer Steps to Success, Inc. Voting
Mr. Joseph Stein Grantham, Mayo & Van Otterloo Voting
Ms. Lenore Gessner Travis Community Volunteer Voting
Mr. Peter Von Mertens Community Volunteer 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: 3
Asian American/Pacific Islander: 1
Caucasian: 16
Hispanic/Latino: 2
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 13
Male: 9
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 2
Board Meeting Attendance % 76%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions --
Constituency Includes Client Representation Yes

Standing Committees

  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Finance
  • Strategic Planning / Strategic Direction
  • Trusteeship

CEO/Executive Director/Board Comments


Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2013 2012 2011
Total Revenue $2,735,583 $3,573,392 $3,648,093
Total Expenses $3,077,786 $3,636,319 $3,447,170

Prior Three Years Revenue Sources

Fiscal Year 2013 2012 2011
Foundation and
Corporation Contributions
-- $981,595 $1,121,924
Government Contributions $0 $269,025 $521,231
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- $269,025 $521,231
Individual Contributions $2,325,486 $1,370,088 $1,220,071
Indirect Public Support -- -- --
Earned Revenue $402,229 $506,096 $465,517
Investment Income, Net of Losses $7,868 $25,586 $10,306
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind -- -- --
Other -- $421,002 $309,044

Prior Three Years Expense Allocations

Fiscal Year 2013 2012 2011
Program Expense $2,341,654 $2,781,431 $2,580,445
Administration Expense $269,974 $416,763 $434,046
Fundraising Expense $466,158 $438,125 $432,679
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.89 0.98 1.06
Program Expense/Total Expenses 76% 76% 75%
Fundraising Expense/Contributed Revenue 20% 17% 15%

Prior Three Years Assets and Liabilities

Fiscal Year 2013 2012 2011
Total Assets $3,511,028 $3,821,874 $4,002,193
Current Assets $1,949,949 $2,276,943 $2,395,285
Long-Term Liabilities $271,572 $294,054 $315,303
Current Liabilities $80,680 $56,940 $142,160
Total Net Assets $3,158,776 $3,470,880 $3,544,730

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 $322,472.00
Spending Policy N/A
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 24.17 39.99 16.85

Long Term Solvency

Fiscal Year 2013 2012 2011
Long-term Liabilities/Total Assets 8% 8% 8%

CEO/Executive Director/Board Comments

            

Foundation Comments

Financial summary data in the charts and graphs above is per the organization's IRS Form 990s, with additional insights provided by the nonprofit.

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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