Boston Higher Education Resource Center (HERC)
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68 Northampton Street Boston, MA 02118 |
[P] (617) 4425608 [F] (617) 5421357 |
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www.bostonherc.org sacevedo@bostonherc.org Samuel Acevedo |
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INCORPORATED: 1999
Printable Profile (Summary / Full) EIN 04-3249194 |
LAST UPDATED: 08/11/2016 |
| Organization DBA | -- |
|---|---|
| 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 Boston HERC’s mission is to enable at-risk Latino, and other disadvantaged youth, to gain access to a higher education, break the cycle of poverty, and become agents of change in the community.
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Mission StatementThe Boston HERC’s mission is to enable at-risk Latino, and other disadvantaged youth, to gain access to a higher education, break the cycle of poverty, and become agents of change in the community.
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Financials
| Fiscal Year | June 01, 2014 to May 31, 2015 |
|---|---|
| Projected Income | $701,659.00 |
| Projected Expense | $701,659.00 |
Programs
- Passport to College
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 Boston HERC’s mission is to enable at-risk Latino, and other disadvantaged youth, to gain access to a higher education, break the cycle of poverty, and become agents of change in the community.
Background Statement
Founded in 1999 to fill a gap in community-based education programming for underrepresented young people and their families, Boston HERC operates under the auspices of its parent organization (and fiscal conduit), the Congregación León de Judá (CLJ). CLJ is one of New England’s largest Latino congregations, with a membership now exceeding 1,500. The Boston HERC’s core programs include a drop-in college advising service, one-on-one mentoring, an adult education program – and, since 2004, our intensive Passport to College college preparatory program.
In 2004, the Boston HERC launched the Passport to College Program. Passport’s focus is first-generation, low-income youth attending some of Boston Public School’s (BPS) most under-resourced high schools. The Boston HERC’s Passport to College Program offers comprehensive, culturally relevant academic enrichment and college preparatory programming, resulting in a near perfect track record. Targeting low and moderate-income, first-generation college-bound African American and Latino high school juniors and seniors, Passport to College helps students develop the skills, motivation, and determination necessary for long-term academic success. When the Passport to College program was initiated in 2004, only one in four in Black and Latino public school graduates actually completed college following enrollment, according to a significant Boston Foundation Report. Yet since that time, over 100 Passport Scholars (as participants are known) have graduated from the program, and a striking 87% have gone on to graduate from college—on time.
Based on this track record of success, in 2012 Passport to College was selected by Liberty Mutual to fuel a targeted scale-up taking the Passport Program from the Community-Based setting we have served since the program's inception in 2004, to serving cohorts of first-generation juniors and seniors inside BPS’s most critically-underserved schools. In the first of year of this scale-up, Passport quadrupled its student enrollment and saw a six-fold increase in the number of high schools offering Passport in their classrooms (from one high school to six).
In 2004, the Boston HERC launched the Passport to College Program. Passport’s focus is first-generation, low-income youth attending some of Boston Public School’s (BPS) most under-resourced high schools. The Boston HERC’s Passport to College Program offers comprehensive, culturally relevant academic enrichment and college preparatory programming, resulting in a near perfect track record. Targeting low and moderate-income, first-generation college-bound African American and Latino high school juniors and seniors, Passport to College helps students develop the skills, motivation, and determination necessary for long-term academic success. When the Passport to College program was initiated in 2004, only one in four in Black and Latino public school graduates actually completed college following enrollment, according to a significant Boston Foundation Report. Yet since that time, over 100 Passport Scholars (as participants are known) have graduated from the program, and a striking 87% have gone on to graduate from college—on time.
Based on this track record of success, in 2012 Passport to College was selected by Liberty Mutual to fuel a targeted scale-up taking the Passport Program from the Community-Based setting we have served since the program's inception in 2004, to serving cohorts of first-generation juniors and seniors inside BPS’s most critically-underserved schools. In the first of year of this scale-up, Passport quadrupled its student enrollment and saw a six-fold increase in the number of high schools offering Passport in their classrooms (from one high school to six).
Impact Statement
Boston HERC's Recent Accomplishments:
Nearly 9 out of 10 (87%) of Passport students who enroll in college are graduating from college within five years of enrollment; since the inception of the programPassport’s "across the program retention rate" (including its School-Based and Community-Based Programs) for the 2014 academic year was 82%Each (100%) Passport student completing the Community-Based program, and 92% of Passport students completing the School-Based program, have gone on to collegeBetween 2005 and 2014, 86% of our “Passport Alumni” are attending four-year colleges (58% of Passport students attend private 4-year colleges [non-Ivy League]; 22% attend MA four-year state universities; 6% attend Ivy League schools; 13% attend 2-year colleges; and 1% attend vocational colleges); colleges Passport graduates have gone on to attend include Harvard University, Smith College, Columbia University, and the University of PennsylvaniaBoston HERC alumni are now employed in a variety of settings including MFS Financial, BNY Mellon, the Boston Private Industry Council, Boston Trinity Academy, and Year Up. One Passport alumni (Suyeng Quant) currently serves on our governing Board. Between the Fall of 2014 and the Fall of 2016, we anticipate the following specific outcomes:
Launch Passport Scholars School-Based cohorts in eight high schools located within the BPS “Circle of Promise” by the Fall of 2016 (Passport is currently in six);Continue to serve this cohort beyond their graduation from high school and until they successfully complete college;Serve 1,074 first-generation students by Fall 2016;See 693 of them enroll in and complete college within 5 years;Increase the expected college completion rate for this cohort by 102%.
Nearly 9 out of 10 (87%) of Passport students who enroll in college are graduating from college within five years of enrollment; since the inception of the programPassport’s "across the program retention rate" (including its School-Based and Community-Based Programs) for the 2014 academic year was 82%Each (100%) Passport student completing the Community-Based program, and 92% of Passport students completing the School-Based program, have gone on to collegeBetween 2005 and 2014, 86% of our “Passport Alumni” are attending four-year colleges (58% of Passport students attend private 4-year colleges [non-Ivy League]; 22% attend MA four-year state universities; 6% attend Ivy League schools; 13% attend 2-year colleges; and 1% attend vocational colleges); colleges Passport graduates have gone on to attend include Harvard University, Smith College, Columbia University, and the University of PennsylvaniaBoston HERC alumni are now employed in a variety of settings including MFS Financial, BNY Mellon, the Boston Private Industry Council, Boston Trinity Academy, and Year Up. One Passport alumni (Suyeng Quant) currently serves on our governing Board. Between the Fall of 2014 and the Fall of 2016, we anticipate the following specific outcomes:
Launch Passport Scholars School-Based cohorts in eight high schools located within the BPS “Circle of Promise” by the Fall of 2016 (Passport is currently in six);Continue to serve this cohort beyond their graduation from high school and until they successfully complete college;Serve 1,074 first-generation students by Fall 2016;See 693 of them enroll in and complete college within 5 years;Increase the expected college completion rate for this cohort by 102%.
Needs Statement
(1) Passport to College Coach(es): Currently Passport Coaches serve 6 BPS non-exam schools. Our plan is to serve 8 non-exam high schools by 2016. But there are 22 BPS high schools that could use a Passport Coach. Each Coach costs $41,390 (Salary - $29,211; Benefits - $5,842; Taxes & Admin costs - $6,336).
(2) Development Director/GrantWriter: Currently, all proposals and development work is done by the Executive Director and Program staff. Estimated annual salary and equipping costs: $52,000
(3) Marketing/Promotional Tools: Costs associated with the tools that communicate to Passport Scholars that they are part of a community, and that communicates to the world the magic of the Passport Program, including: T-Shirts, Polo Shirts, Lanyards, etc., $2,548; upgrade Boston HERC website, $3,300; social media and promotional videos, $3,800; brochures, business cards, promo cards, & postage, $3,877; banner and table displays, $1,475; TOTAL MARKETING COSTS, $15,000.
(4) Hardware/Software Upgrades: Keeping up with the growth of the Passport Program requires the following hardware/software upgrades: $11,400 for desktop computers (12 desktops @ $950); $5,243 for laptops (7 Toshiba laptops @ $749); $3,495 for LCD Projectors (5 projectors @ $699); $1,478 for 2 Network Projectors (@ 739).
(2) Development Director/GrantWriter: Currently, all proposals and development work is done by the Executive Director and Program staff. Estimated annual salary and equipping costs: $52,000
(3) Marketing/Promotional Tools: Costs associated with the tools that communicate to Passport Scholars that they are part of a community, and that communicates to the world the magic of the Passport Program, including: T-Shirts, Polo Shirts, Lanyards, etc., $2,548; upgrade Boston HERC website, $3,300; social media and promotional videos, $3,800; brochures, business cards, promo cards, & postage, $3,877; banner and table displays, $1,475; TOTAL MARKETING COSTS, $15,000.
(4) Hardware/Software Upgrades: Keeping up with the growth of the Passport Program requires the following hardware/software upgrades: $11,400 for desktop computers (12 desktops @ $950); $5,243 for laptops (7 Toshiba laptops @ $749); $3,495 for LCD Projectors (5 projectors @ $699); $1,478 for 2 Network Projectors (@ 739).
CEO Statement
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Board Chair Statement
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Geographic Area Served
GREATER BOSTON REGION, MA
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Organization Categories
- Education - Secondary & High Schools
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- -
Independent research has been conducted on this organization's theory of change or on the effectiveness of this organization's program(s)
Yes
Programs
Passport to College
| The Boston HERC Passport to College Program targets students who are first-generation, low-income, and attending failing or under-resourced high schools. Our goal is to double the college enrollment and completion rates for up to 1,100 first-generation BPS students by Fall 2016. Passport Coaches are currently serving over 700 low-income students in the classrooms of 6 critically-underserved BPS high schools. The 18-month Passport experience offers comprehensive college preparatory programming including tutoring, financial aid assistance, parent workshops, SAT training, and college tours. But the core of the trademarked Passport Curriculum is devoted to providing repeated exposure to, and practice in, the Habits of the Mind -- the critical personal management and character development skills needed by all budding professionals, but that are especially scarce among first-generation students. The Habits of the Mind are woven throughout the 50 lessons of the 18-month Passport Curriculum. | |
| Budget | $445,000.00 |
|---|---|
| Category | Education, General/Other Educational Programs |
| Population Served | Children and Youth (0 - 19 years) Poor,Economically Disadvantaged,Indigent Minorities |
| Program Short-Term Success | KEY OUTCOMES AND SUCCESS INDICATORS Fall 2014 to Fall 2016: • 75% of the students who enroll in the Passport Program will complete the 18-month curriculum • 75% of Passport Seniors will complete at least four college applications • 75% of Passport Seniors will submit at least 3 independent scholarship applications • 60% of Passport Juniors and Seniors will participate in at least 2 college visits prior to graduation • 50% of the parents/guardians of Passport Juniors and Seniors will participate in at least one college readiness/financial aid workshop • 50% of Passport Students will receive offers of scholarships to their chosen colleges |
| Program Long-Term Success | Our goal is to double the college completion rate (102%) for as many as 1,100 first-generation youth attending as many as 8 BPS non-exam high schools by the Fall of 2016. We anticipate the following specific outcomes towards that goal: · Launch Passport Scholars School-Based cohorts in 8 non-exam BPS high schools by the Fall of 2016 (Passport is currently in 6); · Continue to serve this cohort beyond their graduation from high school and until they successfully complete college; · Serve 1,074 first-generation students by Fall 2016; · See 693 of them enroll in and complete college within 5 years; · Increase the expected five-year college completion rate for this cohort by 102%. |
| Program Success Monitored By | Data gathered from all of our schools remains critical for honing Passport’s effectiveness as a useful tool in the BPS setting. During the academic year, school officials and Passport staff measure Passport's impact using academic and attendance progress reports, teacher feedback on behavior and attitude, student and parent/guardian observations, and students' self-assessment. As a government grant recipient, the Boston HERC keeps detailed demographic data on each of our BPS Passport students, including ethnicity, gender, income status, what Boston neighborhoods they reside in, and what percentage live in public housing. Beyond high school, into college students who complete the Passport Program will receive quarterly follow-up by a Passport Alumni Coordinator (employing a network of Passport Coaches, Passport college graduates, and community-based resources) until the former Passport students complete their journey through college. |
| Examples of Program Success | Currently only 32% of BPS black and Latino students, graduating from BPS non-exam schools, are completing their education and graduating from college within seven years. (Boston Indicators Report, Boston Foundation 2012). In contrast, 87% of the first-generation students who go on to college from Passport since the inception of the program in 2004 have graduated within 5-years of enrollment – 82% of students who enrolled in Passport have completed the program, and gone on to college. Nearly all Passport students (90%) are low-income, qualifying for free or reduced lunch; nearly all (90%) are first-generation to college. In the words of one recent Passport graduate: “They helped me find my place and fit into a world I knew nothing about. Their Coaches made me believe I could attend college. Now I do.” |
CEO/Executive Director/Board Comments
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Management
| CEO/Executive Director | Mr. Samuel Acevedo |
|---|---|
| CEO Term Start | Nov 1999 |
| CEO Email | sacevedo@bostonherc.org |
| 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 |
|---|---|---|
| -- | -- | -- |
Awards
| Award | Awarding Organization | Year |
|---|---|---|
| -- | -- | -- |
Affiliations
| Affiliation | Year |
|---|---|
| -- | -- |
| Member of state association of nonprofits? | No |
|---|---|
| Name of state association | -- |
External Assessments and Accreditations
| External Assessment or Accreditation | Year |
|---|---|
| -- | -- |
Collaborations
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CEO/Executive Director/Board Comments
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Foundation Comments
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Staff Information
| Number of Full Time Staff | 7 |
|---|---|
| Number of Part Time Staff | 3 |
| Number of Volunteers | 103 |
| Number of Contract Staff | 1 |
| Staff Retention Rate % | -- |
Staff Demographics
| Ethnicity | African American/Black: 1 Asian American/Pacific Islander: 0 Caucasian: 0 Hispanic/Latino: 7 Native American/American Indian: 0 Other: 2 Other (if specified): Haitian |
|---|---|
| Gender | Female: 8 Male: 2 Not Specified 0 |
Plans & Policies
| Organization has Fundraising Plan? | Under Development |
|---|---|
| Organization has Strategic Plan? | Yes |
| Years Strategic Plan Considers | -- |
| Management Succession Plan | -- |
| Business Continuity of Operations Plan | -- |
| Organization Policies And Procedures | Yes |
| Nondiscrimination Policy | Yes |
| Whistle Blower Policy | No |
| Document Destruction Policy | -- |
| Directors and Officers Insurance Policy | -- |
| State Charitable Solicitations Permit | -- |
| State Registration | -- |
Risk Management Provisions
| -- |
Reporting and Evaluations
| Management Reports to Board? | Yes |
|---|---|
| CEO Formal Evaluation and Frequency | Yes Annually |
| Senior Management Formal Evaluation and Frequency | Yes Semi-Annually |
| Non Management Formal Evaluation and Frequency | Yes Semi-Annually |
Governance
| Board Chair | Mr. David Diaz |
|---|---|
| Board Chair Company Affiliation | Assistant Principal, Boston Public Schools |
| Board Chair Term | May 2014 - Apr 2016 |
| Board Co-Chair | -- |
|---|---|
| Board Co-Chair Company Affiliation | -- |
| Board Co-Chair Term | - |
Board Members
| Name | Company Affiliations | Status |
|---|---|---|
| Betsy Behan | Boston Neighborhood Network | Voting |
| Angel Carrasquillo | Miami Cafe | Voting |
| David Diaz | Boston Public Schools | Voting |
| Iris Figueroa-Jones | City of Boston Inspectional Services Department | Voting |
| Herenia Hernandez | Somerville Public Schools | Voting |
| Camilo Andres Merchan | Winslow Technology Group | Voting |
| Antonio Montenegro | HERC/ESOL Program Graduate | Voting |
| Suyeng Quant | MFS Financial | Voting |
| Fanny Rodriguez | Boston Public Schools | Voting |
| David Santana | National Grid | Voting |
| Wilson Santos | Boston Public Schools | Voting |
| Rupert Smith | Children's Hospital | Voting |
| Odelice Terrero-Ramirez | Family Resources Center, Boston Public Schools | Voting |
| Luis Valles | Reading Pediatric Associates | Voting |
Constituent Board Members
| Name | Company Affiliations | Status |
|---|---|---|
| -- | -- | -- |
Youth Board Members
| Name | Company Affiliations | Status |
|---|---|---|
| -- | -- | -- |
Advisory Board Members
| Name | Company Affiliations | Status |
|---|---|---|
| -- | -- | -- |
Board Demographics
| Ethnicity | African American/Black: 0 Asian American/Pacific Islander: 0 Caucasian: 0 Hispanic/Latino: 14 Native American/American Indian: 0 Other: 0 Other (if specified): -- |
|---|---|
| Gender | Female: 6 Male: 8 Not Specified 0 |
Board Information
| Board Term Lengths | -- |
|---|---|
| Board Term Limits | -- |
| Board Meeting Attendance % | -- |
| Written Board Selection Criteria | Yes |
| Written Conflict Of Interest Policy | Under Development |
| Percentage of Monetary Contributions | 100% |
| Percentage of In-Kind Contributions | -- |
| Constituency Includes Client Representation | Yes |
Standing Committees
-
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CEO/Executive Director/Board Comments
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Foundation Comments
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Financials
Revenue vs. Expense ($000s)
Expense Breakdown 2015 (%)
Expense Breakdown 2014 (%)
Expense Breakdown 2013 (%)
| Fiscal Year | June 01, 2014 to May 31, 2015 |
|---|---|
| Projected Income | $701,659.00 |
| Projected Expense | $701,659.00 |
| Form 990s | -- |
| Audit Documents |
2015 Audited Financials - Congregacion Leon de Juda (fiscal sponsor) 2014 Audited Financials - Congregacion Leon de Juda (fiscal sponsor) 2013 Audited Financials - Congregacion Leon de Juda (fiscal sponsor) 2012 Audited Financials - Congregacion Leon de Juda (fiscal sponsor) 2011 Audited Financials - Congregacion Leon de Juda (fiscal sponsor) |
| IRS Letter of Exemption |
Prior Three Years Total Revenue and Expense Totals
| Fiscal Year | 2015 | 2014 | 2013 |
|---|---|---|---|
| Total Revenue | $458,554 | $674,407 | $660,605 |
| Total Expenses | $437,081 | $650,428 | $639,366 |
Prior Three Years Revenue Sources
| Fiscal Year | 2015 | 2014 | 2013 |
|---|---|---|---|
| Foundation and Corporation Contributions |
$374,000 | $338,283 | $337,277 |
| Government Contributions | $25,320 | $307,022 | $296,181 |
| Federal | -- | -- | -- |
| State | -- | -- | -- |
| Local | -- | -- | -- |
| Unspecified | $25,320 | $307,022 | $296,181 |
| Individual Contributions | $49,819 | $20,261 | $20,633 |
| Indirect Public Support | -- | -- | -- |
| Earned Revenue | $9,415 | $8,841 | $6,514 |
| Investment Income, Net of Losses | -- | -- | -- |
| Membership Dues | -- | -- | -- |
| Special Events | -- | -- | -- |
| Revenue In-Kind | -- | -- | -- |
| Other | -- | -- | -- |
Prior Three Years Expense Allocations
| Fiscal Year | 2015 | 2014 | 2013 |
|---|---|---|---|
| Program Expense | $277,101 | $548,715 | $470,960 |
| Administration Expense | $159,980 | $101,713 | $168,406 |
| Fundraising Expense | -- | -- | -- |
| Payments to Affiliates | -- | -- | -- |
| Total Revenue/Total Expenses | 1.05 | 1.04 | 1.03 |
| Program Expense/Total Expenses | 63% | 84% | 74% |
| Fundraising Expense/Contributed Revenue | 0% | 0% | 0% |
Prior Three Years Assets and Liabilities
| Fiscal Year | 2015 | 2014 | 2013 |
|---|---|---|---|
| Total Assets | $133,311 | $161,657 | $110,884 |
| Current Assets | $77,172 | $92,045 | $41,272 |
| Long-Term Liabilities | $0 | $0 | $0 |
| Current Liabilities | $0 | $49,819 | $23,025 |
| Total Net Assets | $133,311 | $111,838 | $87,859 |
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 | No |
| How many months does reserve cover? | -- |
Capital Campaign
| Are you currently in a Capital Campaign? | No |
|---|---|
| Capital Campaign Purpose | -- |
| Campaign Goal | -- |
| Capital Campaign Dates | - |
| Capital Campaign Raised-to-Date Amount | -- |
| Capital Campaign Anticipated in Next 5 Years? | -- |
Short Term Solvency
| Fiscal Year | 2015 | 2014 | 2013 |
|---|---|---|---|
| Current Ratio: Current Assets/Current Liabilities | -- | 1.85 | 1.79 |
Long Term Solvency
| Fiscal Year | 2015 | 2014 | 2013 |
|---|---|---|---|
| Long-term Liabilities/Total Assets | 0% | 0% | 0% |
CEO/Executive Director/Board Comments
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Foundation Comments
Financial summary data in the charts and
graphs above is per the organization's reviewed financials, reflecting solely
Boston Higher Education Resource Center’s (HERC) financial data.
HERC is fiscally sponsored by the Congregacion Leon de Juda (CLJ) which
is part of the American Baptist Churches in the USA. As such, the CLJ falls
under the group exemption held by the American Baptist Churches in the USA.
Please note, while the American Baptist Churches in the USA is covered under a
501(c)(3) status, it is not required to file an annual return (Form 990) with
the IRS because it is a church, as such, no Form 990s are posted above. Audited
Financial documents, reflecting the Congregacion Leon de Juda, are posted above
for your reference.
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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