Share |
Organization DBA Wildflower
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No


Mission StatementMORE »

Wildflower is dedicated to serving children and families who have experienced the loss of a parent. By providing the gift of camp and enrichment opportunities for children and consistent support and respite for parents, families are able to strengthen their resilience and create positive opportunities for the future.

Mission Statement

Wildflower is dedicated to serving children and families who have experienced the loss of a parent. By providing the gift of camp and enrichment opportunities for children and consistent support and respite for parents, families are able to strengthen their resilience and create positive opportunities for the future.

FinancialsMORE »

Fiscal Year Jan 01, 2016 to Dec 31, 2016
Projected Income $207,363.00
Projected Expense $242,475.00

ProgramsMORE »

  • Serving Bereaved Families Through the Gift of Camp

Revenue vs. Expense ($000s)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

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


Mission Statement

Wildflower is dedicated to serving children and families who have experienced the loss of a parent. By providing the gift of camp and enrichment opportunities for children and consistent support and respite for parents, families are able to strengthen their resilience and create positive opportunities for the future.

Background Statement

Wildflower was founded in 2004 to provide bereaved children and their families with the gift of camp, enrichment opportunities and ongoing support services. We are committed to offering a healing experience for both the children and surviving parent as they recover from the devastating trauma of losing a parent and partner. A critical component of our mission is WCF's long-term commitment to those we serve. Once a child becomes a Wildflower camper, we support the camper and their family for as long as the child needs our assistance, up to age 18.

Our founder, Cyndi Jones, experienced the sudden loss of her husband and the father of their 3 young children when she was only 40. At the time, Cyndi's summers as a working single parent were particularly daunting. Unable to afford summer camp, she appealed to the generosity of camp directors to negotiate tuition reductions that ultimately enabled her children to have carefree summer experiences. This is a model that WCF has adopted.
Once a child becomes a Wildflower camper, our services include providing them with a family liaison, helping them to find the camp that best suits their intersts, time constraints, needs and services offered, negotiating with the camps in order to reduce the tuition expenses for the WCF campers and finally, providing financial support to the camper once a decision is made. We also offer opportunities throughout the year to allow our campers to meet one another, parents to meet others who are in the same situation, and a change to have fun together. 

Impact Statement

Top 5 Accomplishments in 2015

  • Increased the number of Wildflower campers we served in 2015 as we have each year since our inception
  • Increased fundraising capacity through affiliation with the Rodman Ride and through our first major fundraising gala in downtown Boston
  • Reached a significant milestone; combined with camp-tuition reductions and grants from camp-related organizations, we have given more than $1 million in support to our campers and their families
  • Established a new governance committee and laid the foundation for board expansion
  • Hired our first Clinical Program Director to oversee our program, train and supervise our family liaison team

 Top 5 Goals for 2016

  • Increase the number of children we will serve while maintaining the high quality of services and long term support we provide
  • Complete our strategic plan and implement programmatic and structural recommendations for the next 3 to 5 years
  • Increase the organization’s financial capacity through donor participation in our Sponsor-a-Camper Program, increased participation in the Rodman Ride and grant funding
  • Manage the growth of our program by attracting additional board members, volunteers and staff
  • Increase the diversity of the families we serve by developing partnerships with key organizations

Needs Statement

Wildflower Camp Foundation’s most pressing needs:

  • Additional funding to increase the number of campers we fund and to increase the capacity of our organization
  • Ongoing support by donors to insure our long-term support of campers through the Sponsor -a-Camper Program (see our website)
  • Additional volunteer support of our program through participation on a standing committee or Board
  • Increase in the number of qualified professionals who will donate their  time and expertise to work directly with our families or the organization at large
  • Bike riders to participate in the Rodman Ride for Kids, our biggest fundraising event of the year

Wildflower is the only organization in the greater Boston area that attends to the special needs of bereaved families through the gift of camp. In order to maintain our unique services, Wildflower is seeking to create a more fiscally stable organization, with a more efficient and effective infrastructure that will support a growing number of long-term commitments to our families. A stronger infrastructure including increased staffing of our Family Liaison volunteers - a group of trained human services professionals – would continue to provide high-quality and long-lasting benefits to our families.

Every year, Wildflower receives more applications from new families dealing with the trauma of loss. Our challenge is to increase our fundraising revenue so we can, in turn, increase the number of families we support. Wildflower is seeking funds to help us respond to the unusually high number of applications we received in 2016. This funding will enable us to accept more campers next year as well as support them into the future. 

CEO Statement


Board Chair Statement


Geographic Area Served

City of Boston- Citywide (Indiv. neighborhoods also listed)
City of Boston- Allston/ Brighton
City of Boston- Back Bay
City of Boston- Beacon Hill/ West End
City of Boston- Charlestown
City of Boston- Chinatown/ Leather District
City of Boston- North Dorchester
City of Boston- South Dorchester
City of Boston- Downtown
City of Boston- East Boston
City of Boston- Fenway/ Kenmore
City of Boston- Hyde Park
City of Boston- Jamaica Plain
City of Boston- Mattapan
City of Boston- Mission Hill
City of Boston- North End
City of Boston- Roslindale
City of Boston- Roxbury
City of Boston- South Boston
City of Boston- South End/Bay Village
City of Boston- Harbor Islands
City of Boston- West Roxbury
Wildflower serves bereaved children and families in the Greater Boston and surrounding area. As of now, our scholarship recipients have lived in the following communities: Brookline, Cambridge, Canton, Dorchester, Framingham, Franklin, Jamaica Plain, Lowell, Medford, Melrose, Natick, Needham, Newton, Northborough, Reading, Roslindale, Stow, Waltham, Wellesley, Woburn. However, we are committed to working with a diverse population from inner-city, suburban and rural areas.  We serve all areas of Boston and the surrounding areas out to I495.

Organization Categories

  1. Youth Development - Alliances & Advocacy
  2. Human Services - Fund Raising & Fund Distribution
  3. -

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



Serving Bereaved Families Through the Gift of Camp

Wildflower gives the gift of summer camp, as well as support services as needed, to children and teens who have experienced the loss of a parent. They include underprivileged families from the inner city and middle class working families who cannot afford camp fees. We do not discriminate based on race, gender, sexual orientation, religion, nationality or culture. The program funds as many families as possible within our financial limits. The challenges our families face are often hidden from view. Due to the chaos of day-to-day life, emotional trauma, and overwhelming financial struggles, these families can be in crisis more than it may appear. Most importantly, they may be too overwhelmed to reach out for the help that will enable them to cope during this difficult time. For their children, the camp experience of carefree summer days, the comfort of friends and mentors, and a break from a life in turmoil is an invaluable and transformative experience.
Budget  $87,569.00
Category  Human Services, General/Other Children & Youth Services
Population Served At-Risk Populations Children and Youth (0 - 19 years) Families
Program Short-Term Success 

By granting summer camp scholarships and providing on-going support, the Wildflower Camp Foundation has become key in a powerful healing process after a traumatic loss. This process provides a much-needed respite for the entire family, positive role models, and a place for children to "feel normal" without the constant reminder of loss. Children begin to rebuild their lives based on new learning, increased self-esteem and the creation of new memories. Through a supportive camp environment, they rekindle their spirit, creativity, and talents.

One of our mothers had this to say about her son’s camp experience. “My son had a fabulous ‘Heroic Journey’ Outward Bound trip to Colorado. He said it was the hardest and best thing he’s ever done, and he returned with much confidence and more peace around my husband’s passing . . . thank you again for making this healing experience possible.”

Program Long-Term Success 

Our commitment to providing long term support to our families is designed to make a significant impact on their lives. These children are at risk both emotionally and developmentally after facing such a devastating loss. The camp experience of carefree summer days, the comfort of friends and mentors, and a break from a life in turmoil is an invaluable and transformative experience. It facilitates the healing process, opening up long term possibilities that these children might be robbed of. Increased academic and creative potential, preparation for college and beyond can all be impacted by a stable home environment, outside supports and resources.

Wildflower is effective in making a real impact. We are a catalyst for a powerful healing process for entire families, directly changing the lives of children. We are able to renew the promise of summer, the promise of healing and the promise of possibility for our under-served families.

Program Success Monitored By 
Wildflower measures our program success by analyzing the number of families we are able to support, the quality of services provided and our ability to maintain our commitment to fund families as long as their need exists.
To ensure the quality of service provided, the Family Liaison Committee members conduct post-camp interviews with camp directors and parents, evaluating the benefit of the camp experience to the scholarship recipient. The Committee then makes adjustments to the scholarship program and camp placements as needed. Family Liaison volunteers stay with the families they are assigned to on an ongoing basis to offer consistency and to be able to assess the longer term impact on our families. We also review the effectiveness of the application and placement process with scholarship recipients. In addition, Wildflower consults with local bereavement and camp professionals to obtain feedback on our work. Many of these organizations refer their clients directly to us.
Examples of Program Success 
Here is a snapshot of one family who benefited from Wildflower's support:
Wildflower has continued to fund a teenager who has been a Wildflower recipient since 2004. This young woman had a very tumultuous year leading up to camp last year, suffering from depression that can come many years after the loss of a parent. Although her mom was not sure that she would be able to attend camp, in the end she was able to return to a very special creative arts overnight camp that helped soothe her sadness and depression. In the words of her mom, “her emotional well-being has solidified in a way that is nothing short of miraculous. She seems empowered in a way that has allowed her to not only tolerate school, but to begin to thrive, and truly embrace the idea that she might be talented academically as well as artistically. She is taking more chances, and overall is more confident. I owe so much of that to the environment and opportunities that her camp has provided for her.”

CEO/Executive Director/Board Comments



CEO/Executive Director Ms. Cyndi Jones
CEO Term Start June 2004
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
-- -- --


Award Awarding Organization Year
Community Honor Award American Camping Association New England 2008


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

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --


We collaborate with over 100 camps and supporting organizations each year to negotiate camp tuition reductions and scholarships for our campers. During the 11 years we have been working with bereaved children, we have developed strong relationships with nonprofits in both the bereavement and camp communities. Their support and referrals strengthen our program and enable us to support more children than we would be able to support if working alone. We have developed a reputation for excellence among all our collaborators, including organizations such as America Camp Association, Jewish Big Brothers Big Sisters, Jeff's Place, The Children's Room and many more.

CEO/Executive Director/Board Comments


Foundation Comments


Staff Information

Number of Full Time Staff 0
Number of Part Time Staff 4
Number of Volunteers 53
Number of Contract Staff 0
Staff Retention Rate % 100%

Staff Demographics

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

Plans & Policies

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

Risk Management Provisions


Reporting and Evaluations

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


Board Chair Ms. Cyndi Jones
Board Chair Company Affiliation Private Psychotherapy Practice
Board Chair Term June 2004 -
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Mr. Jeffrey Baron Financial Advisor Voting
Dr. Steven Birnbaum Dartmouth Hitchcock Manchester Medical Health Center Voting
Ms. Susan Bornstein Mt. Auburn Hospital Employee Asistance Program Voting
Mr. Arthur Greenberg Retired Voting
Ms. Cyndi Jones Private Psycholtherapy Practice Voting
Mr. Reed Juckett Numeric Investors, LLC Voting
Ms. Audrey Loria Professional Volunteer Voting
Ms. Miriam Mandell IBM Voting
Mr. Matthew Ringelheim Ernst & Young Voting
Ms. Deborah Shapiro Bliss of Yoga Voting
Ms. Debbie Whitehill Jewish Family & Children's Services 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: 11
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 6
Male: 5
Not Specified 0

Board Information

Board Term Lengths 2
Board Term Limits --
Board Meeting Attendance % 80%
Written Board Selection Criteria Under Development
Written Conflict Of Interest Policy Under Development
Percentage of Monetary Contributions 91%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation No

Standing Committees

  • Advisory Board / Advisory Council
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Marketing
  • Scholarship

CEO/Executive Director/Board Comments


Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Fiscal Year Jan 01, 2016 to Dec 31, 2016
Projected Income $207,363.00
Projected Expense $242,475.00
Form 990s

2014 Form 990

2013 Form 990

2012 Form 990

2011 Form 990

2010 Form 990

2009 Form 990

2009 Form 990 (change in fiscal year, covers May 2009 - Dec. 2009)

2008 Form 990

Audit Documents --
IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2014 2013 2012
Total Revenue $143,884 $93,538 $93,510
Total Expenses $103,138 $74,486 $73,577

Prior Three Years Revenue Sources

Fiscal Year 2014 2013 2012
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $167,430 $15,364 $30,796
Indirect Public Support -- -- --
Earned Revenue $265 -- --
Investment Income, Net of Losses $3,368 $1,350 $675
Membership Dues -- -- --
Special Events $-27,179 $76,259 $55,176
Revenue In-Kind -- -- --
Other -- $565 $6,863

Prior Three Years Expense Allocations

Fiscal Year 2014 2013 2012
Program Expense $60,395 $52,468 $51,424
Administration Expense $42,743 $22,018 $22,153
Fundraising Expense -- -- --
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.40 1.26 1.27
Program Expense/Total Expenses 59% 70% 70%
Fundraising Expense/Contributed Revenue 0% 0% 0%

Prior Three Years Assets and Liabilities

Fiscal Year 2014 2013 2012
Total Assets $146,708 $107,577 $86,321
Current Assets $49,666 $66,885 $49,734
Long-Term Liabilities $0 $0 $0
Current Liabilities $0 $0 $0
Total Net Assets $146,708 $107,577 $86,321

Prior Three Years Top Three Funding Sources

Fiscal Year 2014 2013 2012
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? --

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 2014 2013 2012
Current Ratio: Current Assets/Current Liabilities -- -- --

Long Term Solvency

Fiscal Year 2014 2013 2012
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments


Foundation Comments

Financial summary data in the charts and graphs above are per the organization's IRS Form 990s. Contributions from foundations and corporations are listed under individuals when the breakout was not available.
The organization changed its fiscal year in 2009 to a calendar year. As such, a short year 2009 Form 990 document is posted above. As a result of the fiscal year change, some program expenses may be skewed over the years surrounding the change as scholarships are paid out on a reimbursement basis.


Other Documents

No Other Documents currently available.


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?


2. What are your strategies for making this happen?


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


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


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