Share |

Boston After School & Beyond Inc.

 89 South Street, Suite 601
 Boston, MA 02111
[P] (617) 345-5322
[F] (617) 812-4693
WWW.BOSTONBEYOND.ORG
[email protected]
Keelin Salisbury
Facebook Twitter
INCORPORATED: 2005
 Printable Profile (Summary / Full)
EIN 20-1308560

LAST UPDATED: 09/15/2017
Organization DBA Boston After School & Beyond Inc
BASB
Boston Beyond
Boston After School & Beyond
Boston After School and Beyond
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

--

Mission StatementMORE »

Boston After School & Beyond connects school, after-school, and summer learning strategies so that young people have the opportunity to learn and thrive. 

Mission Statement

Boston After School & Beyond connects school, after-school, and summer learning strategies so that young people have the opportunity to learn and thrive. 

FinancialsMORE »

Fiscal Year July 01, 2017 to June 30, 2018
Projected Income $3,010,093.00
Projected Expense $2,979,454.00

ProgramsMORE »

  • Advancing Quality Partnerships
  • Boston Summer Learning Project
  • Expanded Learning Opportunities for Teens
  • STEAM

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

Boston After School & Beyond connects school, after-school, and summer learning strategies so that young people have the opportunity to learn and thrive. 

Background Statement

Boston After School & Beyond was founded in 2005 as the successor to two flagship initiatives — the Boston 2:00-to-6:00 After-School Initiative, the first-in-the-nation municipal after-school office, and Boston’s After-School for All Partnership, a collaboration of 15 local funders and the City of Boston that raised $32 million for out-of-school time efforts.

This public-private partnership has allowed a variety of programs to flourish in school buildings, enabled new programs to take shape, and helped connect the learning that takes place during the school day with learning experiences beyond school hours. This leadership has put Boston at the forefront of the nation in after-school programming and innovation, both in schools and in the community.


Impact Statement

In 2015, BASB strengthened partnerships among 115 organizations and 70 schools, reaching nearly 10,000 youth with innovative programming. BASB convenes the Partnership Council, a growing coalition of more than 70 organizations with a shared commitment to closing the opportunity gap for Boston children.

Needs Statement

In order to reach our potential as an organizations, we need:
  • Operating support of $600,000 to support core functions (convening, measurement, communications). 
  • Summer learning  requires $1500/student and includes 5 weeks of high quality summer learning, 5 days a week, with a teacher at a top-notch neighborhood, cultural, or natural institution.  We estimate that current partners could an additional 1,000 students, totaling $1,500,000.
  • In order to create badges, a new credential that recognizes accomplishments and skills outside of school, we require $200,000.  This would support market research, outreach to schools and programs, database development, and coordination.   

CEO Statement

--

Board Chair Statement

--

Geographic Area Served

GREATER BOSTON REGION, MA
Boston

Organization Categories

  1. Education - Educational Services
  2. -
  3. -

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

Yes

Programs

Advancing Quality Partnerships

School partners can play critical roles in meeting the needs of students while stimulating their interests. Partners activate students’ understanding of academic content while enhancing skill development. Boston After School & Beyond seeks to demonstrate how schools and their partners can enhance student learning so that they gain mastery of both the academic content and social-emotional skills that will bring success in school, work, and life.

Boston Beyond is helping eight turnaround and high support schools to measure and document their drive toward transforming the student learning experience through strategic partnerships. Advancing Quality Partnerships (AQP), a joint initiative of Boston Beyond, Boston Public Schools, and the Barr Foundation, provides support for school improvement strategies that integrate academics, social-emotional supports, and expanded learning opportunities through school-community partnerships. This effort helps to align schools and partners around measurable and specific shared goals, create an evidence base upon which to focus improvements, and provide school leaders with insights into the value partners bring to their students. Through this work, Summer Learning Project, and other efforts, Boston Beyond seeks to improve partnership management and measurement at the school and district level to increase access to high quality expanded learning opportunities in Boston

Budget  $500,000.00
Category  Education, General/Other
Population Served Children and Youth (0 - 19 years)
Program Short-Term Success  Scaling models of coherent and measurable school-community partnerships, and infusing these lessons into the impending extended day roll-out in Boston.
Program Long-Term Success  All schools have a set of community partners that enable them to expand learning in order to address the needs and interests of their students.
Program Success Monitored By  Successfully measured through valid and reliable instruments that examine program quality, from the perspectives of a trained observer and the youth participants; skill gain based on teacher observations and student self report; and academic progress based on data from the Boston Public Schools. Additionally, programs will use an instrument that measures interest and engagement.
Examples of Program Success  Based on work with 8 low-performing schools, BASB created a framework for assessing the stages of partnerships and their alignment with school goals.

Boston Summer Learning Project

Research shows that up to two-thirds of the achievement gap between low-income students and their higher income peers can be explained by unequal access to summer learning opportunities. Recognizing this issue, the City of Boston, along with the Boston Opportunity Agenda, The Wallace Foundation, and other key funders are investing in more than 1,500 new program slots to expand summer learning access. Boston After School & Beyond and the Boston Public Schools co-manage this effort.
Budget  $2,000,000.00
Category  Education, General/Other
Population Served Children and Youth (0 - 19 years)
Program Short-Term Success  75 programs, up from 50, participate in the Boston Summer Learning Community, collecting and sharing common data, and participating in joint professional development with teachers. These programs will focus improving the skills associated with college success-- self management, critical thinking, collaboration, and perseverance.
Program Long-Term Success  Every young person in Boston is connected to a high quality summer learning experience that equips him/her to succeed in the next school year and ignites a passion for future pursuits. 
Program Success Monitored By  Successfully measured through valid and reliable instruments that measure program quality, from the perspectives of a trained observer and the youth participants; skill gain based on teacher observations and student self report; and academic progress based on data from the Boston Public Schools. 
Examples of Program Success  The Boston Summer Learning Project has created over 1,000 new summer learning seats for the city's most vulnerable youth. In doing so, it has become a national model of success. In 2013, SLP won the Excellence in Summer Learning Award from the National Summer Learning Association. Additionally, The Wallace Foundation selected this project to be part of a 5 city national randomized controlled study conducted by RAND that is examining the long term effects of summer learning. Preliminary results, realeased in Boston in 2015 show a significant advantage in math, along with indicators of progress in social emotional learning. 

Expanded Learning Opportunities for Teens

Boston After School & Beyond, in partnership with the Boston Public Schools and with the support of the Barr Foundation, seeks to learn more about how teenagers can earn credit outside of school. The Expanded Learning Opportunities for Teens Initiative brings together a variety of organizations that offer teenagers the opportunity to earn academic credit, particularly outside of the traditional school day and classroom setting, as well as provide teenagers with non-academic credentials based on mastery of content or skills. Our partner organizations serve BPS teenagers through programs and activities that feature hands-on, experiential learning and skill building.
Budget  $200,000.00
Category  Education, General/Other
Population Served Adolescents Only (13-19 years)
Program Short-Term Success  Full engage network of 13 teen serving organization in the Boston Public Schools' credit acquisition process. 
Program Long-Term Success 

Expanded Learning Opportunities for Teens aims to provide after school credit for all teenagers involved in the Boston Public School systems. By connecting community partners to the public school system, teens can experience experiential and social emotional learning. As well as creating a system for badging the experiences and skills teens acquire through out of school time learning.  

Program Success Monitored By  Successfully measured through valid and reliable instruments that measure program quality, from the perspectives of a trained observer and the youth participants; skill gain based on teacher observations and student self report; and academic progress based on data from the Boston Public Schools.
Examples of Program Success  In 2014 the Rennie Center released a report titled "From Schooling to  Learning: Leveraging Community Resources to Earn Academic Credit," which documented the benefits and opportunities associated with teenagers earning credit beyond school. Boston After School & Beyond created a taxonomy of credit bearing opportunities, which was used in this report. 

STEAM

Programs that infuse science, technology, engineering, arts, and math enable hands-on, applied learning while preparing students for 21st century careers. These programs help youth increase their interest in STEAM and build the skills necessary for college and career success.

Boston is home to an ecosystem that includes a rich network of places where youth can connect with STEAM– in school and a variety of community settings.  We connect innovative educators with researchers who study their techniques, and then share what we learn from them to help all members of the ecosystem ignite moments of discovery for the youth they serve.
Budget  $100,000.00
Category  Education, General/Other
Population Served Children and Youth (0 - 19 years)
Program Short-Term Success  Middle school STEAM providers adopt common tools and measures to examine interest, engagement, and achievement. These providers will work with schools to align practices with the Next Generation Science Standards (NGSS). These include tools to measure the quality and depth of programming and student engagement (which is part of a new national National Science Foundation-funded study).
Program Long-Term Success  The ecosystem of STEAM programs participates in common measurement agenda, increasing student interest in STEAM and the skills necessary to succeed in the careers of the 21st century. Badges recognize students' accomplishments and skills and are recognized by colleges and employers.
Program Success Monitored By  Successfully measured through valid and reliable instruments that examine program quality, from the perspectives of a trained observer and the youth participants; skill gain based on teacher observations and student self report; and academic progress based on data from the Boston Public Schools. Additionally, programs will use an instrument that measures interest and engagement. 
Examples of Program Success  Working with BASB, Thompson Island Outward Bound Education Center trained its staffs in science standards, organized activities on the island to reinforce them, and participated in common measurement that allowed them to compare progress against research based benchmarks and the performance of other organizations.

CEO/Executive Director/Board Comments

--

Management


CEO/Executive Director Mr Chris Smith
CEO Term Start Nov 2008
CEO Email [email protected]
CEO Experience
Chris has spent his entire career focused on public-private partnerships that support student learning, leading a variety of policy and measurement initiatives. Since joining Boston After School & Beyond in the fall of 2008, Chris has focused on summer learning, strategic school partnerships, and measurement for quality improvement. Chris spent the previous decade at the Boston Private Industry Council (PIC), first as Director of Employer Partnerships, then as Chief of Staff. While at the PIC, he worked with local business leaders to create Classroom at the Workplace, a learning model that combines academic acceleration and paid jobs for teenagers who failed the high-stakes MCAS exams. Since its inception, the program has helped well over 1,000 students earn a high school diploma. He also played a lead role in coordinating Boston's first-ever study of college graduation rates of Boston Public Schools graduates and in developing legislation to decrease the dropout rate in Massachusetts. Before joining the PIC, Chris worked at the US Department of Education in Washington, DC on the Secretary of Education’s education partnerships initiative. He earned an MBA from Babson College and a BA from Trinity College.
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
Kelsey Cowen Data Partnership Manager Kelsey Cowen joined Boston After School & Beyond in the fall of 2015 as Data Fellow. Kelsey recently graduated from Mount Holyoke College in South Hadley, MA with a B.A. in Physics and a certificate in Coastal and Marine Sciences. She is a member of the national Physics honors society, Sigma Pi Sigma. In the fall semester of her third year at Mount Holyoke, Kelsey completed a comprehensive climate research project using an ocean property database spanning the last 60 years. More recently, she worked closely with a fisheries scientist at UNH Cooperative Extension and NH Sea Grant on a pilot study monitoring the prevalence of microplastics on NH beaches. Inspired by the questions beach visitors would ask her while she did field work, Kelsey created an infographic on the study’s preliminary findings for a public audience. Currently, she volunteers for Arlington, MA’s Conservation Commission and Open Space Committee designing educational materials on local ecology and managing a project to connect the naturally and culturally significant spots in town.
Lisa Gomi Hui Director of Measurement & Improvement Lisa Gomi Hui joined Boston After School & Beyond in 2017 as the Director of Measurement & Improvement. In that role, she oversees the collection and analysis of data across BASB’s initiatives to inform, design, and deliver professional development for continuous improvement. Prior to BASB, Lisa worked as a Data Analyst for RGV FOCUS, a collective impact initiative of Educate Texas and the Communities Foundation of Texas that focused on increasing college readiness, access, and success in the Rio Grande Valley region of Texas. There, she discovered her love of using data for action, and analyzed regional educational data to spur a greater strategic focus on college readiness. Lisa has also worked as a Senior Student Recruitment and Enrollment Manager for IDEA Public Schools, and as an Economics Reporter for The Yomiuri Shimbun, Japan’s largest daily newspaper. She earned a Master in Public Policy from Harvard Kennedy School, and a bachelor’s degree in International Relations and Economics from Brown University.
Philip Jackson Program Director, Teen Initiatives Dr. Philip Jackson joined Boston After School & Beyond as Director of Teen Initiatives in October 2011. In this role, he builds on the success of the Teen Initiative, extending its reach to develop systemic approaches to school and community partnerships that serve teenagers. He oversees efforts to coordinate relationships between the Boston Public Schools new “Ed Options” office and community partners. Dr. Jackson brings a wealth of experience and a strong track record of accomplishments to this role. A licensed and nationally certified educational psychologist, his entire career has focused on the education and safety of urban youth. From 2002 to 2011, he served as the Director of Alternative Education for Boston Public Schools. Along with Boston’s alternative education network, Dr. Jackson played a key role in improving BPS graduation rates, establishing systemic reforms around truancy and dropout prevention, and increasing the capacity of the alternative education network to provide educational options for all students. Previously, he was the architect and director of the BPS Counseling and Intervention Center. He received his Bachelor of Sciences in Business Administration and a Masters in Science, Counseling Psychology from Boston College. He furthered his studies and received a Certificate of Advanced Graduate Studies in School Psychology from the University of Massachusetts in Boston. Dr. Jackson received his Doctorate in Education Administration from Boston University.
KC Kato Director of Social Emotional Learning Initiative KC joined Boston After School & Beyond in November 2016 to oversee the development of a strategic plan to strengthen social and emotional learning opportunities through a partnership between out-of-school time program providers and the Boston Public Schools. Most recently, she completed an Education Pioneers Fellowship with BASB in which she developed recommendations for scaffolding of and a system to support professional development for program providers. KC’s prior career in the private sector included a range of roles, including strategy consulting at Boston Consulting Group and then strategic planning, marketing and communications and training and development at Dunkin’ Donuts. She has been and continues to be an active civic and non-profit volunteer in education focused organizations. KC earned her MBA from the Kellogg Graduate School of Management at Northwestern University and a Bachelor’s degree in Economics and Engineering from Swarthmore College.
Danielle Kim Director of Policy & Communications As Director of Policy and Communications for Boston After School & Beyond, Danielle Kim oversees the development and implementation of a strategic outreach plan to further engage the public, civic leaders, and other stakeholders in the team’s many projects. She began her career in education policy as a Fulbright Fellow in South Korea, where she taught at an urban, all-girls high school and facilitated cultural workshops among students and teachers. Danielle then served as a community organizer in her home state of New Jersey, most notably as a Regional Field Director for the 2012 presidential campaign. She continued working in the government sector as a Communications Specialist for the New Jersey Senate Majority Office, where she managed the legislative press for six state senators. Most recently, Danielle served as a Research Fellow at the Harvard Kennedy School on the Data-Smart City Solutions initiative, examining how city officials can leverage new technologies to address social problems and to increase civic engagement. She earned a Master’s degree in Education Policy and Management from the Harvard Graduate School of Education and a Bachelor’s degree in Government and Psychology from Smith College.
David McAuley Program Director, Summer Learning David McAuley serves as Project Manager at Boston After School & Beyond, spearheading implementation of the Summer Learning Project (SLP), which involves 40 Boston Public schools and 17 non-profits co-developing, co-managing, and co-delivering programming to nearly 2,000 Boston Public Schools (BPS) students. SLP is co-managed by Boston After School & Beyond and BPS. David collaborates with BPS and a variety of community stakeholders to recruit students, hire teachers/staff, deliver training and coaching supports, and oversee a continuous improvement process through on-going evaluation. SLP is also part of a national study on summer learning commissioned through the Wallace Foundation. After graduating from Stonehill College, David completed a year of volunteer service in Hartford, Connecticut, helping to launch a youth leadership development program. David then worked at MY TURN in Brockton, Massachusetts, as a direct service case manager with in-school and out-of-school youth. He earned an MBA in non-profit management and social policy from the Heller School at Brandeis University.

Awards

Award Awarding Organization Year
New York Life Excellence in Summer Learning Award National Summer Learning Association 2013

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

  • Partnership Council
  • Success Boston Strategy Group
  • Every Hour Counts
  • Wallace Foundation Professional Learning Community
  • Noyce Foundation STEM National Collaboration

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Staff Information

Number of Full Time Staff 8
Number of Part Time Staff 1
Number of Volunteers 0
Number of Contract Staff 1
Staff Retention Rate % 100%

Staff Demographics

Ethnicity African American/Black: 1
Asian American/Pacific Islander: 3
Caucasian: 4
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 5
Male: 4
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 4
Management Succession Plan --
Business Continuity of Operations Plan --
Organization Policies And Procedures Yes
Nondiscrimination Policy Under Development
Whistle Blower Policy Yes
Document Destruction Policy Yes
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 Mrs. Wanda McClain
Board Chair Company Affiliation Brigham and Women’s Hospital
Board Chair Term July 2017 - June 2017
Board Co-Chair Jill Medvedow
Board Co-Chair Company Affiliation Institute for Contemporary Art/Boston
Board Co-Chair Term July 2017 - June 2017

Board Members

Name Company Affiliations Status
Daniel Arrigg Koh City of Boston, Chief of Staff Exofficio
Dr. Tommy Chang Boston Public Schools Exofficio
Rahn Dorsey City of Boston, Education Cabinet Voting
Sandhya Douglas Wellington Management --
Josh Kraft Boys & Girls Clubs of Boston Voting
Wanda McClain Brigham and Women’s Hospital Voting
Joseph McGrail State Street Corporation Voting
Jill Medvedow Institute of Contemporary Art/Boston Voting
William Morales Boston Centers for Youth & Families Exofficio
Kathy Plaza Plazak & Associates Voting
Paul Reville Harvard Graduate School of Education 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: 2
Asian American/Pacific Islander: 2
Caucasian: 6
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 4
Male: 7
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits --
Board Meeting Attendance % --
Written Board Selection Criteria Under Development
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 0%
Percentage of In-Kind Contributions --
Constituency Includes Client Representation Yes

Standing Committees

  • Finance

CEO/Executive Director/Board Comments

The board is composed of a diverse array of civic leaders from various sectors, including government, cultural institutions, philanthropy, and community based organizations. There are four ex officio members -- Boston Public Schools Superintendent, BCYF Executive Director, Mayor's Chief of Education and Mayor's Chief of Staff. All ex officio directors have a vote.

Foundation Comments

--

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Fiscal Year July 01, 2017 to June 30, 2018
Projected Income $3,010,093.00
Projected Expense $2,979,454.00
Form 990s

2016 Form 990

2015 Form 990

2014 Form 990

2013 Form 990

2012 Form 990

Audit Documents

2016 Audit

2015 Audit

2014 Audit

2013 Audit

2012 Audit

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2016 2015 2014
Total Revenue $3,402,304 $1,799,329 $3,284,870
Total Expenses $2,754,471 $3,084,782 $4,004,463

Prior Three Years Revenue Sources

Fiscal Year 2016 2015 2014
Foundation and
Corporation Contributions
$3,364,574 $1,762,159 $2,885,645
Government Contributions $0 $0 $258,873
    Federal -- -- $8,873
    State -- -- --
    Local -- -- $250,000
    Unspecified -- -- --
Individual Contributions -- -- --
Indirect Public Support -- -- --
Earned Revenue -- -- $51,226
Investment Income, Net of Losses $19,331 $9,816 $3,232
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind $18,399 $27,354 $73,500
Other -- -- $12,394

Prior Three Years Expense Allocations

Fiscal Year 2016 2015 2014
Program Expense $2,413,796 $2,758,410 $3,700,795
Administration Expense $315,503 $300,624 $268,712
Fundraising Expense $25,172 $25,748 $34,956
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.24 0.58 0.82
Program Expense/Total Expenses 88% 89% 92%
Fundraising Expense/Contributed Revenue 1% 1% 1%

Prior Three Years Assets and Liabilities

Fiscal Year 2016 2015 2014
Total Assets $4,227,125 $3,446,433 $5,055,199
Current Assets $4,211,603 $3,441,408 $5,050,174
Long-Term Liabilities $0 $0 $0
Current Liabilities $420,452 $287,593 $610,906
Total Net Assets $3,806,673 $3,158,840 $4,444,293

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 --
Percentage(If selected) --
Credit Line Yes
Reserve Fund Yes
How many months does reserve cover? 3.24

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 2016 2015 2014
Current Ratio: Current Assets/Current Liabilities 10.02 11.97 8.27

Long Term Solvency

Fiscal Year 2016 2015 2014
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

As an intermediary, we aim to operate in a lean and productive manner. Over 90% of our expenses support programs, with less than 10% of expenses going to management and fundraising. 55% of our expenses are grants to organizations serving young people in pursuit of city-wide strategies. 

Foundation Comments

Financial summary data in the charts and graphs above is per the organization's audited financials.  Additional revenue breakout detail was provided by the organization for fiscal year 2014. Contributions and funding from individuals and government sources are listed under foundations and corporations when the breakout was not available.

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?

--

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?

--