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WATCH Inc

 24 Crescent Street, Suite 401
 Waltham, MA 02453
[P] (781) 891-6689
[F] (781) 891-1703
www.watchcdc.org
[email protected]
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INCORPORATED: 1988
 Printable Profile (Summary / Full)
EIN 22-2918528

LAST UPDATED: 07/09/2015
Organization DBA WATCH CDC
Former Names Waltham Alliance to Create Housing (2008)
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

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Mission StatementMORE »

WATCH works towards a more just community in the Waltham area by promoting and advancing affordable housing, providing adult education and leadership development and empowering underrepresented residents through civic engagement.

WATCH’s work is underscored and strengthened by community organizing and community building. WATCH connects, convenes and empowers community members in order to accomplish social and economic justice goals.

Mission Statement

WATCH works towards a more just community in the Waltham area by promoting and advancing affordable housing, providing adult education and leadership development and empowering underrepresented residents through civic engagement.

WATCH’s work is underscored and strengthened by community organizing and community building. WATCH connects, convenes and empowers community members in order to accomplish social and economic justice goals.


FinancialsMORE »

Fiscal Year July 01, 2012 to June 30, 2013
Projected Income $217,986.00
Projected Expense $215,639.00

ProgramsMORE »

  • Breaking Barriers
  • Community Organizing
  • First Time Homebuyers Class
  • Healthy Homes
  • Housing Clinic

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

WATCH works towards a more just community in the Waltham area by promoting and advancing affordable housing, providing adult education and leadership development and empowering underrepresented residents through civic engagement.

WATCH’s work is underscored and strengthened by community organizing and community building. WATCH connects, convenes and empowers community members in order to accomplish social and economic justice goals.


Background Statement

WATCH has always adapted and responded to the changing needs of our community.  WATCH was founded in 1988 by Waltham tenants and homeowners who were upset about the poor housing conditions faced by low-income tenants. Early work focused on organizing and advocacy for safe affordable housing. In 1993 WATCH started to address the lack of decent affordable housing by developing small-scale nonprofit housing.

Over time, WATCH expanded programming to meet the diverse interests of our constituents. After more immigrants sought better English skills, WATCH created an English class.  When English students sought help finding work, WATCH contextualized the English class to focus on skills needed to secure a good job.  When WATCH members sought more action on housing, WATCH organized efforts that brought results such as the creation of a Housing Department in City Hall, an agreement between the largest rental development in the City and its management to cap rents for 104 low-income families there, and the passage of the Community Preservation Act.

In 2008, WATCH merged with Breaking Barriers, Waltham's Latina empowerment nonprofit. Both groups focused on leadership development and empowerment.  The merger allowed each organization to strengthen programs, pool resources, consolidate capacity and create one stronger organization that helps low-income tenants, immigrants and others develop as leaders, gain skills, and act to make their community stronger.

Over time, the cost of conducting affordable housing development at our small organization became a financial burden that threatened other programs. In 2010, WATCH helped to form Metro West Collaborative Developers (MWCD) with housing groups in three abutting communities. MWCD now creates high quality, financially sustainable, “green” affordable housing in the four communities represented. While MWCD works on developing affordable housing in Waltham, WATCH focuses on what we do best: community organizing around housing issues, adult education and leadership development.

Since inception, WATCH has developed 36 units of affordable housing, graduated over 1,100 students from English & workforce training classes, assisted over 2,100 tenants in resolving housing issues, graduated over 1,700 students from first time homebuyer classes and organized thousands of residents to win improvements for their community.  With our members as leaders, we will continue to build on these outcomes for a stronger Waltham for all.

Impact Statement

FY '12 Accomplishments:
1. 21 Breaking Barriers participants got new jobs or raises. 100% of them attribute this success to the skills they gained at WATCH. We also doubled the size of the Breaking Barriers English tutoring program.
2. WATCH engaged 91 residents in making sustainable changes in Waltham housing conditions through energy efficiency “barnraising” events and the Tenant Action Group.  Residents reduced energy costs of 7 low income families by $3,400/year, established a public housing tenants union of 32 households and fought to get back security deposits that a landlord unlawfully refused to return to 5 families.
3. WATCH came out on top of a financial transition due to the strategic work of WATCH’s Director and Board, with involvement from WATCH membership. The transition included a move away from housing development (as we helped to found a regional nonprofit affordable housing developer whose focus area includes Waltham), divestment of a burdensome real estate asset, and the growth of relationships with WATCH’s base of members and donors. WATCH now has real estate and operating reserves. FY 2012 financials will show marked improvement from recent years with regard to net assets and other indicators.

FY '13 Goals:
1. Fill and sustain the Community Organizer position. As a result WATCH will develop more active leaders, expand efforts to fight for better housing conditions and advance at least one new affordable housing development in Waltham in the coming year.
2. Continue to expand Breaking Barriers, including growing the tutoring program and increasing the focus on active leadership by Breaking Barriers participants. At least one Breaking Barriers participant will join the WATCH Board.
3. Build on new relationships with philanthropically-minded Waltham-based companies, three of whom recently made small contributions to the Breaking Barriers program. They have now pledged to pool funds to sponsor WATCH’s energy efficiency barnraising program for two years.

Needs Statement

1. $20,000 per year - Funding for Community Organizing, which has fewer funders than our other program and significant competition to secure such funding. This investment would support organizing around increasing local rental housing affordability, improving rental housing conditions and perhaps also addressing labor issues for local immigrants. Total annual program cost is $69,775.  A one-time/one-year investment would allow WATCH to get ahead of  other fundraising efforts for this program and sustain this work.
 
2. $5,000 and/or donation of time by expert Salesforce CRM consultant, to improve tailoring of existing Salesforce database for fundraising, community organizing and program evaluation needs. Our existing Salesforce database is excellent, but without this additional tailoring, it takes too much staff time, energy and expertise to pull vital data.
 
3. $10,000 - to support fundraising consultant in taking individual donor fundraising and donor relations to the next level. To include the creation of a planned giving program, upgrades to the online donation process, and other actions as relevant.
 
4. $4,000 for 4 - 5 Apple computers, no older than 2 years, including iMac, Mac Mini or MacBook Pro, in order to replace existing old computers, and allow for an upgrade of our networked login system.  WATCH receives full in-kind IT services from an IT professional who works exclusively with Apple computers, so we retain Apple computers in our office.
 
5. $20,000 per year - Funding to support the creation of a Volunteer Coordinator position. The Volunteer Coordinator would draw in volunteers for our English tutoring program and energy efficiency "barnraising" events, as well as provide an additional link to WATCH for our Community Organizing work.
 

CEO Statement

Working for WATCH - and helping to provide leadership to strengthen this organization - is one of my proudest professional accomplishments.
 
Through WATCH, people join with their neighbors to build a strong, healthy and equitable community.  WATCH members make up a rich pool of resources from which we all benefit.

Our programs are top notch – but our work is even deeper than helping a young mother from Guatemala gain the English skills she needs to talk to her son’s teacher…or organizing low-income tenants to demand that their former landlord return their security deposits.

WATCH develop leaders that address their barriers individually, but also collectively, in order to making lasting change for the benefit of all.

WATCH builds community by generating lasting relationships between diverse sectors of our community. We are one of the only organizations in our city at whose events you will see the full range of people in our community interacting – people of varying incomes, colors, religions, physical abilities, and countries of origin.

WATCH is the only organization in our community helping immigrant adults improve their English skills in the context of a membership organization. Our English learners are also WATCH members. They actively help shape how their English program functions, what issues WATCH addresses and, therefore, how their community will develop.

WATCH is the only organization in our area that organizes low-income families around the issues they care about. We organize tenants to fight off rent increases or secure the healthy housing conditions they are entitled to. We support families in addressing neighborhood concerns, such as around a long vacant lot or a playground overdue for improvement. WATCH members were leaders in a coalition to pass the Community Preservation Act in Waltham, which now generates millions of dollars a year for open space and historic building preservation and affordable housing.

Under it all, WATCH’s strength is in its members. WATCH is a community of passionate, caring, thoughtful, creative people. To be a part of WATCH is to be part of a community in which  members look out for each other, and make changes together that make a better community and help to sustain us all.

As WATCH member Joseph Abraham noted, “Because of WATCH – their dedication, their great heart – they are helping people express themselves. That’s everything…They don’t help people for themselves, they help people for their country, for their town. And then that person can contribute.”

Board Chair Statement

I am passionate about WATCH because we fill vital gaps. No other group in Waltham has a set of integrated programs for tenants or immigrants such as ours. No one else in our community offers programs such as our Housing Clinic, First Time Homebuyer Class, Energy Efficiency “Barn-raisings” or Community Organizing on housing issues. Even our Breaking Barriers adult education program for immigrants is unique in the way it connects our students to opportunities for civic engagement and activism.
 
 I was asked to join to Board of WATCH’s Board 5 years ago. I am currently serving as Board President for the second year. I am also directly involved with the First Time Homebuyer’s Training program. I feel there are few things as rewarding as helping people be able to purchase their first home. I attend the graduation ceremonies for our Breaking Barriers English Language programs, marveling at our students’ drive. And I continue to derive a great personal sense of pride in the professionalism and commitment of our Board Members.
 
WATCH was formed to develop affordable housing as a means to fulfilling our mission for an equitable, civically active community. In 2010 the Board made a strategic move to stop developing housing ourselves – and taking on the associated financial risks - in favor of a regional development partner. Now we focus on what we do best - our grassroots community work with immigrants and tenants.
 
Our biggest challenges in recent years have been 1) the country’s economic condition wherein many sources of funding have either declined or disappeared; 2) the increasing complexity of developing affordable housing, coupled with changing objectives by funders and lack of support by local government; and 3) the community nature of our Board of Directors, many of whom have had limited or no experience as Board Members with other organizations.
 
Since I have been associated with WATCH, we have created a Board that not only represents our community, but that knows how to manage finances well and that works closely with our staff to meet our goals. It’s a “Worker Bee” Board. The development of a strong Board of Directors has enabled WATCH to also address our other challenges. Board Members work in our fundraising efforts, making telephone calls and sending out appeal letters. And they regularly volunteer with our programs and represent the organization at community events.
 
Prospective Board members are screened before being invited to join the Board. Almost all have been involved with WATCH before being approached for the Board. We provide an in-depth orientation to new board members and encourage them to attend trainings on effective nonprofit governance. Since I first started working with WATCH, the ethos of the Board has changed from a group of people who attended monthly board meetings and voted on issues to a group very involved in the effective functioning of the organization.
 
 I remain very excited about WATCH – about where we are now and where we are going with our thoughtfully integrated programs, deep community connections and growing group of committed financial supporters.

Geographic Area Served

In a specific U.S. city, cities, state(s) and/or region.
METROWEST REGION, MA

WATCH focuses our work in Waltham, MA, although we also have many members who live in neighboring communities.
 
Waltham has long been home to immigrants, the most recent waves from Central America, the Caribbean, and Africa. 26% of residents are foreign born. The city also retains families from earlier immigrant waves - primarily from Ireland and Italy. Nearly half of Waltham’s households – over 10,000 households – earn incomes that qualify them as low-income. Waltham is rich with diversity.

Organization Categories

  1. Community Improvement, Capacity Building - Community Improvement, Capacity Building N.E.C.
  2. Housing, Shelter - Homeowners & Tenants Associations
  3. Human Services - Ethnic/Immigrant Services

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

No

Programs

Breaking Barriers

WATCH supports immigrants in increasing self-sufficiency and community involvement through English language programs that focus on the students' priority interests.  The program has three components:

English Class: Class time focuses on job readiness, financial literacy and other topics of interest to students. The curriculum includes speakers and field trips, such as to the public library. Through a partnership with the Charles River Public Internet Center, this year’s class will include basic computer training.

Tutoring Program: Learners on our English class waiting list or who have placed out of our class levels learn English from a trained volunteer tutor. Ongoing social events for learners and tutors help develop long lasting relationships.

Resource Connection and Leadership & Network Development: WATCH refers participants to resources such as fuel assistance or food stamps. We support learners in representing WATCH at community events, joining a WATCH committee, acting on an issue at their child’s school, or joining another community group. We link learners to other community members, thereby expanding their social network and access to resources. 

Budget  $66,000.00
Category  Education, General/Other Adult Education
Population Served Immigrant, Newcomers, Refugees Adults
Program Short-Term Success  Annually we  provide deep language improvements for over 90 very low-income adult students and generate community leaders from the local immigrant population. 35% of our learners secure higher paying or otherwise better employment within 12 months of joining our program - and all of them attribute this success to their participation with WATCH's program.
Program Long-Term Success  Over the long term, members of Waltham's immigrant community will have the hard and soft skills to make a steady income, to express their interests within the community, and to advocate for their individual and collective interests with regard to housing, schooling, transit, work, health or other issues of concern to them.
Program Success Monitored By 
WATCH uses the nationally recognized BEST Plus program to gauge students' improvement in English language skills. We measure how many students meet or exceed BEST Plus standards for language improvement.
 
During mid-course assessment meetings, students and their teacher assess progress.  Teachers also evaluate the program based on homework and class performance. 
 
Staff work with tutees to set individual learning goals for each session. and analyzes success in meeting those goals at end of session focus groups. We also hold a focus group with tutors to collect feedback.
 
WATCH also measures: numbers of students who return for at least 4 class sessions, number of students whose income increases within 12 months of joining our program, number of students who take leadership roles in a WATCH committee or event, number of students who take advantage of other programs at WATCH, and number of students reporting satisfaction with the program in end of session surveys and input meetings.
Examples of Program Success  Annually, over 80% of our students exceed the BEST Plus thresholds for significant language skill improvement, while nearly 100% at least meet the thresholds. Annually, over 25 learners also participate in learner input meetings, speak at a WATCH event, advocate for issues of concern to them or join other WATCH activities that link them to a wider community network, enhance their leadership skills and enable them to take a more active role in shaping their community.

Community Organizing

WATCH supports residents in effecting change around issues of concern to them in Waltham. We organize tenants and homeowners around campaigns to increase the amount of affordable and safe housing in Waltham.  Under this program, WATCH assisted residents of a state public housing development to form a legally recognized tenants association so that they would have standing to improve the condition of their homes. We also organized tenants of a landlord who chronically refused to return security deposits to fight to get their money back. We are now working to increase elected official's support for affordable housing.
 
Our community organizing work builds a network of residents who are deeply informed about affordable housing, and who educate other residents, including elected officials, on the benefits of nonprofit affordable housing development for Waltham.  This network is active at key moments to advance the development of affordable housing as specific sites. The network seeks to advance the creation of housing that meets the Waltham community's need for top quality, “green”, affordable rental homes.
Budget  $58,625.00
Category  Civil Rights, Social Action & Advocacy, General/Other Civil Rights, Social Action & Advocacy, General/Other
Population Served Poor,Economically Disadvantaged,Indigent Families Immigrant, Newcomers, Refugees
Program Short-Term Success  Annually, WATCH will engage 25 new people in taking action to improve their community.  Annually, at least half of the Waltham City Council will come to expect to hold a meeting with WATCH about housing issues and other issues of concern to low income families and we will meet with every City Councillor at least every 18 months.  At least 50 tenants a year will work through tenants unions and enjoy improved living conditions as a result of agreements with their landlord that they worked to create, negotiate, and win.
Program Long-Term Success 
This program will help develop strong, effective community leaders. It will enable the development of new, top quality affordable rental housing in Waltham's downtown, to relieve the crisis in housing in our City. It will also shift the culture in Waltham so that the concerns of all families - including those who are low-income - are a greater priority.
Program Success Monitored By  WATCH tracks the number of people involved, number of people who take leadership roles at WATCH and the extend to which we win the goals we establish.
Examples of Program Success  See above regarding tenants association

First Time Homebuyers Class

Since the fallout in the housing market, many tenants are even more nervous about buying a home, but they don’t want to squander the opportunity provided by such low home prices and interest rates. WATCH’s class provides potential homebuyers with complete and clear information about the entire process from building good credit to maintaining your home after purchase. The class gives people the confidence and knowledge to buy a home responsibly.

WATCH has offered a first time homebuyers class for nearly 15 years.  Our class is certified by the Citizens Housing and Planning Association’s Homeownership Collaborative, so it helps our students qualify for lower rate first time buyer mortgages, and for downpayment assistance programs offered by municipalities.
Budget  $7,150.00
Category  Housing, General/Other Housing Counseling
Population Served Adults Families
Program Short-Term Success  WATCH will annually graduate 100 students from our first time homebuyer class, enabling them to access low-cost mortgages and downpayment assistance programs.
Program Long-Term Success  More first time homebuyers will successfully purchase homes and benefit from the lower cost mortgages and downpayment assistance programs that they could not access without a course such as ours.
Program Success Monitored By  WATCH tracks the number of graduates annually from our class.
Examples of Program Success  Many of our graduates go on to purchase homes thanks to our class.

Healthy Homes

As our partner at Cambridge-based HEET noted, “Waltham is a vortex of energy inefficiency.” The majority of Waltham’s low-income families live in the homes that make up this vortex. These families are often unaware of small changes they could make to save money, improve qualify of life, and protect the environment for themselves and their community. WATCH partners with HEET to conduct an energy audit before and after each energy efficiency “barnraising” event. During each barnraising, 25 -30 volunteers work alongside the low-income residents of a 2 – 4 unit property.  They caulk around windows and doors, install energy efficient showerheads, set up energy saving power strips, insulate the basement and much more.  The residents of the home feel immediate benefits in comfort and cost savings. The volunteers learn skills they can take home. Afterwards, everyone feels more connected to their neighbors, energized to help the environment, and often also eager to participate in other events.
Budget  $18,529.00
Category  Housing, General/Other Weatherization
Population Served Poor,Economically Disadvantaged,Indigent Families
Program Short-Term Success 
10 - 12 families will save approximately $500 a year on water, gas, electric and oil bills
An additional 75 people a year will learn more simple, low-cost techniques for reducing their own energy use and costs. And they will go home and use those skills to improve their own homes.
 
Program Long-Term Success 
WATCH's Healthy Homes Barnraisings have been some of the most effective of their kind statewide, reducing air leakage at local homes by up approximately 40% at the homes we targeted.
 
In the long term, we will reduce the housing costs for low income families and create a healthier environment. Hundreds of families will collectively save tens of thousands of dollars a year in energy costs. And we will prevent hundreds of thousands of pounds of carbon dioxide from polluting our shared environment.
 
Additionally, over time, these skills will become common knowledge and something everyone puts into place if they have an older home.
 
Program Success Monitored By 
WATCH measures our success by: the number of properties and household for which we conduct a barnraising, the number of volunteers we involve, the number of volunteers who have implemented energy saving skills at their own home (as per a survey conducted 3 months out), and most importantly, how much we reduced the energy use and costs for low income families.
 
We test air leakage before and after the event using the blower door tool of our partner, HEET. We track the level of supplies used and make calculations based on the savings known to exist for each item, such as kilowatts saved per light bulb changed. By analyzing the change in air leakage shown by the blower door and calculating likely savings from materials used, we are able to measure likely money saved per year, gallons of water saved per year and pounds of CO2 that will not go into the atmosphere per year.
Examples of Program Success 
In the last 18 months, WATCH has conducted barnraisings at 7 buildings covering 18 households.  Each household saved an average of nearly $500 a year in water, gas, oil and electricity.  Each household prevented an average of 6,000 pounds of carbon monoxide from going into our atmosphere each year. This means that over the last year alone, WATCH has saved these families over $9,000 and has prevented approximately 108,000 pounds of CO2 from polluting our environment.
 
Over 80% of volunteers were interested in attending another similar event (and many already have!).
 
Over 40% of volunteers had implemented energy saving changes in their own home within 3 months of the event during which they volunteered.

Housing Clinic

The Housing Clinic trains tenants on tenant-landlord law and helps them resolve unsafe or stressful situations with their homes. The Clinic is a collaboration between WATCH and Brandeis University – and it fills a gap for low-income Waltham families. The average income of a household at the Clinic is just over $14,000 a year.

The Clinic runs on a drop-in basis 2ce a week. Tenants visit due to evictions, rent increases, bug infestations, lack of heat, unreturned security deposits and more. Trained Brandeis students, supervised jointly by their environmental law professor and WATCH’s Director, staff the Clinic.  They provide the housing service, and make referrals legal, medical, job training, fuel assistance and food access services.  

Tenants who come to the Clinic are deeply affected by the housing crisis. We help them collectively organize on their issues as appropriate. But all tenants are invited to join larger efforts for affordable housing once their immediate concern is resolved.
Budget  $12,540.00
Category  Housing, General/Other Housing Counseling
Population Served Poor,Economically Disadvantaged,Indigent Families Immigrant, Newcomers, Refugees
Program Short-Term Success  Each year, WATCH provides direct support to over 225 households. Working with tenants, we resolve at least 200 of those household's immediate issues with their housing.
Program Long-Term Success  Over time, more tenants will have the knowledge and confidence to resolve their housing challenges without extra help. More tenants will also join with their neighbors when appropriate to work collectively to resolve their housing issues. This will result in safer, healthier housing and families that are better able to contribute to the community at large.
Program Success Monitored By 
WATCH conducts an annual phone survey of each tenant who attends the clinic. We ask tenants if their issue was resolved, if they feel they got the kind of help they needed, if the experience was pleasant and helpful, if they'd like to join WATCH's other efforts and if they still need additional help.
 
We keep records of these calls in order to analyze them and adjust our work going forward.
Examples of Program Success  Marilyn, a mom with an infant and two other young children, came to WATCH late during a heat wave.  Her electricity had been shut off.  She was in a panic, wondering how to take care of her kids in oppressive heat without a working refrigerator, fans, or her window AC unit.

Marilyn had called her landlord, who did not respond.  She’d called the electric company, who said the landlord hadn’t paid the bills.  After a few days trying to resolve the problem herself, Marilyn was exhausted from worrying,  crying...and arguing over an issue that felt beyond her control.

Through the Housing Clinic, WATCH helped Marilyn get her electricity turned back on.  Her building was rampant with health violations, so WATCH helped them organize and demand better conditions from their landlord. In the end, the landlord decided to sell many of his properties, some of which remain up for sale. Given the rampant health violations in the properties, the tenants hope a new owner will be an improvement.

CEO/Executive Director/Board Comments

WATCH's programs are designed to link together, so that our members may become introduced to WATCH through one program, but may then become involved with another. Our English students regularly benefit from the Housing Clinic. Housing Clinic tenants appreciate the opportunity to fight for more affordable housing via community organizing.  Members from all aspects of WATCH enjoy the community  nature of the energy efficiency barnraisings - and some barnraising beneficiaries have come out of our Breaking Barriers or Housing Clinic programs.
 
WATCH's programs are not isolated services. They are components of a member-driven community development corporation that builds leaders - through its programs - as it addresses social concerns.

Management


CEO/Executive Director Ms. Daria J. Gere
CEO Term Start June 2013
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
Alex Marthews July 2005 Nov 2007
Jennifer Van Campen July 1998 July 2005

Senior Staff

Name Title Experience/Biography
Alexandra Siegrist Breaking Barriers Program Manager --

Awards

Award Awarding Organization Year
-- -- --

Affiliations

Affiliation Year
CDC - State certified Community Development Corporation --
Massachusetts Association of Community Development Corporations (MACDC) --
Member of state association of nonprofits? No
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

Brandeis University, Charles River Public Internet Center, Metro West Collaborative Development, Downtown Waltham Partnership, Latinas Know Your Rights, Boston College Legal Assistance Bureau, Mount Auburn  Hospital

CEO/Executive Director/Board Comments

While WATCH's small staff is not as diverse as our membership - notably with regard to ethnic origin -- one of our staff members is fluent in Spanish, while another maintains conversational Spanish skills.  On the rare occasions when openings occur, we actively seek out applicants from other cultures and backgrounds. We consciously work to develop organizational leaders that fully represent our community, and we maintain an inclusive culture that results in active and meaningful  participation by a diverse range of community members.

Foundation Comments

--

Staff Information

Number of Full Time Staff 2
Number of Part Time Staff 1
Number of Volunteers 250
Number of Contract Staff 1
Staff Retention Rate % 100%

Staff Demographics

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

Plans & Policies

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

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 Annually
Non Management Formal Evaluation and Frequency Yes Annually

Governance


Board Chair Ms. Annette Reynolds
Board Chair Company Affiliation Century 21, Waltham Rotary, 128 Innovation Capital Group
Board Chair Term Dec 2010 - Aug 2011
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Shayna Cummings Community Volunteer Voting
Bob Hachey Community Volunteer, Bay State Council for the Blind Voting
Felipe Lopez Greater Boston Hispanic American Chamber of Commerce Voting
Cecilia Matos Children's Hospital Boston Voting
Virginia Monroe Retired Voting
Joanne Paolini Retired Voting
Dan Reedy Community Volunteer Voting
Annette Reynolds Waltham Rotary Club, 128 Innovation Capital Group Voting
Marc Rudnick Waltham Land Trust, Waltham Farmers Market, Waltham Zoning Board of Appeals, Community Builders Cooperative Voting
Cynthia Salamanis Community Volunteer Voting
Noam Shore Community Volunteer Voting
Soledad Valenciano Community Volunteer Voting
John Walters Children's Hospital Boston in Waltham 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: 1
Asian American/Pacific Islander: 0
Caucasian: 9
Hispanic/Latino: 3
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 7
Male: 6
Not Specified 0

Board Information

Board Term Lengths 2
Board Term Limits 3
Board Meeting Attendance % 85%
Written Board Selection Criteria No
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation Yes

Standing Committees

  • Audit
  • Community Outreach / Community Relations
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Executive

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

Fiscal Year July 01, 2012 to June 30, 2013
Projected Income $217,986.00
Projected Expense $215,639.00
Form 990s

2013 990

2012 990

2011 990

2010 990

2009 990

Audit Documents

2013 Audited Financials

2012 Audited Financials

2011 Financial Review

2010 Financial Review

2009 Financial Review

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2013 2012 2011
Total Revenue $239,513 $235,681 $351,104
Total Expenses $269,542 $545,103 $373,387

Prior Three Years Revenue Sources

Fiscal Year 2013 2012 2011
Foundation and
Corporation Contributions
-- -- $72,527
Government Contributions $0 $0 $46,118
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- $46,118
Individual Contributions $133,331 $96,521 $35,076
Indirect Public Support -- -- --
Earned Revenue $66,005 $160,325 $182,516
Investment Income, Net of Losses $52 $5 $103
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind $52,042 $245,266 $3,050
Other $-11,917 $-266,436 $11,714

Prior Three Years Expense Allocations

Fiscal Year 2013 2012 2011
Program Expense $177,250 $474,586 $292,584
Administration Expense $68,299 $61,262 $69,358
Fundraising Expense $23,993 $9,255 $11,445
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.89 0.43 0.94
Program Expense/Total Expenses 66% 87% 78%
Fundraising Expense/Contributed Revenue 18% 10% 7%

Prior Three Years Assets and Liabilities

Fiscal Year 2013 2012 2011
Total Assets $358,617 $421,085 $1,504,645
Current Assets $48,467 $99,164 $27,221
Long-Term Liabilities $316,209 $325,701 $1,449,048
Current Liabilities $138,861 $171,353 $245,646
Total Net Assets $-96,453 $-75,969 $-190,049

Prior Three Years Top Three Funding Sources

Fiscal Year 2013 2012 2011
1st (Source and Amount) -- --
-- --
City of Waltham HOME CHDO Operating Funds $20,593.00
2nd (Source and Amount) -- --
-- --
Episcopal City Mission $15,000.00
3rd (Source and Amount) -- --
-- --
EPA New England $13,000.00

Financial Planning

Endowment Value --
Spending Policy --
Percentage(If selected) --
Credit Line Yes
Reserve Fund Yes
How many months does reserve cover? 2.00

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? --

Short Term Solvency

Fiscal Year 2013 2012 2011
Current Ratio: Current Assets/Current Liabilities 0.35 0.58 0.11

Long Term Solvency

Fiscal Year 2013 2012 2011
Long-term Liabilities/Total Assets 88% 77% 96%

CEO/Executive Director/Board Comments

WATCH is now on the positive side of a strategic financial transition carried out over the last three years. We now have a cash reserve and a stable and realistic operating budget that gives us room to grow.
 
Our Fiscal Year 2012 Financial Review will showed dramatic improvement from previous years. The work we conducted during this transition resulted in a sea change during Fiscal Year 2012.
 
The transition focused on reducing our debt, increasing our net assets,  and becoming an organization that organizes and advocates for affordable housing (and conducts our other community development programs), but does not develop affordable housing. This shift has eliminated the risks inherent in new real estate deals from WATCH.  

The transition was spearheaded and lead by WATCH's current Executive Director, Erica Schwarz, in partnership with the Board of Directors. Ms. Schwarz was hired in 2008, in part, in order to help the organization improve its finances over the long term. The negative net assets during FY 2011 was due overwhelmingly to the termination of a housing development project that failed to secure funding due to the national housing market collapse. Additionally, our existing real estate assets maintained significant debt.

During Fiscal Year 2012, WATCH divested of our largest real estate asset (which still maintains the affordability of its 7 apartments), as it was a financial drain. This  eliminated approximately $800,000 in debt from our books and resulted in a cash reserve for WATCH. With this shift, as well as the terminated housing deal behind us, our FY 2012 financial review will show positive net assets and other improvements from previous fiscal years. We now have a balanced operating budget that supports our effective community programs, which we are implementing for FY 2013 and beyond.

Foundation Comments

Financial summary data in charts and graphs are per the organization's financial reviews. Additional breakout of revenue was provided by the nonprofit.

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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