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Brooke School Foundation

 190 Cummins Highway
 Roslindale, MA 02131
[P] (617) 3257977
[F] (617) 325-2260
www.ebrooke.org
[email protected]
M. Scott Knox
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INCORPORATED: 2002
 Printable Profile (Summary / Full)
EIN 30-0015324

LAST UPDATED: 02/26/2016
Organization DBA Edward W. Brooke Charter School
Brooke Charter Schools
The Brooke
Brooke Charter Schools Network
Former Names Edward W. Brooke Charter School (2010)
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

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Mission StatementMORE »

The mission of Brooke Charter Schools is to provide an academically rigorous education to students from the cities of Boston and Chelsea that will ensure they are prepared to enter into and succeed in college. 

Mission Statement

The mission of Brooke Charter Schools is to provide an academically rigorous education to students from the cities of Boston and Chelsea that will ensure they are prepared to enter into and succeed in college. 

FinancialsMORE »

Fiscal Year July 01, 2014 to June 30, 2015
Projected Income $25,319,832.00
Projected Expense $25,319,832.00

ProgramsMORE »

  • Associate Teacher Program
  • Brooke Schools

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.


Overview

Mission Statement

The mission of Brooke Charter Schools is to provide an academically rigorous education to students from the cities of Boston and Chelsea that will ensure they are prepared to enter into and succeed in college. 

Background Statement

Founded in 2002, Brooke Charter Schools is a network of three high-performing K-8 public charter schools in Boston. Our mission is to provide an academically rigorous public education to students from the cities of Boston and Chelsea that will ensure that they are prepared to attend and succeed in college. Named after Senator Edward W. Brooke, the first African-American popularly elected to the U.S. Senate, our strategy is to focus relentlessly on developing excellent teaching to a detailed and extraordinarily rigorous set of K-8 learning standards. During the 2013-2014 academic year, Brooke served 1,140 students across three schools and currently has over 4,000 students on our waitlist.

Impact Statement

To prove that great teaching can close the achievement gap, we need to show that our model can succeed at scale and can succeed in serving students across the K-12 spectrum.   Further, we need to grow with excellence.  Brooke schools will not just close the achievement gap; they will shatter it, beating out Massachusetts’s wealthiest districts for a spot in the top five districts in the state. With these remarkable results, we will become the “go to” expert on teaching excellence and a trusted voice in the education reform debate.

To achieve this goal, we will grow slowly and deliberately at first.  In phase one of our growth, we will open four new Boston-area schools in the next five years. Three of these new schools will serve students in grades K-8; the fourth school will serve grades 9-12. Together, the five Brooke schools will serve over 2,200 low-income students a year. 

Record of Success

Brooke students are laying waste to the achievement gap.

On the 2014 MCAS tests, Brooke once again led the state in multiple grades and subjects, with proficiency rates at or near 100%. This year also marked the highest percentage of students scoring advanced in math and ELA in the history of Brooke Charter Schools. Among the highlights at each school:

· 91% of our sixth graders in East Boston scored at the advanced level in math – the highest proportion of students scoring advanced on that test in any school in the Commonwealth over the last nine years.

· 86% of our fifth graders in Roslindale scored at the advanced level in math and 65% of them scored at the advanced level in ELA - higher proportions than at any other school in the Commonwealth.

· 100% of Brooke Mattapan 7th graders were proficient in ELA, making them the highest ranking students in the Commonwealth.

Across the board, Brooke students not only closed the achievement gap – they outperformed students in the wealthiest districts in the state. 

Needs Statement

Human capital

Since our model centers on great teaching, we must hire and develop excellent school leaders.  We must also hire teachers with strong potential and develop them into excellent teachers.

 

FY12

FY13

FY14

FY15

FY16

FY17

FY18

FY19

FY20

Principal Fellows

1

2

2

2

2

2

1

1

1

Teachers

27

41

37

58

55

49

52

45

41

Associate Teachers

11

16

20

26

31

35

38

40

40

Operations

4

4

5

6

5

6

5

4

4

Network Staff

2

1

1

1

1

1

1

1

1

 
Facilities:
We need to find, finance, and refurbish buildings that will meet our needs as we grow. For each of our new schools, we plan to identify and secure a temporary facility for years one and two while securing and building out a permanent facility for each school that will be ready to move into at the start of year three. As we grow, we will need to find and renovate a new building for each of our Brooke schools. Facilities pose a significant challenge in Boston, for a few reasons:

 

  •       Although Boston Public Schools (BPS) currently owns several empty school buildings, and although it has recently signaled a potential willingness to lease some of those to charters, it has also signaled that the supply of those available buildings will be limited, lease terms will be short, and asking rent will be market rate.  If and when BPS does choose to rent space to charters, it is not at all clear that the buildings it makes available will meet our program requirements and location needs, OR that those buildings will be made available on terms that are significantly better than can be had elsewhere.
  •       The Catholic archdiocese, once a consistent seller of available school buildings, has decided that they will not rent or sell former parochial school buildings to charters.
  •       Many charters are replicating at the same time, so competition for buildings, tax credit, and tax-free bond allocations is fierce. 

CEO Statement

Founded in 2002, Brooke Charter Schools is a network of three high-performing K-8 public charter schools in Boston. Our mission is to provide an academically rigorous public education to students from the cities of Boston and Chelsea that will ensure that they are prepared to attend and succeed in college. Named after Senator Edward W. Brooke, the first African-American popularly elected to the U.S. Senate, our strategy is to focus relentlessly on developing excellent teaching to a detailed and extraordinarily rigorous set of K-8 learning standards. During the 2013-2014 academic year, Brooke served 1,140 students across three schools and currently has over 4,000 students on our waitlist.
 

Kimberly Steadman, Co-Director and Jon Clark, Co-Director

 

Board Chair Statement

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Geographic Area Served

Greater Boston Region-All Neighborhoods

We educate traditionally underserved students in the Boston area. Primary sending neighborhoods include: Mattapan, Dorchester, Roxbury, Hyde Park, East Boston and Chelsea.

Organization Categories

  1. Education - Elementary & Secondary Schools
  2. -
  3. -

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

No

Programs

Associate Teacher Program

The Associate Teacher Program is a one-year teacher fellowship designed to train and prepare future Brooke teachers. 
Budget  $342,507.00
Category  Education, General/Other Education, General/Other
Population Served At-Risk Populations Minorities Children Only (5 - 14 years)
Program Short-Term Success  Student achievement will benefit from increased adult attention and 1:1 support during the school day. 
Program Long-Term Success  This program is designed to provide an intensive one-year fellowship in which inexperienced teachers are trained in becoming high-performing Brooke teachers. 
Program Success Monitored By  Professional development, real-time feedback, observations by superiors, data analysis, mentor teacher support
Examples of Program Success  28% of our current teaching staff are former Associate Teachers, our students were number one in the state and in Boston Public Schools on the 2011 MCAS exams.

Brooke Schools

Boston parents have seen the achievement of Brooke students and alumni and want the same opportunities for success for their children. There are currently over 4,000 children on the Brooke waitlists. The odds of “winning” a seat at Brooke in the lottery for the 2011-2012 school year were around 7% -- less than the likelihood of getting into this country’s top colleges and graduate programs. Families want great schools but are currently shut out due to the limited number of seats available at schools like Brooke.

We want to meet this family demand by opening more Brooke schools.  In addition to parent demand, our desire to grow is driven by the belief that all Boston students – even those who will never attend a Brooke school – deserve great teaching.  By scaling up, we can provide a proof point to other schools and districts that great teaching closes the achievement gap.  Further, that type of great teaching can be achieved at scale and on public dollars.  We want to show Boston, Massachusetts, and the nation what a school focused on great teaching looks like – and prove that this kind of school creates excellent results for kids. The more Brooke schools we run, the more we will influence the kind of education that all Boston students receive.

Budget  4,000,000
Category  Education, General/Other
Population Served At-Risk Populations K-12 (5-19 years) Minorities
Program Short-Term Success  Brooke graduates will find success in elementary and middle school and will make it to and through competitive high schools. 
Program Long-Term Success  All Brooke graduates will make it to and through college. 
Program Success Monitored By 
College enrollment and attrition numbers.
Student and staff surveys. 
Examples of Program Success  Cohorts of Brooke graduates will obtain higher degrees in six years or less. 

CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Mr. Jon Clark
CEO Term Start Aug 2001
CEO Email [email protected]
CEO Experience

Jon Clark, Co-Director

B.A., Oberlin College

Jon Clark founded the Brooke middle school in 2002. Before coming to Brooke, he was a founding teacher at South Boston Harbor Academy where he also served as math department chair for four years. Jon also taught junior high school math for two years in Belle Chasse, Louisiana and worked as a researcher for a professor of International Economics at Massachusetts Institute of Technology.  Jon was a 1992 Teach for America corps member.


 
Co-CEO Ms. Kimberly Steadman
Co-CEO Term Start Aug 2006
Co-CEO Email [email protected]
Co-CEO Experience

Kimberly Steadman, Co-Director 

B.A., Harvard College;J.D., Harvard Law School; M.Ed., Harvard Graduate School of Education

Kimberly joined the Brooke staff in 2004 to serve as a lead teacher, math teacher, and professional development coordinator.  She then spent the next school year planning and founding the elementary school, which opened in August of 2006.  Prior to joining Brooke, she worked as a 5th grade teacher for the Chelsea Public Schools and as a 4th grade teacher in Washington, DC.  Kimberly was a 1997 Teach for America corps member.

Former CEOs and Terms

Name Start End
-- -- --

Senior Staff

Name Title Experience/Biography
Scott Knox Chief Operating Operator

M. Scott Knox, Chief Operating Officer 

B.A., Boston College;M.A., Harvard Kennedy School of Government
Scott joined Brooke as Chief Operating Officer in 2010 to help guide the operations front our expansion.  Prior to joining the Brooke, Scott co-founded the National Partnership for Educational Access, served as Vice-President of National Expansion for The Steppingstone Foundation, and worked with Jumpstart as the National Director for New Site Development.

Awards

Award Awarding Organization Year
-- -- --

Affiliations

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

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

--

CEO/Executive Director/Board Comments

--

Foundation Comments

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Staff Information

Number of Full Time Staff 201
Number of Part Time Staff 4
Number of Volunteers 0
Number of Contract Staff 4
Staff Retention Rate % 85%

Staff Demographics

Ethnicity African American/Black: 19
Asian American/Pacific Islander: 7
Caucasian: 0
Hispanic/Latino: 8
Native American/American Indian: 0
Other: 0
Other (if specified): 187
Gender Female: 0
Male: 0
Not Specified 201

Plans & Policies

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

Risk Management Provisions

--

Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Semi-Annually
Senior Management Formal Evaluation and Frequency Yes Semi-Annually
Non Management Formal Evaluation and Frequency Yes Quarterly

Governance


Board Chair Mr. Scott Oran
Board Chair Company Affiliation Dinosaur Capital Partners
Board Chair Term May 2011 - May 2015
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Ms. Hilary Berkman Candlewick Press. Voting
Mr. LaRoy Brantley Cambridge Associates Voting
Mr. Bart Bussink Real Estate Voting
Mr. Jon Clark Brooke Charter Schools Exofficio
Mr. Alex Finklestein Spark Capital Voting
Ms. Joanna Jacobson Strategic Grant Partners --
Ms. Lauren Kushman New Schools Venture Fund Voting
Mr. Charles H. Ledley Highfields Capital Managemen --
Mr. Scott Oran Dinosaur Capital Voting
Mr. Imari Paris-Jeffries Boston Rising Voting
Ms. Kimberly Steadman Brooke Charter Schools Exofficio

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: 0
Caucasian: 9
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 5
Male: 6
Not Specified 0

Board Information

Board Term Lengths --
Board Term Limits --
Board Meeting Attendance % 80%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 70%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation Yes

Standing Committees

    --

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2014 2013 2012
Total Revenue $4,813,750 $1,915,884 $1,719,748
Total Expenses $2,356,719 $1,200,439 $179,061

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 $2,712,994 $948,460 $1,647,180
Indirect Public Support -- -- --
Earned Revenue -- $-36,383 --
Investment Income, Net of Losses $1,876,231 $986,489 $72,568
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind -- -- --
Other $224,525 $17,318 --

Prior Three Years Expense Allocations

Fiscal Year 2014 2013 2012
Program Expense $2,356,149 $1,199,895 $178,487
Administration Expense $570 $544 $574
Fundraising Expense -- -- --
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 2.04 1.60 9.60
Program Expense/Total Expenses 100% 100% 100%
Fundraising Expense/Contributed Revenue 0% 0% 0%

Prior Three Years Assets and Liabilities

Fiscal Year 2014 2013 2012
Total Assets $31,063,222 $28,836,516 $6,455,697
Current Assets $2,929,616 $2,391,956 $6,357,250
Long-Term Liabilities $18,790,925 $19,314,000 $3,416,215
Current Liabilities $2,606,233 $2,313,483 $356,094
Total Net Assets $9,666,064 $7,209,033 $2,683,388

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

Capital Campaign

Are you currently in a Capital Campaign? Anticipated In 3 Years
Capital Campaign Purpose To secure permanent facility space for new Brooke K-8 and high school facilities.
Campaign Goal --
Capital Campaign Dates Jan - Jan
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 1.12 1.03 17.85

Long Term Solvency

Fiscal Year 2014 2013 2012
Long-term Liabilities/Total Assets 60% 67% 53%

CEO/Executive Director/Board Comments

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Foundation Comments

Financial summary data in the charts and graphs above are per the organization's IRS Form 990s, which reflect the Brooke School Foundation's data only.
 
The Audits posted above are combined Audits and reflect both the Brooke Charter Schools and the Brooke School Foundation.
 
Contributions from foundations and corporations are listed under individuals 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?

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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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