Share |

EdVestors, Inc.

 140 Clarendon Street, Suite 401
 Boston, MA 02116
[P] (617) 585-5740
[F] (617) 585-5749
[email protected]
Laura Perille
Facebook Twitter
 Printable Profile (Summary / Full)
EIN 76-0794873

LAST UPDATED: 01/10/2019
Organization DBA --
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes



Mission StatementMORE »

EdVestors’ mission is to increase the number of schools in Boston delivering dramatically improved educational outcomes for all children. 

Mission Statement

EdVestors’ mission is to increase the number of schools in Boston delivering dramatically improved educational outcomes for all children. 

FinancialsMORE »

Fiscal Year July 01, 2017 to June 30, 2018
Projected Income $3,545,600.00
Projected Expense $3,544,800.00

ProgramsMORE »

  • BPS Arts Expansion
  • Improving Schools Initiative (ISI)
  • School on the Move Prize
  • School Solutions Seed Fund
  • Zeroing in on Math

Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

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


Mission Statement

EdVestors’ mission is to increase the number of schools in Boston delivering dramatically improved educational outcomes for all children. 

Background Statement

EdVestors is a school improvement organization founded in 2002 by a group of philanthropists, educators and business leaders interested in connecting private investment and public schools to level the playing field and ensure a quality education is available to all students. Our mission is to increase the number of schools in Boston delivering dramatically improved educational outcomes for all students. We raise and direct private donations for urban school improvement efforts through EdVestors' School Solutions Seed Fund, BPS Arts Expansion Initiative, Zeroing in on Math Initiative and the School on the Move Prize. We combine strategic philanthropy, education expertise, and implementation support to help schools create the conditions for school change. We work at the classroom, school, and system levels in three ways:

1. Identify innovative ideas for school improvement: We are a seed funder for school improvement. Through the School Solutions Seed Fund, EdVestors offers a nimble investment vehicle for Boston educators to receive support for problem-solving, experimentation, and innovation in their schools.
2. Develop, demonstrate, and share best practices for school improvement: Our annual School on the Move Prize of $100,000 is Boston’s premier award for public school improvement and a coveted honor for schools across our city. EdVestors publishes annual research and case studies to share stories of improvement and disseminate knowledge throughout the broader field.
3. Scale and replicate what we know works for school improvement: We work at scale to achieve citywide student impact, coordinating major public-private partnerships in targeted issues areas – currently in arts education, math and career and technical education. Our largest citywide effort to date, BPS Arts Expansion, has resulted in 17,000 more students receiving arts instruction during the school day compared to 2009. In 2016, EdVestors began work to model effective Career Technical Education pathways for high school students as a strategy for improving Boston’s traditional high schools, connecting more students to postsecondary opportunities, and bolstering Boston’s workforce.

Impact Statement

EdVestors' recent accomplishments include: 

1. BPS Arts Expansion has resulted in 17,000 more students receiving arts instruction during the school day since 2009. Thanks to our public and private partners working together over the last seven years, Boston has emerged as a national leader among urban districts working to expand arts education. From 2009-2016, the percentage of BPS pre-K through 8th grade students receiving a minimum of weekly, year-long arts instruction or its equivalent increased from 67% to 94%. In the same period, the percentage of BPS high school students receiving any arts instruction more than doubled to total 65% in 2015-2016.

2. In the 2015-16 pilot year of Zeroing in on Math, EdVestors worked with 45 teachers at 8 schools on math interventions, reaching 1,700 students with improved math practices. Among teachers participating in the year one cohort, 87% reported the intervention closed skill gaps in math for students and 71% reported the intervention helped them teach math more effectively. In year two (2016-2017) Zeroing in on Math will reach 100 teachers across 100 schools impacting 3,500 students.

3. In 2016 we celebrated the 11th anniversary of the School on the Move Prize, honoring Roslindale’s Phineas Bates Elementary School with the $100,000 prize. We also released a case study to disseminate knowledge on successful school improvement, detailing the Jeremiah E. Burke High School’s (last year’s 10th anniversary winner) trajectory toward improvement.
Goals for the coming year are tied to EdVestors' mission of increasing the number of schools in the city delivering dramatically improved educational outcomes for all students.
Goal 1: Drive toward scale and impact through a series of Strategic Initiatives aimed at specific academic indicators at the core of school improvement.
Goal 2: Invest in innovation, experimentation and knowledge generation to inform school improvement strategies.
Goal 3: Invest in organizational capacity to manage growth and maximize impact.

Needs Statement

EdVestors' most pressing organizational needs include the following: 
1. Lead investors for multi-year Zeroing in on Math, our multi-year effort to increase middle grades math proficiency among Boston’s 4-8th graders, currently in Year 2 (2016-2017). Join current corporate, institutional and individual donors as both thought partners and funders in the ongoing design and implementation of a set of strategies aimed at helping schools improve instruction, deepen learning and close student skill gaps in math as a critical foundation for high school and post-secondary success. Annual funding commitments from lead investors start at $25,000.
2. Founding investors/corporate sponsors for developing work to promote and implement more Career Technical Education pathways as an effective strategy for overall high school improvement resulting in deeper student academic engagement and increased access to employment opportunities for Boston students. Currently in planning year with school and industry partners. Annual funding commitments from lead investors start at $25,000.
3. Expanded partnerships in new sectors in Boston including technology, higher education, and biotech to support our developing work in Career Technical Education.
4. Updated technology and systems to support our internal operations with regard to data collection, information tracking and sharing, and website management.

CEO Statement

Board Chair Statement


Geographic Area Served

City of Boston- Citywide (Indiv. neighborhoods also listed)

Boston, Massachusetts

Organization Categories

  1. Education - Elementary & Secondary Schools
  2. Arts,Culture & Humanities - Arts Education
  3. Education - Funding Raising & Fund Distribution

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



BPS Arts Expansion

The Boston Public Schools Arts Expansion is a multi-year effort to expand arts education in schools across the district. Launched in 2009 by EdVestors and a network of donors and partners, BPS Arts Expansion focuses on a coherent, sustainable approach to preserving arts as an essential aspect of education for all Boston Public School (BPS) students. A true public-private partnership, BPS Arts Expansion has brought together local foundations, the school district, arts organizations, higher education institutions and the Mayor’s Office. Since 2009, BPS Arts Expansion has enabled arts education to reach 17,000 more students annually in BPS schools. This year, 94% of students in grades Pre K-8 are receiving weekly arts instruction (up from two-thirds in 2009). Access to any arts instruction for high school students during the school day has more than doubled from 26 percent to 65 percent over the same period. This expansion of arts has been supported by increased public funding by BPS, which now invests over $26 million annually in arts education (compared to $16M in 2009).

Budget  $1,000,000.00
Category  Arts, Culture & Humanities, General/Other General Arts Education
Population Served K-12 (5-19 years) Children and Youth (0 - 19 years)
Program Short-Term Success 
Program Long-Term Success 

The Initiative is guided by a multi-year three part strategy:


  1. Expanding direct arts education: To reach 100% of all students in grades pre-K through 8th grade with once weekly, year-long arts instruction, as well as develop targeted strategies to meet the needs of high school students. 
  2. Building capacity: To support systematic expansion of arts education throughout BPS.
  3. Strengthening coordination: To build strong and sustainable partnerships between schools and Boston's rich and diverse arts, cultural, and higher education institutions.


Program Success Monitored By 
  • Annual measurement of student arts access via yearly arts inventory
  • Collection of district data related to arts staffing and program investment
  • Collection of initial and final reports from BPS Arts Expansion grantees
  • Measurement of Initiative’s progress toward meeting specific benchmarks and goals regarding BPS Central Office and school-level capacity, curriculum mapping, principal and teacher professional development, and high school credit-bearing arts experiences
Examples of Program Success 

Since February 2009, more than 14,000 additional elementary, middle, and high school students have opportunities to experience the arts during the school day, compared with the 2008-2009 school year.

Now, nearly 9 of every 10 students in kindergarten through eighth grade receive arts instruction at least once a week for the whole year, reaching ever closer to the Initiative’s goal of 100% of students. In high schools, the number of students accessing any arts instruction during the school day has more than doubled.

Improving Schools Initiative (ISI)

In Spring 2012, EdVestors launched its new Improving Schools Initiative (ISI), an intensive four-year school improvement partnership designed to raise student performance and accelerate each school’s improvement trajectory over the multi-year period. Our goal is to demonstrate an effective and sustainable tactical support system that can be extended to more Level 3 schools over time. ISI is grounded in six years of research identifying a common set of best practices utilized by the most rapidly improving schools in Boston through EdVestors’ School on the Move Prize. Our findings resonate with national research as well as school improvement strategies outlined by the Massachusetts Department of Elementary and Secondary Education (DESE). To date, two of our three partner schools have shown notable improvements in increased student proficiency in math, ELA, or both. One school moved from Level 3 to Level 1 in the state accountability system in 2014.

Budget  $475,000.00
Category  Education, General/Other
Population Served Children Only (5 - 14 years)
Program Short-Term Success 

By the end of December 2012, each school will have identified its key target areas for improvement, developed a school improvement plan based on key practices, and begun the process of implementing plans in their respective schools.

Program Long-Term Success 

The key practices for rapid school improvement include the following: 1. strong leadership and shared ownership, 2. meaningful teacher collaboration, 3. effective use of data to improve instruction, 4. academic rigor and student support, and 5. effective family and community partnerships.

If low-performing schools focus on the key practices and implement an improvement plan with depth and fidelity, coupled with targeted external support, then schools will experience accelerated improvement and student outcomes will improve.

Program Success Monitored By 
Specific indicators and benchmarks for assessing progress over time will include both quantitative and qualitative measures, including changes to adult professional practices, school climate, student engagement and academic outcomes. Indicators of improved academic achievement will include MCAS results (absolute and growth measures) and interim assessment data, along with student attendance and other measures of school efficacy and student engagement. Benchmarks will measure whether participating schools achieve improvement rates that are significantly higher than the district average for comparable schools.
An external evaluator, INSTLL, will assess program progress through a review of quantitative and qualitative data.
Examples of Program Success 

In the earliest stages of ISI, our most critical success has been engaging the faculty from each school in an in-depth review of their school's academic performance and school effectiveness data, as well as helping them come to consensus about their key strengths, needs, and resulting improvement priorities and action steps.

School on the Move Prize

The School on the Move Prize is awarded annually to one of Boston’s most improving schools to recognize its progress and share their successful strategies with the broader field. Launched in 2006, the Thomas W. Payzant School on the Move Prize highlights the ongoing work of strengthening schools and advancing the academic achievement of all students over a four-year period. The Prize is announced each fall at an event attended by more than 200 business, education, philanthropic and civic leaders from Boston. It is important to celebrate and analyze the school improvement success stories, recognizing, rewarding and learning from schools that are able to buck the trends and improve rapidly and sustainably.

Budget  $200,000.00
Category  Education, General/Other
Population Served K-12 (5-19 years)
Program Short-Term Success 
The short-term goals of the School on the Move Prize are to accomplish the following:
  1. Identify and reward schools that have significantly improved academic outcomes for all students, and
  2. Disseminate examples of school improvement best practices that can serve as a guide to other schools trying to achieve gains with similar populations and circumstances.
Program Long-Term Success 
The long-term goal of the School on the Move Prize is to develop the knowledge and understanding needed to drive school improvement in urban schools. EdVestors strives to ensure that urban schools – in Boston and beyond – know the key principles of school improvement and are applying them to their own schools, looking to School on the Move Prize-winning schools as examples.
In 2015, for the 10th Anniversary of the Prize, EdVestors partnered with the Rennie Center for Education Research & Policy to commission a new report: Staying the Course: 10 Years of Lessons from the School on the Move Prize. The report looks back at 10 years of Prize winners and finalists to see what happened to these rapidly improving schools over time – what factors contributed to their sustained or continued improvement, and equally important, what may have impeded their progress?
Program Success Monitored By 
Success will be measured by the following: 
1. The annual awarding of the School on the Move Prize, and
2. Dissemination of best practices through written reports or other means.
Examples of Program Success 
In 2010, EdVestors issued a four-year retrospective report on the winners of the School on the Move Prize from 2006 to 2009. Researched and written by the Rennie Center for Education on Research & Policy, this report, entitled Charting the Course: Four Years of the Thomas W. Payzant School on the Move Prize, identified five principles shared by winning schools: 1. strong leadership and shared ownership, 2. meaningful teacher collaboration, 3. effective use of data to improve instruction, 4. academic rigor and student support, and 5. effective family and community partnerships.
These principles became the foundation for EdVestors’ 2012 Improving Schools Initiative (ISI), a three-year partnership with three underperforming Boston public elementary schools.  Through ISI, EdVestors serves as a strategic partner to help each school improve performance through the application of the five principles found in School on the Move Prize-winning schools.

School Solutions Seed Fund

In fall 2014, EdVestors launched the new School Solutions Seed Fund, to transform the highly successful Urban Education Investment Portfolio into a fund that can more nimbly respond to our most persistent challenges in improving schools. Through the School Solutions Seed Fund, EdVestors issues an annual open call for on-the-ground solutions and innovative and promising ideas that originate organically with frontline educators. The third round of Seed Fund investments were announced in late 2016, with $90,000 for 9 innovative projects to pilot, plan or test new or known solutions in schools in Boston.

Budget  $500,000.00
Category  Education, General/Other
Population Served K-12 (5-19 years)
Program Short-Term Success 

Each year the Investment Portfolio seeks to identify 5-10 promising initiatives that pilot a new approach or expand a successful strategy to address a key urban education issue and raise funds to support those identified initiatives.

Program Long-Term Success 
EdVestors seeks to invest in programs with sustained impact beyond the grant time frame that continue to have a positive impact on students in Boston schools. The most effective initiatives are then identified for expansion and replication. Since 2008, over half of our funded initiatives continue to make an impact. For example, the six-year $10 million BPS Arts Expansion Initiative grew out of a single Portfolio grant into an initiative that brings arts to 14,000 more Boston public school children while strengthening the district’s capacity to build and sustain quality arts programming.
Program Success Monitored By 

EdVestors works with each grantee to create a program-specific outcomes table that identifies the initiative’s outcomes, strategies, activities, and indicators for success. EdVestors then monitors each grant through a combination of written reports (submitted twice a year), periodic check-in phone calls, and annual site visits. The EdVestors grantmaking team provides technical assistance and support to grantees for implementation and evaluation.

Examples of Program Success 

Since 2002, EdVestors has partnered with donors to raise and grant over $16 million in private donations to urban schools for improvement efforts in Boston and Lowell, Massachusetts.  During that time frame, EdVestors has provided the early stage funding for a number of non-profit led initiatives that have expanded their impact across multiple schools in Boston, including Teach Plus’ T3 Initiative, Boston Debate League, and the Achievement Network (formerly Massachusetts Public School Performance).  Our investments also provided early crucial support to district-wide initiatives such as Credit Recovery, which has resulted in an increase in BPS high school graduates since 2008, and on-going partnerships such as the 8th Grade Algebra Expansion Initiative and the BPS Arts Expansion Initiative. We have also provided support to some of the most rapidly improving schools in Boston.

Zeroing in on Math

EdVestors will work with public and private partners to increase student achievement in middle grades math across Boston. Proficiency in math in the middle grades builds a foundation for students leading to the completion of more rigorous math courses in high school. Research shows this high-level coursework in high school is more highly correlated with college graduation than any other factor studied - including family background. For EdVestors, increasing middle grades math proficiency in Boston is a solvable problem. There are just 50 schools that teach the city's 13,500 middle grades students. The shift to the Common Core national standards also provides an opportunity to help all schools refocus their efforts on middle grades math. Our goal is to equip more schools to provide their students the opportunity to master the critical skills and knowledge needed for post-secondary success, gainful employment and active citizenship in our global economy.

Budget  $472,000.00
Category  Education, General/Other Elementary & Secondary Education
Population Served Children Only (5 - 14 years)
Program Short-Term Success 

1) Invest in 8 schools’ pilot efforts and provide teacher support to identify and understand effective interventions.

2) Engage 10+ new cross-sector partners in the collective effort of Zeroing in on Math

3) Publish a one-page summary on each intervention tool, identifying strengths and challenges, the best setting in which to use the tool, and results to date to share broadly with all schools.

4) Collect and share baseline data on the status of middle grades math

5) Host an “algebra summit” and have a clearer direction on how eighth grade algebra fits into a citywide plan.

6) Raise awareness about the need for increasing math achievement

Program Long-Term Success 

1) Increase the number of Boston schools where 75%+ of students are proficient in math

2) Decrease the number of Boston schools where less than 50% of students are proficient in math

3) Prepare more students for success in rigorous high school math courses, which lay the foundation for pursuing STEM-related fields of study in post-secondary education.

4) Invest ~$500,000 in math projects and reach at least 4,000 middle grade students

5) Increase awareness about the need for increasing math achievement

Program Success Monitored By 

Our ultimate goal for Zeroing in on Math is to increase the number of Boston schools that are able to educate at least 75% of their students to proficiency in math by eighth grade. We learned through the BPS Arts Expansion that having one, student-focused metric is essential to our ability to evaluate our progress over time, make mid-course adjustments as necessary, and build awareness and support for our work citywide. In addition to this primary student-focused metric, we will conduct ongoing data collection and analysis around additional indicators such as individual student improvement in math and the number of improving schools. This will provide real-time information on how we’re doing and whether changes are needed. Sharing this concrete information also helps us build issue awareness and public will to support change.

Examples of Program Success 

Zeroing in on Math is a new, multi-year initiative so examples of program success are not available at this time. 

CEO/Executive Director/Board Comments



CEO/Executive Director Ms. Laura Perille
CEO Term Start July 2002
CEO Email [email protected]
CEO Experience Laura Perille is the CEO of EdVestors, a school improvement nonprofit with the mission to increase the number of schools in Boston delivering dramatically improved educational outcomes for all students. EdVestors works with urban schools serving a significant number of high-need students by leveraging strategic private investment, providing on-the-ground tactical support to accelerate results, and developing and sharing knowledge to drive improvement across schools. Since its launch in 2002 under Laura’s leadership, EdVestors has raised and invested over $26 million in funds for urban school improvement through its BPS Arts Expansion, School Solutions Seed Fund, School on the Move Prize, and Zeroing in on Math initiative. EdVestors drives citywide, systematic change at scale though multi-year Targeted Impact initiatives, including BPS Arts Expansion and Zeroing in on Math, launched in 2015 to increase student achievement in math. Laura has served on a number of civic committees appointed by the Mayor or School Committee including the External Advisory Committee on School Choice (2012-13) charged with redesigning Boston’s student assignment system; the Education Transition Team for Mayor Martin J. Walsh (2013-14); and the Superintendent Search Committee (2014-15) for Boston Public Schools. In 2016, Laura was presented with the national Arts Education Award from Americans for the Arts (AFTA) and was recently named to the Wales Education Commission and as an Honorary Professor of Practice at the University of Wales-Trinity Saint David. Prior to EdVestors, Laura led Perille Consulting Group, and previously, she served as Director of Education for Crittenton Hastings House, Policy Analyst for Community Catalyst/Families USA, and Director of Programs for the Greater Boston Food Bank. A graduate of Brown University, Laura and her family live in Boston, where her children have graduated from the Boston Public Schools.
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
Janet Anderson Executive Vice President Janet Anderson joined EdVestors in 2002, the organization’s first year of operation. As Executive Vice President, Janet oversees EdVestors’ core functions, including grantmaking, education analysis, strategy and program development, as well as overall fiscal management of the organization. Prior to joining EdVestors, Janet spent twelve years in a variety of education settings, primarily in higher education with a focus on student support programs and student retention. Janet completed her MBA degree in nonprofit and public management at Boston University’s School of Management. She holds an M.S. in educational administration from Iowa State University and a B.A. from Syracuse University. Janet also serves on the English Language Learners Task Force of the Boston School Committee.
Anuradha Desai Senior Vice President for External Relations

Anuradha Desai joined the leadership team of EdVestors in August 2013. She collaborates with CEO & President Laura Perille, Executive Vice President Janet Anderson and Marinell Rousmaniere, Senior Vice President for Strategic Initiatives to advance the organization’s impact on urban school improvement.

A seasoned nonprofit executive, Anuradha most recently worked at the anti-poverty fund Boston Rising as the Senior Partner for External Affairs. Previously, she served as the first Executive Director of International Center for Conciliation(ICfC) for three years, helping to scale its international programs and to build its capacity to work with divided communities around the world through conciliation. Anuradha’s past nonprofit experiences include her work with a local human rights foundation, TIFA,in Indonesia; eight years as the Executive Director of Organizational Development at Citizen Schools, a national program with a focus on after-school education; three years as the Director of Special Projects at the Feinstein International Center at Tufts University; and serving for 10 years at Oxfam America in various leadership roles. For more than 25 years, Anuradha has built, managed and grown the nonprofits, raised millions of dollars and developed high-performing teams. Over the years Anuradha has served on the board of regional and international organizations, including Oxfam America, Grassroots International and Massachusetts Service Alliance.

Anuradha received her Master’s Degree in Public Administration from Harvard University’s Kennedy School of Government, and was awarded the prestigious Presidential Scholarship. She also has a Master’s Degree in Urban Studies and Architecture from the Royal Academy of Denmark, where she was awarded the DANIDA fellowship.

Amy Luster Vice President Finance and Operations --
Marinell Rousmaniere Senior Vice President for Strategic Initiatives Marinell Rousmaniere brings more than 15 years of experience working in youth development and education in both the public and nonprofit sectors to the role of Senior Vice President of Strategic Initiatives at EdVestors, overseeing the work of the BPS Arts Expansion Initiative and the Improving Schools Initiative supporting three level 3 BPS elementary schools in their school improvement efforts. She previously served as Executive Director of mytown, inc., a nonprofit focused on connecting Boston teenagers to the city’s diverse history, and served as a senior staff member in Mayor Thomas M. Menino’s first-in-the-nation mayoral initiative aimed at increasing the number and quality of after-school activities for youth. A graduate of Connecticut College, Marinell also holds an MBA in public and nonprofit management from Boston University. She resides in Hyde Park with her husband and two children who attend Boston Public Schools and is currently a member of the BPS Quality Working Group.


Award Awarding Organization Year
-- -- --


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

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --



CEO/Executive Director/Board Comments


Foundation Comments


Staff Information

Number of Full Time Staff 11
Number of Part Time Staff 4
Number of Volunteers 113
Number of Contract Staff 0
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 2
Asian American/Pacific Islander: 3
Caucasian: 9
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 14
Male: 1
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 3
Management Succession Plan --
Business Continuity of Operations Plan --
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy Yes
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 Annually
Non Management Formal Evaluation and Frequency Yes Annually


Board Chair Mr. Wendell Knox
Board Chair Company Affiliation Abt Associates (retired)
Board Chair Term Sept 2015 - Sept 2016
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Dr. Hardin Coleman Boston University School of Education Voting
Mr. Ian Deason JetBlue Voting
Dr. Pam Y. Eddinger Bunker Hill Community College --
Ms. Ruth Ellen Fitch Dimock Center (retired) Voting
Ms. Katherine Gross Charlotte Foundation Voting
Mr. Wendell Knox Abt Associates (retired) Voting
Ms. Katherine S. McHugh Cabot Family Charitable Trust Voting
Mr. Ed Orazem Fidelity Family Office Services --
Ms. Faith Parker Parker Family Foundation --
Mr. William Schawbel The Schawbel Corporation Voting
Mr. David Simon Simon Brothers Family Foundation 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: 3
Asian American/Pacific Islander: 1
Caucasian: 7
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 3
Board Term Limits --
Board Meeting Attendance % --
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions --
Constituency Includes Client Representation No

Standing Committees

  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Executive
  • Finance

CEO/Executive Director/Board Comments


Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2017 2016 2015
Total Revenue $3,757,768 $3,322,043 $3,998,373
Total Expenses $3,232,210 $3,555,817 $3,662,740

Prior Three Years Revenue Sources

Fiscal Year 2017 2016 2015
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $3,756,423 $3,320,812 $3,995,971
Indirect Public Support -- -- --
Earned Revenue -- -- --
Investment Income, Net of Losses $1,345 $1,231 $2,402
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind -- -- --
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2017 2016 2015
Program Expense $2,480,060 $2,817,333 $2,989,959
Administration Expense $290,200 $297,365 $266,247
Fundraising Expense $461,950 $441,119 $406,534
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.16 0.93 1.09
Program Expense/Total Expenses 77% 79% 82%
Fundraising Expense/Contributed Revenue 12% 13% 10%

Prior Three Years Assets and Liabilities

Fiscal Year 2017 2016 2015
Total Assets $3,880,414 $3,703,083 $3,981,658
Current Assets $3,713,089 $3,271,179 $3,593,887
Long-Term Liabilities $0 $0 $0
Current Liabilities $657,764 $1,005,991 $1,050,792
Total Net Assets $3,222,650 $2,697,092 $2,930,866

Prior Three Years Top Three Funding Sources

Fiscal Year 2017 2016 2015
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? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? No

Short Term Solvency

Fiscal Year 2017 2016 2015
Current Ratio: Current Assets/Current Liabilities 5.65 3.25 3.42

Long Term Solvency

Fiscal Year 2017 2016 2015
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

EdVestors is fortunate to have received a number of multi-year gifts over the past few years. Because the organization follows accrual basis accounting, the entire gift is booked in the year received, even if restricted for future year expenses. Thus, while EdVestors’ total revenue varied significantly over the past three years, the unrestricted revenue and expenses reflect organization stability steady growth, with a positive net income during this same
time period. (See audited financials for more information.)

Foundation Comments

Financial summary data in the charts and graphs above are per the organization's IRS Form 990s, with asset and liability data per the audited financials. Contributions from foundations and corporations are listed under individuals when the breakout was not 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?