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The Boston Educational Development Foundation Inc.

 7 Palmer Street, 2nd Floor
 Roxbury, MA 02119
[P] (617) 541-2601
[F] --
www.bedf.org
[email protected]
Felipe Flores Herrera
Twitter
INCORPORATED: 1984
 Printable Profile (Summary / Full)
EIN 22-2514422

LAST UPDATED: 11/10/2017
Organization DBA --
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

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Mission StatementMORE »

Boston Educational Development Foundation (BEDF) is a K-12 education fund and fiscal sponsor partner to the Boston Public Schools (BPS.) We facilitate the access to philanthropic opportunities and private resources for the purpose of enhancing educational opportunities for BPS students and educators that would otherwise be limited or not available to them.

Mission Statement

Boston Educational Development Foundation (BEDF) is a K-12 education fund and fiscal sponsor partner to the Boston Public Schools (BPS.) We facilitate the access to philanthropic opportunities and private resources for the purpose of enhancing educational opportunities for BPS students and educators that would otherwise be limited or not available to them.


FinancialsMORE »

Fiscal Year July 01, 2017 to June 30, 2018
Projected Income $11,245,000.00
Projected Expense $10,626,440.00

ProgramsMORE »

  • K-12 Educational Programs

Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

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


Overview

Mission Statement

Boston Educational Development Foundation (BEDF) is a K-12 education fund and fiscal sponsor partner to the Boston Public Schools (BPS.) We facilitate the access to philanthropic opportunities and private resources for the purpose of enhancing educational opportunities for BPS students and educators that would otherwise be limited or not available to them.


Background Statement

BEDF was founded in 1984 by the Superintendent and School Committee in order for Departments and Schools to improve their ability to raise money from private sources including foundations, corporations and individuals.

During its inception, the organization performed a fiscal instrumentality role that housed a limited amount of external resources. From 2002 to 2015, BEDF doubled its revenue and increased its fiscal sponsorship services to BPS schools. In 2016, our Board of Directors approved a re-branding of our organization and re-launching our website to disseminate our enhanced services.

Our current services to BPS schools are described as follows:

Fiscal Sponsorship Services

These services comprise general management, financial, administrative, staffing and fundraising services to private-funded Programs to support their operating and compliance capacity. They are available to schools and Central office leaders and even teachers, on matters related to their programmatic and responsibility area.

Fundraising support

BEDF also provides fundraising support in the following areas; grant seeking and administration, assistance in grants review and submission, and the creation of online fundraising campaigns for schools and programs.

The majority of BPS schools have raised dollars through BEDF. BPS schools are familiar with our procedures and fiscal oversight as well as the fundraising support that we offer to them.


Impact Statement

Investments from private partners are pivotal means to sustain programs and foster strategic initiatives.

We partner with schools, funders, and the school department to provide fiscal sponsorship services to complementary programs and strategic initiatives, such as out of school time, enrichment, arts and health activities for students, leadership and professional development for educators, engagement activities for families, and several academic initiatives.
 
We provide fundraising support to schools and programs for them to sustain their operations and increase their educational impact.

BEDF has been the fiscal partner of many flagship programs that were and are run across BPS. On its own, BEDF has achieved the following:

* Recruited new Board Members to strengthen the governance and fiduciary oversight of the organization, as well as leverage from different community-based skills and expertise.

* Improved internal and external communication practices by producing annual reports and disseminating operational improvements to key stakeholders.

* Piloted a more proactive fundraising support to BPS schools.

* Collaborated with the City and BPS to roll out initiatives such as Boston Saves, Winterland Farm and the "Adopt-A-School" initiative.

* Enhanced access to private funds' information by launching Salesforce services to departments and schools, and strengthened spending transparency by revising grant administration procedures and spending practices.

* Shared fundraising tools and supported more than 50 grant applications in the last two years.

* Recently awarded four school advancement grants to the following BPS schools: BCLA, Charlestown HS, Fenway HS and Sarah Greenwood K-8. The awardees described impactful programs on student learning and innovative ways to foster student achievement. 

Needs Statement

Since public allocations have decreased over the years, public schools rely on private contributions as supplementary resources to sustain and expand programs that are needed to support student learning and their achievement.

BEDF provides fiscal sponsorship, fundraising support and operations capacity to programs that foster positive learning outcomes, such as: out of school time, arts and health programs for students, leadership and professional development for educators, and other varied academic initiatives. These programs equip students with the skills, knowledge, self-esteem, and experience to excel in all arenas of their lives moving forward.

Please reference the name of the program/school that you would like to support in the dedication of your gift and will make your generous contribution available to intended beneficiaries and staff.


CEO Statement

Thanks for your generous and continuous support to fund education programs that foster positive student outcomes in Boston. Your contributions have made a difference, as they enabled a number of additional opportunities for both students and educators. We are grateful for the support of a renewed Board of Directors that has strengthened our governance, provided strategic direction to our work and extended our services to multiple stakeholders.

We transitioned the majority of our operations and resources to an online environment and updated our grants’ management procedures to administer private contributions more efficiently. The portfolio of programs under our fiscal sponsorship capacity increased, and allowed us to run additional academic initiatives and school on-site programming. We also updated our brand to better reflect our mission and current service.

We visited and collected feedback from many schools which are informing and shaping our strategies to develop a sustainable school fundraising capacity. We look forward to increasing our partnerships with the vibrant Boston community to facilitate additional philanthropic investments in our schools.


Board Chair Statement

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Geographic Area Served

In a specific U.S. city, cities, state(s) and/or region.
BEDF serves Boston Public Schools geographic areas

Organization Categories

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

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

Yes

Programs

K-12 Educational Programs

As of May 2017, BEDF manages over 600 active funds to support after school programs, in-school arts, music, and academic programs, student support programs, professional development, scholarships, and memorial programs. We provide fundraising support to schools and programs for them to sustain their operations and increase their educational impact.

Budget  --
Category  Education, General/Other
Population Served K-12 (5-19 years)
Program Short-Term Success  We continue to provide our fiscal sponsorship services to a greater number of programs and schools. We train school leaders and staff to develop effective fundraising capabilities and skills at the school level. We increase the number of Salesforce users that actively work with the tool to administer funding and take advantage of philanthropic resources available to them.
Program Long-Term Success 

BEDF becomes a cost-effective, fundraising and capacity-builder partner to BPS schools.

BEDF enhances the stewardship to philanthropic resources and nurture the engagement with the community which are pivotal to sustaining and expanding educational opportunities while increasing their long-term impact.
 
In the long-run we will provide our fiscal sponsor services to all BPS schools, support fundraising efforts at the school level and develop funding partnerships with stakeholders that are interested in supporting impactful programs (at least one per BPS school.)
Program Success Monitored By  --
Examples of Program Success 
BEDF ensured its financial sustainability and enhanced its operations while maintaining a modest service fee (audited financials).  
BEDF earned last year the largest amount of revenue in the history of the organization (990 form.)
BEDF has enhanced the administration of private funds raised by using Salesforce and made it available to BPS departments and schools.

We made four school advancement grants to BPS schools. This is a grant-making initiative that seeks to expand and/or supplement ongoing school-based educational programs such as: out of school, enrichment, arts and music programs, professional development, and engagement activities. Beyond the programs that are to be funded, we helped to develop effective fundraising capabilities and skills at the school level. We are hosting grant-writing and fundraising events workshops this summer. This is another achievement that was reached out of our proactive approach to support educational programs in BPS schools.


CEO/Executive Director/Board Comments

Please visit our website and download our annual report to find out all the activities and programs that we support.

Management


CEO/Executive Director Mr. Felipe Flores Herrera
CEO Term Start Jan 2016
CEO Email [email protected]
CEO Experience

Felipe Flores Herrera is the Director of the Boston Educational Development Foundation. His professional career and education includes a wealth of experience and knowledge in non-profit financial management, public accounting and administration. He previously led the financial management and procurement of the Latin American Center at the Organization for Economic Cooperation and Development, an international research organization. As Education Pioneers Fellow to the Boston Public Schools, he supported the development of the home-based student assignment plan. He also consulted for other Boston area organizations, including Harvard Business School. Felipe holds a Master's in Business Administration from Boston University and is a current part time PhD student in Public Policy at UMass Boston.

Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
Mr. Jonathan Sproul July 2013 June 2015

Senior Staff

Name Title Experience/Biography
-- -- --

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

--

Staff Information

Number of Full Time Staff 11
Number of Part Time Staff 176
Number of Volunteers 310
Number of Contract Staff 7
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 3
Asian American/Pacific Islander: 2
Caucasian: 10
Hispanic/Latino: 3
Native American/American Indian: 0
Other: 176
Other (if specified): --
Gender Female: 12
Male: 6
Not Specified 176

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 2
Management Succession Plan Under Development
Business Continuity of Operations Plan No
Organization Policies And Procedures Yes
Nondiscrimination Policy Under Development
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit Yes
State Registration Yes

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. Essence McGill Arzu
Board Chair Company Affiliation The Arzu Law Group LLC
Board Chair Term July 2015 - 2018
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Tommy Chang Boston Public Schools Exofficio
Betty Francisco Reimagine Play Voting
Beatriz McConnie-Zapater Education Consultant Voting
Makeeba McCreary Boston Public Schools Voting
Essence McGill Arzu The Arzu Law Group LLC Voting
Trinh Nguyen Mayor’s Office of Workforce Development and Office of Financial Empowerment, BPDA Voting
Priscilla Rojas Vertex Pharmaceuticals Voting
Klare Shaw Liberty Mutual 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: 2
Caucasian: 0
Hispanic/Latino: 3
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 7
Male: 1
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 3
Board Meeting Attendance % 80%
Written Board Selection Criteria Under Development
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 0%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation No

Standing Committees

  • Audit

CEO/Executive Director/Board Comments

We are grateful for the support of a renewed and diverse Board of Directors that has strengthened our governance, provided strategic direction to our work and extended our services to multiple stakeholders. Their input to set organizational policy and introductions to City-wide initiatives has been highly valuable.

Foundation Comments

--

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Fiscal Year July 01, 2017 to June 30, 2018
Projected Income $11,245,000.00
Projected Expense $10,626,440.00
Form 990s

2016 Form 990

2015 Form 990

2014 Form 990

Audit Documents

2016 Audited Financials

2015 Audited Financials

2014 Audited Financials

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2016 2015 2014
Total Revenue $12,097,059 $11,981,839 $9,233,872
Total Expenses $10,889,938 $13,548,655 $9,361,788

Prior Three Years Revenue Sources

Fiscal Year 2016 2015 2014
Foundation and
Corporation Contributions
-- -- --
Government Contributions $559,585 $678,827 $175,838
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $559,585 $678,827 $175,838
Individual Contributions $11,100,472 $10,998,767 $9,116,047
Indirect Public Support $104,779 $187,663 --
Earned Revenue $278,520 $67,808 $-91,747
Investment Income, Net of Losses $53,703 $48,774 $33,734
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind -- -- --
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2016 2015 2014
Program Expense $10,601,303 $13,316,571 $9,128,225
Administration Expense $288,635 $232,084 $233,563
Fundraising Expense -- -- --
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.11 0.88 0.99
Program Expense/Total Expenses 97% 98% 98%
Fundraising Expense/Contributed Revenue 0% 0% 0%

Prior Three Years Assets and Liabilities

Fiscal Year 2016 2015 2014
Total Assets $12,907,195 $11,700,074 $13,266,890
Current Assets $7,112,130 $6,276,009 $9,132,890
Long-Term Liabilities $0 $0 $0
Current Liabilities $0 $0 $0
Total Net Assets $12,907,195 $11,700,074 $13,266,890

Prior Three Years Top Three Funding Sources

Fiscal Year 2016 2015 2014
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy N/A
Percentage(If selected) --
Credit Line No
Reserve Fund No
How many months does reserve cover? --

Capital Campaign

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

Short Term Solvency

Fiscal Year 2016 2015 2014
Current Ratio: Current Assets/Current Liabilities -- -- --

Long Term Solvency

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

CEO/Executive Director/Board Comments

--

Foundation Comments

Financial summary data in charts and graphs are per the organization's IRS Form 990s. Contributions from foundations and corporations are listed under individuals when the breakout was not available.

Documents


Other Documents

BEDF-AnnualReport (2016)

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?

The Boston Education Development Foundation’s underlying goal is to provide Boston Public Schools (BPS) students with enriching educational experiences that will serve them throughout their secondary and post-secondary academic careers. We seek to align individual BPS school leaders and administrators with philanthropic opportunities, thereby bringing innovative and critical public school programming to life. Our aim is to assist as many of BPS schools as we can to initiate and sustain programs that will benefit entire student populations.

2. What are your strategies for making this happen?

We support these goals by aiding BPS school leaders every step along the grant/funding applications, allocation and funding management processes. BEDF partners with BPS to identify outstanding external funding opportunities, apply for grants strategically and tactfully, manage fiscal resources responsibly and sustain programs that require additional monetary support. Our goal is not simply to assist school administrators and leaders with the crafting of individual grants, but to provide coaching and development capacity building so that they become fully proficient in these processes. Additionally, we facilitate fundraising events and development activities within public school communities to support new and existing initiatives.


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

We have support from and direct contact with both the BPS External Affairs Office and individual schools district-wide. This allows BEDF to strategize how to best assist programs and monitor resources on both a macro and micro level. Our decision making and grant management services are informed by the needs of the school as a singular organization and the specific goals of individual leaders and educators.


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

We have developed a system of keeping close and consistent contact with the school leaders and teachers whose programs we help to facilitate. By understanding their goals and expectations for their respective programs from the beginning of our working relationship, we are able to ascertain if the program is living up to these objectives and if it is progressing as anticipated. As an organization that serves chiefly as a facilitator for positive change, growth and reform within unique public schools, our measurements of accountability and advancement are contingent on open channels of communication with the school leaders that we work with as partners. When we at BEDF plan a fundraising/development initiative, we set explicitly clear and fully informed financial goals for our efforts. These monetary benchmarks are critical in terms of understanding our own capacity and proficiency as a fiscal partner, in what areas we need development and improvement, and in what areas we are at our strongest. This school-year, we intend to host grant writing and fundraising workshops to build a stronger district-wide internal capacity for introduction and sustainment of new programs. We will measure our success by examining the number of schools that have successfully initiated new programs or maintained existing programs by utilizing the fundraising tools we have equipped them with.


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

Every school-year, we help to turn to ideas for innovative, experiential and effective school-wide programs into realities. For the 2018 school-year alone, we have proved pivotal in sustaining arts education programs, building labs for engaging STEM workshops, providing SAT prep courses for under-served student populations, and facilitating extra-curricular literacy initiatives. Additionally, our annual revenue has increased by 23% since 2014 and has been steadily trending upwards as we generate greater interest among our extended network of donors and funders and collaborative work with BPS. Naturally, our work as a fiscal partner schools is never done, and to rest on the laurels of our previous successes would be a severe mistake. Every school-year, new sources of funding must be identified and managed in order to support what we are continuously working towards. Our hope, as we grow as an organization, is to support yet more programs within more schools every year, extending our reach and expanding the equitable access to these learning opportunities.