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Jeremiah Program - Boston

 130 Warren Street
 Roxbury, MA 02119
[P] (617) 245-6549
[F] --
www.jeremiahprogram.org/boston
[email protected]
Emilia Diamant
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INCORPORATED: 1998
 Printable Profile (Summary / Full)
EIN 41-1801834

LAST UPDATED: 06/19/2017
Organization DBA --
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

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Mission StatementMORE »

Jeremiah Program's mission is to transform lives from poverty to prosperity. For more than 18 years, we have provided single mothers and their children with a path out of poverty through a proven, two-generational model. Our holistic approach begins with establishing a supportive community for determined single mothers to pursue a career-track college education. Through a combination of quality early childhood education, a safe and affordable place to live, and empowerment training and life skills classes, we prepare these mothers to excel in the workforce, ready their children to succeed in school, and create a cycle of opportunity for families. 

 

Mission Statement

Jeremiah Program's mission is to transform lives from poverty to prosperity. For more than 18 years, we have provided single mothers and their children with a path out of poverty through a proven, two-generational model. Our holistic approach begins with establishing a supportive community for determined single mothers to pursue a career-track college education. Through a combination of quality early childhood education, a safe and affordable place to live, and empowerment training and life skills classes, we prepare these mothers to excel in the workforce, ready their children to succeed in school, and create a cycle of opportunity for families. 

 


FinancialsMORE »

Fiscal Year Jan 01, 2016 to Dec 31, 2016
Projected Income $500,000.00
Projected Expense $495,000.00

ProgramsMORE »

  • Empowerment and Life Skills Training
  • Quality Early Childhood Education
  • Safe and Affordable Housing
  • Support for Career-Track College Education
  • Supportive Community

Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

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


Overview

Mission Statement

Jeremiah Program's mission is to transform lives from poverty to prosperity. For more than 18 years, we have provided single mothers and their children with a path out of poverty through a proven, two-generational model. Our holistic approach begins with establishing a supportive community for determined single mothers to pursue a career-track college education. Through a combination of quality early childhood education, a safe and affordable place to live, and empowerment training and life skills classes, we prepare these mothers to excel in the workforce, ready their children to succeed in school, and create a cycle of opportunity for families. 

 


Background Statement

Jeremiah Program was founded in Minneapolis, Minnesota in response to the growing number of children being born to single mothers in poverty. In fall 2014, we launched an innovative non-residential pilot to support mothers and their young children in the Boston area in attaining the education they need to move out of a life of poverty. Currently, more than 11,000 single parents—primarily young women—with more than 30,000 children live in poverty in the Boston area.

As an adaptation from our existing model, Jeremiah families in Boston do not live in one dedicated housing complex managed and supported by Jeremiah. This pilot allows us to design and evaluate a smaller scale effort in advance of launching a full scale (alternative) program model. We will examine this adapted model as a way to reach more families, sooner, and more cost effectively. The Program Evaluation and Research Group (PERG), a research group at Endicott College, is the evaluation partner for the pilot. Their research will help determine the impact of Jeremiah within this modified model of delivery.

 


Impact Statement

Jeremiah is a proven prosperity solution for motivated single mothers and their young children. Self-reliance and education are at the heart of our two-generation model. Boston area educational leaders invited Jeremiah to help solve the high drop-out rate among an important, growing group of college students—low-income single mothers. Originally founded in 1998 by concerned business, education, faith, and government leaders in Minneapolis, Jeremiah began programming in Boston in 2014 in partnership with Endicott College. In 2016, we opened our own Family Center in Dudley Square, a central transportation hub with easy access for families and to post-secondary schools around the city.

Now beginning our third year of operations in Boston, our evaluation results are already demonstrating promising results for both generations. Our annual persistence rate is 87% and we have a wait list of 20 moms. Across the board, Jeremiah mothers have increased their GPAs, with one-half earning GPAs of 3.0 or above. Their children are meeting & exceeding developmental benchmarks. The impact of Jeremiah Program on families and the wider community persists long after graduation. A recent survey of Jeremiah alumnae from around the country showed that graduates are earning $47,609 on average, all families are living in safe housing, and 81% of children are performing at or above grade level in elementary or middle school. The majority surveyed have moved from below to above the Federal Poverty Line (FPL), achieving a national benchmark for prosperity. Further, 80% report a decrease in income from public assistance, demonstrating that Jeremiah families contribute to the economic strength of the wider community.

In 2017, our first mothers will graduate with post-secondary degrees. They will go on to further education or to first-time career-track jobs. The second generation will be better prepared for Kindergarten, and also more likely to graduate from high school, meet regional workforce needs, and end intergenerational poverty. 


pasting

Needs Statement

Our most pressing needs in Boston include:

  1. Emergency funds for the families we serve. Having grocery store gift cards, extra diapers on hand, an emergency food pantry, and other key elements to meet basic needs of mother and children helps our students focus on schoolwork and family time. (25 families, budget of $350/per family in emergency funds annually=$8,750)

  2. A converted home for office space, classroom use, and a place for families to build supportive community. Particularly, we seek support to build up a small children’s library and learning space for our second generation of Jeremiah participants, from preschool through elementary. ($5,000 first time expense, $200/each year thereafter to support upkeep and replace materials)

  3. Finding, training, retaining, and appreciating volunteers that will support our families, as our staff is limited to two FTEs at this time ($3,500/year)

  4. Support to hire a P/T Admin. This will allow the ED and Life Skills Coach to focus more on program, development, and growth. At the moment, our Executive Director does most to all admin work, which takes away from other crucial activities that sustain Jeremiah in Boston. ($25,000/year)

  5. Facilities improvements in new space to include tables, chairs, kitchen furnishings, and various other supplies ($5,000) 


CEO Statement



Board Chair Statement



Geographic Area Served

In a specific U.S. city, cities, state(s) and/or region.
National
GREATER BOSTON REGION, MA
City of Boston- Citywide (Indiv. neighborhoods also listed)

Jeremiah Boston families live mainly in Roxbury, Dorchester, and South Boston. However, our participating families live throughout Suffolk and Middlesex Counties in Boston. Currently there are four Jeremiah Program locations in addition to Boston: Austin, TX; Fargo, ND-Moorhead, MN; Minneapolis, MN (national headquarters); and Saint Paul, MN.

Organization Categories

  1. Human Services - Single Parent Agencies/Services
  2. Education - Educational Services
  3. Employment - Employment Preparation & Procurement

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

Yes

Programs

Empowerment and Life Skills Training

Jeremiah Program participants are required to complete an Empowerment course as part of their pre-admission process. Empowerment is based on the idea that the more a person regulates her state of mind, the more powerful she feels—and the more equipped to succeed in her life. Empowerment helps Jeremiah women change the way they think about themselves and others, manage thoughts and behavior, and improve executive function skills—impulse control, working memory, and mental flexibility—in order to effectively manage life’s competing demands and optimize decisions over time.


 

Empowerment instruction includes a high level of student engagement and group interaction in a setting which promotes the support of change and growth exhibited by each individual. Having completed the course, women can continue to build on and draw from their character reserves when facing challenges or any adversity. They develop important personal characteristics such as responsibility, self-worth, sociability, self-management, integrity, and honesty that help them succeed both on the job and in every aspect of their lives.

 
 

In addition to Empowerment, Jeremiah women spend 75 hours per year in Life Skills training. The primary goal of life skills training is to provide women with the skills and support necessary to take responsibility as a student and a parent. Jeremiah women learn how to make decisions through self-analysis about life goals and to consider themselves capable, responsible, and independent women. The curriculum focuses on:  

  • Career development

  • Financial literacy and economic independence

  • Physical and emotional health

  • Healthy relationships

  • Parenting and child development


Participants learn through facilitator and peer discussions, hands-on activities, small group sharing and role-playing. By developing these important skills, residents gain the confidence and tools they need to become truly self-reliant. Residents are also assigned a personal Life Skills coach who guides them on goal setting, resource referral, advocacy, and crisis intervention. The coach monitors each woman’s progress toward her education, employment, and self-sufficiency objectives so that she is held accountable to the goals she sets for herself.

Budget  --
Category  Human Services, General/Other Personal Enrichment
Population Served Adults Females At-Risk Populations
Program Short-Term Success 
  • Attendance at weekly Life Skills classes: LS classes run during the academic year. 

  • Attendance at coaching sessions: During first 90 days students are required to meet weekly; after that they decide on weekly or every other week meetings.

  • Participation in family goal planning sessions: Coaches, teachers, and moms meet as needed. Mothers are expected to participate in their child’s learning and continued academic progress.

Program Long-Term Success 
  • Confident and strengthened parenting skills

  • Sustained demonstration of life skills competencies

  • Engaged civic participation

Program Success Monitored By  --
Examples of Program Success 
  • In 2014, 80% of Jeremiah families demonstrated progress toward academic success, career development, life skills, parenting, and child development


Quality Early Childhood Education

The research is conclusive and unambiguous: high quality early childhood education matters and the benefits are enormous. Children who have benefitted from preschool are 20% more likely to graduate high school, 28% less likely to develop alcohol or drug problems, 22% less likely to commit a felony, and will earn 50% more as adults than non-preschoolers (Education News 2014). 

At Jeremiah Program, we believe quality early childhood education is required for success in school. Our goal is kindergarten readiness for all children who participate in our programming. However, we know that education does not only happen in the classroom. That is why we work closely with mothers to ensure that:

 
  • Children are placed in high quality, safe learning environments

  • Through the Life Skills classes and individual coaching sessions, mothers focus on parenting and child development

  • Jeremiah mothers partner with their child’s teachers to ensure educational success

  • Mothers are accountable for their children’s success in the classroom, through hands-on goal setting and monitoring of their child’s academic progress

  • Parents have the tools necessary to evaluate kindergarten programs to meet their family’s needs

  • Community partners are engaged to make sure that each child’s individual needs are met


Providing this support helps not only our children, but our mothers achieve educational success. Children can be a powerful motivator for their mothers and as a result, parents who have young children often have a special motivation to improve their lives. This presents a unique opportunity to help women achieve economic success during a time when they are motivated to succeed.

Budget  --
Category  Education, General/Other Early Childhood Education
Population Served Children and Youth (0 - 19 years) At-Risk Populations
Program Short-Term Success 
  • Utilization of child care assistance: meeting and maintaining the requirements needed for partnering with County Assistance for child care.

Program Long-Term Success  Children are ready for kindergarten and set on a path of long-term success.
Program Success Monitored By  --
Examples of Program Success 
  • In 2014, 100% of Jeremiah children received quality early childhood education and health and wellness support to progress toward kindergarten readiness

  • In 2014, 90% of alumnae surveyed reported their children are performing at or above grade level


Safe and Affordable Housing

Having a reliable, safe place to call home is the springboard to personal and academic achievement, a source of good health, and a place of solitude. Living in satisfactory housing conditions is one of the most important aspects of families’ lives. When living in safe, and dependable housing, mothers can have a firm foundation for a stable life as they pursue a college degree.


 

At our flagship campus in Minneapolis-St. Paul, MN, Jeremiah Program families reside in independent, fully-furnished apartments in a secure campus community with an onsite Child Development Center (CDC), playgrounds, laundry facilities and computer and internet access. The women are responsible for rent (at no more than 30% of their income) and utilities. 

 

As an adaptation from our existing model, Jeremiah families in Boston do not live in one dedicated housing complex managed and supported by Jeremiah. Instead, mothers and children rely on Jeremiah to help them connect to safe, affordable housing in already-existing complexes. We will examine this adapted model as a way to reach more families, sooner, and more cost effectively.

Budget  --
Category  Housing, General/Other Affordable Housing
Population Served At-Risk Populations Adults Children Only (5 - 14 years)
Program Short-Term Success 
  • Safe housing

Program Long-Term Success  Families are able to obtain and sustain safe, affordable housing to ensure a stable environment for their future.
Program Success Monitored By  --
Examples of Program Success   In 2014, 93 Jeremiah families resided in safe, affordable housing.

Support for Career-Track College Education

One of the cornerstones of Jeremiah Program is our commitment to providing participants with meaningful educational initiatives and partnerships that are truly transformative. With our wrap-around supports, Jeremiah Program enables single mothers to earn a bachelor’s or associate degree. Completing a post-secondary degree offers young mothers the best assurance that they will find work and remain economically independent. Jeremiah’s holistic approach to education—one that aims to equip women with a broader range of skills—is more likely to produce workers who earn high wages and are in demand with employers.

 

Each Jeremiah woman must be enrolled in a two- or four-year college program at the time of admission to Jeremiah Program. Enrollment must be at an educational institution that: offers students opportunity to improve their economic prospects commensurate with the cost of tuition; is financially healthy; offers career counseling; is willing to work with Jeremiah staff to identify women qualified for admission; and provides appropriate services for single mothers on their campus. In preparation for the goal of career-track employment at graduation, women are also required to work part-time while in residence which helps them learn to balance family responsibilities, academic workload, and job responsibilities.

 

Jeremiah coaches assist women in selecting a major, tutoring and study skills, navigating the financial aid system, encouragement, problem-solving, celebrating successes, and finding suitable work through enhanced partnerships with school counselors and temporary staffing agencies. In our Education Roundtable series, we regularly gather with admissions directors and other key staff from colleges and other post-secondary institutions where Jeremiah participants are enrolled. Together we explore and determine how best to meet the educational needs of single mothers. The goal is to maximize campus services and financial assistance resources for our program participants.

Budget  --
Category  Employment, General/Other
Population Served College Aged (18-26 years)
Program Short-Term Success 
  • Women identify appropriate educational programs

  • Women have access to financial and academic resources to bolster their school success

  • Women have emotional and other support of coaches and peers to increase their success  

  • Women maintain a 2.0 GPA or better in their field of study

  • employed part time, volunteering

Program Long-Term Success 
  • Women graduate college with a career-track degree that keeps them and their family out of poverty permanently

  • Families achieve economic self-sufficiency, demonstrated by elimination of need for public assistance

  • Career progress, measured by increasing earnings and consistent advancement


Program Success Monitored By  --
Examples of Program Success 
  • In 2014, 53% of Jeremiah graduates earned a bachelor's degree and 47% earned an associate degree. The average income of graduates was $16.32 per hour


Supportive Community

A sense of camaraderie, inter-connectedness, and bonding often develop within our families as they begin to move through the program together. High level of interaction among participants and staff contribute to the natural development of important social ties which are necessary for emotional well-being and to sustain individuals and families for the long term.
 

This network, comprised of others with shared goals can buffer the negative effects of unsupportive family or friends who can dampen a person’s drive and spirit. Connecting with other women experiencing similar issues creates a safe environment for them to bond and motivate each other around shared goals. The sisterhood the women build while at Jeremiah not only supports them while they are in college, it often sustains them long after leaving Jeremiah.

Budget  --
Category  Human Services, General/Other Personal Enrichment
Population Served Adults At-Risk Populations Females
Program Short-Term Success 
  • Participation in the Jeremiah alumnae program

Program Long-Term Success  Women are supported as single mothers to pursue personal and academic goals and establish a community that they can rely on for years to come.
Program Success Monitored By  --
Examples of Program Success 
  • We have an 86% retention rate from Fall 2014 to Fall 2016.  


CEO/Executive Director/Board Comments


Management


CEO/Executive Director Ms. Emilia Diamant
CEO Term Start June 2015
CEO Email [email protected]
CEO Experience

Diamant is a Boston native whose areas of expertise are social justice, leadership, and cross-cultural dialogues with young people. She has taught in Boston, New York, Costa Rica, North Carolina, Ukraine and Italy, in many languages and settings. Her training as a social worker enables her to employ both micro (therapeutic) and macro (systemic) techniques in her work. She graduated from New York University with a degree that combined her professional and academic experiences to create a major exploring the need for high-quality, non-traditional educational programs in urban spaces. She holds a master’s in social work and a certificate in nonprofit leadership and management from the University of North Carolina. Diamant was a JOIN for Justice fellow in 2012-2013, where she was trained in community organizing, communal power, and strategic planning.

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
-- -- --

Awards

Award Awarding Organization Year
-- -- --

Affiliations

Affiliation Year
-- --
Member of state association of nonprofits? Yes
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 2
Number of Part Time Staff 1
Number of Volunteers 75
Number of Contract Staff 0
Staff Retention Rate % --

Staff Demographics

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

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 3
Management Succession Plan --
Business Continuity of Operations Plan No
Organization Policies And Procedures Under Development
Nondiscrimination Policy Under Development
Whistle Blower Policy No
Document Destruction Policy No
Directors and Officers Insurance Policy --
State Charitable Solicitations Permit --
State Registration --

Risk Management Provisions

--

Reporting and Evaluations

Management Reports to Board? N/A
CEO Formal Evaluation and Frequency N/A Annually
Senior Management Formal Evaluation and Frequency Yes Annually
Non Management Formal Evaluation and Frequency Yes Annually

Governance


Board Chair Mr. Dishon Mills
Board Chair Company Affiliation Wentworth Institute of Technology & Grace Communion International
Board Chair Term Jan 2016 -
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Danyelle Antone New England College Optometry --
Lenia Ascenso NEPC --
Breton Caplan NANT Health --
Sheena Collier Boston Chamber of Commerce --
Natanja Craig The Boston Foundation --
Rick Freniere Wellington Management --
Nancy Gossling Episcopal Diocese of Massachusetts --
Paul Gossling Origin Point Brands --
Jim Laughlin MDA Leadership --
Dishon Mills Wentworth Institute of Technology & Grace Communion International --
Brian Pellinen Endicott College --
Christina Samaha Optus Health --
Dr. Richard Wylie Endicott College --

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: 4
Asian American/Pacific Islander: 1
Caucasian: 7
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 1
Other (if specified): 0
Gender Female: 6
Male: 7
Not Specified 0

Board Information

Board Term Lengths --
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 Yes

Standing Committees

  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Executive
  • Facilities
  • Finance
  • Governance and Policy
  • Program / Program Planning

CEO/Executive Director/Board Comments


Foundation Comments

--

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Fiscal Year Jan 01, 2016 to Dec 31, 2016
Projected Income $500,000.00
Projected Expense $495,000.00
Form 990s

2014 Form 990

2013 Form 990

2012 Form 990

Audit Documents

2015 Audited Financials

2014 Audited Financials

2013 Audited Financials

2012 Audited Financials

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2015 2014 2013
Total Revenue $5,934,920 $9,172,527 $5,339,511
Total Expenses $5,408,329 $4,663,457 $4,173,039

Prior Three Years Revenue Sources

Fiscal Year 2015 2014 2013
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- $0
Individual Contributions $3,852,156 $7,189,953 $3,656,930
Indirect Public Support -- -- $0
Earned Revenue $1,209,261 $1,106,602 $997,512
Investment Income, Net of Losses $318,047 $131,466 $130,486
Membership Dues -- -- $0
Special Events $542,426 $668,010 $550,046
Revenue In-Kind -- -- --
Other $13,030 $76,496 $4,537

Prior Three Years Expense Allocations

Fiscal Year 2015 2014 2013
Program Expense $3,493,279 $3,099,302 $2,787,549
Administration Expense $600,558 $479,565 $503,550
Fundraising Expense $1,314,492 $1,084,590 $881,940
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.10 1.97 1.28
Program Expense/Total Expenses 65% 66% 67%
Fundraising Expense/Contributed Revenue 30% 14% 21%

Prior Three Years Assets and Liabilities

Fiscal Year 2015 2014 2013
Total Assets $25,525,455 $25,317,466 $20,390,698
Current Assets $11,766,349 $11,364,704 $5,606,126
Long-Term Liabilities $1,949,665 $1,874,775 $1,875,741
Current Liabilities $308,123 $415,524 $367,054
Total Net Assets $23,267,667 $23,027,167 $18,147,903

Prior Three Years Top Three Funding Sources

Fiscal Year 2015 2014 2013
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy --
Percentage(If selected) --
Credit Line No
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? --

Short Term Solvency

Fiscal Year 2015 2014 2013
Current Ratio: Current Assets/Current Liabilities 38.19 27.35 15.27

Long Term Solvency

Fiscal Year 2015 2014 2013
Long-term Liabilities/Total Assets 8% 7% 9%

CEO/Executive Director/Board Comments

Please note that as Jeremiah Program’s national program works to support new sites around the country, including Boston, our program related expenses as a percent of total expenses have declined. This change is due to the administrative and fundraising cost associated with new campus start-up and also central office investment in infrastructure to support multiple campuses. In 2012 program expenses as a percentage of total expense was 74% whereas in 2015 and 2014, were 68% and 70% respectively. As each new campus community becomes fully operational the program expense ratios will improve.

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

No Other Documents currently available.

Impact

The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.


1. What is your organization aiming to accomplish?



2. What are your strategies for making this happen?

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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?