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Encore Boston Network Inc

 17 Oxford Road
 Newton, MA 02459
[P] (617) 755-7715
[F] --
http://www.encorebostonnetwork.org
[email protected]
Doug Dickson
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INCORPORATED: 2016
 Printable Profile (Summary / Full)
EIN 81-1530530

LAST UPDATED: 01/30/2018
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 »

Encore Boston Network strengthens our communities by engaging the talent of adults 50+. 

Mission Statement

Encore Boston Network strengthens our communities by engaging the talent of adults 50+. 

FinancialsMORE »

Fiscal Year Jan 01, 2017 to Dec 31, 2017
Projected Income $82,500.00
Projected Expense $75,250.00

ProgramsMORE »

  • Encore Expo
  • Generation to Generation Boston

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

Encore Boston Network strengthens our communities by engaging the talent of adults 50+. 

Background Statement

We are a coalition of organizations and professionals dedicated to advancing the opportunity for people over 50 to make a difference in the social sector. This large and fast-growing talent pool has the time, experience and desire to fill mission-critical roles in a sector that is stretched for resources. Our cross-sector network brings together nonprofits, businesses, government agencies, policy makers, academics, advocates, and those who create pathways and connections for older adults.
 

Impact Statement

Last year, we launched the Generation to Generation Boston, part of a national campaign to mobilize one million adults 50+ to work in work and volunteer in youth-serving organizations. We worked closely with 6 youth organizations to discover needs and test approaches. In the current year, we will work with 20 organizations to help them recruit, train and support older adults as part of an intentional human capital strategy. We aim to improve the effectiveness of nonprofits, increase the number and diversity of adults 50+ placed in nonprofits, and change how older adults are valued in our communities.

Needs Statement

1) Our top need is to bring on a full-time executive director to provide continuity of leadership. 2) We need connections to community organizations and sources that can lead us to people with specific skills, like language fluency and cultural competency. 3) We need communications support to help us spread our message to a broader community. 4) We need donations of $25,000 to meet our 2018 budget. 5) We need significant funding in 2018 so we can place coaches in partner organizations to help them adopt best practices for recruiting, training and supporting older adults into their service delivery teams.

CEO Statement

Encore Boston Network, as a coalition of 50 organizations and professionals, seeks to make visible an underused talent source largely overlooked by social purpose organizations. The potential of our work is for the 12,000 nonprofits in our region to be more effectively resourced and for a half million people over 50 to be more purposefully engaged. The alternative is for organizations to struggle needlessly and for available talent to be wasted. Our work will also shift the perception of older adults from a growing burden on society to a human capital asset capable of making lasting contributions to society. Our goal is to put the mechanisms in place to enable organizations to easily and quickly connect to this talent in ever increasing numbers.

Board Chair Statement

Encore Boston Network builds on its members' strengths to achieve goals that would not otherwise be possible. We leverage the program and in-kind support of over 50 organizations and professionals. As a young coalition, our challenge is to complement this support with financial resources needed to build lasting capacity. This means growing our board, reaching out to donors and investors, and convincing corporate and charitable foundations to embrace the encore movement. It also means that, as a society, we must recognize that age is an asset, not a disqualifier. We must see that experience gains value with time, and that motivation and purpose do not carry expiration dates. There is, in fact, a growing experience dividend we can tap by engaging the talent of adults 50+.

Geographic Area Served

Greater Boston Region-All Neighborhoods
Metrowest Region
Northeast Massachusetts Region
Southeast Massachusetts Region
Cape and Islands Region
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Organization Categories

  1. Community Improvement, Capacity Building - Nonprofit Management
  2. Employment - Employment Preparation & Procurement
  3. Public & Societal Benefit - Alliances & Advocacy

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

Yes

Programs

Encore Expo

This exchange brings together encore talent and the organizations, businesses and government agencies that wish to recruit this talent to fill paid and unpaid roles. It offers keynote speakers, workshops, networking sessions and other activities to facilitate connections.
Budget  $22,000.00
Category  Employment, General/Other Employment, General/Other
Population Served Adults Aging, Elderly, Senior Citizens
Program Short-Term Success  The first Encore Expo was attended by a capacity crowd of 250 encore seekers and 30 exhibitors. Demand was high and evaluations were uniformly strong. Strong majorities said they would come again, bring a friend or tell someone else about the Expo. Exhibitors said they learned from the event and would cross-refer. The next Expo will be successful if we achieve equally high ratings in a larger venue offering space for more exhibitors and encore seekers.
Program Long-Term Success  This program is successful when organizations recognize the value of adults 50+, when organizations offer meaningful opportunities for paid and unpaid work, and when adults 50+ find roles that use their skills, build on their experience and offer the chance to make a difference in social purpose organizations and to the people and causes they serve.
Program Success Monitored By  Success is measured by a detailed evaluation survey completed shortly after the event. It is also measured by the number of attendees and exhibitors as well as by the revenue we collect from sponsors, program ads and program fees.
Examples of Program Success  The inaugural Expo, held in November 2015, was sold out. Exhibitors said they were very impressed by the quality of encore talent they connected with. With 30 exhibitors in one place, adults 50+ were able to easily learn about many organizations in a short timeframe. Positive responses to the event were near unanimous. About half of the exhibitors were organizations we did not previously know, but came to us because of their interest in encore talent.

Generation to Generation Boston

The Generation to Generation (Gen2Gen) Boston campaign began in the summer of 2016. It targets youth-serving organizations working to close the opportunity gap for kids, and mobilizes adults 50+ to support their human capital needs for direct service as well as capacity building and leadership roles.
Budget  $150,000.00
Category  Youth Development, General/Other Youth Development, General/Other
Population Served Children and Youth (0 - 19 years) Adults Aging, Elderly, Senior Citizens
Program Short-Term Success  In the next 12 months, we will engage 20 youth-serving organizations as program partners and refer at least 200 adults 50+ into new encore roles in these organizations.
Program Long-Term Success  By targeting a discreet segment of the nonprofit sector, we can define roles and recruit talent more efficiently. We can also help organizations learn from each other about effective strategies for engaging and retaining encore talent. Over time, we will expand more deeply into this segment and extend our learning to other segments as a way to build scale in the development of encore opportunities.
Program Success Monitored By  We measure success by hitting our target numbers, by the extent to which partner organizations are satisfied by our support, by whether they are learning from each other, and whether EBN is able to expand this initiative broadly to other youth-serving organizations and extend it to other nonprofit segments.
Examples of Program Success  We have learned a great deal in the past months about shared recruiting among organizations, collaborative recruiting within communities, about the value on online vs. on-site engagement, about recruiting diverse candidates, etc. Work in the Grove Hall neighborhood has helped us learn about creating sustainable community relationships and using a community organizing approach to engagement of older adults.

CEO/Executive Director/Board Comments

As an early-stage network, our greatest challenge is to pursue ambitious goals with limited resources. Our initial efforts are designed to demonstrate the value of adults 50+ as a human capital solution for social purpose organizations. This will broaden acceptance of this approach among nonprofits and enable us to expand opportunities for all who wish to contribute their skills and experience. It will also change the narrative about what is possible for older adults and the impact they can have on their communities and the issues we face in our society.

Management


CEO/Executive Director Mr Doug Dickson
CEO Term Start Oct 2017
CEO Email [email protected]
CEO Experience

Doug Dickson is the Board Chair of Encore Boston Network. He was previously President of Discovering What's Next and the Life Planning Network. He co-founded the national Encore Network and serves on the board of Empower Success Corps. He served as Vice President at New Directions and head of Corporate Communications, among other roles, at Blue Cross Blue Shield. Doug has filled numerous environmental roles in his community, including President of the Newton Conservators, and helped found the Newton Tree Conservancy. He has written book chapters and journal articles on positive aging, purposeful engagement, entrepreneurship and other topics.

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

Former CEOs and Terms

Name Start End
Mr Ramesh Advani July 2016 Sept 2017
Ms Cathy Kang Sept 2014 Mar 2016

Senior Staff

Name Title Experience/Biography
Rita Badami Gen2Gen Campaign Director

Rita worked for General Electric for 17 years. She was responsible for designing employee benefit plans for 500,000 employees and retirees globally, negotiating contracts, managing performance, and improving administrative processes. Prior to that, she was Quality Process Leader, teaching and coaching ‘Six Sigma’ tools and techniques. Rita co-led a project that made over 3,000 blankets for babies in Honduras, led strategic planning for a federally qualified health center in Schenectady, organized a science curriculum for elementary school teachers, and served as president of the local Rotary Club. Currently, Rita is on the board at North Shore Community Health Center, on the Ipswich TRIAD team, and volunteers for The Trustees of Reservations and the Ipswich Library.

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

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Foundation Comments

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Staff Information

Number of Full Time Staff 0
Number of Part Time Staff 2
Number of Volunteers 15
Number of Contract Staff 0
Staff Retention Rate % 100%

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 17
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 15
Male: 2
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 4
Management Succession Plan No
Business Continuity of Operations Plan No
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

Governance


Board Chair Mr Doug Dickson
Board Chair Company Affiliation Encore Boston Network
Board Chair Term Jan 2016 - Jan 2017
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Patricia Chadwick Retired SVP, Bloomingdale's Voting
Harvey Cotton Principal, Ropes & Gray Voting
Doug Dickson Board Chair of EBN Voting
Carol Greenfield Retired ED of ReServe Voting
Anne Greenwood SVP, Pax Ellevate Voting
Mary Gunn Former Executive Director, Generations Incorporated Voting
Christina Matz-Costa Assistant Professor, Boston College School of Social Work Voting
Susan McCarthy CPA Voting
Phyllis Segal VP, Encore.org Voting
Judy Willett ED of ReServe 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: 0
Asian American/Pacific Islander: 0
Caucasian: 10
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 8
Male: 2
Not Specified 0

Board Information

Board Term Lengths 1
Board Term Limits 0
Board Meeting Attendance % --
Written Board Selection Criteria Under Development
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 90%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation Yes

Standing Committees

    --

CEO/Executive Director/Board Comments

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Foundation Comments

--

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Fiscal Year Jan 01, 2017 to Dec 31, 2017
Projected Income $82,500.00
Projected Expense $75,250.00
Form 990s

2015 ESC 990

2014 ESC 990

Audit Documents

2015 ESC Audit

2014 ESC Audit

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2015 2014 2013
Total Revenue $33,385 $54,210 $25,020
Total Expenses $57,365 $30,320 $17,082

Prior Three Years Revenue Sources

Fiscal Year 2015 2014 2013
Foundation and
Corporation Contributions
$12,500 $50,000 $25,000
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $600 $4,210 $20
Indirect Public Support -- -- --
Earned Revenue -- -- --
Investment Income, Net of Losses -- -- --
Membership Dues $6,725 -- --
Special Events $5,075 -- --
Revenue In-Kind $8,485 -- --
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2015 2014 2013
Program Expense $44,740 $22,759 $12,500
Administration Expense $10,125 $5,061 $2,082
Fundraising Expense $2,500 $2,500 $2,500
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.58 1.79 1.46
Program Expense/Total Expenses 78% 75% 73%
Fundraising Expense/Contributed Revenue 14% 5% 10%

Prior Three Years Assets and Liabilities

Fiscal Year 2015 2014 2013
Total Assets $10,573 $34,553 $10,663
Current Assets $10,573 $34,553 $10,663
Long-Term Liabilities $0 $0 $0
Current Liabilities $0 $0 $0
Total Net Assets $10,573 $34,553 $10,663

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 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 2015 2014 2013
Current Ratio: Current Assets/Current Liabilities -- -- --

Long Term Solvency

Fiscal Year 2015 2014 2013
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

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Foundation Comments

Encore Boston Network (EBN) received its nonprofit IRS status in 2016. EBN began its work in 2011 and was fiscally sponsored by Executive Service Corps of New England Inc. (ESC) from 2014-2016. As such, the financial summary data in the charts above is per EBN's records. The IRS Form 990s and audit files for fiscal years 2014 and 2015 are that of ESC. 

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?

Encore Boston Network aims to change the human capital model for social purpose organizations to include adults over age 50. The number of people in this age group is growing rapidly, at a time when nonprofits are under-resourced. Older adults bring time and experience to the workplace and they are motivated to make a difference in their communities. Studies show they are more loyal, productive and cost-effective than other age groups and contribute other advantages to the workplace. Our goal is to help nonprofits learn to successfully recruit, train, support and retain older workers and volunteers. Achieving this goal will make nonprofits more effective, older adults more engaged and connected in their communities, and society better off because of the contributions of older adults.

2. What are your strategies for making this happen?

We employ three strategies to achieve our goals: 1) Strengthen the capacity of organizations to recruit, train, support and retain adults 50+, 2) Develop new and scalable ways to engage and connect adults 50+ to work and volunteer opportunities; and 3) Raise awareness about the contributions adults 50+ can make to improve organizations and communities. We help organizations assess their readiness, offer tools and best practices, coach them through changes, bring them together to share and learn from each other, and recognize their progress. We help individuals recognize and act on opportunities to contribute in new ways, and work with groups and organizations to leverage their relationships with older adults to help connect them with these opportunities. And, through stories and advocacy, we help change the perception about the value and contributions of older adults, and create new norms and expectations for what is possible at this stage of life.

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

As a network organization, we leverage the strengths and expertise of our various members, including researchers, program operators, subject-matter experts, advocates and others. We work in close partnership with various community organizations that offer opportunities for and connections to older adults. We also work closely with Encore.org, a national thought leader in this field, Generation to Generation, which provides tools, best practices and other resources, the Encore Network, which connects us with 75 other organizations around the country from whom we can share and learn, and a forum of 5 other cities, where work similar to ours is being carried out. Our staff and volunteers bring specific expertise to our work with nonprofits in coaching, advisory and training roles.

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

We measure progress by tracking the number of organizations that commit to engaging older adults as part of their human capital strategy, the number of older adults they place in staff and volunteer roles, the rate at which they retain older adults in these roles, and the share of older adults relative to the total workforce. We also measure satisfaction with the quality and value of programs and services to partner organizations, the extent of our outreach to and advocacy for older adults, and the number of times and places where our message is heard or viewed.

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

A portion of our effort so far has been laying the foundation for our work: building infrastructure, relationships, communication channels, programs, tools, and resources. For the past year, we have tested, through our Gen2Gen Boston campaign, various ways of supporting nonprofits and engaging older adults. We have learned that recruiting and referring candidates for placement in nonprofits is less effective than working directly with nonprofits to improve their capacity to recruit, train, support and retain older adults. We have also concluded that this is the most scalable way to achieve change. This shift is underway and we will fine-tune it in coming months and seek funding to substantially increase the number of nonprofits we are able to engage in this change process.