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Organization DBA BMA
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

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Mission StatementMORE »

Our mission is to provide spiritual nurture to clergy, strengthen advocacy and program services for the larger Black Community.

Mission Statement

Our mission is to provide spiritual nurture to clergy, strengthen advocacy and program services for the larger Black Community.


FinancialsMORE »

Fiscal Year Jan 01, 2016 to Dec 31, 2016
Projected Income $1,066,253.00
Projected Expense $1,066,253.00

ProgramsMORE »

  • Capacity Institute
  • Victory Generation Out-of-School Time Program

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

Our mission is to provide spiritual nurture to clergy, strengthen advocacy and program services for the larger Black Community.


Background Statement

The Black Ministerial Alliance of Greater Boston (BMA), established in the early 1960s, is an alliance of over 100 faith-based and community-based organizations with a 40+ year history of serving the Black community in Boston. The BMA’s mission is to provide spiritual nurture for clergy, and advocacy and program services for the larger Black community. As part of its mission, the BMA demonstrates its ability to create positive change in the Boston area.  

Today, the BMA is one of the most diverse and active organizations in the city. The BMA has active participation from churches representing over 20,000 parishioners. We are a convener of resources, acting as a clearinghouse that collects and redistributes funds and technical assistance to build the capacity and strengthen faith-based and community organizations. Current investments in the BMA have served over 100 faith-based and community-based organizations which in turn have impacted over 10,000 youth and families in Boston’s poorest neighborhoods.


Impact Statement

 

Our top accomplishments include but are not limited to...

Since 2004, youth enrolled in our Victory Generation Out-of-school time program have achieved improved school outcomes defined as: an average of 89% achieve a "B" grade or better in core Math and English Language subjects, and 90% are promoted to the next grade on time. We will continue to operate this program in 2017 with six partner sites and serve 500+ low-income children and youth with academics, social and emotional programming, health, recreation, and the arts to help them improve their grades and move along the educational pipeline of success.
 
Since 2006, our Teen Cafes/Youth Jobs program has employed over 350 youth in collaboration with 30 different agencies in Boston. Nearly 9,000 youth have participated in peaceful alternatives to violence through our Teen Cafes.
 
The BMA launched a special campaign in 2016 to bring Vacation Bible School (VBS)- including arts and crafts, Biblical instruction and recreational activities directly to low-income children and youth who did not have other constructive summer activities. We partnered with local churches, helping underwrite the costs of their VBS programs particularly in the Humboldt Avenue "corridor" in Roxbury, a documented "hot spot" for violence. Our goal was to provide eight consecutive weeks of free VBS Camps throughout July and August. In our pilot year we partnered with four churches and only provided four weeks of service. In 2017 we plan to expand to eight weeks of VBS activities in two different high crime locations. 
 
Annually the BMA operates a Dinner and Awards Gala in 2016 we surpassed our $100,000 goal with the help of a hard-working gala committee. These unrestricted monies are critical to the core operations of the BMA. In 2017 we plan to build upon these successes and surpass this goal again.
 
In 2016, the Board of Directors brought on their youngest and their first ever female President in the BMA's entire history. Rev. Arlene O. Hall is a dynamic
faith leader in the Christian community in Boston who is helping move the Board and its members in the right direction.
 
In 2017 the BMA also brought changes to their Board of Directors and brought on four new candidates and three candidates transitioned off the Board. In 2017 the Board and Executive Director are developing a new strategic plan. 

 


Needs Statement


Our top five pressing needs include:


1.    General operating funds to support the administrative work that undergirds our programs and services; Victory Generation Out of School Time Program, Vacation Bible School, Clergy Women United, Capacity Institute, Teen Cafes/Youth Jobs program, and our Members program.  The general operating funding will help us explore new, collaborative initiatives which may be very helpful to our community and for which there no other funding.


2.    Funding for non-profit organizations and/or churches who would like to participate in our Capacity Institute, a capacity building program to develop performance management systems including outcomes for non-profit organizations and for ministries.


3.    Funding for our Teen Cafes/Youth Jobs program. Our previous funding sources are unable to fund us for 2017, so we will need to scale back our program unless we can find some new funders to help us. 


4.    Volunteers: including those who may be interested in being a Board member, a gala event committee member, administrative and program volunteer at any seven of our programs.


5.   To be determined.





 

 


CEO Statement

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Board Chair Statement

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Geographic Area Served

Greater Boston Region-All Neighborhoods
Boston's inner-city neighborhoods of Roxbury, Dorchester and Mattapan.

Organization Categories

  1. Religion- Related - Alliances & Advocacy
  2. Human Services - Alliances & Advocacy
  3. Human Services -

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

Under Development

Programs

Capacity Institute

The Capacity Institute provides individualized technical assistance over two years for youth agencies to build performance management systems composed of 17 discreet practices that enable them to measure and increase long-term youth outcomes.
Budget  $235,000.00
Category  Youth Development, General/Other
Population Served Children and Youth (0 - 19 years) At-Risk Populations
Program Short-Term Success 
The program's short-term successes include:

Agencies' programs are able to align with Positive Youth Development outcomes, and the agencies articulate a clear theory of change.

Agencies complete a logic model.

Agencies learn the ability to identify measurable indicators.

Agencies learn to identify data collection procedures. 

Agencies have an outcomes database in place.

Agencies are able to analyze and learn from their data.

Agencies have an outcomes-based human resource performance appraisal system. 

Agencies develop common youth referral protocol.

Agencies develop partnerships with schools and/or employers.
Program Long-Term Success  The program's long-term success is achieved when the agencies are able to demonstrate improved long-term measurable youth outcomes over time.
Program Success Monitored By  The Capacity Institute's program success is monitored by quarterly progress / coaching sessions and level 4 score (scale of 1 to 4) on 17 practices measured by a Benchmark Assessment Tool.
Examples of Program Success  All agencies have now adopted theory of change methodology, which focuses on aligning the organizations mission with its youth outcomes.

Victory Generation Out-of-School Time Program

The Victory Generation Out-Of-School Time continues to be a thriving collaborative managed by the BMA in partnership with eight faith- and community-based organizations; who all share the common goal of improving the academic performance, enhancing the self-discipline and maximizing the potential and opportunities available for youth ages 2.9-18 years old, living in Boston’s low-income, densely populated neighborhoods.
Budget  $265,000
Category  Education, General/Other Afterschool Enrichment
Population Served Children and Youth (0 - 19 years) K-12 (5-19 years) Poor,Economically Disadvantaged,Indigent
Program Short-Term Success 
Program Affiliate curriculum is aligned to Boston Public School framework and Common Core State Standards.
 
Program Affiliates use their technology to incorporate Verizon Foundation’s Thinkfinity.org web-based content, which is aligned to state and national standards.
Program Long-Term Success  Since the 2004-2005 academic year, 98% of all students enrolled improve academically by at least one letter grade and 90% to 100% of the children served were promoted to the next grade level.  In 2010, evaluation data and report cards show that 90% of enrolled youth attained a B- or better grade in English language arts, science, and mathematics.
Program Success Monitored By 

The Director of Education for The Black Ministerial Alliance

The Department of Early Education and Care

Program Affiliates measure their success using the APAS system

Parent and student surveys

Examples of Program Success 
Outcomes Focused Approach
 
Family Engagement
 
Increase collaborations across sites
 
Increase collaborations across agencies
 
Partnerships with neighboring district or charter schools
 
Provide greater opportunities for youth – e.g. year round services, including school vacations
 
Student selected to participate in Spelling Bee
 
Oratorical contests leading students to debating clubs in school and college
 
Students enrolled in college, return to program affiliates they were students at

CEO/Executive Director/Board Comments

CEO Comments

The BMA is helping faith-based and community-based organizations partner together to address some of the critical challenges of our community.  While there are certainly many, the BMA is committed to helping houses of worship with community organizations and government agencies to improve outcomes for our youth and families in the areas of education, health disparities, and high risk youth.  We see this as a high-leverage/high touch strategy.  It is high-leverage because houses of worship are located in many areas of the city; even those without public or private programming or activities.  As a result, partnerships can create the co-location of needed services (health screenings, summer jobs forums, tutoring programs) right where people need them most.  It is high touch because the goal is to have churches directly and actively engaged with the youth and families of the community.  As such, we endeavor to build trust and relationship so that, working together with the community, we identify and implement the most practices for successfully addressing these issues. 

 

Part of the DNA of our focus is to ensure predetermined outcomes and clear measures to ensure that we are not just doing things, but actually accomplishing our goals.

 

Management


CEO/Executive Director Rev. David Wright Esq.
CEO Term Start Nov 2004
CEO Email [email protected]
CEO Experience

David Wright, a native Bostonian, is a graduate of the Boston Latin School and holds degrees from Harvard College, cum laude, and Harvard Law School.  Rev. Wright is a bar certified attorney with skill in litigation, contract and employment law.  From 1999 to 2004, he served as the president and CEO of the African American Federation of Greater Boston, Inc. (the “Federation”) a collaboration of 35 community-based organizations located in inner-city Boston.  In this capacity, Rev. Wright worked with boards and organizations to build infrastructure, do strategic planning, develop and strengthen boards, and obtain other resources critical to the sustainability of community organizations.  In October 2004, he took the deputy director position at the Black Ministerial Alliance of Greater Boston, Inc. (the “BMA”).  In this position he oversaw day-to-day operations, as well as the Victory Generation After School Program and the Education Action Project.  He also served as the director of BMA’s Black Church Capacity Building Project, an initiative to strengthen the social ministries of churches through capacity building and expansion grants.  In October 2007, Rev. Wright was chosen to lead the BMA as its executive director.  In this capacity he is now responsible for all aspects of this dynamic, faith-based organization.  His responsibilities include setting vision, developing the program directors, implementing board priorities, and ensuring the fiscal and programmatic success of the BMA.

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
Mrs. Ellen Bass Director, Boston Capacity Tank --
Mrs. Amy Malkemes Director of Development --
Mr. William Scally CFO --
Ms. Janine Spinola Taylor Director, Victory Generation Out of School Time Program --

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

 Boston Ten Point Coalition
Promise Neighborhoods
Communities Empowering Youth
Shannon Grant Network
Healthy Futures 
City of Boston
Mothers for Justice and Equality
CVC Unido
Diamond Girls Boston 

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 8
Number of Volunteers 110
Number of Contract Staff 3
Staff Retention Rate % 100%

Staff Demographics

Ethnicity African American/Black: 5
Asian American/Pacific Islander: 0
Caucasian: 2
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 1
Other (if specified): Cape Verdean
Gender Female: 5
Male: 3
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Under Development
Years Strategic Plan Considers --
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 No
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit Yes
State Registration --

Risk Management Provisions

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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 Rev. Arlene Hall
Board Chair Company Affiliation Deliverance Temple Church of God
Board Chair Term Sept 2016 -
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Rev. Laura Ahart United Baptist Church, Jamaica Plain Voting
Rev. Roland Cooper Jubilee Christian Church Voting
Rev Arthur Gerald Twelfth Baptist Church, Boston Voting
Rev Arlene Hall Deliverance Temple Church of God Voting
Rev Ray Hammond Bethel AME Church, Boston Voting
Ms. Lori Nelson Governor's Office Voting
Mrs. Louise Packard Trinity Boston Foundation Voting
Rev. Dr. Emmett G. Price III Community Love Christian Fellowship Voting
Rev Charlotte Prigden-Randolph Newton United Methodist Church, Newton Voting
Mrs. Talia Rivera Council on Foundations Voting
Rev. Dr. Wesley Roberts Peoples Baptist Church, Boston Voting
Rev Kenneth Simms New Hope Baptist Church Voting
Pastor Matthew Thompson Jubilee Christian Church, Boston Voting
Min. Veronica Truell Morning Star Baptist Church 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: 13
Asian American/Pacific Islander: 0
Caucasian: 1
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 7
Male: 7
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 6
Board Meeting Attendance % 60%
Written Board Selection Criteria Under Development
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 85%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation No

Standing Committees

  • Audit
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Education
  • Executive
  • Finance
  • Housing and Community Development
  • Legislative
  • Nominating

CEO/Executive Director/Board Comments

The BMA has reorganized its Board to bring on women directors, and is working toward diversifying by adding more from the corporate community. It continues to intentionally recruit members who are committed to community transformation with a focus on BMA's three priority areas: (1) Education, (2) Health Disparities, and (3) High-Risk Youth. 

Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2015 2014 2013
Total Revenue $1,806,880 $2,890,211 $3,563,515
Total Expenses $1,859,144 $2,984,302 $3,686,751

Prior Three Years Revenue Sources

Fiscal Year 2015 2014 2013
Foundation and
Corporation Contributions
-- -- $2,155,622
Government Contributions $0 $965,148 $1,078,736
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- $965,148 $1,078,736
Individual Contributions $426,867 $612,666 --
Indirect Public Support -- -- --
Earned Revenue $1,282,918 $1,243,397 $316,618
Investment Income, Net of Losses -- $19 --
Membership Dues -- -- --
Special Events $97,095 $68,981 $2,614
Revenue In-Kind -- -- --
Other -- -- $9,925

Prior Three Years Expense Allocations

Fiscal Year 2015 2014 2013
Program Expense $1,445,130 $2,525,095 $3,438,492
Administration Expense $288,961 $396,966 $248,258
Fundraising Expense $125,053 $62,241 $1
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.97 0.97 0.97
Program Expense/Total Expenses 78% 85% 93%
Fundraising Expense/Contributed Revenue 24% 4% 0%

Prior Three Years Assets and Liabilities

Fiscal Year 2015 2014 2013
Total Assets $377,522 $520,170 $579,924
Current Assets $365,007 $513,794 $554,148
Long-Term Liabilities $0 -- $0
Current Liabilities $68,676 $161,972 $77,348
Total Net Assets $308,846 $358,198 $502,576

Prior Three Years Top Three Funding Sources

Fiscal Year 2015 2014 2013
1st (Source and Amount) -- --
-- --
The Boston Foundation --
2nd (Source and Amount) -- --
-- --
Citizens Bank --
3rd (Source and Amount) -- --
-- --
Yawkey Foundation --

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 5.31 3.17 7.16

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

Financial summary data in charts and graphs are per the organization's IRS 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?

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2. What are your strategies for making this happen?

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

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

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

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