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Dorchester Bay Economic Development Corporation

 594 Columbia Road, Suite 302
 Dorchester, MA 02125
[P] (617) 825-4200
[F] (617) 825-3522
Megara Flanigan
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 Printable Profile (Summary / Full)
EIN 04-2681632

LAST UPDATED: 01/07/2019
Organization DBA Dorchester Bay EDC
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes


Mission StatementMORE »

Dorchester Bay Economic Development Corporation acts to build a strong, thriving, and diverse community in Boston's Dorchester neighborhoods.  Working closely with neighborhoods, residents, businesses and partners, we access resources to:
  • Develop and preserve home ownership and rental housing across income levels;
  • Create and sustain economic development opportunities for businesses and individuals; and
  • Build community through organizing, civic engagement, and leadership development.

Mission Statement

Dorchester Bay Economic Development Corporation acts to build a strong, thriving, and diverse community in Boston's Dorchester neighborhoods.  Working closely with neighborhoods, residents, businesses and partners, we access resources to:
  • Develop and preserve home ownership and rental housing across income levels;
  • Create and sustain economic development opportunities for businesses and individuals; and
  • Build community through organizing, civic engagement, and leadership development.

FinancialsMORE »

Fiscal Year Jan 01, 2013 to Dec 31, 2013
Projected Income $3,130,000.00
Projected Expense $3,155,000.00

ProgramsMORE »

  • 1.) Housing & Commercial Development
  • 2.) Small Business Lending
  • 3.) Resident Initiatives and Community Organizing (RICO)
  • 4.) Youth Force (YF)
  • 5.) Ex-Offender Reentry Services

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.


Mission Statement

Dorchester Bay Economic Development Corporation acts to build a strong, thriving, and diverse community in Boston's Dorchester neighborhoods.  Working closely with neighborhoods, residents, businesses and partners, we access resources to:
  • Develop and preserve home ownership and rental housing across income levels;
  • Create and sustain economic development opportunities for businesses and individuals; and
  • Build community through organizing, civic engagement, and leadership development.

Background Statement

Dorchester Bay EDC was founded in 1979 by local civic associations to address the problems of economic disinvestment, unemployment, crime, community tensions and the shortage of quality affordable housing undermining Boston's Dorchester neighborhoods.

Impact Statement

Holistic community development requires the integration of organizing into housing and economic development. Only then will real projects be informed and shaped by the people and businesses resident in the community. Dorchester Bay Economic Development Corporation has had local, regional, and national recognition as a leader in community and economic development.  With organized people and organized money, transformations occur – both incremental and quantum – in the community’s quality of life. We mobilize public, private, and nonprofit resources to implement proven and innovative solutions that create safe, healthy, sustainable communities. 

Our impact can be measured in our decades' long record:

·        1,115 housing units created or preserved;

·        1,381 jobs created or sustained;

·        1,944 graduates of our technology classes;

·        485 ex-offenders participating in re-entry programs with a 6% recividism rate;

·        $7.5M of small business loans written and packaged.

We are committed to fostering a thriving, diverse, and economically stable Dorchester!

Needs Statement

Operational Funds for additional Real Estate capacity
Operational Funds for small business loan growth
Funds to purchase real estate 

CEO Statement

We have recently embarked upon a transformative strategy that incorporates and utilizes all of our different areas of experience and expertise to bring transformative change to the Grove Hall-Uphams Corner area of Dorchester. The Quincy Corridor Transformation Project, a Choice Neighborhoods grantee, combines housing development with resident services and, very importantly, with economic opportunities to assure a more promising future for the families in this challenged neighborhood. We partnered with Quincy Geneva CDC and United Housing Management to upgrade Quincy Heights, a 129-unit project of gut rehabs (80 units) and new housing (49 units).  This will preserve the same number of Section 8 housing units that were formerly undersized and crumbling in buildings that were in danger of failing inspections. The City of Boston and local Community Based Organizations, as well as the CDCs that are leading the development project, will be providing millions of dollars worth of support services to the residents of these properties and the surrounding community.  Adding to this mix, Dorchester Bay developed a small business incubator, the Bornstein & Pearl Food Production Center.

It was built in alignment with the community wishes and incorporates green building standards and neighborhood infrastructure improvements.  A second commercial development is the 259Q DREAM Factory,  a digital fabrication and “maker space,” helping local residents build skills and businesses.  The presence of these commercial engines will support growth for 30-50 businesses, create 150  jobs as well as services for residents, increase foot traffic, spur substantial public works infrastructure upgrades, and improve the look and feel of the whole corridor.  Construction jobs for housing and the food production center went to 51% Boston residents, 62% minorities, and 9% women. Sub-contractor businesses were 44% minority owned and 10% women owned. 

Board Chair Statement

Margaret Mead once said, “Never doubt that a small group of thoughtful, committed citizens can change the world, indeed it’s the only thing that ever has.”   

Thirty-five years ago, a small group of thoughtful, committed citizens from Dorchester dared to envision living in a thriving, economically vibrant, diverse community emerging from the ashes of disinvestment at that time.  The Dorchester Bay Economic Development Corporation was born as a result of this thoughtful vision.  Over the years, DBEDC has stood on three pillars - real estate development, economic development and community organizing.  The results are tangible, with new homes, active businesses and organized neighborhood groups.  One can see and feel the results of 35 years of hard work as one walks the down Columbia Road, Dudley Street, Hendry Street, Stoughton Street, Quincy Street, Bowdoin Street, Savin Hill Avenue and many other streets in the Dorchester Bay service area.  These citizens, with the support of government, the private sector, and foundation funders in partnership with other community-based organizations, have changed the world in Dorchester, one of the most diverse communities in our nation.

I am proud of my association with Dorchester Bay.   It is a privilege to be part of a legacy that has improved the quality of life in our community.  Today, there is still much work to be done.  We have to take on new challenges related to preserving the diverse character of our neighborhoods, building our membership, cultivating new leaders and establishing new partnerships that support small businesses and provide employment opportunities.  As an institution, we have to expand our base of donors in order to sustain our ability to do this good work. We continue to be guided by a profound respect for all of our neighbors. We continue to be nourished by the energy of those who believe in the rich possibility of economic vitality and inclusion in Dorchester.  

Geographic Area Served

City of Boston- North Dorchester
City of Boston- South Dorchester
City of Boston- Mattapan
City of Boston- Roxbury

Dorchester Bay’s general service area includes the Dorchester neighborhoods of Uphams Corner, Dudley Street, Columbia/Savin Hill, Meetinghouse Hill, Bowdoin Geneva, and the Quincy corridor between Grove Hall and Uphams Corner.  This diverse community [African American and Cape Verdean (57%), Latino (24%), White (30%), Asian (9%), and Native or two+ races (4%)] includes 32.5% foreign-born residents.  In the Quincy Corridor area, the poverty rate is an astonishing 44%. 

Organization Categories

  1. Community Improvement, Capacity Building - Community & Neighbourhood Development
  2. Housing, Shelter - Housing Development, Construction & Management
  3. Crime & Legal - Related - Crime prevention

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

Under Development


1.) Housing & Commercial Development

Dorchester Bay EDC is involved in a broad community effort to promote revitalization in Grove Hall's Quincy Corridor. The Quincy Corridor Transformation Project includes affordable housing, two new job centers,  new resident services, asset building, and job training. The projects include:  
Preservation and redevelopment of 129 units of affordable housing, including substantial renovation of 80 units and development of 49 new units to improve the living conditions of multiple families;
Redevelopment of the 2-acre Pearl Meats site into a small business food processing center, creating over 150 needed jobs to the community;
A new 22,000 sf light industrial artisans' collaborative, where artists and crafts people rent time on machines (feasibility stage);
Integration of green/sustainable design strategies into every aspect of the redevelopment effort; and
Public infrastructure improvements for traffic calming, pedestrian safety, and public transportation access to the neighborhood. 
Budget  $858,177.00
Category  Community Development, General/Other
Population Served Poor,Economically Disadvantaged,Indigent Families Minorities
Program Short-Term Success 
Our achievements in 2013-14 include:
  • Construction completed for 129 units of Quincy Heights housing by December 2014. 
  • Case manager engaging all 129 families living in Quincy Heights in enrichment programs.
  • Formal partnership with CropCircle Kitchen to recruit and manage new businesses going into the Bornstein and Pearl Food Production Center. Construction completed, grand opening September 2014 with 11 businesses and 42 jobs for local people. 
  • Feasibility study completed and pre-development begun on an artisans' collaborative at DBEDC's 259 Quincy building.
  • Finding the "sweet spot" that combines strong union participation with strong minority participation in this and all our projects.
Program Long-Term Success 

Our five year goals for the Quincy Corridor include:

  • 30% reduction in violent crimes.
  • 20% decrease in the number of residents living below the poverty level. 
  • 40 new businesses growing at the CropCircle Kitchen; 5-8 established small business food producers in individual industrial bays at the Bornstein and Pearl Food Production Center (formerly the Pearl Meats factory).
  • 150 new jobs created in the Bornstein and Pearl Food Production Center.
  • All new construction, including commercial, will be LEED certifiable. 
  • 30-50 jobs at Artisans Collaborative at 259 Quincy.

DB, the City of Boston, local non-profits, the Boston Public Schools, and a number of additional service partners will work together to create lasting family transformation in the area. DB will create a business center to anchor the economic development of Quincy Street.  We also expect that the success of the new business center will promote other business development along the Fairmount Rail Line Corridor. 

Program Success Monitored By  The real estate goals at Quincy Heights are being monitored by our staff and board to complete the project on time and on budget. In addition, we will be working with the City of Boston and HUD's evaluation firm to evaluate the impact of the project's organizing and resident services on the 129 families living in new housing. Finally, those same service partners will measure the impacts upon the residents of the Quincy Corridor community as a whole. 
Examples of Program Success 

The Quincy Corridor Transformation project was one of only 5 projects in the country to receive a HUD Choice Neighborhoods Implementation grant in 2011 to redevelop distressed housing and bring comprehensive neighborhood revitalization. The $20.5 million award to the City of Boston and DBEDC for Quincy Heights is the culmination of a five-year effort to renovate, restore and rebuild the original Section 8 housing units (small, crowded and rundown). We expect significant long term impact on quality of life, crime, and economic investment.

We had 11 tenants and 42 full time staff at the Bornstein and Pearl Food Production Center by its grand opening September 2014.  50% of businesses are minority owned, 40% owned by women, workers are 31% women, 61% minorities, 40% local residents.

2.) Small Business Lending

The DBEDC Small Business Program was launched in 1992 to stabilize the local business community by assisting entrepreneurs and making loans to preserve and expand their business. We provide Technical Assistance, micro and small business loans from $500.00-$250K, and real estate & equipment loans (504 loans) for often unbankable local business owners and start-ups. We are a registered Community Development Finance Institution and the only CDC-based direct small business lender in Boston. Since our inception, $6M has been lent either directly or in participation loans, and 700+ jobs were created or preserved. We also provide home improvement loans, deleading loans, and foreclosure assistance to keep over 350 owners in their homes. While focused on Dorchester and surrounding low- to moderate- income areas in Boston, we have now expanded to encompass all of Boston and beyond.


Budget  $409,841.00
Category  Community Development, General/Other Community Economic Development
Population Served Minorities Poor,Economically Disadvantaged,Indigent Adults
Program Short-Term Success 

In the past program year, our Small Business Loan Fund met the following benchmarks:

  • Provided one on one technical assistance to almost 100 businesses. 
  • Made 15 direct loans totaling over $350,000. 
  • Created 50 new jobs due to increased capacity of borrowers. 

In 2013 we received SBA-504 status, enabling us to make larger loans to borrowers investing in real estate or large capital purchases.  We have also been designated a Community Advantage (7a) lender, which permits us to make SBA loans as large as $250K.  

Program Long-Term Success 

Our overarching goal is to improve the success rate of inner-city and minority businesses by providing access to capital for new and growing businesses.

Our strategic goals for the next three years include:

  • Growing loans to businesses by 50%.
  • Providing technical assistance through either direct services or partnerships, with emphasis on growth in broadband and technology usage.
  • Offering SBA 504 Loans to help small businesses put down roots in Dorchester through the purchase of real estate or major capital equipment. 
Program Success Monitored By 

We measure success by:

  • The number of businesses receiving technical assistance, and the increase in their earning capacity.
  • The number of loans made.
  • The total amount of money lent.
  • The number of jobs created and/or retained through our lending and other assistance. 
Examples of Program Success 

Over the past 15 years, our Small Business Assistance and Lending Program has created and/or retained over 700 jobs and provided 115 small business loans totaling $5.86 million. Three success stories:

Our lending program administered its first Small Business Administration 504 loan to help tCognition, Inc., an international information technology firm, relocate from suburban Newton to Dorchester Bay's service area, Ten new jobs will be created. 
We wrote the loan for Teranga Senegalese Restaurant’s start up. After 4 years, the owner is drawing regional customers, has added staff, and has been featured as a Chopped Champion on the Food Network.
Flat Black Coffee originally had a single location in Dorchester. We wrote the loan for their 4th store, and they are about to open a 5th.


3.) Resident Initiatives and Community Organizing (RICO)


Tenant Organizing builds active tenant associations to promote leadership and tackle critical issues, such as crime and local development.

Broader Community Organizing facilitates local crime watch groups and issue coalitions so residents take control of their own streets, safety, and quality of life.

Youth Leadership and Development engages youth in education, recreation, leadership and community service.

Technology Centers & Workforce Development: Youth and families can attend Basic, Beginners and Intermediate technology classes. One of the 5 DBEDC technology centers provides GED prep.

Rock and Roll Seniors supports elders by offering community-based enrichment and educational programming, case management services and intervention/referrals.

Dorchester Bay Re-entry Program is the first CDC-based re-entry program for ex-offenders returning to their community. With over 80 ex-offenders served each year, almost half have secured employment, with only 6% recidivism since 2009.


Budget  $349,874.00
Category  Community Development, General/Other Neighborhood Revitalization
Population Served Children and Youth (0 - 19 years) Families Adults
Program Short-Term Success 

In the current year, we expect that:

o       60 residents will graduate from technology classes with baseline computer skills and confidence to learn additional skills and utilize them in their personal and work lives.

o       40 Seniors will be engaged with each other and utilize services we offer so that they can become their own safety net, enabling them to remain in their own homes.

o       45 ex-offenders will get jobs.

o       50 new youth will complete our youth-led Youth Leadership Institute.

o       Our civic engagement practices are taught as part of the curriculum in 5 Boston Public High Schools.

o       200 tenants and home owners will be engaged in DBEDC organizing activities. 

Program Long-Term Success 

DBEDC's focus on tenant organizing is building community through organizing, engagement, and leadership development; and by using winnable actions to create safe, healthy, sustainable communities. With teens, we are working to give them a role in the public sphere and to build youth into the community leaders of today and tomorrow.  

In our three-year plan, we are working to see:

Active membership grow to 400;

- Greater capacity to improve tenant and homeowner quality of life and increase avenues out of poverty;

- 100 youth feel more confident in their ability to change themselves, to create change in their communities, and to feel that they possess the skills necessary to create change (leadership skills/civic engagement skills/community organizing skills);

- 70% of our ex-offenders become contributing members of our community. 

Program Success Monitored By 

Tenant Organizing - # of active members, not just on membership rolls.

Broader Community Organizing - # of citizens involved in crime watches, leading meetings, winning public safety victories, closing down drug houses, celebrating block parties.

Tech Classes - pre and post tests for computer skills.

Reentry - # in jobs; recidivism rate.

Youth Force - # of youth attending all Youth Leadership Institute sessions, with a pre and post test to gauge acquired skills and knowledge.

Seniors Program - # of seniors regularly attending activities and continuing to be engaged with their peers; # of seniors taking a leadership role.

Examples of Program Success 


With DB assistance several years ago, the residents of Hendry, Coleman, Clarkson and Trent Streets (aka 4 Street Crime Watch) doubled the number of participants at their meetings to generate more power to influence decision-makers on key safety issues. Participating at the Crime Watch's request were the City's Neighborhood Service Coordinator, the Dept. of Neighborhood Development, and the Director of BPD's Crime Watch Unit. The resident leaders ran the meeting.  Over 30 residents raised questions, concerns and suggestions with the officials. This meeting was the turning point, achieving:

- The 4 Street Crime Watch, organizing old and new stakeholders into a “Top Ten Crime Watch.”

- More police presence to deal with 2 drug houses.

- A major bust that removed both gangs.

- Conversion of Hendry St. to one way.

- DND’s assistance repairing the fence behind 15-21 Hendry St., where criminals would flee police.

Today this neighborhood is a safer, healthier and organized community.


4.) Youth Force (YF)

Youth Force exists to develop teens who have the skills, knowledge and motivation to make positive changes in their communities. We train low-income teens of color in the Dorchester, Roxbury and Mattapan areas in leadership, community organizing and civic engagement, and then engage them in community change around issues they choose. Our programs:

  • Youth Force Core Leaders - 10 teens hired by DB to work 10hrs/wk as organizers and lead all Youth Force-related trainings/campaigns;
  • Youth Leadership Institute (YLI) - A 3-week, 6-session training program on leadership skills, run by Youth Force core leaders; 
  • Youth Jobs Campaign - A youth-led campaign focused on winning increased access to quality teen employment opportunities.; and 
  • School Civic Engagement Project - Teens at BPS schools, charter schools and private schools trained in the importance of civic engagement, key civic engagement skills and engaged in civic engagement campaigns to improve their community
Budget  $132,980.00
Category  Youth Development, General/Other Youth Citizenship
Population Served Adolescents Only (13-19 years)
Program Short-Term Success 

· 10 teens per school year are employed and trained as community organizers who lead Youth Force.

· 80 teens per school year graduate from our Youth Leadership Institute

· In the 2013-2014 school year, over 300 BPS, charter school and private school students teens trained in civic engagement and over 50 engaged in ongoing civic engagement work

· In the 2013-2014 school year over 1,000 teens from over 50 different cities and towns around Massachusetts engaged in our campaign for more teen jobs

· For all teens engaged, measurable improvements occurred in key youth development measures such as empowerment and civic attitudes

Program Long-Term Success 

Over the long term, YF seeks to transform the civic culture of low-income teens of color in the Boston area and even around the state. Contextualized in community and school based settings, our program develops a model that engages teens in meaningful community change work where they are growing their skills and making positive changes in their communities.

· We seek to be active in at least 20 different educational institutions

· We seek to have measurable impact around multiple youth development outcomes connected to civic engagement.
· We seek to develop a model of teen civic engagement that can be used by other groups and in other communities seeking to engage teens in civic processes and outcomes.
Program Success Monitored By 

· An ongoing partnership with the Psychology Department at UMass Boston to better understand our program and to better measure our programmatic outcomes

· Pre and post tests for all YLI participants

· Tracking engagement in BPS classrooms, alongside staff from BPS’s Social Studies Department

Examples of Program Success 

· YF’s work around youth employment has led to over 50 million dollars of youth employment funding being added to the state budget, and over 100 new companies hiring teens

· YF has raised the rate of voter participation in the Uphams Corner area of Dorchester

· YF has received recognition by community leaders and organizations including: Senator John Kerry, The Episcopal Diocese of Massachusetts, The Massachusetts Non-Profit Network, Social Capital Inc. and others.

· YF’s community change work has been highlighted in numerous media outlets including: The Boston Globe, The Boston Herald, WBUR, The Dorchester Reporter, The Bay State Banner and others.

· YF’s youth development outcomes have been highlighted in the academic world in The Journal of Community Psychology.

5.) Ex-Offender Reentry Services

Dorchester Bay works closely with ex-offenders, 18-26 years in age and mostly from Dorchester, to help them develop the skills, inner strength and attitude to become productive and contributing members of the community, taking responsibility for their actions and effects. In addition, we emphasize strong mentoring and the strength of our relationship with the client. This program has exceeded expectations in job placement, housing assistance and reducing recidivism. DB helped these men become responsible for themselves and often for their families. Unfortunately, without help many of these young men would enter the “revolving door” where incarceration leads to unemployment, and the ensuing poverty often leads to reoffending. The effect of this goes beyond the men and their families. It has ramifications for the community's safety and the persistence of poverty. Our Reentry Program provides support, direction and job services to ex-offenders returning to our neighborhood.

Budget  $126,033.00
Category  Crime & Legal, General/Other Ex-Offender Services/Supervision
Population Served Offenders/Ex-Offenders Unemployed, Underemployed, Dislocated At-Risk Populations
Program Short-Term Success 

Dorchester Bay is proud of Re-Entry’s success:

  • Participation: Since beginning this program in 2009, we have served over 485 ex-offenders.  Approximately 80 participate annually.
  • Education: We are working with our clients during their pre-release period to access opportunities available at the House of Corrections. As a result, 20 received their GED certificates in 2013.
  • Job Placement:We connect with businesses that are willing to hire men with CORI’s. We placed (55) 69% of our participants in jobs in 2013.
  • Recidivism: We continue to show remarkable success in helping to keep our clients from returning to jail – a <6% recidivism rate!
Program Long-Term Success 


DB’s reentry program helps clients with three goals:

- Establish healthy, supportive and trusting relationships with program staff to facilitate the transition to a safe, secure, and independent life.

- Remain free from incarceration.

- Begin substantial employment and be prepared for long term career prospects.

The reentry program’s community goals include:

- Improving community safety by helping ex-offenders become productive members of society and reduce the rate of recidivism. We help provide personal supports, employment and housing assistance and referrals – all essential for these men to change their lives.

- Integrating our proven re-entry partnerships –
police, corrections, community partners, and residents –
into our real estate work to increase community safety.

- Replicating our model with other CDCs to impact a wider population of ex-offenders, to protect people from retaliatory "territorial" behaviors, and to broaden community safety.


Program Success Monitored By 

Dorchester Bay measures the success of our reentry program based on the following:

# of clients who develop resumes.

# who attend job interviews

# who secure employment

# of clients who enroll in GED programs, and attend regularly

# who graduate from GED programs

# who enroll in vocational training

# who graduate from vocational training programs.

# of clients receiving intensive case management services

# of clients who get supportive and/or stable housing

# of clients who return to jail

# of clients who leave the program to return to old behaviors

Examples of Program Success 

Our clients and staff are always most excited by successful entry in to the work world. After two years of temporary assignments with companies like UPS, Event Temps, Aramark, etc., and numerous interviews at various companies, one of our clients became a member of Local 35, the Painters and Glaziers Union! He has been hired by Ipswich Bay Glass, has received his union card, and is fully employed at the age of 44. What is important to note is that, if the client is willing to work with us, we will work tirelessly with them to find employment that will turn into a career.

CEO/Executive Director/Board Comments

Dorchester Bay EDC's three legs – 1) affordable and mixed income housing development, 2) economic development, and 3) community organizing/leadership development – form a comprehensive, sustainable approach to individual and community transformation. By building power through organized people and organized money, we have a mushrooming network of adult and youth leaders, small businesses, mixed income housing, jobs, and community partnerships both in our North Dorchester neighborhoods and beyond. In our own neighborhoods, key initiatives include: 1) The HUD Choice award of $20M (1 of 5 in the US) to our Quincy Heights 129-unit family development around Quincy Street; 2) The grand opening of a new small business Food Production job center, and in pre-development, an artisans' collaborative -- both on Quincy Street. Together we project over 150 jobs to local residents; and 3) Residents and organizers’ mobilization of a strong crime watch effort that saw 2 drug houses shuttered. Ongoing programs helped:

- Start-ups and small businesses can obtain loans and created new jobs;

- Residents and businesses build technology skills;

- Our DB Youth Force teen organizers (trained in our Youth Leadership Institute) win issues like state funding for youth after school jobs;

- 1 out of 2 ex-offenders stay out of jail, get jobs, find housing and reconnect with family and the community.

DB rehabbed and resold 20 foreclosed three-deckers, becoming known as the most productive non-profit redeveloper of foreclosed houses in the state. On a citywide level, DB helped launch the nationally recognized Fairmount/Indigo Rail line CDC collaborative, referenced on the White House and EPA websites. Since 2004, Fairmount’s CDC collaborative boosted resources for CDC housing production; and with the Fairmount transit coalition, pushed for fair fares, more frequent service, and new stations (now being built in 2014) along the 9-mile rail line. The Fairmount Greenway will help connect new green spaces, and help transform our corridor for greater quality of life. In 2012, Mayor Menino and the BRA launched the Fairmount Indigo Planning Initiative with a broadening group of stakeholders. Coalition partners are all planning corridor-wide economic development strategies, which are boosting partnerships and creating more opportunities along the whole line. The BRA's sophisticated data tools are helping us all track improvements in people's lives, education, asset building, employment, and broader business development. Together, we are making changes happen in Dorchester!


CEO/Executive Director Ms. Jeanne DuBois
CEO Term Start Sept 1995
CEO Email
CEO Experience

Jeanne has a varied career path: high school teacher for 7 yrs; a professional community organizer for 10 yrs, director of capital development for Boston Community Capital for 8 yrs; and 6 yrs as a volunteer leader involved with starting the Roslindale Village Market. She earned her BA from Stanford and an MA from the University of Wisconsin at Madison.

Outcomes in 18 yrs as DB’s Executive Director:

Organizational direction and management: Increased programming, and staffing 200% to 25 staff and budget to $3.3M.

Financial Management: Insured funding for diverse social programming with a $3.3M budget; insured adequate capital for over $140M in housing and commercial development and adequate operating and loan capital for business & home ownership lending.

Housing & Economic Development Leadership: Oversaw the investment of $140M in fourteen years to create over 360 affordable rental housing units, a 25 unit cooperative, and 140 new or renovated affordable homes. Led the effort to redevelop a 36K sf meat factory into a food production center that will create 150 jobs for local people, redevelop a 5 acre brownfield for a digital printing company employing 100 local people and creating an additional 66 new jobs; Helped bring commercial anchors and jobs to Uphams Corner. Oversaw the growth of micro business lending, home improvement lending, and an umbrella CDFI serving low income people citywide. 

Community Organizing: Grew the department to include youth, broad civic organizing, public schools, computer training, and job linkage programs. Growth of 9 tenant associations, 2 civic organizations, youth programs serving over 200 teens, 5 computer skills centers, a job linkage program, and over 600 people placed in jobs, helped reduce the local crime rate by 60%. Helped lead the Fairmount Rail Line CDC collaborative effort to increase service in Boston’s lowest income neighborhoods; helped the collaborative acquire a pipeline of 1500 housing units and 700K sf commercial space.

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

Former CEOs and Terms

Name Start End
Jim Luckett Jan 1994 July 1995
David Knowles Mar 1987 Aug 1994

Senior Staff

Name Title Experience/Biography
Dan DeSantis Director of Economic Development

Daniel R. DeSantis brings tremendous insight and honed skills to Dorchester Bay’s commercial and economic development.  An executive with more than 30 years' experience, he has earned national and regional awards in planning and development.  He brings extensive experience with commercial financing and commercial development, having created in excess of $100 million in new investments, developed in excess of 2,000,000 square feet of both commercial and industrial projects, and created 3,000 jobs.  He managed an economic development process that redeveloped the 1400 acre South Weymouth Naval Air Station, including a smart growth plan with 2,800 housing units and 1.5 million sf of commercial and industrial development and over 500 acres of open space. He also led the marketing strategy that recruited Velcro, USA to create a 250,000 sf facility generating over 300 jobs in Somersworth, New Hampshire. 

Before joining Dorchester Bay, he served as a Loan and Investment Officer for Coastal Enterprise, Inc. where he originated over $2 million of loans to small and medium size businesses, creating over 500 jobs in less than 2 years while utilizing his extensive experience in making SBA 504 loans.   He holds an M.P.A. from The American University, and an A.B. in Comprehensive Social Science from Youngstown State University.

Megara Flanigan Director of Capital Development Megara (Meg) Flanigan brings nearly 20 years' experience in nonprofit resource development to Dorchester Bay. Above and beyond her resource development responsibilities, she plays a major role not only in the overall accountability of services and programs, but also  the decision making process at the Executive level. She has held primary responsibility for sourcing for multi-million dollar agencies, notably a $3.4 million dollar Boys & Girls Club (multi-purpose youth agency serving 4,000 young people). She is also skilled in fiscal, personnel, facility, and record management. She holds a BA in English from University of Massachusetts, and studied Accounting/Business Administration at Northeastern University.
R. Michelle Green Chief Operating Officer

R. Michelle Green's responsibilities include managing day to day operations; providing supervision and support to five program managers; developing and implementing operational systems to improve the flow of work and outcomes achieved, managing the budget and financial functions of the corporation; and overseeing the asset management functions related to over 1000 units of housing and thousands of square feet of commercial property.

Prior to coming to Dorchester Bay, Michelle had a varied and progressively challenging 20 year career in NYNEX Telecommunications, with assignments in various departments. Notable past multi-state assignments include Director of Work and Family, Vice President for Customer Services, and Engagement Director for Process Engineering.  In the 21st century’s first decade, she focused on Educational Research, studying the psycho-social precursors of adult acquisition of everyday technology.  She has also applied her administrative skills in higher education, notably as Dean of Students at Hampshire College.

Michelle holds an undergraduate degree in Mathematics and a Masters’ in Counseling and Adult Education, both from Harvard University; an MBA from Northeastern University; and a PhD in Education and Social Policy from Northwestern University.  

Charles McVea Director of Finance

Charles (Chuck) McVea is responsible for setting financial policy and direction while also being an active participant in, and driver of, the organization’s overall strategy.  He has served in this role since he began working at Dorchester Bay in February 2008. Chuck brings great depth of experience from a broad range of for profit and not for profit businesses, including Price Waterhouse, Polaroid Corporation, Digital Equipment Corporation, Harvard University Real Estate and Planning, and Lena Park CDC. He graduated from Northeastern University with a BS/BA in Accounting, and received an MBA in Finance from Boston University. He has also practiced as a CPA in Massachusetts. 

Elias Monteiro Director of Resident Initiatives and Community Organizing

Elias Monteiro is a tenant organizer with more than 11 years of community and organizing experience. He brings Dorchester Bay demonstrated expertise in coalition building, civic engagement, and ethical leadership. Over a decade of customer service experience prior to joining Dorchester Bay helps him empathize with and respond to our residents’ concerns.  A parent in the community, he skillfully interweaves his personal relationships and reputation to the benefit not only of Dorchester Bay but also the residents of our rental housing.  He is fluent in several languages, notably Spanish and Cape Verdean Creole.  Five staff under his direction work in Dorchester Neighborhoods with tenants and homeowners to improve their economic, personal and political power.  He has certificates from Boston University’s program in Non Profit Leadership and Management, substance abuse training from Mass Housing, and Affordable Housing training from Neighborworks.

Andrew Waxman Director of Real Estate

Andy Waxman has held progressively responsible positions in several areas of the community development field for nearly 20 years. Our most recent addition to the leadership team, he brings Dorchester Bay excellent analytical and writing skills, as well as demonstrated excellence in project management, and project/program implementation.  Previously, Andy worked for 8 years at Jamaica Plain NDC, first as Director of Commercial Development, then as Associate Director of Real Estate. Prior community development roles include Project Manager, Consultant, and Loan Officer. In these various capacities, he has structured complex financing with New Market, Historic and Low Income Housing Tax Credits; provided asset management; and overseen all aspects of JPNDC’s commercial development, including the Brewery Small Business Complex, two retail projects, and a non-profit office development.  Andy is a graduate of Oberlin College (Phi Beta Kappa) and holds a Masters in City Planning from MIT. 


Award Awarding Organization Year
MetLife Foundation Community-Police Partnership Award LISC/MetLife Foundation 2014
CDFI Fund Award for $1.2MM U.S. Treasury Department 2013
Choice Neighborhood Award - Quincy Corridor Project $12.3M out of $20M awarded to City of Boston Department of Housing & Urban Development 2011
HUD Community Challenge Grant Award - Fairmount/Indigo Line CDC Collaborative helped City to win $1.8M Department of Housing & Urban Development 2011
Sustainable communities Pilot/ 1 of 5 in the United States Dept. Housing & Urban Development, Environmental Protection Agency, Dept. of Transportation 2011
Ricanne Hadrian Award for Excellence Massachusetts Association of Community Development Corporations 2010
Citation from Governor Deval Patrick recognizing 30 yrs. of service Commonwealth of Massachusetts 2009
Excellence in Collaboration Award for the Fairmount CDC Rail Line Collaborative Massachusetts Nonprofit Network 2009
Community, Academia & Non-Profit Organization Environmental Merit Award U.S. Environmental Protection Agency 2008
Reader's Choice Award for the Dudley Village Project Affordable Housing Finance Magazine 2008
Honorable Mention as Outstanding Planning Project for "Boston's Newest Smart Growth Corridor" by the Fairmount/Indigo Line CDC Collaborative American Planning Association 2006
Recognition in top 10 of all its affiliates for organizational and programmatic excellence United Way of Massachusetts Bay 2006
Region 1 (New England) "Phoenix Award" for Excellence in Brownfield Redevelopment Environmental Protection Agency 2004


Affiliation Year
CDC - State certified Community Development Corporation 2013
AFP (Association of Fundraising Professionals) 2010
Citizens’ Housing and Planning Association 2000
Urban Land Institute - Member 2000
Massachusetts Association of Community Development Corporations (MACDC) 1990
United Way Member Agency 1990
Member of state association of nonprofits? Yes
Name of state association Massachusetts Association of CDCs (MACDC)

External Assessments and Accreditations

External Assessment or Accreditation Year
United States Small Business Administration - 8(a) Business Development 2009
US Department of Housing and Urban Development 2009
Community Development Financial Institutions Fund of the United States Department of the Treasury 2006
Community Housing Development Organization - U.S. Department of Housing and Urban Development 2006


Fairmount CDC Rail Collaborative, Fairmount Transit Coalition, Quincy Heights Housing Partnership, Dudley Street Neighborhood Initiative, Uphams Corner MainStreet, Bowdoin Geneva Alliance, Bowdoin Geneva MainStreet, Project RIGHT, Newmarket Business Association, Greater Boston Interfaith Organization, Crop Circle Kitchen.

CEO/Executive Director/Board Comments

We have made major strides in the last three years increasing our capacity and capability in management, implementation and real estate development. New employees since 2010 include our Director of Economic Development, our Director of Real Estate Development, a professional asset manager, and our Chief Operating Officer.  The skills they bring to the organization are critical in our delivering on an aggressive slate of programs and projects.

Foundation Comments


Staff Information

Number of Full Time Staff 25
Number of Part Time Staff 10
Number of Volunteers 30
Number of Contract Staff 4
Staff Retention Rate % 96%

Staff Demographics

Ethnicity African American/Black: 8
Asian American/Pacific Islander: 0
Caucasian: 11
Hispanic/Latino: 2
Native American/American Indian: 0
Other: 4
Other (if specified): Cape Verdean, Portuguese, Arab
Gender Female: 12
Male: 13
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 3
Management Succession Plan Under Development
Business Continuity of Operations Plan Yes
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 Yes
State Registration --

Risk Management Provisions


Reporting and Evaluations

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


Board Chair Mr. Daryl Wright
Board Chair Company Affiliation Youth Build, USA
Board Chair Term Oct 2012 - Oct 2015
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Ms. Maria Andrade Mujeres Unido - Accountant Voting
Mr. Warren H. Bacon Boston MBDA Business Center Voting
Mr. Brian Bigler E-Ink Voting
Mr. Paul Black Santander Bank Voting
Ms. Ayoka Drake Commonwealth of MA, Project Management/Consultant Voting
Ms. Betsy Drinan Boston Public Schools Voting
Mr. An Duong Attorney Voting
Ms. Christine Green Trefler Foundation Voting
Ms. Sherina Hendrix Consultant Voting
Ms. Rosalyn Johnson Community Volunteer Voting
Ms. Eileen Kenner Retired Voting
Ms. Elrette Marion Children's Hospital Boston Voting
Mr. Derek McCleary TD Bank 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: 7
Asian American/Pacific Islander: 1
Caucasian: 5
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 1
Other (if specified): --
Gender Female: 8
Male: 6
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 0
Board Meeting Attendance % 66%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 93%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation Yes

Standing Committees

  • Community Outreach / Community Relations
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Finance
  • Real Estate

CEO/Executive Director/Board Comments

Dorchester Bay EDC has a 2/3 minority board with a growing level of engagement, thanks to the current President, Daryl Wright, elected in 2012. The Executive Officers include five additional people – Sherina Hendrix (VP; small business consultant), Elrette Marion (VP; Human Resources), Brian Bigler (VP; Sr Brand Manager), Paul Black, (Treasurer; commercial lender), An Duong (Clerk; lawyer). They have helped guide the board and the organization effectively for the last few years. Key has been broadening and strengthening our working committees – Real Estate, Small Business Loans, Economic Development, Resident Initiatives and Community Organizing, Finance, Fundraising, and Marketing. With President Wright's focus on increased resident and leader engagement, the committees are seeking new members, taking more leadership to propose initiatives to the board, and transforming our annual meeting into a highly participative event, engaging people in "action teams" voting on issues such as youth, jobs, and public safety. We have two new members in the past year – Ayoka Drake (Project Management/Consultant for the Commonwealth of MA) and Derek McCleary (Regional VP at TD Bank).

This board brings strong expertise in their respective professions and are pushing the organization into broader economic development planning, more strategic marketing and branding, powerful affirmative minority requirements for our real estate development jobs, and better utilization of minority business and women enterprises (MBE's and WBE's).

The Board’s 2014-2016 strategic plan goals include the following objectives:

*Construct or preserve 360 units of affordable home ownership and rental housing;

*Construct or sustain 3 commercial projects that will create new businesses and over 100 new jobs;

*Move new members to the next level of community engagement by activities that increase ownership of goals impacting the community; initiate and integrate Community Engagement Advisory Group and Community Review Board; develop a Leadership Academy and organize community assessment and review processes.

*Achieve our vision through a focused strategy of new board recruitment and board development;

*Double our small business loans and internally generated revenue by 20%;

*Improve PR, external communications, and brand identity;

*Achieve a plan for long-term, sustainable financial health that supports administrative and operational excellence in real estate development, community leadership capacity, and competitive, state-of-the art management (HR, Technology, Facilities).


Foundation Comments



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 $4,897,226 $4,372,030 $8,485,187
Total Expenses $4,890,177 $5,716,597 $7,031,799

Prior Three Years Revenue Sources

Fiscal Year 2015 2014 2013
Foundation and
Corporation Contributions
$62,790 $-68,493 $340,047
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $937,318 $916,165 $854,368
Indirect Public Support -- -- --
Earned Revenue $2,379,280 $1,826,875 $2,103,177
Investment Income, Net of Losses $632,418 $795,804 $906,987
Membership Dues -- -- --
Special Events $177,963 $142,354 $100,554
Revenue In-Kind -- -- --
Other $707,457 $759,325 $4,180,054

Prior Three Years Expense Allocations

Fiscal Year 2015 2014 2013
Program Expense $3,438,646 $4,434,187 $5,850,307
Administration Expense $1,219,398 $1,042,800 $950,416
Fundraising Expense $232,133 $239,610 $231,076
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.00 0.76 1.21
Program Expense/Total Expenses 70% 78% 83%
Fundraising Expense/Contributed Revenue 20% 24% 18%

Prior Three Years Assets and Liabilities

Fiscal Year 2015 2014 2013
Total Assets $11,492,872 $11,219,878 $10,529,474
Current Assets $6,948,949 $7,461,760 $4,043,564
Long-Term Liabilities $2,603,156 $2,398,748 $3,106,663
Current Liabilities $3,549,521 $4,046,234 $1,883,320
Total Net Assets $5,340,195 $4,774,896 $5,539,491

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 Yes
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 1.96 1.84 2.15

Long Term Solvency

Fiscal Year 2015 2014 2013
Long-term Liabilities/Total Assets 23% 21% 30%

CEO/Executive Director/Board Comments

Program expense increased significantly from 2012 to 2013 as a result of the completion of several very large real estate development projects. We do not expect program expense to remain at this level on a continuing basis.
Our auditors Alexander, Aronson & Finning, and our primary affordable housing lenders suggested in 2011 that we shift to a calendar year to match our developments, since we now must consolidate our financials with all our limited partnerships as well as our properties. Thus, this "transition year" turned into an 18 month year (July 1, 2010 - December 31, 2011). 
Please bear that in mind when comparing our audit statements. 

Foundation Comments

Financial summary data in the charts and graphs above is per the organization's audited financials. The audited financial statements represent the financials of three affiliated nonprofit entities combined: Dorchester Bay EDC, Dorchester Bay Neighborhood Loan Fund, and Dorchester Bay Housing; however, the data in the charts and graphs above reflects Dorchester Bay EDC only. 
Please note the Audited Financial Statement for fiscal year 2011 reflects 18 months, as indicated above, since the organization transitioned to a calendar year fiscal period. Contributions from foundations and corporations are listed under individuals when the breakout was not available. 
The Other revenue category above for fiscal years 2015, 2014 and 2013 reflects various non-operating revenues.


Other Documents

No Other Documents currently available.


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

1. What is your organization aiming to accomplish?


2. What are your strategies for making this happen?


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


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


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