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Codman Square Neighborhood Development Corporation

 587 Washington Street
 Dorchester, MA 02124
[P] (617) 8254224 x 132
[F] (617) 8250893
Gail Latimore
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 Printable Profile (Summary / Full)
EIN 04-2752507

LAST UPDATED: 01/04/2019
Organization DBA Codman Square NDC
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes



Mission StatementMORE »

The mission of the Codman Square Neighborhood Development Corporation (the “NDC”) is to build a better, stronger community in Codman Square and South Dorchester by creating housing and commercial spaces that are safe, sustainable, and affordable, promoting financial and economic stability for residents and for the neighborhood, and providing residents of all ages with opportunities and skills to empower themselves to improve their lives.

Mission Statement

The mission of the Codman Square Neighborhood Development Corporation (the “NDC”) is to build a better, stronger community in Codman Square and South Dorchester by creating housing and commercial spaces that are safe, sustainable, and affordable, promoting financial and economic stability for residents and for the neighborhood, and providing residents of all ages with opportunities and skills to empower themselves to improve their lives.

FinancialsMORE »

Fiscal Year Jan 01, 2016 to Dec 31, 2016
Projected Income $2,574,031.00
Projected Expense $2,549,111.00

ProgramsMORE »

  • Community Organizing and Resident Resources
  • Eco-Innovation District
  • Economc Development
  • Millennium Ten Initiative
  • Real Estate Development

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

The mission of the Codman Square Neighborhood Development Corporation (the “NDC”) is to build a better, stronger community in Codman Square and South Dorchester by creating housing and commercial spaces that are safe, sustainable, and affordable, promoting financial and economic stability for residents and for the neighborhood, and providing residents of all ages with opportunities and skills to empower themselves to improve their lives.

Background Statement

The Codman Square Neighborhood Development Corporation (NDC) is a neighborhood-based community development corporation managed by an experienced, multi-racial, neighborhood-based Board and staff. Since established in 1981, the Codman Square NDC has worked to rebuild a community that was nearly devastated by recurring cycles of speculation, arson, disinvestment, and abandonment.The impetus for the NDCs' founding was a rash of arson fires in the 1970’s that ravaged the community's commercial district and housing stock, opening floodgates of increased crime and deterioration that would further erode the neighborhood over time. Arson fires led to the demolition of more than 20 commercial and 100 residential buildings. Disinvestment, tax delinquency, and housing abandonment were widespread. Living conditions for the large number of residents were rapidly falling below basic levels of safety and decency.Fighting back, the NDC set out to rebuild the neighborhood's physical infrastructure, astounding skeptics by redeveloping a blighted landmark commercial building in the central business district (the Lithgow Building), as well as the 15,000 square foot On The Square property, while simultaneously creating over 870 rental units that now house 2,400 low and moderate income residents, and developing over 100 units of homeownership housing, now owned by first time low/moderate income homeowners. In August of 1993, from the recommendations of a day long Board retreat, the agency changed its name from the Codman Square Housing Development Corporation to the Codman Square Neighborhood Development Corporation (NDC) in recognition that community development goes beyond “bricks and mortar” and also includes development of human and economic capital. Along with that change came an expansion of the NDC's service area northward to formalize the inclusion of areas of the neighborhoods where there was no previous CDC presence. Now, almost thirty years later, the NDC has a proven track record in community revitalization. The NDC is known for its partnerships and has been instrumental in bringing a variety of community-building programs into Codman Square including the Codman Square Merchants Association,the Codman Square and Four Corners Main Street Programs, the 2013 Millennium Ten Plan, the Fairmount CDC Collaborative and Coalition and now, new real estate development and foreclosure prevention partnerships with sister CDCs in Hyde Park, Roslindale, Mattapan and Dorchester.

Impact Statement

In response to gentrification and displacement concerns, we launched the Keeping Codman Affordable campaign with the support of Millennium 10 Initiative planning funds. The campaign seeks to understand if residents feel stable in their housing and their perspectives, if any, on neighborhood change. With support of BU Urban Symposium graduate students, we completed a susceptibility analysis of select census tracts. Results: our neighborhood is very vulnerable to gentrification and potential displacement, particularly areas immediately adjacent to the two new Fairmount rail stops. We’re forging a relationship with City Life Vida Urbana to mobilize residents and held a an Anti-Displacement/Gentrification Forum and rally attended by over 150 people who are advocating for enactment of Just Cause Eviction legislation;.2. We made significant headway on goals of Boston’s first Eco-Innovation District in the Talbot Norfolk Triangle neighborhood. Reached all 525 housing units in District, and retrofitted 15% of them. Installed the first green bus stop roofs along Talbot Ave and are attempting to generate energy locally via a Community Shared Solar Program that will feed energy back into the grid via installation of solar panels to scale, saving residents money and preserving them in place. In process of getting LEED ND certification for the neighborhood.3. We achieved all Fairmount transit equity goals. In coalition with the Fairmount Coalition, we continue to advocate for weekend service, bidding out of Mattapan stop and ordering of cleaner trains that can stop more frequently.4. CSNDC launched a pilot growing year in 2015 on 20,000 sf city owned lot to establish the Oasis on Ballou Urban Agriculture Site which CORI-engaged men of color managed and grew over 600 lbs of fresh produce that was distributed to the community; 5. Completed 80-unit Codman Square Apts and broke ground on the 44 unit Whittier Lyndhurst Washington Apts two transit oriented developments near Fairmount.

Needs Statement

The need for capital for affordable housing development;

The need for operating capital to augment our staff capacity to carry out the cutting edge initiatives we're engaged in, particularly our Eco-Innovation District sustainability efforts and our Millennium Ten Plan implementation efforts

We also need technical assistance resources to document and undertake analyses of key issues, such as the impact of financial institutions and other systemic actors on gentrification/neighborhood change and displacement.
We need capital in support of our low interest homeowner rehab lending program, an important component of our anti-displacement strategy.
We need pro bono legal support to develop economic resiliency/anti-displacement programs/efforts such as our new Estate Planning Program and our new Community Shared Solar Program.

CEO Statement

Gentrification and displacement are priorities for CSNDC. We are unique in having developed a comprehensive strategy to combat displacement. In the face of this challenge, our financial strength and effectiveness has never been more important. We’ve stayed healthy through challenging times by enforcing a disciplined focus on core business competencies--while leveraging the agency’s unique competitive advantages as a center of creative collaboration.We operate holistically and are grounded in innovation and collaboration in ways that other agencies simply are not. Collaboration supports development of initiatives which cut across traditional lines of business, and a more comprehensive and effective approach to addressing the complex issues of poverty. This principle stimulated changes in day-to-day business practices--breaking down operating silos, increasing efficiency, and creating program synergies. The capacity to work effectively with a wide range of partners and to facilitate enhanced cooperation with them has dramatically extended our impact by promoting innovation, expanding our geographic reach, and creating program synergy. The Fairmount CDC Collaborative is a notable example of all of these mechanisms. This collaboration enabled CSNDC to reach beyond its traditional service area through carefully-constructed partnerships. It also enabled the agency to bring 2 new transit stops and new funding from major national foundations which recognized the collaboration as a leading model for effective transit-oriented development. This “infrastructure for collaboration” framework incorporates a toolkit of formal structures, a broad array of longstanding inter-agency relationships, and a culture common to staff and Board. By organizing collaboration around a shared vision, and by valuing the needs and priorities of all stakeholders, we’ve created durable trust among partnering organizations which has caused CSNDC to be a sought-after partner.

Board Chair Statement

“I couldn’t believe how fast they helped me… I went from panic to feeling hopeful about my future.”  The call came from a friend—his neighbor’s home was scheduled for foreclosure in four days. The owner couldn’t call himself—he was on the bus to Providence, where he worked every day. The CSNDC Counselor met with him the next morning and advised filing for bankruptcy to delay the sale date and allow time for a loan modification request. After collecting his documents,the Counselor called his mortgage servicer, and after a 30-minute conversation, the trial modification was approved. While much work lies ahead, this homeowner can look forward to a brighter future, and is still in his home.

“Codman Square’s Youth Counselor Ralph, literally saved my son’s life…”  This single mother’s 12 year old son had, for years, been bullied at school. His self-esteem was at an all-time low when his mother spotted a flyer about the STARS Youth Program on the bulletin board in the lobby of the apartment building developed by CSNDC. She enrolled him and Ralph took “John” under his wing, engaging him in peer support groups, civic projects and fun educational field trips with other STARS youth. He checked in with him on the weekends to see how he was doing. He became a surrogate father figure to John. Over the 6 years that John was involved in the STARS program he blossomed into a confident youth. With CSNDC support, he got numerous summer and after school jobs. He became a leader within the STARS program, and presented the results of the #23 MBTA bus safety survey done by him and his peers to the CSNDC Board as well as to City Councilor and State Reps. His actions led to increased security measures on MBTA buses. His mother attributes his involvement in the program for his getting awarded an Abigail Adams scholarship to UMass Dartmouth. He is now doing fundraising work and continues to flourish.

These are the reasons why I am passionate about my engagement with Codman Square NDC. I’ve served as Board Co-Chair for the past 4 years. Our work directly supports people financially and socially. It is exciting to see the leading edge and collaborative work that we are doing in the area of youth, Men of Color (our Ballou Ave Urban Agriculture project is focused on them learning the full spectrum of skills from farming to planning for a social entrepreneurship business), and the extremely “cool” work we are doing to transform an inner city neighborhood into a model of sustainability, at scale, through our Eco-Innovation District work.


Challenges abound, namely raising adequate resources to insure that we can continue to have meaningful impact on the lives of those in this community. As our neighborhood is one of the bastions of affordability, the challenge of gentrification and displacement of existing low/moderate income residents is a very real one. We also have a dedicated, but also challenged Board in terms of time and resources, so we are consistently working on recruitment strategies. Finally, the challenge is to work, thing and act comprehensively, while staying focused on our core strengths. That is always a challenge given the multiplicity of issues meriting our attention. Our partnerships and collaborations is how we try to do more with existing resources.

Geographic Area Served

City of Boston- North Dorchester
City of Boston- South Dorchester

41,200 people live within the NDC's service area which is bounded by Columbia Road and Geneva Avenue to its north, Gallivan Boulevard and Morton Street to its south, Blue Hill Avenue to its west, and Dorchester Avenue along its east side. The community is 75% African-American and Afro-Caribbean, 10% Caucasian, 12% Hispanic, and 3% of other ethnic origins which include a growing number of Asian immigrants. One-third of all Dorchester seniors reside in Codman Square's service area (5,000 seniors).

Organization Categories

  1. Housing, Shelter - Housing Development, Construction & Management
  2. Community Improvement, Capacity Building - Urban & Community Economic Development
  3. Environment - Energy Resources Conservation & Development

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



Community Organizing and Resident Resources

 The goal of CORR is to engage community members in leadership development activities and organizing campaigns that result in residents becoming active participants and leaders in neighborhood initiatives designed to solidify economic, housing, transportation, and social equity in the Codman Square service area. CORR seeks to connect community members to existing city wide initiatives, organizations, and campaigns currently working to promote family stability, housing choice, transit and environmental justice. CORR partners with organizations to organize and train community members to be able to effectively advocate for just public policies and equitable use of public resources.
Budget  $722,400.00
Category  Community Development, General/Other Neighborhood Revitalization
Population Served Poor,Economically Disadvantaged,Indigent Families General/Unspecified
Program Short-Term Success  By the end of 2015 CORR will 1) Facilitate programming designed to promote and implement asset building strategies. These strategies include but are not limited to working with local businesses to hire local, leveraging area training and education resources for residents, and developing partnerships to create and promote IDA programs for community members. 2) Recruit 25 residents to participate in policy advocacy training, develop, and implement an action campaign that that prioritizes affordable housing and places equity at the center of all development and housing decisions being made in the community.3) Create a Codman Square agriculture advisory group consisting of farmers, consumer representation, local business, municipal representation, resident leaders, and local agricultural organizations for agriculture, food access, and social enterprise initiatives undertaken by CORR. 4) Create, promote, facilitate, and support initiatives & activities designed to increase neighborhood level cooperation, teaching & learning, positive engagement, and health & wellness through collective volunteer initiatives.
Program Long-Term Success 



Success will be determined by our collaborative efforts contributing to eliminating disparities prevalent in our neighborhood in the area of employment, educational outcomes, access to fresh healthy food, access to green open space, and residents increased ability to manage housing & cost of living changes. 

Program Success Monitored By  1) Number of community members who receive training and participate in anti-displacement policy advocacy campaign. 2) Facilitation of successful pilot launch of agriculture based employment, leadership, and social enterprise program based at the OASIS on Ballou urban agriculture site. 3) Number of community members who participate in collective volunteer initiatives 4) Number of residents who secure full time living wage employment as a result of CORR developing a robust workforce development strategy designed to increase resident financial viability 5) Community surveying
Examples of Program Success 

“Codman Square’s Youth Counselor Ralph, literally saved my son’s life…”  This single mother’s 12 year old son had, for years, been bullied at school. His self-esteem was at an all-time low when his mother  enrolled him in CSNDC's Stars Youth Program. Our counselor Ralph, took “John” under his wing, engaging him in peer support groups, civic projects and fun educational field trips. He checked in with him on the weekends to see how he was doing and became a surrogate father figure. Over 6 years John blossomed into a confident youth. With CSNDC support, he got numerous summer and after school jobs, and became a leader, presenting the results of the #23 MBTA bus safety survey done by him and peers to the CSNDC Board and to City Councilor and State Reps. His actions led to increased security measures on MBTA buses. His mother attributes his involvement in the program for his getting awarded an Abigail Adams scholarship to UMass Dartmouth. He is now a fundraiser and continues to flourish.

Eco-Innovation District

A new model for green, sustainable, and equitable development on a neighborhood scale – an Eco-Innovation District, Codman Square NDC,  with area partners, is advancing ambitious sustainability goals on a neighborhood-wide basis through creation of a focused Eco-Innovation plan. Environmental, energy, and economic and social equity goals include: complete energy retrofits for 30% of EID homes; local energy generation by exploring on- and and off-site renewable energy models that increase neighborhood-wide resilience, lower energy use and carbon footprint of properties, such as community shared solar; develop highly energy efficient transit-oriented development (TOD) affordable mixed use projects; promote new green infrastructure, including creation of urban agriculture; engage and inform residents of sustainability impacts; achieve LEED-ND Gold rating for the EID; link all efforts to increased social and economic equity for residents that enables them to better stay in place in the face of displacement and gentrification.
Budget  $229,091.00
Category  Environment, General/Other Environment, General/Other
Population Served Poor,Economically Disadvantaged,Indigent General/Unspecified Minorities
Program Short-Term Success  By end of 2015: 1) Begin construction on one sustainable, TOD; 2) Install one rain garden and other green infrastructure related elements at site of one TOD; 3) Install 8 green roofs on EID and Fairmount corridor bus stops, helping reduce runoff, save money and send a visible message about sustainability; 4) co-host one neighborhood “Sustainability Day”; 5) 40 housing units weatherized; 6) one solar array installed on CSNDC property; 7) Oasis on Ballou Urban Agriculture site has done preliminary planting, harvested at least 1 full crop and social programs in place for the site focused on men of color (e.g., green jobs and entrepreneurship training leading to a “Made in Codman Square” produce cottage industry or intra-cultural produce exchange growing produce for Chinatown restauranteurs enabling them to label themselves as “green” restaurants); 8) plan for EID “Jobs Hub” along New England Ave in the EID in place
Program Long-Term Success  Ultimately, the Eco-Innovation District work will result in the Eco-Innovation District (EID), being resilient, and energy independent, staying on during natural disasters when other areas of the City experience power outages; 75% reductions in green house gas emissions in the District; installation of solar panels and other local and sustainable energy generation mechanisms, on at least 50% of all the building stock in the EID and at least 20% of Codman Square NDC's overall service area; installation of deep energy retrofits to at least 50% of the EID properties; 40% reduction in energy consumption/usage by the average low/moderate income resident; residents realize 40% savings on energy costs; 40% reduction in asthma rates as a result of this work.
Program Success Monitored By 

1) TOD project will be solar ready and will have a single, centralized heating and cooling system with back up; 2) green infrastructure elements will save and recycle at least 15% of site rainwater as measured by designer; 3) Green roofs will save and recycle at least 5,000 gallons of water as estimated by installer using rain data; 4) 40 residents will attend Sustainability Day; 5) owners or renters of the 40 housing units will see lower electrical and/or gas bills; 6) solar array covers cost of CSNDC electricity on the building and produces excess energy to be virtually net metered to other CSNDC properties and/or residents; 7) jobs hub goals and elements agreed upon with community

Examples of Program Success  1) Construction is 30% complete on TOD project, including related rain garden and/or other green infrastructure; 2) confirm site rainwater reduction using weather data and on site measurement; 3) CO2 reduction, water retention and urban heat island effects of green bus stop roofs measured by installer; 4) neighborhood partner will co-sponsor and promote event through their neighborhood association; 5) savings impacts to be measured through use of WegoWise measurement tool; 6) Contract signed with solar installer; 7) Jobs hub job numbers established.

Economc Development

The Economic Development Initiative includes economic development activities that lead to a stable and economically viable commercial district, employment and business development opportunities for community stakeholders, a well-prepared workforce, and the creation of assets and wealth among community residents. In keeping with CSNDCs organizational goals of promoting community cohesion, sustainability, organizational excellence and anti-displacement, the economic development department has adopted a comprehensive set of programs and initiatives to address the needs of a changing community. In our continued effort to empower residents with the opportunities, skills and choices necessary to live a meaningful life and to make Codman a community of opportunity. The department administers a foreclosure prevention program, financial asset building program, small business development program, and is in the process of offering first time home buyer classes, home rehab loans, and ‘green jobs’ training program. The goal of the array of services offered by the department is to better manage the forces of gentrification, prevent neighborhood blight, increase homeownership rate amongst residents, and to equip residents with the tools to make informed financial decisions.  Increasingly, in light of gentrification and displacement concerns, we are focusing on creation of alternative economic structures to include worker owned coops, maker spaces and social enterprises such as urban agriculture, with a specific focus on men of color and re-entry citizens.
Budget  $511,255.00
Category  Community Development, General/Other Community Economic Development
Population Served Poor,Economically Disadvantaged,Indigent General/Unspecified Minorities
Program Short-Term Success  Short term successes in 2015 include: 1) 150 homeowners will receive foreclosure counseling, resulting in 50 homes being saved from foreclosure and over 150 people being preserved in affordable housing; 2) provide ten hours of financial capability counseling to 100 clients resulting in at least 10% saving at least 3 months' living expenses; 3) convene a minimum of 10 Merchants Association meetings resulting in measureable beautification of the business district and preservation of at least 1 business from displacement due to rising commercial rents; 4) host Five small business workshops; 5) graduate 40 first time home buyers with at least 1 purchasing a home; 6) pilot three home rehab loans resulting in 20 residents living in newly renovated, safe, affordable housing; 7) develop the model for a ‘green jobs’ training program resulting in a functional partnership with at least 1 green jobs developer.
Program Long-Term Success  90% of low and moderate income people will be employed in living wage jobs or will have created businesses that they control and that generate living wage salaries.  85% of all existing businesses serving low and moderate income people are still in operation in 15 years and those businesses have adapted their products, services and approaches to be viable to the existing low/moderate income market, as well as new markets as our neighborhood changes and gentrifies.  90% of men and women of color exiting the criminal justice system have a reliable pipeline of living wage jobs or business development opportunities that enable them earn a good wage.  Recidivism rates have dropped by 90% as a result.  There is a thriving local green economy that 30% of the existing low/moderate income resident/business base is engaged in.  That economy is having a positive impact on health indicators in our community through production of goods and services such as healthy produces, solar PV installations and the like, leading to 60% reductions in obesity, asthma and related health issues in our community.
Program Success Monitored By  1) Number of homes saved from foreclosure proceeding will be monitored by reviewing client files, counselor notes, and dashboard; 2) reviewing counselor notes on CounselorMax, reviewing credit report and score at intake and six months after the conclusion of counseling; 3) Pre and post test will be administered to financial capability clients to track comprehension and command of content covered; 4) sign in sheet will be reviewed to monitor merchant attendance, and meeting notes will be reviewed to determine topics discussed; 5) pre and post test surveys will be administered to attendees of small business workshops to measure impact of training, and impact on sales; 6) certificates for first time home buyer program graduates will only be mailed to clients once a P&S agreement is received; 7) closing documents of rehab loans will be obtained, and receipt of payment to contractors will be kept on file.
Examples of Program Success   1) A minimum of 142 (95% of homeowners counseled) homeowners will stabilize their housing situation; 2) 50% of financial capability will open checking account and 50% of clients will improve their credit score six months after the conclusion of counseling; 3) each merchant association will be attended at minimum by 10 merchants; the merchant association will complete beautification, marketing and branding projects; 4) businesses will increase sales by a minimum of 5% six months after training is received; 5) a minimum of 10 first time home buyer graduates will have P&S on file a year after completing the course; 6) a year after securing a rehab loans all clients will be current on payment of loan; 7) a model will be developed, partners and funding sources identified.

Millennium Ten Initiative

Millennium Ten (M10) is a comprehensive community planning process that involved multi-faceted community stakeholders to bring about positive and relevant change to Codman Square and Four Corners. The community contract developed in 2013 highlighted 34 community-driven, ground up action strategies and 7 “big ideas” that seek to transform this community into a place of opportunity and promise. M10 also seeks to identify and cultivate the emergence of new leaders through its mini grant program which offers seed funds to community activist to implement the action strategies in the contract. M10 has helped further define each of the stakeholder’s roles in subsequent implementation process. As a result, a multi-faceted community based Steering Committee formed in 2011 still guides the work to ensure that M10 focuses on people’s strengths, desires and capacities and creates a space for inclusivity and opportunities for participation and growth. 
Budget  $139,620.00
Category  Community Development, General/Other Neighborhood Revitalization
Population Served Poor,Economically Disadvantaged,Indigent General/Unspecified Families
Program Short-Term Success  M10 has a laser focus on equity issues in this community. Several projects with M10 address equity that looks to create a place of opportunity and promise for all. These programs include the Youth Job Hub, Men of Color, Eco-Innovation, and the Financial Opportunity Center. M10 strives to increase the employability of all especially of men of color and youth in this neighborhood. Through mentorship initiatives, workforce development, and youth cohorts, we expect to see a minimum of 20 people within these programs move from unemployment to employment status.M10 has also incorporated leadership development as a goal which seeks to cultivate and give voice to new leaders. By the end of 2015, a minimum of 10 new leaders will be placed in some form of a leadership role in M10. The leadership roles will include the steering committee, co- champions of six “big ideas” projects, and leadership roles in other initiatives and civic engagement campaigns.
Program Long-Term Success  In the long term, all of the 34 action strategies suggested by residents to improve this neighborhood have been successfully implemented.  The community is widely viewed by those living within and outside of its boundaries, as a model neighborhood; one that is vital, has a strong economic base, a well educated and employed resident base, vibrant businesses and strong cultural integrity.  It is a green neighborhood that has focused on sustainability in economic, business and job development.  It is still overwhelmingly a low and moderate income neighborhood, with at least 80% of the existing low/moderate income stakeholder base still in place 20 years post Millennium Ten plan development/launching.
Program Success Monitored By  Implementation of and measurable outcomes for at least 50% of the 7 "Big Ideas" projects (Men of Color, Youth Jobs Hub, Eco-Innovation District Initiative, Financial Opportunity Center, Anti-Displacement/Keeping Codman Square Affordable Campaign, Washington Street Business Corridor Initiative, Crossroads Café); engagement of at least 10 new leaders; number of community stakeholders attending Millennium Ten community building events; sustained funding for the Initiative is achieved.
Examples of Program Success  In 2014, M10 was able to award 20 mini grant projects championed by residents, neighborhood associations, and community organizations in Codman Square and Four Corners. Through this grassroots effort, over 20 champions were able to carry out the 34 community generated action strategies highlighted in the community contract. The mini grant program allowed over 7,000 people to participate in at least one of the community driven action strategies. The mini grant projects also allowed for vacant lots to be repurposed as public gardens, youth to showcase their talents to the an audience of hundreds of people, families to have access to healthy food, and the community at large to celebrate the heritage and value of each other and the neighborhood. This program gave many of the champions the resources to fund their ideas and do something that impacted their communities in a relevant and positive way.

Real Estate Development

The Real Estate Development Initiative includes the rehabilitation and construction of housing, open space and commercial real estate development, and the provision of supportive services for residents. A healthy balance sheet, robust project pipeline and solid real estate development capacity continue to position CDNDC as a leading developer in Codman Square and adjacent communities. A continued focus on transit-oriented development along the Fairmount Commuter Rail Line dovetails with CSNDC’s community planning and advocacy related to anti-displacement/gentrification and transit equity.  A comprehensive strategy of creating mixed-use housing on developable sites within a half-mile radius of new commuter rail stops under construction aims to revitalize key corridors and nodes, particularly our Eco-Innovation District (EID).  We've increased our focus on sustainability within our developments, in concert with EID partners making them solar ready, and to high LEED certifiable standards.
Budget  $572,960.00
Category  Housing, General/Other Housing Development, Construction & Management
Population Served Poor,Economically Disadvantaged,Indigent General/Unspecified At-Risk Populations
Program Short-Term Success  By the end of 2015, the Whittier-Lyndhurst-Washington project, CSNDC's 43-unit affordable transit-oriented housing development, will reach 30% completion and CSNDC will commence marketing this development to low and moderate income community residents to apply for this new housing.  This will pave the way, by the end of 2016, for over 100 people to be living in this new and substantially renovated project. Solar panels installed and project meets or exceeds LEED Silver standards. 1 other affordable, transit oriented  housing projects receives 30% of the funding needed so that by the end of 2016 CSNDC can break ground on 50 addition affordable TOD units.  By the end of 2015, CSNDC's Keeping Codman Square Affordable Campaign will have outreached to all existing low/moderate income homeowners and will have educated at least 15% of them on how to physically and financially maintain their home and have at least 50% of these residents ready to enter it's Living Will/Estate Planning Program.
Program Long-Term Success 

90% of all existing low/moderate income residents of our service area, defined generally, as people with incomes at or below 60%-80% of area median income, will have safe, affordable housing in our service area and will be able to stay in place as the neighborhood becomes a more attractive place for people of higher means to call home. Marked improvement in resident health, particularly asthma, due to the attention to sustainable design, with an emphasis on air flow, solar and low VOC applications.  90% of existing low/moderate income homeowners will be able to remain in their homes, will have access to affordable capital to improve their homes and 80% of them will transfer their homes to existing family members upon sale.

Program Success Monitored By  Whittier Lyndhurst Washington project construction timetable on schedule; At least 3 project funding applications submitted and 1 approved for funding including for solar panels and other sustainability features at least one other TOD pipeline project; All low/moderate income homeowners in Codman Square identified and information about the Living Will/Estate Planning provided to them.  It is relatively straightforward to evaluate our success in tracking revenue projected and produced, and comparing this to past performance, budgeted targets, etc. We track and report housing units produced, sold or rented; number of affordable units; square footage of commercial space produced and leased or sold; number and size of community facilities. To evaluate the quality of our housing units under management, and the quality of over-all services offered to our tenants is more complicated, but we can use such tools as funder evaluation scores, comparative rents, occupancy rates, etc.
Examples of Program Success 

157 Washington Street / The AB&W Building––This new transit oriented mixed use project was completed and fully occupied in Fall 2012. The 24 families in the building are residents of CSNDC’s first affordable, limited equity co-op development. The building is an attractively re-purposed 1920’s era automobile warehouse that includes 3,300 square feet of commercial space. Residents are fully engaged in the management of the property and we've initiated the beginnings of an arts & culture corridor with this development: Dorchester Arts Collaborative is on the ground floor and an art gallery and framing business will lease the remaining ground floor commercial space.  We are part of The Boston Foundation's Fairmount Cultural Corridor Initiative, with the ample plaza in front of the building being used by Dorchester Arts Collaborative and residents as a place for arts/cultural activities and ideas to bring a farmers market to the plaza are also being explored.

CEO/Executive Director/Board Comments

Major challenges include identifying resources to do the work that we do, both financial and human resources.  Our staff works tirelessly to advance our mission, programs and goals.  We rely heavily on community stakeholders, both resident, business owners and other in the civic space, to commit their time and energy to advancing issues of concern to them and this community.  That takes many, many hours of outreach and a strong and talented cadre of staff and volunteers.  So, having enough staff and volunteers, and financial resources to sustain us as we do this critical, but time consuming work, is a major challenge.


CEO/Executive Director Ms. Gail Latimore
CEO Term Start May 1998
CEO Email
CEO Experience Gail Latimore has over 33 years of experience in managing nonprofit agencies, with an emphasis on community planning and affordable housing development. Ms. Latimore is a graduate of Columbia University, holding a degree and architecture. She did graduate work in Urban Affairs and City Planning at Boston University. Ms. Latimore lived in the Codman Square community for 20 years and serves on several regional and local nonprofit boards in pursuit of her commitment to affordable housing development and community/urban stability.
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
Johane Alexis-Phanor Grant Writer --
Marcos Beleche Associate Director --
Jason Boyd Director of Community Organizing and Resident Resources --
Shane Culliton Information Systems Manager --
Vincent Lo Director of Adminstration and Finance --
David Queeley Eco Innovation Director --
Abadur Rahman Director of Economic Development --
Drew Vernalia Asset Manager --
Tremayne Youmans Millennium Ten Coordinator --


Award Awarding Organization Year
Change Maker Award Boston Foundation 2014
Greenovate Award City Of Boston 2014


Affiliation Year
NeighborWorks America - Member 1995
United Way Member Agency 1995
CDC - State certified Community Development Corporation --
Citizens’ Housing and Planning Association --
Mass Association of Community Development Corporations (MACDC) --
Member of state association of nonprofits? Yes
Name of state association Mass Association of CDCs

External Assessments and Accreditations

External Assessment or Accreditation Year
NeighborWorks America 2013


Fairmount CDC Collaborative, Fairmount Coalition, Fairmount Greenway Task Force, Mattapan United Fairmount MOU, Anti-Displacement Coalition, Eco-Innovation District Advisory Group, Millennium Ten Steering Committee

CEO/Executive Director/Board Comments

We will be undertaking additional strategic planning in 2015.  Though we don't expect any leadership changes, to be prudent, we will also be developing a succession plan over the next 18 months.

Foundation Comments


Staff Information

Number of Full Time Staff 23
Number of Part Time Staff 0
Number of Volunteers 101
Number of Contract Staff 0
Staff Retention Rate % 87%

Staff Demographics

Ethnicity African American/Black: 11
Asian American/Pacific Islander: 3
Caucasian: 5
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 3
Other (if specified): 0
Gender Female: 11
Male: 12
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 7
Management Succession Plan Under Development
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 Yes
State Registration --

Risk Management Provisions

Automobile Insurance
Automobile Insurance and Umbrella or Excess Insurance
Blanket Personal Property
Accident and Injury Coverage

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 Ms Julie Taylor
Board Chair Company Affiliation Noble & Wickersham LLP
Board Chair Term Oct 2015 - June 2016
Board Co-Chair Nathan Cooper
Board Co-Chair Company Affiliation --
Board Co-Chair Term June 2015 - June 2016

Board Members

Name Company Affiliations Status
Todd Benjamin John Hancock Voting
Mr. Kenan Bigby Trinity Financial/RE Developer Voting
Michael G Branch Sr. Career Link Voting
Mr. Nathan Cooper Public Representative and Business Owner Voting
Blossom M Francis State Street Bank Voting
Wilena Julien retired Voting
India McConnico Community Volunteer Voting
Juaddy Melo Community Volunteer NonVoting
Gary Mendoza City of Boston Voting
Mr. Philippe Saad Architect Voting
Julie Taylor Noble and Wickersham Voting
Ms. Coleen K. Walker At Large Business Owner Voting
Ms. Tanya Wesley White Community Volunteer Voting

Constituent Board Members

Name Company Affiliations Status
James Crawford Men of Color Men of Action NonVoting
Richard Diggs Men of Color Men of Action NonVoting
Barbara Dulin Friends of Ballou NonVoting
Terry Dulin Friends of Ballou NonVoting
Thelma Fisher Friends of Ballou NonVoting
Evelyn Harris Friends of Ballou NonVoting
Olivia Haskins Friends of Ballou NonVoting
Daryl Moore Men of Color Men of Action NonVoting
Fred Muhammad Men of Color Men of Action NonVoting
Jamoul A Muhammad Men of Color Men of Action NonVoting
Shawn Parham Men of Color Men of Action NonVoting
Conrad Robinson Men of Color Men of Action NonVoting
James Simmons Friends of Ballou NonVoting
Jodie Smith Men of Color Men of Action NonVoting
Tony Smith Men of Color Men of Action NonVoting
Kevin Wilkerson Men of Color Men of Action NonVoting

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
Dynell Andrews Millennium Ten Voting
Andrea Baez Millennium Ten --
Leah Bamberger Eco Innovation Exec. Committee NonVoting
Marcos Beleche Millennium Ten Voting
Latoya Bush Eco Innovation Exec. Committee NonVoting
John Dalzell Eco Innovation Exec. Committee NonVoting
Michael Davis Eco Innovation Exec. Committee NonVoting
Rachele Gardner Millennium Ten --
Gail Granville Millennium Ten Voting
Gail Latimore Millennium Ten --
Thomas Lee Eco Innovation Exec. Committee NonVoting
Reverend Bill Loesch Millennium Ten Voting
Paul Malkemes Millennium Ten Voting
Paul Malkemes Eco Innovation Exec. Committee NonVoting
Marvin Martin Millennium Ten Voting
Gary Mendoza Eco Innovation Exec. Committee NonVoting
Eric Mitchell Millennium Ten Voting
Jim Newman Eco Innovation Exec. Committee NonVoting
Adi Nochur Eco Innovation Exec. Committee NonVoting
Thomas Osdoba Eco Innovation Exec. Committee NonVoting
David Queeley Eco Innovation Exec. Committee NonVoting
Travis Sheehan Eco Innovation Exec. Committee NonVoting
Katie Swenson Eco Innovation Exec. Committee NonVoting
Carl Thompson Millennium Ten Voting
Gabriel Vonleh Millennium Ten --

Board Demographics

Ethnicity African American/Black: 7
Asian American/Pacific Islander: 0
Caucasian: 3
Hispanic/Latino: 2
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 5
Male: 7
Not Specified 0

Board Information

Board Term Lengths --
Board Term Limits --
Board Meeting Attendance % 60%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions --
Constituency Includes Client Representation Yes

Standing Committees

  • Board Development / Board Orientation
  • Community Outreach / Community Relations
  • Executive
  • Finance
  • Real Estate

CEO/Executive Director/Board Comments

MMrIt is always a challenge engaging volunteers.  We have a very committed Board as well as many committed community volunteers involved in our Millennium Ten and Eco-Innovation District advisory bodies.  Sustaining volunteer engagement, with the voluminous amount of work and meetings that have to happen to get this community where these very stakeholders want it to be, is a challenge.  We have peaks and valleys in terms of volunteer involvement.  We try to bring in new leadership to prevent over reliance on and burn out of the same stakeholders.  We also try to recognize and reward those who do the work and to provide them with opportunities to refresh themselves through engagement with their like-minded peer activist through out the country, through sending them to free national trainings.  Through these means, and through sometimes taking a break to reflect, we are able to generally, stay on track with our volunteers.  Initiatives like the Millennium Ten Community Planning and Action Strategy Initiative, also helps to attract and sustain stakeholder involvement and activism, through providing seed funding to local activists to work on issues of concern to them.

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 $10,333,157 $3,795,752 $4,533,611
Total Expenses $4,041,205 $3,407,990 $3,684,805

Prior Three Years Revenue Sources

Fiscal Year 2015 2014 2013
Foundation and
Corporation Contributions
-- -- --
Government Contributions $783,103 $941,972 $563,135
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $783,103 $941,972 $563,135
Individual Contributions $1,867,643 $875,755 $959,836
Indirect Public Support -- -- --
Earned Revenue $1,986,074 $1,736,157 $2,730,501
Investment Income, Net of Losses $956 $6,300 $6,201
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind -- -- --
Other $5,695,381 $235,568 $273,938

Prior Three Years Expense Allocations

Fiscal Year 2015 2014 2013
Program Expense $3,667,512 $3,098,479 $3,377,976
Administration Expense $344,869 $288,071 $297,498
Fundraising Expense $28,824 $21,440 $9,331
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 2.56 1.11 1.23
Program Expense/Total Expenses 91% 91% 92%
Fundraising Expense/Contributed Revenue 1% 1% 1%

Prior Three Years Assets and Liabilities

Fiscal Year 2015 2014 2013
Total Assets $45,073,619 $45,436,861 $44,239,010
Current Assets $6,445,530 $4,645,756 $14,282,888
Long-Term Liabilities $8,599,043 $16,556,105 $16,066,365
Current Liabilities $598,982 $1,085,837 $765,488
Total Net Assets $35,875,594 $27,794,919 $27,407,157

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 Yes
How many months does reserve cover? 5.00

Capital Campaign

Are you currently in a Capital Campaign? Yes
Capital Campaign Purpose 1. Ballou Ave Urban Agriculture Project and 2. New England Ave Jobs Hub
Campaign Goal $500,000.00
Capital Campaign Dates Jan 2015 - Dec 2017
Capital Campaign Raised-to-Date Amount $0.00
Capital Campaign Anticipated in Next 5 Years? --

Short Term Solvency

Fiscal Year 2015 2014 2013
Current Ratio: Current Assets/Current Liabilities 10.76 4.28 18.66

Long Term Solvency

Fiscal Year 2015 2014 2013
Long-term Liabilities/Total Assets 19% 36% 36%

CEO/Executive Director/Board Comments

While Codman Square NDC is relatively strong financially, we continue to need additional financial resources to sustain the critical, cutting edge work we are engaged in with numerous partners.

Foundation Comments

Financial summary data in charts and graphs are per the organization's IRS Form 990s. Contributions from foundations and corporations are listed under individuals when the breakout was not available. The amount in Other for FY15 includes debt forgiveness.
Please note, this nonprofit change from a October 1-September 30 fiscal year to a January 1-December 31 fiscal year in 2014. The charts and graphs for each year above each reflect 12 months of data. 


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?