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Jamaica Plain Neighborhood Development Corporation

 31 Germania Street
 Jamaica Plain, MA 02130
[P] (617) 522-2424
[F] (617) 524-3596
[email protected]
Sally Swenson
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 Printable Profile (Summary / Full)
EIN 04-2652919

LAST UPDATED: 03/07/2019
Organization DBA JPNDC
Former Names Neighborhood Development Corporation of Jamaica Plain (2002)
Organization received a competitive grant from the Boston Foundation in the past five years Yes



Mission StatementMORE »

JPNDC promotes equitable development and equal opportunity in Jamaica Plain and adjacent neighborhoods through affordable housing, economic opportunity and organizing initiatives that benefit low- and moderate-income residents and create a better community for all.

Our vision is of a vibrant, stable and diverse community in which people from all walks of life enjoy decent housing in a caring neighborhood, good jobs and opportunities to build careers or businesses, political power, and a promising future for our children.

Mission Statement

JPNDC promotes equitable development and equal opportunity in Jamaica Plain and adjacent neighborhoods through affordable housing, economic opportunity and organizing initiatives that benefit low- and moderate-income residents and create a better community for all.

Our vision is of a vibrant, stable and diverse community in which people from all walks of life enjoy decent housing in a caring neighborhood, good jobs and opportunities to build careers or businesses, political power, and a promising future for our children.

FinancialsMORE »

Fiscal Year Jan 01, 2018 to Dec 31, 2018
Projected Income $5,005,502.00
Projected Expense $4,909,850.00

ProgramsMORE »

  • Building a Vibrant, Opportunity-Rich Neighborhood Economy
  • Helping Low-Income Residents Move Toward Prosperity
  • High-Quality Education for Children, Financial Success for Providers
  • Organizing, Training and Advocating for Equitable Development
  • Strengthening Families through Creating Safe, Affordable Homes

Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

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


Mission Statement

JPNDC promotes equitable development and equal opportunity in Jamaica Plain and adjacent neighborhoods through affordable housing, economic opportunity and organizing initiatives that benefit low- and moderate-income residents and create a better community for all.

Our vision is of a vibrant, stable and diverse community in which people from all walks of life enjoy decent housing in a caring neighborhood, good jobs and opportunities to build careers or businesses, political power, and a promising future for our children.

Background Statement

JPNDC’s mission to promote equitable development and equal opportunity, through strategies that improve the lives of low- and moderate-income people and create a better community for all, embodies a dual focus on people and place: a vital community needs stable, healthy members just as much as it needs decent housing and vibrant business districts.
The JPNDC grew out of the campaign by neighborhood residents, working in alliance with other communities, to stop a federal highway project that would have divided Jamaica Plain and the city with an eight-lane extension of I-95. Their unprecedented victory in stopping the highway plan—the first time in the United States that a state rejected federal highway funds—inspired them to create the JPNDC with the hope of rebuilding their community and reinvesting in a way that would benefit local people.

Since its founding in 1977, the JPNDC has brought $234 million in new investments to Jamaica Plain and been a catalyst in transforming our neighborhood into one of the most diverse and vibrant in Boston. Among our accomplishments:

·       We have replaced trash-filled lots and abandoned buildings with 670 attractive, stable homes for low-income families and seniors and 260,000 square feet of neighborhood-friendly commercial space.

·       At “The Brewery,” we have brought back from abandonment a 19th-century industrial complex that is today home to 50 small businesses employing more than 500 people.

·       Across JP and in the adjacent neighborhoods of Egleston Square, Mission Hill and Roslindale, we have helped small, primarily immigrant-owned businesses access over $11 million in financing for start-up and expansion.

·       Our workforce, entrepreneurial and childcare programs have helped more than a thousand families, consistently met or surpassed objectives in job placements, wages earned and business success, and placed the JPNDC in the forefront of organizations providing economic development services to Boston’s Latino immigrant population. 

As in many urban neighborhoods across the country, Jamaica Plain’s revival brings a significant challenge. How can the community remain inclusive? How can those with the least resources not only stay in the neighborhood, but make sure that they and their families benefit from revitalization? The JPNDC is among the vanguard of organizations that are taking on this challenge, working to make our neighborhood one where lack or resources is no barrier to opportunity.

Impact Statement

 Top Accomplishments of 2018:

  1. 84 people took steps to improve their credit, 33 reduced debt and 30 raised their credit score by a meaningful amount.
  2. Began construction of 61 Heath Street Apartments, 47 affordable apartments in Jackson Square.
  3. With bilingual technical assistance from JPNDC's Small Business Program, assisted 35 business owners to obtain loans totaling $592,000--preserving 224 jobs and creating 23 new ones. .
  4. Provided organizing support and mentoring to the tenant board at the Mildred Hailey Apartments, which secured the commitment of Boston Centers for Youth and Families for a new youth center, and applied for Community Preservation Act funds for a new playground.
  5. Grew Family Childcare System to from 35 to 45 educators caring for 200 children a day.

Top Goals for 2019

  1. Complete construction of the 61 Heath St Apartments, 47 affordable homes in Jackson Square.
  2. Launch capital campaign for a Prosperity Center at The Brewery where we can expand and fully integrate our Economic Prosperity Services (financial capability, workforce development, small business, early education)
  3. Begin construction of 52 new affordable homes (44 apartments at 25 Amory St., four homebuyer units and four rental units at Call-Carolina)
  4. 15 home-based early educators will advance in their professional development at least one QRIS level (a state quality measurement system) and six will obtain their Child Development Associate credential
  5. Grow our Contractors of Color Success program to 12 participants and four mentors

Needs Statement


1. Funding for affordable housing development is backlogged and inadequate, given the relentless increase in housing costs and displacement of low-income community members

2. Public commitment and resources to support small businesses that serve low-income residents, as they are also vulnerable to displacement and having even fewer recourses than housing residents

3. Workforce development opportunities that are open to adults with limited English proficiency and formal education.


CEO Statement

 My father, a German refugee, often quoted a phrase he learned in his youth: “self-praise stinks.” With that caution in mind, JPNDC can point to several traits that have been instrumental to its success over the years:

A history of taking on long shots—and winning: To many eyes, JPNDC’s dream of renovating the long-abandoned Haffenreffer Brewery was folly. Today, thanks in large measure to the “never-say-die” spirit of JPNDC’s early leaders, the 5-acre Brewery Small Business Complex has succeeded far beyond expectations. Thousands of people are in and out every day and 50 businesses at the Brewery employ more than 500 people. Similarly, when we learned that a Catholic parish in the heart of our neighborhood was closing and several private developers considered the site ripe for luxury development, JPNDC catalyzed a community-wide mobilization that kept the Blessed Sacrament campus in community hands. With a mixture of affordable homes, social and educational centers, neighborhood retail space and a green core, this ambitious project is now the largest community-controlled redevelopment of a closed parish site in the US.

A holistic approach to community development: Community organizing has always been central to JPNDC’s work. This takes many forms: engaging tenants, immigrants and low-income residents in planning the future of their neighborhood; organizing some of the region’s first housing cooperatives for low-income families; and sponsoring training academies to help people become leaders. In addition, JPNDC has the strongest record of any Massachusetts CDC in devising initiatives to bolster opportunities for those traditionally excluded from the economic mainstream. Thousands have benefited from our efforts to create jobs, assist small businesses and provide high-quality childcare.

Innovative approaches: JPNDC has done groundbreaking work in a variety of settings: building a successful small business incubator that has inspired many groups; developing childcare curricula for Spanish-speaking providers working non-traditional hours; organizing a multi-year campaign to combat displacement; and launching a career ladders initiative that helped change the institutional culture of large medical institutions and has been replicated in several states. 

High-quality work that has earned national recognition: JPNDC is honored to have received three national awards in the last two years, including recognition for green development (Blessed Sacrament); grassroots models for job creation (Brewery); and excellence in senior housing (Julia Martin House).

Board Chair Statement


Geographic Area Served

City of Boston- Mission Hill
Greater Boston Region-Jamaica Plain Neighborhood
Greater Boston Region-All Neighborhoods
City of Boston- North Dorchester
City of Boston- Roslindale
City of Boston- Roxbury
City of Boston- Hyde Park

JPNDC's economic development programs serve all Boston neighborhoods, with participants primarily coming from Dorchester, Roxbury, Jamaica Plain, Hyde Park and Roslindale. Our housing and community organizing activities primarily take place in Jamaica Plain, helping to ensure that this rapidly gentrifying neighborhood still has housing for and welcomes families with limited resources.  

Organization Categories

  1. Community Improvement, Capacity Building - Urban & Community Economic Development
  2. Housing, Shelter - Housing Development, Construction & Management
  3. Employment - Employment Preparation & Procurement

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

Under Development


Building a Vibrant, Opportunity-Rich Neighborhood Economy

Vibrant business districts that reflect and serve a diverse population, providing employment and entrepreneurial opportunities as well as needed products and services, are essential to equitable neighborhood revitalization. The JPNDC pursues this vision through (1) individualized, bilingual (Spanish/English) technical assistance to low-income entrepreneurs who want to start, expand or stabilize a small business; (2) commercial real estate development that prioritizes occupancy by independent, neighborhood-friendly businesses owned by women or people of color; (3) free business education and group coaching on topics important to small-scale entrepreneurs; and (5) support for local business associations and Main Street priorities, including safety measures and buy-local marketing.
Budget  $350,000.00
Category  Community Development, General/Other Small & Minority Business Development Programs
Population Served Poor,Economically Disadvantaged,Indigent Immigrant, Newcomers, Refugees Hispanic, Latino Heritage
Program Short-Term Success 
We set measurable goals on an annual basis. For 2017 these include
Provide group and one-on-one training to 100 business owners
Provide in-depth business training in Business Planning, Marketing, Bookkeeping, Accounting as well as peer group training to construction contractors and home-based early educators.
Assist 20-25 clients secure financing for start-up, expansion, and/or stabilization between $200-250,000.
 Our clients will create and retain 60-80 jobs
Continue to assist business clients to access pro bono specialized services as needed.
Continue collaboration with Real Estate and Organizing to support retail businesses and combat displacement of local merchants
Program Long-Term Success 
  • The neighborhood is home to a wide variety of independent businesses and employers–diverse in size, products, services and ownership.
  • Low-income community residents who want to start a business have access to affordable technical assistance toward developing a business plan.
  • Those residents who have developed a viable business plan have access to affordable financing and affordable commercial rents.
  • Community residents of all incomes can shop locally for most of the products they need at prices they can afford.
  • Storefronts along JP’s main thoroughfares are close to 100% occupied
  • The crime rate is low and residents, business owners and workers feel safe walking, biking, shopping and playing outdoors.
  • The majority of shoppers and diners arrive by foot, bicycle or public transportation, promoting healthy air quality and contributing to the overall health of our natural environment.
Program Success Monitored By 

We have clearly defined, measurable outcomes and the proven capacity to track, document and report on them. A file created for each TA client (and, in the future, participants in multi-session educational courses) includes baseline information, an action plan, action steps taken and benchmarks achieved, and notes from calls, meetings, site visits and referrals. JPNDC uses VistaShare software to store, track and analyze client data and generate reports on demographics, jobs created, and other indicators. We also track outcomes using a shared Outcomes Measurement Model that the Community Business Network completed and implemented in 2010 and have begun using the Aspen Institute’s MicroTracker, designed specifically to measure the progress of very small-scale businesses.

As shown on Attachment D, the following are our principal anticipated outcomes for the 125 unduplicated entrepreneurs to be provided with 5+ hours of 1:1 or group TA during the grant period:

90 clients will demonstrate measurable progress such as business plan developed, financing secured, improved cash flow, payment of taxes owed, lease secured, improved income/sales.
15 clients will start or acquire a business and 20 businesses will grow or expand.
Loans totaling $450,000-$650,000 will be facilitated for 15 business owners.
25 jobs will be created and 60 jobs will be retained.
Examples of Program Success 

Latisha Scott, owner of Alluring Beauty, became a JPNDC Small Business Program client in 2016. She opened her salon at 15 Lamartine St. in Jackson Square, a building developed by JPNDC, in space previously occupied by the salon Xposure by Noel. Soon after she inquired about renting the space, she began working with JPNDC Small Business Program staff to start her business and improve operations after start-up.

Ms. Scott began doing hair styling 14 years ago, leaving an earlier career in web design to pursue her passion. She had a vision of a salon where everyone who comes in feels that they’re in a “home away from home, where you can relax and have a good time and leave feeling pampered.” She is proud of being able to work with all kinds of hair, and this connects her to the diversity and inclusiveness of Jamaica Plain. The salon offers men and women cuts, coloring, waxing, keratin treatments, updos, braiding, extensions, perms and relaxers, eyebrow tinting, pedicures, manicures and more.

JPNDC’s role was to help this first-time business owner negotiate a steep learning curve, stabilize and grow her business. Specific activities included creating a business plan, securing pro bono legal services to resolve issues related to nail services, formalizing her accounting practices, creating and implementing a marketing plan, developing a new line of business (hair extensions), and helping her access the City of Boston Re-Store program to install beautiful new signage. Alluring Beauty now has four employees (in addition to Latisha) and held a formal “grand opening” ceremony on June 22, 2017.

Helping Low-Income Residents Move Toward Prosperity

The JPNDC invests in our community’s families through economic development services that help low-income parents overcome multiple barriers, establish a path out of poverty and move step by step toward family-sustaining incomes. From 1998 to 2012 our Jobs for JP program helped nearly 1,000 primarily Latino immigrants with bilingual/bicultural case management, job readiness training, a formal collaboration through which our clients can bypass lengthy ESOL waiting lists, job placement, job retention support, and linkage to supportive services, education and training. In 2012 we launched the Family Prosperity Initiative to deepen our impact through in-depth, bilingual/bicultural financial education, financial coaching and career development.
Budget  $400,000.00
Category  Employment, General/Other Job Training & Employment
Population Served Unemployed, Underemployed, Dislocated Immigrant, Newcomers, Refugees Blacks, African Heritage
Program Short-Term Success 
We set measurable goals on an annual basis. For 2017 these are

·       100 people take measurable steps toward financial security.

·       40 people access education, training or a job that is a step forward along a career path toward family-sustaining employment.

·       40 people improve their credit scores by 30 points or more.

·       70% of participants who obtain jobs retain their jobs for at least 6 months


Program Long-Term Success 
We believe that all low-income families can take steps not only toward stability, but toward prosperity. Evidence of our long-term success will be that more than 50 households a year increase their net income and/or assets by more than 10%.
Program Success Monitored By 

We measure progress and success in two basic ways: (1) steps that establish the foundation for economic advancement (e.g. creating an individual employment plan and a resume, starting to use a household budget, opening a bank account); and (2) achievement of objectives within participants’ plans (getting a job, beginning a training program, improving credit score, reducing debt, increasing savings etc.).

We use the outcomes measurement system VistaShare Outcome Tracker, which will be fully implemented at the end of 2017. This program will be used to collect client demographic data and to track clients’ attainment of outcomes. Vista Share will also enable us to track key program inputs/outputs, (i.e. #’s served, service(s) type utilized, service hours, etc.) as well as participant surveys which will be used to evaluate our program’s effectiveness. The reporting features of Vista Share Outcome Tracker will enable us to generate (aggregate) client/program reports which can be shared with a variety of stakeholders and funders; these data reports can be exported into Excel and then shared as needed.

Examples of Program Success 

The following is the transcript of a statement from a current Family Prosperity Initiative participant.

My name is Francisco Valenzuela. Ten years ago I left the Dominican Republic. I had a good life and two good careers, one in human resources and one in journalism.

Unfortunately, some powerful people were angry about things I wrote as a journalist. They threatened me. I’m kind of stubborn, and I wanted to continue. But my mother, my wife, and my daughter all begged me to leave.

So for them, I came to Boston.

It was not easy. Like so many immigrants, no matter what education and talents we have, I got a job in cleaning. But I worked hard, and last year I was finally able to bring Maria and our two children to live here.

Believe it or not, the most difficult part was still to come. A week after they arrived, I was laid off from my job of 8 years. I had been waiting for an apartment but, with no job, we were in one room. My wife, who had been a bank manager in Santo Domingo, cried every night. My children couldn’t believe the cold.

That was when JPNDC became part of my life. Miraculously, when I was laid off from work I was already taking their financial education class. When I told the staff what was going on, they totally went into action.

Right away they helped me get unemployment insurance, which my employer hadn’t told me about. They helped us get health insurance, food assistance, to find an apartment, and so much more.

I strongly believe that the moment of crisis is the moment of opportunity, and JPNDC believes that too. They believe in solutions. They not only helped us get through that hard winter, but they’re helping us build a strong future. Both of us have jobs now. Maria is studying for her child care assistant license and is starting English classes. And we changed everything about how we manage money!

Our life has really gone from zero to ten. It’s still in process, and I know JPNDC will be there with us. And that’s because JPNDC believes in people like Maria and me. This is a country of immigrants and at JPNDC, we know we’re respected for all we bring.

High-Quality Education for Children, Financial Success for Providers

The JPNDC Family Childcare Program promotes a path to prosperity for low-income residents on three levels: preparing Latino children for success in school; promoting financial advancement of home-based professionals; and supporting economic stability of working parents through access to high-quality childcare. In what is historically a low-paid field with a limited career path, we work with primarily Spanish-speaking immigrant women to ensure that they take advantage of statewide and national trends toward greater professionalism, higher credentials and meaningful financial rewards for practitioners in early childhood education. We provide regular training on child development topics; home visits and individualized support; and administration around licensing, billing, marketing, transportation and subsidies. These steps help Latina women to become successful early education professionals, with the knowledge and skills to prepare their students for success in kindergarten and beyond.
Budget  $1,365,000.00
Category  Community Development, General/Other Small & Minority Business Development Programs
Population Served Hispanic, Latino Heritage Females Children and Youth (0 - 19 years)
Program Short-Term Success  Success for our program in 2017 will mean the following:
  • JPNDC Family Childcare System expands to 35 providers (from 25).
  • Increase enrollment by 10%
  • Maintain Educators’ Child Development Associate credentials as needed (renewed every 3 years)
  • build capacity of all Educators to implement Creative Curriculum in their programs
  • Implement and monitor use of Ages & Stages assessment when children enroll and at periodic intervals
  • Increase family engagement through hosting at least three family-focused holiday activities
Program Long-Term Success   

·       100% of children who receive care from JPNDC educators are assessed at least twice a year and meet developmental benchmarks, or are referred to Early Intervention or other services if they do not.

·       100% of JPNDC educators have the Child Development Associate credential.

Program Success Monitored By 
  • Staff make monthly home visits to assess all elements of quality of care including curriculum, environment, and child engagement
  • For each training provided, desired outcomes are established and measured
  • Goals are set and providers are monitored at six-month intervals by staff on the Family Child Care Environmental Rating Scale, a tool that is being phased in by theCommonwealth of Massachusetts with payment rates eventually tied to providers’ ratings.
  • Each educator has a career plan that is updated semiannually, with progress monitored by staff
  • Educators assess children’s progress using on-line assessment tools
  • Parents are asked to complete annual surveys to assess level of satisfaction with providers.
Examples of Program Success 

The following is a transcript of a statement from JPNDC home-based educator. My name is Maria Quezada.

I take care of SEVEN children in my home and before joining JPNDC, I almost never received any support.

But—being part of JPNDC has changed everything for me

and also for the kids!

This summer for example JPNDC gave me the opportunity to go to a national conference, in San Diego.

I’ve never done that before.

It was a wonderful experience and I learned so much!

One thing I learned was about an excellent curriculum that I’m now implementing.

This month, of course the theme is Halloween!

The children are so happy.

I have one girl, who I’ve taken care of since she was born and is now almost 4.

Her progress recently has been amazing. She knows her colors, the parts of her body, she knows how to count. And she didn’t before.

I feel so supported.

There are people at JPNDC who can help me with any issue that comes up.

And that’s given me a new vision.

After 16 years, I’m fascinated with what I do.

Yes, it’s a business, but I do it for love.

Organizing, Training and Advocating for Equitable Development

The vast majority of JPNDC’s development projects and programmatic initiatives have had their impetus in grassroots organizing or been shaped by participatory planning processes. The engagement of residents leads to successful projects that address community needs, so we continue to invest in leadership development and resident engagement. Our work in 2017 includes support and organizing assistance to new tenant leaders at the Mildred Hailey Apartments (a BHA development); supporting JPNDC housing residents in community building; and engaging residents to advocate for affordable housing.
Budget  $385,000.00
Category  Public, Society Benefit, General/Other Citizen Participation Programs
Population Served Poor,Economically Disadvantaged,Indigent Hispanic, Latino Heritage
Program Short-Term Success 
We seek the following achievements in 2017:

     Mobilize residents to support new affordable housing at public meetings, securing as a result public approvals for 1-2 new affordable housing projects

    Organize the 2017 State of Our Neighborhood event with emphasis on community building and racial equity, identifying key actions to be implemented to create a safe environment

     Work in coalition to secure signatures to put initiatives on the 2018 ballot to increase the minimum wage and create a paid family and medical leave fund

    Coordinate with Boston Tenant Coalition, MACDC and others to advocate for Just Cause Eviction and to guarantee a transparent process to implement the Community Preservation Act

    Conduct one-on-one meetings in JPNDC properties to actively listen to residents about their visions for their homes and how they could be engaged

    Provide organizing assistance to the Mildred Hailey Tenant Task Force (mainly its Safety and Youth Committees) and establish a long-term leadership development program in this public housing development

    Continue to develop the Mildred Hailey Youth Leaders United program

    Organize two Walden Garden clean-ups with local residents

    Work with Family Prosperity Initiative staff to coordinate outreach activities aimed at JPNDC and Mildred Hailey residents and explore possibility of a finance course for youth

Program Long-Term Success 

  • Leaders of local civic, service, cultural and other institutions reflect the community’s economic and ethnic diversity as well as other forms of diversity.
  • Tenants, immigrants, homeless people and other non-traditional stakeholders in community planning processes have a voice in development decisions.
  • New development, especially on vacant or underutilized public land such as Jackson Square, Forest Hills and the Arborway Yard, addresses a broad spectrum of community needs including those of people with the least resources.
  • JPNDC has sufficient resources to carry out development according to community-set priorities.
  • New leaders from among young people and new residents are continually developed and mentored by more experienced leaders.
Program Success Monitored By 
Community Organizing staff keep track of progress and success through a combination of the following:
  • Weekly staff meetings and bimonthly Organizing Committee meetings, at which achievements and challenges are discussed and strategies developed to address challenges and build on successes.
  • Media coverage of Jackson Square, Arborway Yard and other initiatives.
  • One-on-one interactions with new and prospective leaders.
  • Participation of Leadership Academy graduates and other new leaders in JPNDC governance.
  • Growing participation and leadership from coop residents as assessed by Organizing and Asset Management staff.
Examples of Program Success 
In 2016, JPNDC took on an intensive effort to engage community members, especially tenants, immigrants and small business owners, in the Boston Redevelopment Authority-sponsored "JP/Rox" planning process focused on the Columbus Ave./Washington Street corridor. We convened more than 25 meetings and events, sponsored surveys, provided translation and interpretation support, engaged consultants to help community members understand zoning and to examine economic factors identified by the City as obstacles to increased inclusionary zoning set-asides, and more. In spite of many challenges, we strongly believe that this work resulted in a better JP/Rox plan with a stronger commitment to affordable housing -- doubling the number of affordable and income-restricted units in the JP/Rox area and setting a minimum long-range 30% affordable housing goal for total new construction -- than would otherwise have been achieved; Plan Dorchester Avenue, by contrast, is devoid of any affordability or anti-displacement strategies beyond existing regulations.

Strengthening Families through Creating Safe, Affordable Homes

The JPNDC has turned vacant lots and distressed buildings into 670 affordable homes since 1977, and our current pipeline includes 491 more: 91 new homes in Jackson Square, and 400 homes to be renovated and preserved for low- and very low-income households in Jamaica Plain, Roxbury and Dorchester. We also manage 470 affordable units including 112 affordable apartments for low-income seniors both independent and frail. Our housing for seniors and formerly homeless individuals has on-site responders and social service coordinators, and JPNDC staff includes a full-time resident organizer who works to develop leadership and ownership skills at the coops. All our new housing is built to exceed energy efficiency standards and two of our projects have earned national awards within the past year and a half for achieving high “green” and service standards.
Budget  $770,000.00
Category  Housing, General/Other Affordable Housing
Population Served Poor,Economically Disadvantaged,Indigent Families Elderly and/or Disabled
Program Short-Term Success 
We hope to achieve the following short-term successes by the end of 2018:
  • Construction 50% complete of the General Heath Square Apartments, 47 affordable homes in Jackson Square.
  • Major infrastructure construction completed in Jackson Square, enabling further construction of new affordable housing.
  • Major renovations begun of 125 Amory Street, 200 apartments for very low-income and disabled persons.
Program Long-Term Success 
For the JPNDC, long-term success in the area of housing will mean closing the current enormous chasm between the cost of owning and renting a decent home and what the majority of households can reasonably afford. The median sales price for a single-family home in Jamaica Plain is over $600,000, far beyond the means of most households and the average rent for a 2-bedroom apartments is over $2,200. 3,000 households applied for 39 affordable apartments in our most recent project. Our work will have achieved long-term success when (1) a family or individual who cannot afford a home at market rates has more than a 50% chance of accessing an affordable unit within one year; and (2) 30% of homes in Jamaica Plain (compared to 20-25% currently) have affordability protections, helping prevent low income from being a barrier to living in Jamaica Plain and accessing opportunities here for economic advancement and civic participation.
Program Success Monitored By 
The nature of affordable housing production work is very outcomes-based. Project managers and other real estate team staff members discuss project progress at weekly meetings and monthly meetings of the JPNDC Board’s Real Estate Committee, making quick adjustments as needed to improve our work. Indicators of progress include the following:


·       Architect’s site plan and building design drawings

·       Submission of funding applications and funding award letters


·       Completion of construction documents

·       Once construction begins, documentation by project manager of meeting agendas and minutes from project team meetings (involving architect, contractor, subcontractors etc.).

·       Coordination among JPNDC Asset Management and Family Prosperity Initiative staff to verify resident enrollment and participation in initiative.

Examples of Program Success 
Over the past six years, 163 low-income households were able to move into high-quality affordable homes in JP -- a vibrant, transit-oriented community that has become out-of-reach in the private market. These include

·       Doña Betsaida Gutiérrez Cooperative: 36 apartments for low-income families on the former Blessed Sacrament campus, which would have been redeveloped as luxury housing if JPNDC had not been able to purchase it after it was closed by the Boston Archdiocese.

·       Sister Virginia Mulhern House: 28 single-room-occupancy units for formerly homeless men and women in the beautiful old Blessed Sacrament convent, with on-site services provided by Pine Street Inn.

·       270 Centre, 30 affordable apartments for low-income households on a formerly blighted corner in Jackson Square.

·       Francis Grady Apartments, 30 studio apartments for formerly homeless persons, in collaboration with Boston Health Care for the Homeless Program.
 ·      75 Amory Avenue, 39 affordable apartments for low-income families half a block from the Jackson Square MBTA station.

CEO/Executive Director/Board Comments

The following are some of our most significant challenges and opportunities:

· Implementing strategies to build economic opportunity for residents of JPNDC-developed housing. American Community Survey data confirm growing poverty and disparity in our community, as in the entire country, underscoring the increasing importance of ensuring that pathways leading from poverty to stability and prosperity do exist. Healthy, affordable housing provides the foundation, and we believe efforts like our new Family Prosperity Initiative provide the connection to opportunities.

· Continuing the growth of JPNDC’s most financially viable programs, including The Brewery and our Family Childcare Program, both of which have positive bottom lines that allow us to continually reinvest in other efforts such as supporting new small businesses and promoting career development among low-income residents.

· Enhancing connections between different elements of JPNDC’s work to build economic opportunity for residents, including the following:

o In the commercial spaces we develop, providing intensive technical assistance to prospective business tenants; and coordinating with these businesses to promote their hiring of our local residents and our workforce clients.

o Leveraging our small business expertise to benefit our childcare program; helping childcare providers run successful businesses reinforces their ability to provide high-quality childcare.

o In our own construction projects, emphasizing outreach, recruitment and hiring of local residents, people of color and women, as well as use of minority- and women-owned construction firms.

· Advancing the Jackson Square Redevelopment Initiative, a multi-partner, multi-phase development project that is one of the largest community-led urban revitalization efforts in the US.

Continuing a high rate of productivity despite unprecedented funding constriction, particularly in the public sector, that affects all aspects of JPNDC’s work.


CEO/Executive Director Mr. Richard W Thal
CEO Term Start May 1994
CEO Email [email protected]
CEO Experience

Richard Thal has been active in the community development movement for more than 30 years. He assumed his current position as Executive Director of the Jamaica Plain Neighborhood Development Corporation in 1994, since which time the JPNDC has grown to become one of the largest and most successful community-based development organizations in Massachusetts. In addition to completing more than $130 million in development projects, JPNDC launched a series of economic development and community organizing initiatives that gained national attention, including a major career ladders initiative in the health care sector and a multi-year anti-displacement campaign.

Before joining the JPNDC, he worked for nine years as Community Development Director and Assistant Director at Inquilinos Boricuas en Acción (IBA), a prominent CDC in Boston’s South End. Richard’s experience in the CDC movement dates back to the late 1970s when he worked as director of community organizing for the North Shore Community Action Program in Peabody, Mass.

Richard has been a member of many local, state and national boards. He has served on two different occasions as President of the Massachusetts Association of CDCs and has represented CDCs in organizations such as the National Alliance of Community Economic Development Associations, Greater Boston Interfaith Organization, Massachusetts Community and Banking Council, Massachusetts Housing Partnership and the National Congress for Community Economic Development. 

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

Former CEOs and Terms

Name Start End
Mr. John Vogel June 1988 --
Ms. Barbara Kaplan Sept 1983 June

Senior Staff

Name Title Experience/Biography
Ms. Teronda Ellis Real Estate Director Teronda joined the JPNDC staff as a Real Estate Project Manager in 2007, bringing experience as a real estate broker five years experience at the Boston Fair Housing Commission. She has overseen four complex projects at JPNDC and in 2018 was promoted to the position of Real Estate Director.
Ms. Dianne Maloney Director of Finance & Administration Dianne Maloney has 30 years of accounting experience, 19 at the senior management level. She brings substantial experience in the complex field of real estate accounting. Dianne joined the JPNDC staff in 2009.
Ms. Sally Swenson Fundraising & Communications Director Sally Swenson has been part of the JPNDC staff since 2000 and has more than 25 years experience helping community-based non-profit organizations raise needed funds for community development, community organizing, human services, health care and other initiatives.
Mr. Giovanny Valencia Community Organizing Director Giovanny Valencia trained as an architect and urban planner in his home country of Colombia. Since arriving in Boston and learning English, he has immersed himself in Boston politics and community organizing. He was hired as a Senior Community Organizer in 2014 and was promoted to Community Organizing Director in 2016.
Ms. Anna Waldron Director of Programs Anna Waldron, who filled the new position at JPNDC of Director of Programs in July 2011, has held several leadership positions in Boston’s human services sector over three decades. She brings extensive experience in program development and management, improving evaluation efforts, developing effective collaborations, and expanding services.


Award Awarding Organization Year
10 Years of Partnership Goodwin Procter LLP Neighborhood Business Initiative 2011
Best Job Creation Project - The Brewery National Development Council 2011
Excellence in Affordable Housing MetLife Foundation & Enterprise Community Partners 2011
Award of Excellence for Affordable Housing Built Responsibly Home Depot Foundation 2010
Neighborhood Builder Award, Neighborhood Excellence Initiative Bank of America 2007
Selected for Catalogue (Boston Health Care & Research Training Institute) Catalogue for Philanthropy 2006
Selected Organization (Boston Health Care & Research Training Institute) Social Innovation Forum 2004
Community Service Award Citizens' Housing & Planning Association 2003
Stories of Work, Stories of Hope publication (3 case studies) The Rockefeller Foundation 2003
Strengthening Our Communities (with City Life/Vida Urbana) United Way of Massachusetts Bay 2002
Study on Catalyzing Revitalization - 5 neighborhoods nationwide Living Cities (then National Community Development Initiative) 2001


Affiliation Year
United Way Member Agency 1993
Massachusetts Association of Community Development Corporations (MACDC) 1983
CDC - State certified Community Development Corporation --
Member of state association of nonprofits? Yes
Name of state association MACDC

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --


 Some of JPNDC’s most important collaborations are:

·       Jackson Square Partners. With Urban Edge and Hyde Square Task Force with private partner The Community Builders to transform 8-12 acres of vacant and underutilized land.

·       Boston Neighborhood Business Partnership. With Dorchester Bay EDC and Accion, coordinating referrals, measurement, program development and fundraising for small business technical assistance.

·       Walnut Ave. Apartments. With Boston Health Care for the Homeless Program and Pine Street Inn, to redevelop a former nursing home as permanent housing and respite care.

·       Main Streets. JPNDC staff provide organizing and technical assistance to Egleston and Hyde/Jackson Main Streets.

·       Affordable Housing Working Group. Lead role in JP group that includes City Life and others.

CEO/Executive Director/Board Comments


Foundation Comments


Staff Information

Number of Full Time Staff 28
Number of Part Time Staff 1
Number of Volunteers 80
Number of Contract Staff 2
Staff Retention Rate % 81%

Staff Demographics

Ethnicity African American/Black: 5
Asian American/Pacific Islander: 0
Caucasian: 8
Hispanic/Latino: 16
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 22
Male: 7
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 3
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 Exempt

Risk Management Provisions


Reporting and Evaluations

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


Board Chair Mr. Bashier Kayou
Board Chair Company Affiliation Boston Public Schools
Board Chair Term June 2016 - June 2019
Board Co-Chair Mr.` John Fitzgerald
Board Co-Chair Company Affiliation retired (formerly City of Boston)
Board Co-Chair Term June 2016 - June 2019

Board Members

Name Company Affiliations Status
Mr. Girma Belay Community Volunteer Voting
Ms. Kathy Brown Boston Tenant Coalition Voting
Mr. John Fitzgerald retired Voting
Ms. Anne Gelbspan Ethos Voting
Mr. Charles Hills Retired Voting
Ms. Silja Kallenbach World Education Voting
Mr. Reuben Kantor City of Revere Voting
Mr. Bashier Kayou Boston Public Schools; Mayor's Trauma Team Voting
Mr. Sheron Mahase Citizens Bank Voting
Mr. Danilo Morales Codman Square NDC Voting
Ms. Maria Otaño Family childcare business owner Voting
Ms. Martha Rodriguez Community Volunteer Voting
Ms. Guadalupe Romero Community Volunteer Voting
Ms. Tara Rousseau Women's Lunch Place Voting
Mr. John Stainton Community Volunteer 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: 4
Asian American/Pacific Islander: 0
Caucasian: 7
Hispanic/Latino: 4
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 7
Male: 8
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 0
Board Meeting Attendance % 75%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 90%
Percentage of In-Kind Contributions 90%
Constituency Includes Client Representation Yes

Standing Committees

  • Board Governance
  • Community Outreach / Community Relations
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Executive
  • Finance
  • Housing and Community Development

CEO/Executive Director/Board Comments

The following are some of the challenges we face in the area of governance:

·       Staying fresh as an organization and on top of ongoing change in our community and fields of work. How do we ensure that we continually attract new members with the potential of being leaders, and help them to develop as leaders, while sustaining and supporting current members and leaders?

·       The above challenge is especially great the more we create new development projects, for example housing cooperatives, that need their own leaders. How do we avoid stretching these important leaders too thin?

·       In the community development field, the real estate portion of the work can be highly technical and complex. How do we ensure that board and committee members without real estate expertise are engaged in decision-making in this important area?

The following are some of the steps JPNDC has taken over the last couple of years to address these governance and leadership challenges:

·       Since 2010 we have offered periodic formal leadership courses. Several graduates have since joined our board and others have become active on committees or on their coop boards.

·       We established a year-round Governance Committee that has established an annual calendar for leadership recruitment, defined desired qualifications for all new board members, and set specific leadership recruitment goals based on demographics, program expertise, and skills needed that is based on an ongoing effort to build a diverse governance structure.

·       Five of our six newest members are in their 20s, 30s or early 40s, significantly lowering the average age on our board of directors.

Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2016 2015 2014
Total Revenue $5,277,878 $3,911,553 $4,430,383
Total Expenses $4,962,226 $3,947,530 $4,478,107

Prior Three Years Revenue Sources

Fiscal Year 2016 2015 2014
Foundation and
Corporation Contributions
-- -- --
Government Contributions $2,659,388 $1,759,869 $2,159,974
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $2,659,388 $1,759,869 $2,159,974
Individual Contributions $519,830 $481,811 $614,439
Indirect Public Support $160,180 $200,433 $247,667
Earned Revenue $1,872,865 $1,420,037 $1,390,688
Investment Income, Net of Losses $4,098 $4,579 $5,222
Membership Dues -- -- --
Special Events $1,113 $-6,765 $2,049
Revenue In-Kind -- -- --
Other $60,404 $51,589 $10,344

Prior Three Years Expense Allocations

Fiscal Year 2016 2015 2014
Program Expense $4,458,194 $3,467,044 $4,062,683
Administration Expense $290,839 $321,896 $244,071
Fundraising Expense $213,193 $158,590 $171,353
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.06 0.99 0.99
Program Expense/Total Expenses 90% 88% 91%
Fundraising Expense/Contributed Revenue 6% 7% 6%

Prior Three Years Assets and Liabilities

Fiscal Year 2016 2015 2014
Total Assets $12,071,648 $18,754,882 $14,377,945
Current Assets $5,397,431 $6,153,156 $6,025,609
Long-Term Liabilities $5,101,915 $8,060,102 $4,930,499
Current Liabilities $3,018,849 $4,414,345 $3,131,034
Total Net Assets $3,950,884 $6,280,435 $6,316,412

Prior Three Years Top Three Funding Sources

Fiscal Year 2016 2015 2014
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 Yes
Reserve Fund Yes
How many months does reserve cover? 6.00

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? No

Short Term Solvency

Fiscal Year 2016 2015 2014
Current Ratio: Current Assets/Current Liabilities 1.79 1.39 1.92

Long Term Solvency

Fiscal Year 2016 2015 2014
Long-term Liabilities/Total Assets 42% 43% 34%

CEO/Executive Director/Board Comments


Foundation Comments

Financial summary data in the charts and graphs above is per the organization's IRS Form 990s. Contributions from foundations and corporations are listed under individuals as the breakdown was not available.

For FY08-FY17, the independent auditors issued a qualification to their opinion regarding the affiliated legally-separate for-profit entities, sponsored by the Company in furtherance of its affordable housing charitable mission, that are not reported within the consolidated financial statements. Please review the Auditors opinion for further information.



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?