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Organization DBA JPNDC
NDC
NDCJP
Former Names Neighborhood Development Corporation of Jamaica Plain (2002)
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

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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, 2016 to Dec 31, 2016
Projected Income $3,911,202.00
Projected Expense $3,892,902.00

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 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

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


Overview

Mission Statement

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 660 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 $10 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 2015:

  1. 157 people participated in our Family Prosperity Initiative, which expanded to include 1:1 financial coaching, job readiness training and 1:1 employment counseling; 80% made measurable improvements and/or took concrete steps to improve finances.
  2. 47 aspiring and existing entrepreneurs in Jamaica Plain, Egleston Square, Hyde Park and Roslindale opened, expanded or stabilized their small businesses.
  3. 27 people of color completed leadership training, including 17 in our Latino Leadership Academy and 10 youth from Bromley-Heath public housing, and most were connected to ongoing civic engagement opportunities
  4. Construction begun of 39 new affordable apartments for families began at 75 Amory Ave, part of the Jackson Square Redevelopment Initiative.
  5. 100% of JPNDC’s home-based educators are registered with the Mass. Quality Rating Improvement Scale (QRIS); of these, 25 Educators are at Level 2, two have advanced to Level 3, and we are working to advance all.

Top Goals for 2016

  1. Complete the Walnut Avenue Apartments, in collaboration with Boston Health Care for the Homeless Program, so that 30 formerly homeless men and women will have permanent homes with on-site services.
  2. Help 25+ Latina owners of home-based childcare businesses to implement on-line assessments of children’s developmental progress so families can be quickly connected with resources as needed.
  3. Launch sustainability planning for JPNDC’s economic opportunity programs, including plans for the integration of our Family Prosperity Initiative, Small Business Program and Family Childcare Program to maximize opportunities for low-income families to advance economically.
  4. Secure Boston Redevelopment Authority approval for 47 planned new affordable apartments on Heath Street and for Jackson Square’s Site III, including 44 additional affordable homes.

Needs Statement

1. Affordable space to launch a Family Prosperity Center.
2. Funding for affordable housing development is backlogged and inadequate, given the relentless increase in housing costs and displacement of low-income community members

3. 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

4. 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

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Geographic Area Served

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

JPNDC serves Jamaica Plain and adjacent Boston neighborhoods, including Mission Hill, Roxbury and Roslindale. Approximately 40,000 people live in our geographic target area, of whom approximately 45% are White, 29% are Latino, 18% are African American, and 8% are Asian, other ethnicities or multiracial. 35% of households (nearly 6,000 families) earn under $35,000 and 22% live under the poverty line. JPNDC economic opportunity programs also serve clients from all over the city of Boston. 

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

Programs

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) regular free workshops or 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 2012 these include
  • 75 entrepreneurs receive individualized technical assistance (TA) with start up, stabilization, and expansion needs.
  • 45% of clients demonstrate progress after receiving 15-20 hours of TA
  • 8-10 clients obtain a total of $300-$500K in financing for start-up, expansion or stabilization
  • Clients receiving technical assistance create a total of 50-60 new jobs (in construction and at new businesses).
  • 30% of new jobs created by small business clients are filled by JPNDC workforce clients.
  • Local Main Streets programs and merchants’ associations take steps to improve public safety and attract more customers.
  • 13,000 square feet of commercial space in JPNDC’s Centre Street projects are leased and occupied by small businesses.
  • As part of the Jackson Square Redevelopment Initiative, 16,000 square feet of new commercial space is under construction and a median is completed to make Columbus Avenue more pedestrian-friendly.
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 
In this program, JPNDC Small Business, Workforce and Real Estate staff meet regularly to review progress, make adjustments and confirm achievements.
  • TA client files document steps taken and outcomes achieved including business stabilization, business expansion, improved cash flow management, obtaining financing, payment of taxes owed, lease negotiation, improved income/sales, new skills learned and applied, development of a business plan, and jobs created and filled.
  • Real Estate staff track and document tenant recruitment, leases signed and commercial space build-out.
  • JPNDC workforce staff track and document applications by and hiring of clients referred to JPNDC-assisted businesses.
Examples of Program Success 
Two of the entrepreneurs with which JPNDC worked in 2011 illustrate the flexibility of our approach and its integration with our other revitalization work. Ellena Haile, a JP resident and immigrant from Ethiopia, originally hoped to open a new restaurant in JPNDC’s commercial space at the Blessed Sacrament site. When a small space that was already built-out for a restaurant became available one block away, she realized through her detailed planning process with JPNDC staff that it made more business sense. We continued to support her through her grand opening in the fall, and she hired two employees through the JPNDC workforce program. In the second case, longtime JP salon owner Noel Negron was facing a steep rent increase in his current space. Coordinating closely with JPNDC real estate staff, we helped him create a viable plan for moving to our 270 Centre location and obtaining the financing he needed. He now looks forward to an April grand opening of an expanded Xposure by Noe’l.

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 financial education and career development, targeted primarily to low-income Latino.
Budget  $400,000.00
Category  Employment, General/Other Job Training & Employment
Population Served Unemployed, Underemployed, Dislocated Immigrant, Newcomers, Refugees Hispanic, Latino Heritage
Program Short-Term Success 
We set measurable goals on an annual basis. For 2012 these are

·       JPNDC launches Family Prosperity Initiative with 90 participants, at least 40 of whom are residents of JPNDC housing.

·       100% of participants develop and begin to implement a career plan.

·       70% of job readiness clients obtain employment.

·       The average starting wage for clients placed in employment exceeds $10/hour

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

·       50% of participants enroll in training, ESOL or other education programs; 80% of these achieve meaningful milestones (e.g. advancement to higher level) within one year.

·       95% of clients who need supportive services (e.g. childcare, food stamps) are connected to these services.

  • 500 or more job seekers obtain job leads, schedule interviews and submit applications at Job Fair in April
  • New businesses that open with the assistance of JPNDC’s Small Business Program and/or in JPNDC-developed sites hire 30% of their employees through JPNDC.

 

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 include the following:

·       70% of the low-income families who live in JPNDC-developed housing will develop and begin to implement a plan to improve their economic situation that includes career development, financial and other strategies.

·       75% of Family Prosperity Initiative participants will have taken more than one concrete step toward financial stability, such as switching from check-cashing services to a bank account, following a household budget, reducing and/or refinancing debt, improving their credit score, or opening a savings account or IDA.

·       75% will increase their income within five years.

·       35% will have taken a significant step toward prosperity such as earning a certificate or degree, supporting a child who has earned a certificate or degree, purchasing a home, or obtaining financing to start or expand a business.

Program Success Monitored By 
The JPNDC maintains case management files through an individual record system. Records include documentation of the following for each individual or family:
·       Career development workplan with planned activities and benchmarks, regularly updated
·       Financial health intake form and action plan
·       Action steps taken and staff comments
·       Supportive services needs, referrals made and outcomes
·       Details around job placements, e.g. title, wages, benefits and hours
·       Financial steps taken, e.g. bank account opened, family budget established
·       Credit scores at regular intervals
·       Participant’s self-evaluations and pre- and post-training evaluations
·       Feedback from employers after interviews and placement
·       All linkages to training, ESOL, and other services or trainings, including application support and advocacy by JPNDC staff
·       For ESOL students, documentation of progress in gaining English proficiency.
Examples of Program Success 
JPNDC’s work over the past year with the workers laid off from the JP grocer Hi-Lo illustrates our effectiveness and agility in community-based workforce services. As soon as we heard the news we reached out to the approximately 38 employees, all of whom were Latin American immigrants, and coordinated closely with human resources staff at Whole Foods, which planned to open at the Hi-Lo site. We worked intensively with 15 of the workers around job search and career planning, and have helped 14 find new jobs. One of these is Maria, who started at Hi-Lo as a teenager and worked her way up over 15 years to be Head Cashier. She was devastated by losing her job and Hi-Lo “family” and discouraged after a week at Whole Foods, which had her start at entry-level tasks (like all new hires). With support from her JPNDC coach, Maria persevered and advocated for herself. After only six months she had already been promoted twice, and has a new sense of her own capabilities and potential to advance.

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 2012 will mean the following:

·       JPNDC Family Childcare System expands to 25 providers (from 20).

  • Five JPNDC home-based childcare providers obtain their Child Development Associate (CDA) or National Association of Family Child Care (NAFCC) credential, bringing the total number of our providers with professional credentials to 23 of 25.
  • 140-150 children per month receive early education and care from providers with CDA and/or NAFCC credentials.
  • 90% of family child care providers increase their ability to operate their businesses by understanding their financial decision making, having written short & long-term business goals, and developing a business budget.
  • All providers have updated career development plans.
  • 50% of home-based childcare providers earn at least 80% of Area Median Income.
Program Long-Term Success   

·       Home-based childcare providers in JPNDC system earn family-sustaining incomes (80% or above of Area Median Income) without working more than 45 hours/week.

·       95% of children who receive care from JPNDC childcare providers for two or more years are able to read by the end of first grade.

·       70% of parents whose children receive care from JPNDC childcare providers report that they are “very satisfied” with the care; 95% are “satisfied” or “very satisfied.”

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 provider has a career plan that is updated semiannually, with progress monitored by staff
  • Providers assess children’s progress in key developmental areas and discuss with staff semiannually or more frequently
  • Parents are asked to complete annual surveys to assess level of satisfaction with providers.
Examples of Program Success  Melania demonstrates the program’s dramatic impact on people’s lives. She signed up for training to become a home-based provider when she became a mother, hoping to earn a living while caring for her daughter at home. Seven years later, she owns her own home (referred within JPNDC to new first-time homebuyer housing we had recently developed) with her licensed business in the fully finished basement. Without JPNDC she would not have imagined going to college, as she is now. “It makes me feel good that parents know they’re leaving their children with someone who’s educated as well as someone who’ll give lots of affection,” she says. Last year, when her husband fell victim to the recession, losing his job of 27 years, he attended a training to become her assistant. “It helped us turn a very difficult situation into something positive, to support our family, to support each other as a couple, and to raise our daughter. And the parents are also happy to have a man here as a role model.”

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 2016 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 in the BRA's JP/Rox planning process.
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 2012:
  • Surveys and door-knocking outreach yield information and input from 300 households in Hyde/Jackson about economic and housing needs.
  • A stakeholders group shapes plan for JPNDC’s 75 Amory Ave. project, 35 affordable apartments in Jackson Square, and the public approval process is completed.
  • Plans approved by the community in 2000 to redevelop the MBTA’s Arborway Yard with affordable homes, green space and neighborhood retail move out of stalemate.
  • Two JPNDC cooperatives, Catherine Gallagher and Doña Betsaida Gutiérrez, are converted to resident ownership.
  • 2010 and 2011 graduates of the JP Community Leadership Academy are active in JPNDC or other community initiatives.
  • Leadership skills of 5-10 current or former workforce, childcare or small business participants increase as evidenced by their participation in community activities, including advocacy events.
  • 5-10 residents and merchants join JPNDC board and board-level committees.
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 2010 and 2011, JPNDC sponsored two cycles of the JP Community Leadership Academy. 38 participants—a tremendously diverse group of young and old, Latino, African-American, White and biracial residents, students, professionals, business owners, public housing tenants, homeowners and others—completed 15 hours of hands-on workshops by experienced organizers covering issue analysis, campaign development, outreach, public speaking, meeting facilitation and more. Of this group, three have been elected to the JP Neighborhood Council, four have become active on the JPNDC Organizing Committee (one was elected to the board of directors), and several more have been engaged in other neighborhood activities including the State of Our Neighborhood 2012 and advocacy for redevelopment of the Arborway Yard. In 2012 we will focus on engaging and tracking graduates’ involvement in community initiatives, and on learning from this follow-up about how we can improve leadership training in the future.

Strengthening Families through Creating Safe, Affordable Homes

The JPNDC has turned vacant lots and distressed buildings into 630 affordable homes since 1977, and our current pipeline includes 130 more: 83 on land in Jackson Square that has been vacant since homes were razed 50 years ago for the proposed extension of I-95 (see Short-Term Success) and 47 on vacant land just north of Jackson Square. We also manage 430 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 2012:
  • Design completed, zoning approvals obtained and funding applications submitted for development of 75 Amory Ave., 35 affordable apartments for low-income families as part of the multi-phase Jackson Square Redevelopment Initiative.
  • Financing closed and construction begun of 461 Walnut Avenue, a new collaboration with Boston Health Care for the Homeless Program and Pine Street Inn to redevelop a former nursing home as 30 studio apartments for formerly homeless and medically frail individuals.
  • Major renovations 75% complete of the 18-unit JP Scattered Site Housing Partnership, one of JPNDC’s first housing projects and one providing homes for very low-income families.
  • Among the 300 low-income families living in JPNDC-developed rental or cooperative housing, at least 40 participate in the new Family Prosperity Initiative (see Program 2) so that, with their housing secure, they can focus on economic advancement.
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 in 2011 was $500,500, far beyond the means of most households; average rents in Boston climbed to a highest-ever $1,686 at the end of 2011. In the two most recent lotteries for our affordable family housing, the ratio of applicants to available units was 45 to 1. 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 
The JPNDC has just completed its most productive 2-year period ever, with the result that 85 low-income households have moved into high-quality affordable homes in JP. After the economic crisis hit, the JPNDC held the dubious honor of having the most stalled housing projects in our state. Two of these are at the former Blessed Sacrament Church, a 3.2-acre campus that JPNDC and partner New Atlantic Development acquired from the Archdiocese in 2005 after a grassroots mobilization to keep this historic resource in community hands. With the essential help of stimulus funds, we completed the following:

·       Doña Betsaida Gutiérrez Cooperative: 36 apartments for low-income families.

·       Sister Virginia Mulhern House: 28 single-room-occupancy units for formerly homeless men and women in the beautiful old 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.


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.

Management


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. Leslie Bos Real Estate Director Andrew Winter, who joined our staff in 2009, has 15 years of experience in the development and financing of affordable housing. This experience includes four years as Manager of the Massachusetts Affordable Housing Trust Fund, where he was responsible for all phases of administration of a $20 million subordinate loan program for the development and preservation of affordable housing throughout the Commonwealth; and with MMA Financial, where he had responsibility for working out a portfolio of troubled debt and Low Income Housing Tax Credit equity projects.
Mr. Juan Gonzalez Community Organizing Director Juan Gonzalez has 19 years experience in community organizing, human rights and popular education. He joined the JPNDC staff in 2007 after seven years leading the community organizing activities of a sister organization, the Allston-Brighton CDC, and six years as Director of Community Education and Development at Centro Presente. He is also on the faculty of the School of Community Economic Development at Southern New Hampshire University. In 2007, Juan was the recipient of the Ricanne Hadrian Community Organizing Award from the Massachusetts Association of Community Development Corporations.
Ms. Dianne Maloney Controller Dianne Maloney has 27 years of accounting experience, 16 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 20 years experience helping community-based non-profit organizations raise needed funds for community development, community organizing, human services, health care and other initiatives.
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 inBoston’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.

Awards

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

Affiliations

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
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Collaborations

 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

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Foundation Comments

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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 5
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

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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

Governance


Board Chair Mr. Bashier Kayou
Board Chair Company Affiliation Boston Public Schools
Board Chair Term June 2016 - June 2019
Board Co-Chair Mr.` Danilo Morales
Board Co-Chair Company Affiliation Codman Square NDC
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 Dept. of Neighborhood Development Voting
Mr. Charles Hills Perkin-Elmer Voting
Mr. Arthur Johnson Community Volunteer/Attorney Voting
Ms. Silja Kallenbach World Education Voting
Mr. Reuben Kantor Commonwealth of Massachusetts Voting
Mr. Bashier Kayou Spontaneous Celebrations Voting
Mr. Danilo Morales Community Volunteer Voting
Mr. Josh Muncey Community Volunteer Voting
Ms. Maria Otaño Family childcare business owner Voting
Ms. Martha Rodriguez Community Volunteer Voting
Mirta Rodriguez ABCD Voting
Ms. Guadalupe Romero Community Volunteer Voting
Ms. Tara Rousseau Women's Lunch Place Voting
Mr. John Stainton Community Volunteer Voting
Mr. Joseph Vallely Commonwealth of Massachusetts Voting
Mr. Andy Waxman Dorchester Bay EDC Voting

Constituent Board Members

Name Company Affiliations Status
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Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 3
Asian American/Pacific Islander: 0
Caucasian: 11
Hispanic/Latino: 6
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 9
Male: 10
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

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2015 2014 2013
Total Revenue $3,911,553 $4,430,383 $4,136,268
Total Expenses $3,947,530 $4,478,107 $4,063,162

Prior Three Years Revenue Sources

Fiscal Year 2015 2014 2013
Foundation and
Corporation Contributions
-- -- --
Government Contributions $1,759,869 $2,159,974 $1,655,714
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $1,759,869 $2,159,974 $1,655,714
Individual Contributions $481,811 $614,439 $279,788
Indirect Public Support $200,433 $247,667 $137,085
Earned Revenue $1,420,037 $1,390,688 $1,980,954
Investment Income, Net of Losses $4,579 $5,222 $4,988
Membership Dues -- -- --
Special Events $-6,765 $2,049 $69,588
Revenue In-Kind -- -- --
Other $51,589 $10,344 $8,151

Prior Three Years Expense Allocations

Fiscal Year 2015 2014 2013
Program Expense $3,467,044 $4,062,683 $3,640,955
Administration Expense $321,896 $244,071 $264,372
Fundraising Expense $158,590 $171,353 $157,835
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.99 0.99 1.02
Program Expense/Total Expenses 88% 91% 90%
Fundraising Expense/Contributed Revenue 7% 6% 7%

Prior Three Years Assets and Liabilities

Fiscal Year 2015 2014 2013
Total Assets $18,754,882 $14,377,945 $14,988,705
Current Assets $6,153,156 $6,025,609 $6,276,073
Long-Term Liabilities $8,060,102 $4,930,499 $5,421,748
Current Liabilities $4,414,345 $3,131,034 $3,376,042
Total Net Assets $6,280,435 $6,316,412 $6,190,915

Prior Three Years Top Three Funding Sources

Fiscal Year 2015 2014 2013
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
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Financial Planning

Endowment Value --
Spending Policy N/A
Percentage(If selected) --
Credit Line Yes
Reserve Fund Yes
How many months does reserve cover? --

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? No

Short Term Solvency

Fiscal Year 2015 2014 2013
Current Ratio: Current Assets/Current Liabilities 1.39 1.92 1.86

Long Term Solvency

Fiscal Year 2015 2014 2013
Long-term Liabilities/Total Assets 43% 34% 36%

CEO/Executive Director/Board Comments

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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-FY15, 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.

 

Impact

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


1. What is your organization aiming to accomplish?

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2. What are your strategies for making this happen?

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

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

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

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