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The Neighborhood Developers

 4 Gerrish Avenue
 Chelsea, MA 02150
[P] (617) 889-1375
[F] (617) 884-8406
www.TheNeighborhoodDevelopers.org
nturner@tndinc.org
Nancy Turner
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INCORPORATED: 1979
 Printable Profile (Summary / Full)
EIN 04-2660283

LAST UPDATED: 05/25/2016
Organization DBA Chelsea Neighborhood Developers
The Neighborhood Developers
CND
TND
Former Names Chelsea Neighborhood Developers (2012)
Chelsea Neighborhood Housing Services (2007)
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

Mission StatementMORE »

Recognizing that poverty and neighborhood decline are the result of many complex, multifaceted challenges, the mission of The Neighborhood Developers is to bring its core strengths -- building homes, engaging neighbors, and fostering economic mobility -- to community partnerships that create great neighborhoods where all people can thrive.

Mission Statement

Recognizing that poverty and neighborhood decline are the result of many complex, multifaceted challenges, the mission of The Neighborhood Developers is to bring its core strengths -- building homes, engaging neighbors, and fostering economic mobility -- to community partnerships that create great neighborhoods where all people can thrive.


FinancialsMORE »

Fiscal Year Jan 01, 2016 to Dec 31, 2016
Projected Income $3,328,794.00
Projected Expense $3,497,448.00

ProgramsMORE »

  • Community Engagement
  • Financial Capabilities
  • Real Estate Development

Revenue vs. Expense ($000s)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

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


Overview

Mission Statement

Recognizing that poverty and neighborhood decline are the result of many complex, multifaceted challenges, the mission of The Neighborhood Developers is to bring its core strengths -- building homes, engaging neighbors, and fostering economic mobility -- to community partnerships that create great neighborhoods where all people can thrive.


Background Statement

Since TND was founded in 1979, affordable housing development in Chelsea Massachusetts has been our organization’s primary area of expertise. In 2006, the organization shifted its emphasis from building affordable housing to building vital neighborhoods. We added two new program areas to our community development efforts: resident asset development to increase economic self-sufficiency among low-income households, and community engagement to increase social capital and civic engagement within our target neighborhoods. These three program areas are strategically integrated to make our neighborhoods great places to live, work and to raise a family.

TND is recognized as an innovator within the community development field. In 2008, TND responded to the home foreclosure crisis by acquiring and rehabbing key foreclosed properties paired with social programming in the distressed neighborhoods. A total of $10 million has been invested to improve foreclosed properties. These highly impacted neighborhoods saw an uptick in crime as owners and banks left properties vacant or unmanaged. We engaged community residents, the police and City officials to successfully address these neighborhood conditions.

With the launch of CONNECT, TND is leading a new model program described by Joanne Goldstein, the Massachusetts Secretary of Labor, as “the direction we all need to go in.” CONNECT is a partnership of six well regarded organizations who have committed to a shared mission to integrate, in one central and supportive Chelsea location, resources to address our community’s financial, educational and employment needs, while nurturing social networks to provide the glue and sustenance for each low-income individual’s and family’s journey toward economic security. 


Impact Statement

Five years ago, TND had yet to expand beyond Chelsea, CONNECT was a dream, the Box District was partially completed, and TND had yet to formalize a membership system. In all areas, the organization has achieved the major objectives set out in its 2010-2014 Strategic Plan.

In 2010, TND was just beginning to work in Revere. Today, all programs operate in Revere’s Shirley Avenue neighborhood. We were welcomed by municipal and community members and have accomplished a great deal: a rejuvenated Costa Park, 85 new homes for families and seniors, and the Shirley Avenue Action Plan to guide community improvements.

In 2010, CONNECT was an idea that held promise. Today CONNECT is a nationally recognized Financial Opportunity Center where annually 4000 individuals find support for building a stronger economic future for their family. CONNECT has stretched TND as an organization: deeper partnerships, many more clients, stronger outcomes. Janet Yellen, Chair of the Federal Reserve Bank visited in 2014 drawing national press.

In collaboration with Mitchell Properties, TND completed the build out of the Box District with 248 beautiful new mixed-income homes. The Box District won a prestigious national award from the Urban Land Institute for the success of its neighborhood improvement plan.

Looking Ahead: We have set our sights on some specific growth goals.

TND’s real estate team is testing the feasibility of doubling the rate of TND’s real estate production to complete an average of 80 homes/year.

TND plans to take the lessons that we have learned through CONNECT to deepen and expand our partnerships. We will strengthen organizational skills and capacity to manage multi-party endeavors and cross-sector community planning.

We seek to improve the quality of life in our target neighborhoods by fostering community connectedness and activating residents to participate in issues of public life. TND membership will expand to 3000, up from 1100.


Needs Statement

1. TND's CONNECT capital campaign is raising funds to create a welcoming and supportive center where low-income households set, pursue and meet financial goals. CONNECT is a new collaboration of six non-profits, led by TND, that is dedicated to the integration of housing, financial, educational and employment services in a single location. The current goal is $609,000 in capital, and $1.75 million/year to fund the program.  

2. TND has developed strong capacity as a developer of affordable housing with 151 units valued at $65M completed during 2010 to 2014. A grant of $100,000 will support feasibility activities for new affordable apartments and home ownership opportunities in Chelsea and Revere.

3. Further diversify TND's revenue by redesigning and integrating our communications and resource development strategies. A $15,000 grant will support the organization to integrate communication tools (newsletter, blog, website) so that they better support resource development growth.

4. TND's community engagement programming builds relationships between neighbors to determine solutions to entrenched community problems. A $65,000 commitment will fund one community organizer to conduct NeighborCircles for low-income and diverse Chelsea or Revere residents.


CEO Statement



Board Chair Statement

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Geographic Area Served

In a specific U.S. city, cities, state(s) and/or region.
Northeast Massachusetts Region
Chelsea and Revere, Massachusetts

Organization Categories

  1. Housing, Shelter - Housing Development, Construction & Management
  2. Human Services - Financial Counseling
  3. Community Improvement, Capacity Building - Community Coalitions

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

Yes

Programs

Community Engagement

We foster a robust social and civic infrastructure capable of shaping and sustaining the physical and economic development of the neighborhood. TND cultivates relationship and leadership in ways that are fun, safe, and productive. We build person-to-person relationships of trust and mutual benefits that form the basis of neighborliness, leading to neighbors working together on issues of public life, the foundation of a strong civic infrastructure. Along with residents, we seek new community habits and institutions that meet the needs of a diverse and mobile community.
Budget  $200,000.00
Category  Civil Rights, Social Action & Advocacy, General/Other
Population Served Minorities Poor,Economically Disadvantaged,Indigent Immigrant, Newcomers, Refugees
Program Short-Term Success 

Outputs: In 2011,60 key leaders and staff mobilized 808 unique individuals to join community building and civic engagement activities with 2505 as the sum of attendance across all activities, doubling the number of individuals involved during 2010. Civic engagement activities involved 210 unique residents (502 engagements) and addressed rebuilding a public park and improved trash collection and recycling policies and practices in Chelsea.

Program Long-Term Success 

At the neighborhood level, TND works to build person-to-person relationships of trust and mutual benefit. These relationships are what bring people together on issues of public life and provide the foundation for a strong civic infrastructure. We are building new community habits and institutions that meet the needs of a diverse low-income community and offer hope in the promise of a better neighborhood in which to live, work, go to school, and raise a family.

Program Success Monitored By 
-- Resident surveys;
-- Turnout at program activities over time;
-- The number of dedicated and strong community leaders; 
-- Changes to neighborhood conditions or city policies attributed to program activity.
Examples of Program Success 

This summer, the City of Chelsea completed the Box District Park at a cost of $750,000 addressing a resident priority identified in the 2009 North Bellingham Hill Plan -- the need for outdoor recreational space that is safe for children. The park is gorgeous!

In two fun-filled build days, TND and the City of Revere partnered with KaBOOM!, JetBlue and community residents to rebuild Costa Park, with $220,000 invested. The old park could not serve Headstart children due to unsafe conditions; the new park is serving these children plus many families from the neighborhood.


Financial Capabilities

TND supports low-income households in accessing resources and opportunities that improve their standard of living. TND and our collaborating partners provide resources that facilitate families' ability to meet basic needs and then progress to stable income and financial mobility. Incremental success fuels financial goals and aspirations. Immigrant communities benefit from one-stop support as a people navigate new economic systems, culture, and language.
Budget  $200,000.00
Category  Employment, General/Other
Population Served Unemployed, Underemployed, Dislocated Poor,Economically Disadvantaged,Indigent Minorities
Program Short-Term Success 

TND assists low-income households to improve their standard of living and to aspire for a better economic future. TND and our CONNECT partners provide resources that facilitate families' ability to meet basic needs and then progress to stable income and financial mobility. Incremental success, peer support and coaching fuels financial goals and aspirations.

Outputs: Since CONNECT opened its doors in early 2012, 1200 individuals have accessed one or more service on site with 340 indicating an interest in multiple services by completing our intake form. Of those 340, 51% returned for additional services.

Program Long-Term Success 

TND assists low-income households to improve their standard of living and to aspire for a better economic future. TND and our CONNECT partners provide resources that facilitate families' ability to meet basic needs and then progress to stable income and financial mobility. Incremental success, peer support and coaching fuels financial goals and aspirations.

 

Outputs: Since CONNECT opened its doors in early 2012, 1200 individuals have accessed one or more service on site with 340 indicating an interest in multiple services by completing our intake form. Of those 340, 51% returned for additional services.

 

Impact:

·        Our VITA work ensures that each client takes advantage of all tax credits available to them. These refunds can be a large part of a household’s annual income as 48% of those served by VITA earn $15,000 or less.

·        Year to date through 08/2012, TND screened 88 clients for public benefits resulting in increases to incomes by 18% on average.

·        With the launch of CONNECT, TND is now able to link our clients with additional services on site.

Program Success Monitored By  We track the following client outcomes:
  • increases to income;
  • decreases in expenses;
  • changes in employment leading to higher pay and/or advancement opportunities;
  • improvements to credit scores;
  • demonstrated use of bank accounts to pay bills and save;
  • increases in savings and assets;
  • increase in English language skills, attainment of a GED, or post-secondary certificate or degree attainment;
Examples of Program Success 
  • Our VITA work ensures that each client takes advantage of all tax credits available to them. These refunds can be a large part of a household’s annual income as 48% of those served by VITA earn $15,000 or less.
  • Year to date through 08/2012, TND screened 88 clients for public benefits resulting in increases to incomes by 18% on average.
  • With the launch of CONNECT, TND is now able to link our clients with additional services on site.

Real Estate Development

In distressed neighborhoods, TND develops affordable and mixed-income housing. We craft revitalization strategies with city officials and residents to improve housing conditions, neighborhood amenities and infrastructure to build healthier market dynamics. In stronger neighborhoods, we develop affordable housing to expand housing choice. Our properties contribute to sustainable communities: environmentally green, financially sound, and socially engaged- designed to encourage people to connect both within the property and to the surrounding neighborhood. We find that our real estate development often facilitates a first foothold in a distressed community, giving residents faith in the possibility of change.
Budget  $600,000.00
Category  Community Development, General/Other Neighborhood Revitalization
Population Served Hispanic, Latino Heritage Families Minorities
Program Short-Term Success  In December of 2012, TND will complete construction of Highland Terrace, 32 apartments that will house low-income families. The property is built to very high environmentally sustainable standards -- we are seeking LEED Homes Gold certification; the property will be the greenest apartments in Chelsea!  Next to the apartments is a new beautiful public park.
Program Long-Term Success  Impact: The Box District, formerly a HUD-designated slum is emerging as an attractive, residential neighborhood. TND survey respondents report high levels of satisfaction with the Box District’s physical and social conditions and we are seeing ample evidence that the Box District housing market is now strong.
Program Success Monitored By 
-- The strength of the housing market in our target neighborhoods;
-- Occupancy rates in our properties;
-- Tenant satisfaction surveys.
Examples of Program Success 

Outputs: Since 2009, our housing portfolio has increased from 208 to 268 units. Currently, 97% of our apartments benefit households earning 60% or less of the Area Median Income. In the Box District of Chelsea, TND and our for-profit partner have created 250 new mixed-income housing units and together with the City of Chelsea $70 million has been invested in the area’s streets, lighting, sewers, new rental and ownership housing, and a beautiful new city park.


CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Ms. Ann Houston
CEO Term Start Nov 2003
CEO Email ahouston@tndinc.org
CEO Experience Chelsea is an exciting cosmopolitan city with great potential to do interesting work in a community committed to revitalization. I began work in Chelsea in 2004, taking over after a period of reorganization sparked by a Board of Directors dedicated to creating more housing opportunities in Chelsea. My work in affordable housing and community development began more than 30 years ago. I learned my trade and developed a broad network of colleagues by working in leadership positions at Massachusetts Housing Partnership, Codman Square NDC, Valley Opportunity Council in Chicopee and Holyoke, and as a residential and commercial lender for Mass Development/Mass Government Land Bank. I enjoy lecturing and serve on numerous boards and policy committees. I earned a masters in Real Estate Development from MIT, and a BA in Community Planning from UMass Boston.
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
-- -- --

Senior Staff

Name Title Experience/Biography
Emily Loomis Director of Real Estate Development --
Stefanie Shull Director of CONNECT --
Melissa Walsh Director of Community Engagement After attending the University of Rhode Island to earn her Bachelor’s Degree in Music, Melissa decided to serve as a member of an AmeriCorps team in Providence, RI. During her time with AmeriCorps, she worked with Spanish-speaking home daycare providers, connecting resources and supporting them as they developed the first professional organization for home daycare providers in Providence, El Club de Proveedoras de Cuidado Infantil de Rhode Island. Melissa's years in AmeriCorps were provided a transformative experience, as it was the first time she felt the power of community members coming together to take collective action to change their communities. Knowing that she wanted to continue to be a part of such powerful work, Melissa attended Clark University in Worcester, MA to earn my Master’s Degree in Community Development and Planning. While at Clark, she served as a Luis Pagan Fellow with Making Connections Providence, where her work focused on community organizing, resident leadership development and youth leadership development. 

Awards

Award Awarding Organization Year
Jack Kemp Award for Excellence in Affordable and Workforce Housing Urban Land Institute 2014
Collaboration Excellence Award MA Nonprofit Network 2013

Affiliations

Affiliation Year
United Way Member Agency 2014
Massachusetts Association of Community Development Corporations (MACDC) 1981
NeighborWorks America - Member 1979
CDC - State certified Community Development Corporation --
Member of state association of nonprofits? Yes
Name of state association Massachusetts Association of Community Development Corporations

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

CONNECT exemplifies TND’s commitment to multi-party collaborative problem solving. In 2012, TND led the formation of CONNECT with five partners: Bunker Hill Community College, Centro Latino, Metropolitan Boston Housing Partnership, Metro Credit Union and Career Source. This innovative collaboration provides a mix of services that help low income individuals find jobs, build employment skills, and manage household finances. Services are co-located and delivered at one welcoming center nested within TND’s headquarters. CONNECT partners served 4,195 clients in 2014.

TND plays two roles at CONNECT; we deliver financial education and capability services and serve as the sole managing partner. As managing partner, TND provides the “glue” that facilitates multi-party data-driven programming; we manage the facility, CONNECT governance, client flow, cross-partner program integration, data and evaluation, and administration.

We cannot overstate how CONNECT has brought TND to a new level of organizational growth. TND now has a larger budget, serves significantly more clients, has deeper partnerships, greater public recognition, an expanded facility, and a greater appreciation for collective impact.

CEO/Executive Director/Board Comments

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Foundation Comments

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Staff Information

Number of Full Time Staff 21
Number of Part Time Staff 0
Number of Volunteers 195
Number of Contract Staff 2
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 1
Caucasian: 16
Hispanic/Latino: 5
Native American/American Indian: 0
Other: 1
Other (if specified): Multiple Races
Gender Female: 14
Male: 8
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 5
Management Succession Plan Yes
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 --
State Registration --

Risk Management Provisions

--

Reporting and Evaluations

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

Governance


Board Chair Ms. Charlene Bauer
Board Chair Company Affiliation Metro Credit Union
Board Chair Term May 2012 - May 2016
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Ms. Charlene Bauer Metropolitan Credit Union Voting
Mr. Alberto Calvo Community Volunteer/ Stop & Compare Supermarket Voting
Mr. Peter Hollands Boston Private Bank Voting
Ms. Kristin Janjar North Suffolk Mental Health Voting
Ms. Techrosette Leng Resident Voting
Mr. Mike Martin Self Employed Voting
Mr. William Morrison Management Consultant Voting
Ms. Alice Murillo Bunker Hill Community College Voting
Ms. Dimple Rana Community Volunteer/ Small Business Owner --
Ms. Lisa Santigate Chelsea Public Schools Voting
Mr. William Willis Resident 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: 0
Asian American/Pacific Islander: 2
Caucasian: 7
Hispanic/Latino: 2
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 6
Male: 5
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 0
Board Meeting Attendance % 87%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 90%
Percentage of In-Kind Contributions --
Constituency Includes Client Representation Yes

Standing Committees

    --

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2014 2013 2012
Total Revenue $4,277,765 $3,062,259 $3,231,810
Total Expenses $3,577,415 $3,070,761 $2,706,139

Prior Three Years Revenue Sources

Fiscal Year 2014 2013 2012
Foundation and
Corporation Contributions
-- -- $95,000
Government Contributions $1,036,415 $916,709 $437,454
    Federal -- -- $73,809
    State -- -- $55,200
    Local -- -- --
    Unspecified $1,036,415 $916,709 $308,445
Individual Contributions $941,500 $718,245 $688,198
Indirect Public Support $50,407 -- --
Earned Revenue $2,150,650 $1,309,768 $1,502,021
Investment Income, Net of Losses $93,451 $101,458 $84,791
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind -- -- --
Other $5,342 $16,079 $424,346

Prior Three Years Expense Allocations

Fiscal Year 2014 2013 2012
Program Expense $2,934,337 $2,711,043 $2,365,406
Administration Expense $443,859 $272,276 $252,205
Fundraising Expense $199,219 $87,442 $88,528
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.20 1.00 1.19
Program Expense/Total Expenses 82% 88% 87%
Fundraising Expense/Contributed Revenue 10% 5% 7%

Prior Three Years Assets and Liabilities

Fiscal Year 2014 2013 2012
Total Assets $34,779,392 $24,701,174 $24,050,237
Current Assets $2,608,533 $3,002,876 $5,165,135
Long-Term Liabilities $25,336,512 $15,468,581 $14,042,090
Current Liabilities $572,168 $1,086,731 $2,050,648
Total Net Assets $8,870,712 $8,145,862 $7,957,499

Prior Three Years Top Three Funding Sources

Fiscal Year 2014 2013 2012
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy --
Percentage(If selected) --
Credit Line Yes
Reserve Fund 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 2014 2013 2012
Current Ratio: Current Assets/Current Liabilities 4.56 2.76 2.52

Long Term Solvency

Fiscal Year 2014 2013 2012
Long-term Liabilities/Total Assets 73% 63% 58%

CEO/Executive Director/Board Comments

TND carefully monitors its financial ratios and performs at or above industry standards. Outside evaluators (including our investors and lenders and key funders) have concluded that TND is in a strong financial position with financial ratios that are at or above industry standards. From 2010 to 2014, the organization’s unrestricted net assets grew 192% from $2,879,989 to $5,518,988 and Total Net Assets grew 136% from $6,494,781 to $8,870,712. This growth is associated with a strong real estate development program and support from our funders.

Foundation Comments

Financial summary data in the charts and graphs above is per the organization's IRS Form 990s. Asset and liability data is per the audited financial documents, also posted above.

Documents


Other Documents

No Other Documents currently available.

Impact

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


1. What is your organization aiming to accomplish?

TND’s core purpose is to support strong families in thriving neighborhoods. We focus on neighborhoods as we know that home matters. Research tells us that where we live – both our home and our neighborhood – is a key factor in our health and life span, our education and income, our safety and well-being. And while a neighborhood can be a predictor of destiny for residents, it also defines areas of prosperity or decline impacting both individuals and the community as a whole. We strive for a future in which all neighborhoods provide opportunity for all people regardless of income. Our mission supports efforts that catalyze housing, economic, and civic opportunity so that all people realize their full potential –at home, work, school, or within the community.


2. What are your strategies for making this happen?

Our “neighborhood developer” model integrates three investment strategies to build vibrant and sustainable neighborhoods that support stable households of low and moderate income.

REAL ESTATE DEVELOPMENT:

At the core of TND’s history and mission is the development and provision of affordable homes. We believe that healthy neighborhoods welcome and accommodate a range of people. In distressed neighborhoods, TND develops affordable and mixed-income housing. We craft revitalization strategies with city officials and residents to improve housing conditions, neighborhood amenities and infrastructure to build healthier market dynamics and to expand housing choice. Our properties contribute to sustainable communities: environmentally green, financially sound, and socially engaged -- designed to encourage opportunities and space for people to connect both within the property and to the surrounding neighborhood.

In the past few years we have begun to developing properties that provide homes and services to support people with special needs, including seniors, people requiring physical accommodations, and those emerging from homelessness – veterans, families, young parents. TND currently provides environmentally green and stable homes for 346 low and moderate income households, with over 900 tenants (43% are children) at present.

FINANCIAL CAPABILITIES PROGRAMMING & CONNECT

In 2012, TND led the formation of CONNECT with five partners. CONNECT is an innovative collaboration that supports low-income individuals on a path to greater economic stability and prosperity. The six CONNECT partners - Bunker Hill Community College, Centro Latino, Metropolitan Boston Housing Partnership, Metro Credit Union, Career Source and TND - are co-locating and bundling economic services, so that low-income families can achieve greater economic outcomes. CONNECT is headquartered at TND’s offices and TND serves as the “backbone” of this collaboration where clients find employment resources (job readiness, placement and retention services; education and skills training) paired with affordable housing assistance, public benefit screening, free tax preparation, financial education and asset development services.

COMMUNITY ENGAGEMENT:

TND believes that a person’s connections to neighbors and to community and civic institutions are intangible but important community assets. These networks are vital to improving quality of life, generating a positive sense of community and engaging citizenry. To this end, TND fosters relationships and leadership development as underpinnings of productive social networks, organizations and civic engagement. Community organizing and neighborhood planning are strategies used to identify community priorities, to forge public and community agreements to shape resource deployment and municipal policy, and to provide an opportunity for residents to participate in municipal decision making. TND engages more than 2500 annually in community building and engagement activities and has over 1300 members.


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

COLLABORATIVE PROBLEM SOLVING:

TND has long committed to partnerships believing that collaborating parties each bring valuable skills and resources to problem solving. In each of our three program areas, we develop deep partnerships that facilitate results.

Our real estate development program relies of public and private sector partnerships. We develop our plans with municipal and resident partners and have formed multi-year partnerships with cities and for-profit developers to create mixed-income neighborhoods. TND is recognized by public and private sectors partners for its strong real estate development program. We deliver our projects on time and on budget. TND has completed over $80 million of investment in mixed income homes over the last decade drawing in city, state and federal programs. During 2010 – 2014, we developed an average of 42 new homes annually, far above our production rate from ten years ago when the average number was 11.5/year. Our goal over the next five years is to double our production to 80 homes per year. With each successive multi-family project, TND has increased capacity for green development and increased its focus on accessible and inclusive design. In 2014, Highland Terrace received LEED Homes Platinum certification, the highest possible green building award and the first such certification in Chelsea!

With CONNECT, TND built capacity for collective impact, learning how to establish systems for multi-party integrated and data-driven programming driven by shared goals and a commitment to learn and adapt based on results. CONNECT has garnered local and national attention for its collaborative structure and strong results; over 4000 clients were served in 2014. TND plays two roles at CONNECT; we deliver financial education and capability services and serve as the sole managing partner. As managing partner, TND provides the “glue” that facilitates multi-party data-driven programming; we manage the facility, CONNECT governance, client flow, cross-partner program integration, data and evaluation, and administration.

Over the last year, TND has taken on a second backbone role; this time for Chelsea’s Working Cities initiative. Across the nation, the community development sector is rethinking how to tackle entrenched and complex social and economic issues. In Massachusetts, the Federal Reserve Bank of Boston launched the Working Cities Challenge to advance collaborative leadership and support ambitious systems-changing work to improve the lives of low-income people in our state’s small and medium-sized cities. Chelsea is implementing a theory that the city’s most distressed neighborhood can be transformed when leading public and private sector institutions more adeptly and purposefully put systems in place for collective impact and shared problem solving. Three components – service integration, civic engagement, and impact measurements – provide the foundation for building on existing best practice work to transform our community.

 

 
 
 

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

While the issues we are tackling are complex -- poverty and neighborhood revitalization -- TND sets five year goals during each strategic planning process to measure progress. Our strategic goals are measurable, and indicate changes to people, place, and our organizational capacity. See a copy of our current strategic plan (and below) for our current strategic goals by program area.

TND’s data collection and evaluation systems continue to mature. In 2008, TND began to capture program data using Salesforce to track client and member participation at every training, meeting or event. Our live data system enables TND to accurately track unique and aggregate participation and greatly facilitates cross-department integration. Reports and dashboards track progress against goals for the Board and program managers. Last year, using a fee-for-service consulting model, TND began to support peer organizations to develop customized data tracking systems using the template that TND has developed.

As the lead agency for CONNECT, TND has designed, built and managed a multi-agency database that synthesizes data from six non-profit partners. We cannot understate the value of the cross-agency data. The information is routinely used to deliver and measure programming, facilitate referrals, and make management decisions based on findings.

The tools we use to measure community impact include surveys and data worksheets; some data is measured over time, while others are snapshots. We have developed our capacity for this work with the support of the Success Measures program funded by NeighborWorks America and Efforts to Outcomes supported by LISC.

Through real estate program activity, we track:

  1. - The value of leveraged funds for each project; e.g. for every state dollar invested, X dollars were leveraged.
  2. The value of other investment linked to TND development such as public infrastructure, and private commercial or residential real estate.
  3. Spillover effect of TND real estate on housing conditions and the housing market, measured by market strength (housing sales, demand for new apartments) and by a visual survey of block or parcel conditions.
  4. The impact of our development on the local economy; we calculated that our recent development projects have created 136 construction jobs, and the new tenants of our properties have contributed to the local economy, supporting 22 jobs at local businesses.
  5. Impact of TND housing on tenant housing stability. Five years after a project’s completion, TND compares pre-move-in housing rent burden and tenure to a tenant’s current conditions to determine if stability has improved. On average, the households moving into properties lived in their prior location, but have lived in their TND home for 4.3 years (and counting!)
  6. Resident satisfaction with neighborhood housing and social conditions, as measured by a survey conducted every five years.

Through CONNECT’s internal and external evaluations, we are tracking the following short- and long-term participant outcomes:

Increases to net income;

Changes in employment and/or new employment retention;

Improvements to credit scores;

Demonstrated use of bank accounts to pay bills and save;

Increases in savings and net worth;

Evidence of increased housing stabilization for formerly homeless households;

Attainment of English language proficiency, a GED, post-secondary certificate or degree.


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

Over the next five years, TND will increase economic diversity, opportunity and quality of life in the cities of Chelsea and Revere, and will pursue expansion to other north suburban communities. We will deepen the impact and scale of our work through strategic growth, community leadership, strong partnerships, and refined programming. We will share lessons learned locally with regional and national audiences, contributing to conversations that deepen impact and move community development efforts forward.

In our just-released 2015 – 2019 strategic plan, TND identified the following organizational priorities for our three core areas:

COMMUNITY ENGAGEMENT:

Goal:

Improve the quality of life in key neighborhoods and in TND properties by fostering community connectedness, building a diverse leadership network, and activating residents to participate in issues of public life.

Objectives:

      Increase TND membership from 1,100 to 3,000.

   · Deepen social capital by creating purposeful spaces and gatherings that engage diverse community members in developing learning, trust and community connectedness.

·    Strengthen sense of community by working collaboratively with residents and stakeholders to implement place-based projects to support neighborhood revitalization.

·     Build civic participation by encouraging civic leadership, supporting voter engagement, fostering civic discussions, and supporting civic groups and projects.

   · Ensure TND properties are places that promote social connectedness, a strong sense of community, family economic success and youth educational success; 30% of residents of TND-owned properties participate in TND or CONNECT programming.

REAL ESTATE DEVELOPMENT:

Goal:

Develop and maintain healthy, environmentally sustainable homes that contribute to the revitalization of neighborhoods and attract market rate investment; offer services that support family well-being and serve un-met needs. Target investments to promote mixed-income, amenity rich communities while preserving affordability.

Objectives:

Double our production rate to complete 400 new or renovated homes.

Increase development earnings by 25% averaged over strategic plan period, and increase recurring income through property operations, in order to sustain TND revenue.

Develop or leverage investment in non-residential properties and public spaces when they contribute to neighborhood vitality.

Deliver excellent asset management so that our properties are strong long-term assets for communities, providing reliable high-quality housing for tenants and stable revenue for TND.

 

FINANCIAL CAPABILITY, DELIVERED IN COLLABORATION WITH CONNECT PARTNERS:

Goal:

Lead integration of CONNECT’s Financial Opportunity Center services, and deliver financial capability programming such that residents achieve their goals and have greater confidence in their economic future.

Objectives:

On an annual basis …

Steward further development of CONNECT’s integrated service delivery system such that 25% of the people served bundle services.

Deliver financial capability services to 1,200 people to maximize income and better manage household finances.

Intensive coaching and peer support results in significant gains to net income, net worth or credit scores for 70% of 350 people served.

Document and disseminate lessons learned and provide fuel for sustainable funding and replication of CONNECT’s best practices.