Share |

Allston Brighton Comm Development Corp.

 18R Shepard Street, Suite 100
 Brighton, MA 02135
[P] (617) 787-3874
[F] (617) 787-0425
Sean Tatar
Facebook Twitter
 Printable Profile (Summary / Full)
EIN 04-2716278

LAST UPDATED: 04/22/2019
Organization DBA Allston Brighton CDC, ABCDC
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No



Mission StatementMORE »

Allston Brighton Community Development Corporation builds a stronger, more stable community by representing and supporting the expressed interests, positive engagement and leadership of Allston Brighton's local communities, institutions, individuals and families of all incomes.
Allston Brighton CDC's role will change as individual and collective voices respond to the myriad of economic, social, civic and environmental forces impacting Allston Brighton. Our work may include providing and protecting affordable housing, developing community leaders, building family economic self-sufficiency, and fostering community cohesion.  

Mission Statement

Allston Brighton Community Development Corporation builds a stronger, more stable community by representing and supporting the expressed interests, positive engagement and leadership of Allston Brighton's local communities, institutions, individuals and families of all incomes.
Allston Brighton CDC's role will change as individual and collective voices respond to the myriad of economic, social, civic and environmental forces impacting Allston Brighton. Our work may include providing and protecting affordable housing, developing community leaders, building family economic self-sufficiency, and fostering community cohesion.  

FinancialsMORE »

Fiscal Year Jan 01, 2018 to Dec 31, 2018
Projected Income $1,411,035.00
Projected Expense $1,397,960.00

ProgramsMORE »

  • All Bright Community Center
  • All Bright Homeownership
  • Resident Leadership Development Academy
  • The Homebuying Mentors®

Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

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


Mission Statement

Allston Brighton Community Development Corporation builds a stronger, more stable community by representing and supporting the expressed interests, positive engagement and leadership of Allston Brighton's local communities, institutions, individuals and families of all incomes.
Allston Brighton CDC's role will change as individual and collective voices respond to the myriad of economic, social, civic and environmental forces impacting Allston Brighton. Our work may include providing and protecting affordable housing, developing community leaders, building family economic self-sufficiency, and fostering community cohesion.  

Background Statement

Since 1980, Allston Brighton CDC has created affordable homes, fostered leadership, enhanced open spaces, increased resident economic stability, and provided access to stable homeownership opportunities. We work to ensure that residents of Allston Brighton can call their community home for the long-term. Today, Allston Brighton CDC's Community Investment Plan addresses critical changes in our community, focuses our role as a catalyst for stability and positions us to create healthy communities and new opportunities for people of all incomes to engage as civic leaders and improve their lives.

By enhancing the supply of affordable homes, we provide a foundation for low- and moderate-income families to contribute to the community economically and through civic engagement. We've developed over 500 affordable homes and maintain their quality through strong asset management.

Our comprehensive Resident Services program supports tenants to remain stable and avoid homelessness via Move-in Orientations, case management support, providing financial coaching support, and engaging families through All Bright Community Center programming and activities. We believe strong supportive relationships are a core component to support people as they weather crisis.

We enable residents of Allston Brighton and others to build assets through homebuyer and financial coaching. We help families meet economic milestones and achieve long-term stability. Each year about 300 households take our homebuying classes; a third of these graduates go on to purchase homes.

We engage LMI families & people of color to develop as community leaders. In addition to a resident-focused Leadership Development Academy to train individuals living in our properties, we have a robust pipeline of volunteer and leadership opportunities for residents to exercise their skills and grow their voice, such as the Neighborhood Stabilization Task Force, the Ambassador program, and more.

Impact Statement

2016 was an outstanding year for Allston Brighton CDC across the board. Highlights include:

  • We increased family stability and economic self-sufficiency for 222 households in our affordable properties through case management and referrals addressing concerns such as lease education, mental health support, childcare, employment services, and more.
  • 398 first-time homebuyers enrolled in our Homebuying 101 class with 172 graduates purchasing homes in one of the most trying housing markets in recent years.
  • We purchased 7 properties in the North Brighton/North Allston area and sold 5 to deed-restricted owner occupants through All Bright Homeownership, an initiative dedicated to stabilizing a neighborhood with majority investor ownership, all while mobilizing 4 new community leaders as canvassers for the program.

For 2017, Allston Brighton CDC's broader goals include the implementation of our three-year Community Investment Plan to increase resident leadership and engagement in Allston Brighton CDC owned affordable housing, increase supply and access to quality housing for a range of incomes, and ensure housing and transportation projects meet the needs of Allston Brighton's diverse population. To achieve these goals, we have focused on the following initiatives for 2017:

  1. Open and expand programming at the All Bright Community Center based on resident feedback and need.
  2. Launch the resident Leadership Development Academy to build leadership in Allston Brighton's diverse communities.
  3. Purchase and sell 7 additional homes to owner occupants through All Bright Homeownership in the North Brighton/North Allston neighborhood.
  4. Provide first-time homebuyer education courses and financial coaching to 300 new participants.
  5. Foster our Neighborhood Stabilization Task Force leadership to enact policy changes regarding transportation, zoning, and more.

Needs Statement

  1. Support for resident-led transportation advocacy in our community. We are working closely with our volunteer group of residents on the I-90 Task Force to move the project in an advantageous way for Allston Brighton but are lacking the staff capacity to take on this project and others that are in the pipeline as comprehensively as we would like.
  2. General operating funds for real estate development staff to prospect new affordable family housing projects and complete initial feasibility studies to determine if projects fit housing needs of low- and moderate-income residents in the city.
  3. Expand our financial coaching program to reach people who participate in The Homebuying Mentors program who are not yet ready to buy homes but could be if they were able to access our one-on-one support, and tenants who live in our affordable housing portfolio as a crisis prevention strategy.
  4. Capacity building of our community engagement work with a focus on our resident-based Leadership Development Academy so we can continue our work engaging residents of CDC owned affordable housing so they may more fully participate in civic life and have impact on the changing landscape of our neighborhoods.
  5. Develop further programming at our community center to meet the needs of residents per their input.

CEO Statement

Major changes in the areas of development and transportation are in Allston Brighton's immediate and long-term future. Over 3,000 units of housing are in the pipeline today to be built in the next five years. MassDot is planning to demolish and rebuild the Allston I-90 interchange (the MassPike) starting in two years. The view of Allston Brighton from the MassPike was once a hodgepodge of manufacturing, light industrial, auto mechanics, billboards and storage, but is quickly changing to a “destination” place. Starting with the WGBH building and its digital media board, moving onto the Boston Landing where the Bruins practice, a world class indoor track is built, and the Celtics headquarters is in construction, it is clear that we are undergoing a major transformation. Soon we will have 12 and 15 story residential apartment buildings on the edges of our existing neighborhoods with the world class amenities to go with them.

In this changing landscape the work of Allston Brighton CDC is as important as it was before the community's renaissance. ABCDC is committed to increasing its capacity so that we can play a crucial role in this community as it is in the midst of rapid growth and significant changes. Growth and how it effects old and new residents needs to be managed, so that we remain a community that is socio-economically diverse with opportunities for all people to live here and thrive. The Board of Directors has articulated a series of priorities that address ABCDC's activities and move us towards the vision of what we want Allston Brighton to be.

  1. Maintain and increase the supply of rental and homeownership housing for low- and moderate-income and middle income families.
  2. Expand and collaborate on services to assist low-and moderate-income families and individuals to stabilize their lives both financially and holistically and participate in the promise of upward mobility in our country.
  3. Create adequate open space for the public and enhance transit systems so that the increased development improves connectivity and mobility while decreasing traffic.
  4. Support under-represented groups to get involved so their voices and needs are articulated. In A/B there are dozens of public meetings, Impact Advisory Committees, Task Forces and other forums that need participation.
  5. Ensure real mitigation is happening and real community needs are being met with new development through a fair and equitable process.

Board Chair Statement

Allston Brighton CDC was the first non-profit organization that I worked with as I began my career in banking, so when I was ready to be a part of a board Allston Brighton CDC was my first choice. For over ten years, I have learned the struggles of this community from the September 1 Move-in day, to ensuring very-low income families have access to affordable housing, to the struggles our graduate home buyers face in trying to buy a home without private investors getting in the way. Allston Brighton CDC is always striving to work with neighbors to address challenges and create solutions together.

As someone who started her humble beginnings in a housing project in San Juan, Puerto Rico, I know well the importance of affordable housing. Most importantly, I believe we must leave behind our history of systemic poverty. I strive to support Allston Brighton CDC in its mission to build a stronger and more stable neighborhoods as we engage communities, institutions, individuals and families of all incomes.

I hope we can count on your support as we work to ensure that all have a home and the opportunity to prosper in their lives. Thank you.

Geographic Area Served

In a specific U.S. city, cities, state(s) and/or region.
Greater Boston Region-Allston / Brighton Neighborhood

Organization Categories

  1. Community Improvement, Capacity Building - Community & Neighbourhood Development
  2. Housing, Shelter - Low-Income & Subsidized Rental Housing
  3. Public & Societal Benefit - Citizen Participation

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



All Bright Community Center

To get a comprehensive understanding of the wide array of residents’ needs, we completed an extensive assessment which involved meeting with each resident individually, surveying all residents living in our properties to gauge their level of interest in programs related to early childhood, academic support, job readiness, and health wellness. After conducting this comprehensive review, our All Bright Community Center opened in early 2017. Since then we have provided families and individuals who live in our properties with infant-toddler playgroups, yoga, coffee hours, computer time, ABCD case management, and more all at their doorstep free of charge. We are continuously developing and providing new programming for residents.
Budget  --
Category  Human Services, General/Other Case Management
Population Served Poor,Economically Disadvantaged,Indigent
Program Short-Term Success 

60 families will be referred to a “new” service area not previously available to them. 45 youth will participate in one-on-one tutoring or homework help. 60 families will engage in at least one service aimed at increasing economic resiliency (tax preparation, fuel assistance, public assistance benefit programs, job readiness). 60 families will engage in at least one program aimed at increasing a healthy lifestyle (mobile food pantry, fitness classes, and health and nutrition workshops.)

Program Long-Term Success  Individuals and families living in our properties will be more equipped to grow personally, professionally, and financially. 
Program Success Monitored By  We utilize Salesforce to track all case management and referral efforts.
Examples of Program Success  Currently the community center offers residents yoga, infant-toddler playgroups, computer labs, senior coffee hours, and ABCD case management. More programming is slated for the fall and early 2018.

All Bright Homeownership

In 2015, Allston Brighton CDC established the All Bright Homeownership program in partnership with Harvard Allston Task Force, Harvard University, Boston Community Capital, and the City of Boston with the goal to stabilize North Allston/North Brighton by increasing owner-occupancy in the neighborhood. By providing homebuyers more access to a much sought-after community, the program is designed to combat increasing investor ownership/absentee landlords.
We can act quickly when homes go on the market and compete with investor cash offers unlike families and individuals who may need extra time to secure a traditional mortgage. We subsequently resell the homes to those who want to reside in the neighborhood. By placing an owner-occupancy deed restriction on the property, we ensure that each home purchased through the program remains owner-occupied in perpetuity. Eventually if they choose to sell the property, they must sell to another owner-occupant.
Budget  $265,000.00
Category  Housing, General/Other
Population Served Adults
Program Short-Term Success  Each year, we aim to purchase 7-10 homes and sell them to owner occupants in the North Brighton/North Allston area.
Program Long-Term Success  Owner occupancy rates in the North Brighton/North Allston area will grow to stabilize a neighborhood that has been adversely affected by investor ownership and absentee landlords.
Program Success Monitored By  In addition to meeting our goals for number of properties purchased and sold, we utilize the City of Boston's Assessor's Database to determine occupancy rates in the target area each year.
Examples of Program Success  As of mid-2017, 13 houses have been bought and sold to owner occupants through the All Bright Homeownership program.

Buyer testimony:
"Compared to the open real estate market the process was so much more comfortable. I likely wouldn't have had this opportunity to live in this neighborhood otherwise. It has meant a lot to me to find a place close to where my son goes to college"

Seller testimony:
"The CDC's home ownership program let my wife and I give back to the community while getting a head start on our new life. Because we avoided the process of listing and showing our place, and because the CDC was able to close quickly, we were able to get the proceeds of the sale to use for a down payment on a new place out in western Massachusetts. We're really happy that we were able to do good by the neighborhood and do well for our family, all at the same time."

Resident Leadership Development Academy

Allston Brighton's diverse residents are eager to work with their neighbors in efforts to improve community life but often cannot navigate how to engage. Although there are many avenues for residents to participate in civic life, meetings are dominated by white, upper-middle class homeowners and renters whose first language is English. Mobilizing and supporting the voice of leaders from a diverse cross-section of community members is at the core of Allston Brighton CDC's work. The focus of our five-session leadership curriculum is to build residents' knowledge of effective community engagement, leadership skills, and foster a better understanding of how to effectively work alongside various partners and stakeholder groups to achieve community goals.
Budget  $86,600.00
Category  Public, Society Benefit, General/Other Citizen Participation Programs
Population Served Poor,Economically Disadvantaged,Indigent
Program Short-Term Success  Graduates will attend more community meetings and events with a developed knowledge of key local issues.
Program Long-Term Success  Residents who have graduated from the Leadership Development Academy are equipped with the skills to advocate for themselves and their community with increased confidence and efficacy. Their engagement will bring a more diverse set of voices to the table in Allston Brighton.
Program Success Monitored By  On a quarterly basis, we pass out an evaluation during the wrap up session to gauge impact and refine our programming as needed.
Examples of Program Success  Program is set to launch in September 2017.

The Homebuying Mentors®

This program provides unbiased, objective education and counseling for thousands of first-time homebuyers across Massachusetts. Students can engage and learn from trusted, experienced mentors to create personalized solutions for their first homebuying experience. We help students:
  • Assess their readiness to buy a home
  • Learn how to qualify for a mortgage and about loan products for first-time homebuyers
  • Understand responsibilities of credit
  • Meet high quality lenders, attorneys, real estate agents, home inspectors, home insurance representatives, and specialists in lead paint, asbestos, and mold removal, and energy efficiency
  • Understand legal aspects of buying a home including The Offer and the Purchase and Sale Agreement
  • Find financial assistance available including first-time homebuyer mortgage products, down payment and closing cost support and mortgage buy-down programs
Budget  160,000
Category  Housing, General/Other Housing Counseling
Population Served Adults
Program Short-Term Success  Each year 300 first-time homebuyers will graduate from the program and 60 will receive one-on-one financial coaching services.
Program Long-Term Success  A third of graduates will go on to purchase homes. 10% of graduates who receive coaching services will purchase an affordable deed restricted home.
Program Success Monitored By  During the last class of every session, we pass out an evaluation form to gauge impact and refine our programming as needed. We also use these surveys to understand the level of knowledge and confidence participants gain from the class in regards to the buying process. Last year, 85% of participants indicated our class quality as "excellent."
Examples of Program Success  In 2016 during one of the most trying housing markets in recent years, 172 graduates went on to purchase homes at an average purchase price of $313,568.

CEO/Executive Director/Board Comments



CEO/Executive Director Ms. Andrea Shapiro
CEO Term Start Dec 2017
CEO Email
CEO Experience A lifelong resident of the Boston area, Andrea has more than 25 years of experience in affordable housing and community development, and worked with Allston Brighton CDC as a partner in the early days of their homebuyer education and training program. As a consultant, Andrea has worked with a broad range of nonprofit organizations on leadership transitions, capacity building, and nonprofit management.
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
Carol Ridge-Martinez 2013 Dec 2017
Mary Helen Nsangou 2008 2013

Senior Staff

Name Title Experience/Biography
Temmie Brier Director of Finance Temmie has been the Director of Finance at Allston Brighton CDC for the past seven years. Prior to coming to Allston Brighton CDC, she served as the Director of Finance and Administration at Boston Aging Concerns-Young and Old United (BAC-YOU) for five years. After BAC-YOU merged with Nuestra Comunidad Development Corporation in late 2004, Temmie also worked at Nuestra part-time as the Financial Manager.

Before working with Boston CDCs, Temmie worked in Seattle, Washington as the Administrative Manager at an emergency shelter and transitional housing program for displaced women, children and youth, many of whom were victims of domestic violence, and as the Managing Coordinator and Advocate at a community service center for people who are deaf, deaf-blind and hard of hearing. As a VISTA, she researched and analyzed social and legal issues identified by community-based organizations in Washington State to enable them to advocate effectively for their interests, primarily in the areas of land use, environment, housing, transportation, school desegregation and facilities planning, and allocation of public funds.
Michelle Meiser Director of Operations
As a senior staff member, Michelle oversees programs and resource development operations. She guides Allston Brighton CDC's education and coaching program for first-time homebuyers, the Community Building and Engagement team, Resident Services, oversee all aspects of organizational communications and is a lead member of the Resource Development team. She is a skilled grant writer and steward and grows donor relations. She led the process of transitioning a successful neighborhood based program into a social venture that serves increased numbers of low- and moderate-income first-time homebuyers throughout Massachusetts.
Michelle began her work at Allston Brighton CDC coaching low- and moderate-income residents to grow and build assets. She served as Interim Executive Director in 2009 and supported asset management operations for Allston Brighton CDC's portfolio of 473 affordable rental units in 2010.
Scott Shaw Director of Real Estate As an experienced developer, Scott has built over 2,000 housing units totaling over $500m in total development costs. Scott has served as a Board Member of the Rural Housing Coalition, member of NYSAFAH and is a current member of CHAPA. Scott specializes in financing/grant writing, acquisition negotiation, local approval oversight, loan closings, value engineering, construction oversight, client relations, and compliance. Scott also has experience with HUD and Public Housing restructuring and rehabilitation to include work scope that has included items to meet HUD Housing Quality Standards.

Scott has experienced tremendous success including projects that have been funded with a variety of financing sources including 4 % and 9% Low-Income Housing Tax Credits, State Tax Credits, Tax Exempt Bonds, Mass - DHCD/NYS-DHCR/HOME/HTF/HIF/RARP, local HOME/CDBG, Federal Home Loan Bank (NY, Boston), Section 8 Project Based Assistance, Payment-in-Lieu-of-Taxes etc.

Scott’s role at Allston Brighton Community Development Corporation includes the stabilization of the existing ABCDC portfolio and foster new ventures together with key stakeholders, institutional partners, and private/nonprofit developers.


Award Awarding Organization Year
-- -- --


Affiliation Year
United Way Member Agency 1995
Massachusetts Association of Community Development Corporations (MACDC) 1982
CDC - State certified Community Development Corporation --
Member of state association of nonprofits? No
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
Community Housing Development Organization - U.S. Department of Housing and Urban Development 1982


Allston Brighton CDC's reach spans across sectors to achieve community investment goals. Our partnerships include but are not limited to:

  • Action for Boston Community Development, Neighborhood Opportunity Center (Brighton)
  • Allston Village Main Streets
  • Boston Community Capital
  • City of Boston, Department of Neighborhood Development
  • Harvard Allston Task Force
  • Harvard University
  • Massachusetts Homeownership Collaborative
  • Yes for a Better Boston

CEO/Executive Director/Board Comments


Foundation Comments


Staff Information

Number of Full Time Staff 9
Number of Part Time Staff 0
Number of Volunteers 250
Number of Contract Staff 0
Staff Retention Rate % 100%

Staff Demographics

Ethnicity African American/Black: 1
Asian American/Pacific Islander: 0
Caucasian: 7
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 7
Male: 2
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 3
Management Succession Plan No
Business Continuity of Operations Plan No
Organization Policies And Procedures No
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit Yes
State Registration Exempt

Risk Management Provisions


Reporting and Evaluations

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


Board Chair Ms. Aida Franquiz
Board Chair Company Affiliation Boston Private Bank
Board Chair Term May 2017 -
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Mr. Anthony D'Isidoro Real Estate agent & appraiser Voting
Ms. Kate Fahey ABCD Voting
Ms. Aida Franquiz Boston Private Bank Voting
Ms. Tiffany Haverfield Natixis Investment Managers Voting
Mr. Michael Helsmoortel Channing Real Estate Voting
Ms. Bree Herne NeighborWorks America Voting
Mr. Ben Hires Boston Children's Chorus Voting
Mr. Enoh Johnson Community Volunteer Voting
Mrs. Diane Kline Community Volunteer Voting
Mr. Brighton Lew Community Volunteer Voting
Mr. Kevin Lopez West End House Voting
Ms. Regina Pagan Community Volunteer Voting
Ms. Gosia Tomaszewska Nonprofit Consultant Voting
Mr. Charlie Vasiliades Department of Housing and Community Development 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: 1
Asian American/Pacific Islander: 2
Caucasian: 8
Hispanic/Latino: 2
Native American/American Indian: 1
Other: 0
Other (if specified): 0
Gender Female: 7
Male: 7
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 0
Board Meeting Attendance % 70%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 75%
Percentage of In-Kind Contributions 25%
Constituency Includes Client Representation Yes

Standing Committees

  • Board Governance
  • Executive
  • Finance
  • Housing and Community Development

CEO/Executive Director/Board Comments


Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2016 2015 2014
Total Revenue $3,014,334 $11,267,174 $2,078,178
Total Expenses $1,296,251 $1,103,435 $884,954

Prior Three Years Revenue Sources

Fiscal Year 2016 2015 2014
Foundation and
Corporation Contributions
-- -- --
Government Contributions $78,827 $69,593 $79,210
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $78,827 $69,593 $79,210
Individual Contributions $1,708,988 $10,146,352 $603,141
Indirect Public Support $104,367 $116,327 $130,416
Earned Revenue $1,031,880 $833,221 $1,201,702
Investment Income, Net of Losses $29,527 $52,328 $24,526
Membership Dues -- $0 $0
Special Events $17,906 $23,353 $39,183
Revenue In-Kind -- -- --
Other $42,839 $26,000 $0

Prior Three Years Expense Allocations

Fiscal Year 2016 2015 2014
Program Expense $984,208 $892,512 $703,058
Administration Expense $312,043 $210,923 $181,896
Fundraising Expense -- $0 $0
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 2.33 10.21 2.35
Program Expense/Total Expenses 76% 81% 79%
Fundraising Expense/Contributed Revenue 0% 0% 0%

Prior Three Years Assets and Liabilities

Fiscal Year 2016 2015 2014
Total Assets $9,023,677 $7,091,183 $2,470,627
Current Assets $2,778,743 $1,995,361 $934,479
Long-Term Liabilities $3,895,837 $3,743,915 $570,902
Current Liabilities $156,366 $93,877 $434,688
Total Net Assets $4,971,474 $3,253,391 $1,465,037

Prior Three Years Top Three Funding Sources

Fiscal Year 2016 2015 2014
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

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

Capital Campaign

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

Short Term Solvency

Fiscal Year 2016 2015 2014
Current Ratio: Current Assets/Current Liabilities 17.77 21.26 2.15

Long Term Solvency

Fiscal Year 2016 2015 2014
Long-term Liabilities/Total Assets 43% 53% 23%

CEO/Executive Director/Board Comments


Foundation Comments

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


Other Documents

No Other Documents currently available.


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

1. What is your organization aiming to accomplish?

The long-term impact we envision is to create a neighborhood that as it grows retains a diverse socio-economic population, and becomes more stable with stakeholders who participate in ensuring its well-being. As we increase engagement among residents who live in our housing and in the broader community, diverse voices will be at the table when decisions about housing and transportation are made that affect the neighborhood.
Our broader goals to achieve these aims are as follows:
  1. Increase resident leadership and engagement in Allston Brighton CDC owned housing.
  2. Increase supply and access to quality housing for a range of incomes.
  3. Ensure housing and transportation projects meet the needs of the diverse population of Allston Brighton.

2. What are your strategies for making this happen?

Increase resident participation in ABCDC resident-specific events, programs, and services. Through surveys, one-on-one contact, & focus groups, we will gather input from residents about programs and services to meet their needs, and then work with residents to increase their participation in the programs we design with their guidance. By working with community-based service providers, we will increase resident access to the resources they need to improve their quality of life.
Ensure stable tenancies for residents in ABCDC properties. By organizing a quarterly move-in orientation and providing individualized support to build tenant’s knowledge of their rights and obligations, we will help tenants to maintain a stable tenancy. For residents who do not make timely rent payments, we will help them to develop household budgets, learn how to track expenses, and refer them to appropriate rental assistance or other financial education programs.

Increase resident leadership and civic engagement. Through one-on-one interactions and informal and formal training programs, we will increase the leadership of residents within the properties and in the community including leadership roles in planning, coordination, and promotion of events. Our work will include strengthening the existing Commonwealth Tenant Council which comprises residents from our largest property, and continuing to encourage residents living in our housing to be active in civic life, and in broader community planning and advocacy efforts.
Increase the supply of rental housing affordable for families who have low and moderate incomes. Through new construction and preservation strategies, we will increase the supply of rental housing for residents at or below 60% of median income.
Increase the supply of homeownership opportunities and access to homeownership for families across income levels. For families priced out of the market, we will develop a new construction affordable homeownership project in North Brighton for families between 80-110% of median income. We will also continue our successful homebuyer education and training programs and All Bright Homeownership program, which increases access to homeownership by purchasing homes at risk of turnover to investor owners, and then reselling the properties to buyers who wish to remain the neighborhood with the condition that the units be retained as owner-occupied.

Improve performance of ABCDC properties. We will continue to monitor the performance of all our properties monthly with our contracted asset manager- Nuestra Communidad, and develop a Capital Needs Assessment on all of our properties to identify and implement improvements needed to keep all units up to housing quality standards. As properties get close to term, we will develop a plan for investor exits. Finally, we measure tenant satisfaction with ABCDC and property management annually.
Promote policies that increase access to quality housing for existing residents and to ensure equitable transportation access. Working with the City of Boston, we are promoting policies to discourage absentee landlords and to enforce existing provisions such as the Student Housing Ordinance. We are also advocating for zoning reform, increases in the percentage of affordable housing units required through the Inclusionary Development Program from 13% to 20%, and measures to increase equity, walkability, and smart growth. Working with the Transportation Management Association, we will ensure that low and moderate income residents have access to new private transportation systems.

Increase resident engagement in community and transportation planning and advocacy to ensure the voice of residents is incorporated into decision making about the future of Allston Brighton. We will educate residents about the various community and transportation planning efforts underway in Allston Brighton, and support them in increasing their involvement and active roles in the planning process.

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

Allston Brighton CDC collaborates with a range of organizations from small neighborhood groups to large private universities and hospitals. Given the prominent presence of institutions in our neighborhoods, we have found collaboration to be an effective strategy for reaching our desired outcomes and striving to make sure that the institutions are responsive to the needs of the community. Through collaborations, we are able to provide resources or draw on our partners’ expertise to provide services, e.g. the Allston Brighton Neighborhood Opportunity Center and Metropolitan Boston Housing Partnership, both of whom provide financial assistance for tenants in CDC buildings.
Allston Brighton CDC will finance implementation of the strategies above by strengthening current relationships and continuing to reach out to new potential funders who seem likely to be interested in the organization’s strategic direction. We have demonstrated success in securing funding from a balance of public and private grants, the United Way of Massachusetts Bay and Merrimack Valley, donations from individuals and small businesses, special events, housing developer fees, and other program fees (earned by the homeownership program, from the properties’ asset management and resident resource fees, and from financial and shared services provided to the non-profit co-located with the CDC). 

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

Outputs that measure the efforts and products of our work include:
  • Number of residents completing annual surveys and program surveys
  • Number of programs offered and the number of residents participating
  • Number of events organized and the number of residents and other community stakeholders participating
  • Number of residents we provide individualized support services to or attend training, educational, or orientation meetings
  • Number and type of service we help residents access that improves their quality of life
  • Number of residents attending training sessions
  • Social media likes and email campaign open rate
Outcomes that we use to measure our impact include:
  • Number of residents serving in three levels of leadership & engaged participants, emerging leaders, and facilitative leaders
  • Number of residents and community stakeholders who increase their engagement over the year by attending or leading more than one type of interaction or meeting
  • Number of residents who develop and maintain a household budget
  • Number of residents we help to avoid an eviction and avoid homelessness
  • Increases in advocacy efforts exhibited by residents
  • Specific improvements in quality of life based on services we help residents access
  • Increases in the amount and type of affordable housing in our neighborhood
  • Increases in the mix of housing types that offer stability to the neighborhood
  • Increase in owner-occupied units and owners
  • Increases in qualified homebuyers who can purchase a home in Allston Brighton
  • Types of collaborative tables, policy/advocacy workgroups and task forces we serve on and where residents have a voice in decision making
  • Changes in public policy or allocation of resources to benefit the community
  • Improved access to public and private transportation for low and moderate income residents
  • Changes in habits or roles private developers play in the neighborhood to benefit the community

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

Our strategic Community Investment Plan began in January 2017 and as of August 2017, already we have accomplished great things:
  • Our community center on Commonwealth Ave has opened and we have begun programming with baby playgroups, yoga, senior coffee hours, computer labs, ABCD case management, and more. We are also growing our capacity in the center by hiring a full-time Resident Services Specialist to support our Resident Services Manager.
  • Our resident-based Leadership Development Academy will launch in September 2017 and we are excited to grow this program through a collaboration of our Resident Services and Community Engagement teams.
  • We have a 33-unit building under agreement that we are anticipate buying and having an application in by the end of the calendar year.
  • We are applying to a City of Boston RFP for land owned by Harvard in hopes of building 24 affordable homeownership units.
  • We have a joint venture agreement signed with a private developer to build mixed income housing. We are negotiating acquisitions on this project now.
  • We have sold 5 properties through All Bright Homeownership so far this calendar year.
  • Our volunteer financial coaching program is up and running with 3 coaches, one of which is being trained through NeighborWorks to be certified as a financial coach.
  • We have held 7 in-person and 7 online Homebuying 101 classes so far in 2017.
As for goals we are working towards for the future:
  • We need to finalize a low income tax credit new construction project to get one under agreement for financing by 2018.
  • We have not had the capacity to get transportation policy advocacy off the ground just yet. We are working diligently with a group of residents on the I-90 Task Force to move the project in a way that is advantageous to Allston Brighton, but we have not been able to dedicate as much staff time to this as we would like. We are in the beginning stages of evaluating the best way to proceed.
  • Our plans and strategies to move the dial on zoning, land use, and development policy that meets the needs of the community are still in their infancy. We have robust volunteers who are strategically prioritizing how to tackle this.