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Organization DBA ABCDC, Allston Brighton CDC
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

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Mission StatementMORE »

Allston Brighton Community Development Corporation builds a stronger and more stable community by representing and supporting the expressed interests, positive engagement and leadership of Allston Brighton's diverse local communities, institutions, individuals and families of all incomes. 

Mission Statement

Allston Brighton Community Development Corporation builds a stronger and more stable community by representing and supporting the expressed interests, positive engagement and leadership of Allston Brighton's diverse local communities, institutions, individuals and families of all incomes. 

FinancialsMORE »

Fiscal Year Jan 01, 2012 to Dec 31, 2012
Projected Income $837,335.00
Projected Expense $832,815.00

ProgramsMORE »

  • Expand Homeownership Program
  • Improve property performance and serve as best owner
  • Increase neighborhood stability through institutional and community partnerships
  • Mobilize and support new voices for community leadership
  • Strengthen Organizational Leadership and Capacity

Revenue vs. Expense ($000s)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

Expense Breakdown 2010 (%)

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


Overview

Mission Statement

Allston Brighton Community Development Corporation builds a stronger and more stable community by representing and supporting the expressed interests, positive engagement and leadership of Allston Brighton's diverse local communities, institutions, individuals and families of all incomes. 

Background Statement

Established by neighborhood residents in 1980, ABCDC is the only organization in this Boston neighborhood of 75,000 residents dedicated to promoting community stability & individual economic growth among low- and moderate-income (LMI) residents who live in this diverse, vibrant community. 

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 523 affordable homes and maintain their quality through strong asset management. We plan for new affordable homes and protect the supply of low-cost housing.

In helping tenants avoid homelessness, obtain and retain affordable homes and improve housing conditions, we protect community and family stability. We help 80 families each year to defend their tenant rights and stabilize their homes.

We enable residents of Allston Brighton and others to build assets through homebuyer and financial education and matched-saving programs. We help families gain economic milestones and achieve long-term stability. Each year over 200 households take our homebuying classes; nearly 100 buy homes.

We make Allston Brighton a more environmentally sustainable urban community. We improve the quality of community life by connecting residents with one another and assuring access to healthy public spaces & resources.

We engage LMI families & people of color to develop as community leaders. We address issues in these communities and strengthen their voice. Our Latinos en Acción committee builds leadership and meets the health, immigration and recreation needs of over 400 Latinos each year.

In adapting to the changing economic environment, ABCDC is repositioning to protect & enact our mission, assure the stability and long-term affordability of our housing, and remain poised to engage as a developer. A major component of our new approach is developing deepened strategic alliances. We have held strategic integration conversations with several sister organizations, leading to a collaborative vision for a shared Asset Management Center. The Center will integrate our asset management with that of Urban Edge and other CDCs, creating a level of excellence that can best be achieved with scale, improving our housing communities and increasing community impact. We are also developing a strategic plan for long-term financial stability to enable the Allston Brighton CDC to fulfill its mission well into the future.


Impact Statement

 

Top accomplishments: 

1.    Developed the concept of a shared asset management center to achieve excellence in the owner and asset manager role of ABCDC’s affordable homes.

Completed capital needs improvements or assessments at 3 ABCDC developments.

2. Increased family stability, focusing on quality of life, stable homeownership, economic self sufficiency:

-Built homebuying skills through Homebuying 101 classes: 6 classes in English, 2 Spanish, with 180 graduates. 70 purchased homes.
-Stabilized tenancies through counseling to 163 households.
-Prevented homelessness through financial & case management support to 20 at-risk households.
-Supported 9 Saving for Success IDA investors to prepare for stable homeownership as they saved funds for home purchase.
-Held two 4-week financial education classes at Gardner School’s Advanced ESL class.

3. Built leadership skills & civic engagement of Latino community members through the Latinos en Acción committee, including strategic planning on goals & vision, and community-building events


4. Encouraged and modeled sustainable environmental practices by:

-Improving energy efficiency of ABCDC buildings by coordinating energy audits and retrofits at 8 developments with 469 units
-Demonstrating green street and storm-water runoff technologies at the Everett Street Community Green Space in partnership with Charles River Watershed Association
-Engaging homeowners in energy efficiency improvements as a partner of the City of Boston’s Renew Boston program.

Goals for the current year:

 

ABCDC’s primary goal is the implementation of its new strategic plan to build a stronger and more stable community through new homeownership creation strategies, leadership development among diverse resident groups, a focus on the health of our housing communities through strong asset management and resident engagement. Implementation of the plan will include a continuation of the user-centered approach we took in its development, continually engaging residents’ perspectives on their and the community’s needs, and adjusting our programs to respond to this feedback. Our main goals include:

1.     Locate & meet with community groups focused on homeownership & with institutions & elected officials to identify mutual self-interest. Quantify one situation where the institution can be served and begin planning to enact new partnership by year end. Also identify new financial tools for first-time homebuyers & strategically link them to other neighborhood homebuying activities. Train 250 first-time homebuyers, 100 of whom buy homes in AB and beyond.

 

2.     Provide TA to at least five diverse groups of residents resulting in community improvement project completion by year end, and connect groups to one another to build neighborhood leadership network. Develop & implement “on the ground” marketing & communications strategy, including new interactive website & broad social media use.

3.     Develop & enact asset management plans for each affordable housing property including repositioning or refinancing as appropriate to maintain the physical & financial health & long-term affordability of the homes. Develop new mechanisms for ongoing resident engagement & information flow to maintain community building with residents.


 


Needs Statement

Affordable housing is one of the most pressing concerns in Allston Brighton, impacting the community’s sustainability as stable, diverse, and engaged. Allston Brighton sees a steady exodus of committed community members who can no longer afford high housing costs. Our neighborhood hasn’t felt the impacts of the foreclosure crisis because there is continuous high demand for housing by college students. Their steady flow drives the local real estate market and encourages investors, who are replacing the long-term occupants. Home buyers today need to earn $91,000 – double the Allston Brighton average -- to afford a typical single family home at over $400,000, or a two-family home at $500,000; a moderate-income four-person household could purchase an average one-bedroom condo at $225,000.  Rentals are also unaffordable, with one-bedrooms charging at least $1200/month and two-bedrooms topping $1400. The demand for affordable housing is so high that the vacancy rate in ABCDC’s housing portfolio is now at 1%, with waiting lists at some properties as long as seven years.
 
Despite an average income of $45,934, 6% higher than a decade ago, 26.3% of residents live below poverty level, an increase of 11% over 2007.  

CEO Statement

Here are the greatest leadership strengths of Allston Brighton CDC:

* Fresh leadership, creativity and innovation in exploring deep strategic integration as a way to advance our mission for the long-term.

* A board of directors that has confronted organizational challenges and readjusted its perspective to recognize that it must make major changes in the way it does business, advancing partnerships to realize all aspects of the organization’s mission, while also reaffirming core organizational values and making sure they are preserved.

* Completion of a deep internal exploration that has focused the organization’s work on those aspects that are closest to mission.

* A set of core values that emphasize the importance of integrating resident perspectives and appreciation for diverse local viewpoints.

* Ability to nurture and sustain productive partnerships across a broad spectrum from local agencies to regional non-profits to city government to large institutions.

* Understanding of the trends in community development and the ability to connect local mission-focused work to the advancement of these trends. Examples include greening housing with high resident engagement, community-based climate action initiatives, immigrant community organizing with a focus on health, developing healthy sustainable community, and deep partnerships as a way to reach mission goals.

* Excellence in facilitating groups – whether convening a collective of non-profits to explore community needs and develop partnerships,  providing group education and individual follow up for homeownership or building tenant groups, or creating strategic alignment across board and staff.

Board Chair Statement

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Geographic Area Served

In a specific U.S. city, cities, state(s) and/or region.
Greater Boston Region-Allston / Brighton Neighborhood
Allston Brighton neighborhood of Boston, MA.  Zip Codes include 02134-02135.

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)

No

Programs

Expand Homeownership Program

ABCDC’s homeownership education program has a solid set of private and public partnerships and a reputation for excellence with both partners and homebuyers. We are in a unique position to capture a larger share of the market and generate more revenue for the organization by expanding into some carefully selected communities in the region. We will choose areas where no homebuyer education programs exist and where there is a critical mass of low- and moderate- income prospective homebuyers. By forming partnerships with municipalities and deepening our relationships with program sponsors and supporters we will increase program revenue that will support the core operations of ABCDC.
Budget  22,750
Category  Housing, General/Other Housing Owners
Population Served Poor,Economically Disadvantaged,Indigent Families General/Unspecified
Program Short-Term Success  --
Program Long-Term Success  --
Program Success Monitored By  --
Examples of Program Success  --

Improve property performance and serve as best owner

ABCDC and Urban Edge have formed a partnership in establishing an asset management center that pools the real estate portfolios of each (and eventually others), offering key elements of asset management that will increase access to a higher level of service and improve property and portfolio performance.
Budget  12,250
Category  Housing, General/Other Affordable Housing
Population Served Poor,Economically Disadvantaged,Indigent Families General/Unspecified
Program Short-Term Success  --
Program Long-Term Success  --
Program Success Monitored By  --
Examples of Program Success  --

Increase neighborhood stability through institutional and community partnerships

ABCDC will increase homeownership opportunities and owner-occupancy in Allston Brighton through partnerships with local institutions, businesses, civic associations and community networks. We will identify and partner with community groups with a strong interest in building stability to develop locally-focused strategies that increase owner-occupancy by leveraging new and existing relationships with lenders, institutions and real estate professionals.
Budget  5,000
Category  Community Development, General/Other Neighborhood Revitalization
Population Served Poor,Economically Disadvantaged,Indigent Families General/Unspecified
Program Short-Term Success  --
Program Long-Term Success  --
Program Success Monitored By  --
Examples of Program Success  --

Mobilize and support new voices for community leadership

ABCDC seeks to empower individuals and groups of people by providing them with the skills they need to affect change in their own communities. As we have with Latinos en Acción, we will support self-identified groups who are committed to leading achievable community projects that help improve their neighborhood. We will meet with groups to understand what they want to achieve, what skill/knowledge gaps the groups have, prepare a “tool kit” of resources, and work with them to help them achieve their goal. We will also improve interactive communication with the Allston Brighton community to articulate what we offer to the community and to get continuous feedback from residents on important issues taking place in the neighborhood. This will be achieved through the redesign of the Allston Brighton CDC website and other social media. Finally, we will increase membership in ABCDC. By strengthening our organizational constituency we will be able to be a stronger and more responsive force for change in Allston Brighton.
Budget  30,000
Category  Community Development, General/Other Community Development, General/Other
Population Served Poor,Economically Disadvantaged,Indigent Families General/Unspecified
Program Short-Term Success  --
Program Long-Term Success  --
Program Success Monitored By  --
Examples of Program Success  --

Strengthen Organizational Leadership and Capacity

Optimize the organizational performance of Allston Brighton CDC to achieve our mission and strategic vision.
Budget  $0.00
Category  Community Development, General/Other Organizational Development & Training
Population Served Poor,Economically Disadvantaged,Indigent Families General/Unspecified
Program Short-Term Success  --
Program Long-Term Success  --
Program Success Monitored By  --
Examples of Program Success  --

CEO/Executive Director/Board Comments

Population served

21%  African American
1%  Arab-American
5%  Asian
38%  Caucasian
34%  Hispanic
1%  Multi-National

 

Percentages of people served by ABCDC according to gross annual income

25%  Under $30,000 (very low income)
25%  $30,001 - $45,000 (low income)
25%  $45,001 - $60,000 (low income)
18%  $60,001 - $75,000 (low/mod income)
5%  $75,001 - $90,000 (moderate income)
2%  Over $90,001 (middle income)

 

Management


CEO/Executive Director Ms. Carol Ridge Martinez Executive Director
CEO Term Start Jan 2013
CEO Email [email protected]
CEO Experience --
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience

Mary-Helen Nsangou, who goes by “MH,” is the executive director of the Allston Brighton Community Development Corporation, in the Allston Brighton neighborhood of Boston. Over 18 years at Allston Brighton CDC, she has founded, led and strengthened programs that create stability, opportunity and community engagement through affordable housing, economic development and environmental initiatives.

 

MH began at the Allston Brighton CDC as a community organizer, established and grew its affordable homeownership education program, and went on to serve as the organization’s associate director. She also played interim roles as executive director and director of economic development. 

 

MH’s interest in community development began as a college student at Wesleyan University, where she created her own major in ethics and led research on women in homelessness. This interest was deepened through service in the Peace Corps as a Community Development volunteer in Cameroon, where she organized rural women’s groups micro-enterprise projects. MH completed the General Management Program at Harvard Business School and is a current MBA candidate at the McCallum School of Business at Bentley University.

Former CEOs and Terms

Name Start End
Mr. Bob Van Meter Sept 1993 Feb 2008

Senior Staff

Name Title Experience/Biography
-- -- --

Awards

Award Awarding Organization Year
-- -- --

Affiliations

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? Yes
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

Collaborations

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CEO/Executive Director/Board Comments

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Foundation Comments

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Staff Information

Number of Full Time Staff 7
Number of Part Time Staff 0
Number of Volunteers 200
Number of Contract Staff 0
Staff Retention Rate % 100%

Staff Demographics

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

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 3
Management Succession Plan Under Development
Business Continuity of Operations Plan No
Organization Policies And Procedures Yes
Nondiscrimination Policy Under Development
Whistle Blower Policy No
Document Destruction Policy No
Directors and Officers Insurance Policy --
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 Annually
Senior Management Formal Evaluation and Frequency Yes Annually
Non Management Formal Evaluation and Frequency Yes Annually

Governance


Board Chair Ms. Rhianna Trefry
Board Chair Company Affiliation The Community Builders
Board Chair Term Jan 2012 - Jan 2013
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term - 2013

Board Members

Name Company Affiliations Status
Ms. Chris Clamp New Hampshire College Community Economic Development Program Voting
Ms. Tamara Daly Community Volunteer Voting
Mr. Ben Daniels Choate Hall and Stewart Voting
Mr. Gerardo Espinoza Local Enterprise Assistance Fund (LEAF) Voting
Ms. Aida Franquiz Boston Private Bank Voting
Mr. Edic Herrera Community Volunteer Voting
Mr. Brighton Lew Community Volunteer Voting
Mr. Sebastian Matamala Community Volunteer Voting
Ms. Christina Padilla Boston University (Graduate Student) Voting
Ms. Irma Rodriguez Community Volunteer Voting
Ms. Gosia Tomaszewska The Midas Collaborative Voting
Ms. Rhianna Trefry The Community Builders Voting
Mr. Charlie Vasiliades Department of Housing and Community Development Voting
Ms. Vivien Wu Action for Boston Comm. Dev. Inc., Asian CDC 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: 6
Hispanic/Latino: 6
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 8
Male: 6
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 0
Board Meeting Attendance % --
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation Yes

Standing Committees

  • Board Governance
  • Executive
  • Finance
  • Housing and Community Development
  • N/A

CEO/Executive Director/Board Comments

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Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

Expense Breakdown 2010 (%)

Fiscal Year Jan 01, 2012 to Dec 31, 2012
Projected Income $837,335.00
Projected Expense $832,815.00
Form 990s

2012 Form 990

2011 Form 990

2010 Form 990

2009 Form 990

2008 Form 990

Audit Documents

2013 Audited Financials

2012 Audited Financials

2011 Audited Financials

2010 Audited Financials

2009 Audited Financials

2008 Audited Financials

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2012 2011 2010
Total Revenue $681,268 $1,010,851 $820,156
Total Expenses $732,423 $862,845 $807,214

Prior Three Years Revenue Sources

Fiscal Year 2012 2011 2010
Foundation and
Corporation Contributions
-- -- --
Government Contributions $107,768 $149,561 $41,172
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $107,768 $149,561 $41,172
Individual Contributions $161,816 $210,746 $491,798
Indirect Public Support $150,757 $157,810 $170,739
Earned Revenue $169,880 $163,224 $163,500
Investment Income, Net of Losses $34,704 $18,930 $-144,942
Membership Dues -- -- --
Special Events $37,571 $30,232 $52,059
Revenue In-Kind -- -- --
Other $18,772 $280,348 $45,830

Prior Three Years Expense Allocations

Fiscal Year 2012 2011 2010
Program Expense $589,606 $710,650 $671,703
Administration Expense $142,817 $152,195 $135,511
Fundraising Expense -- -- --
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.93 1.17 1.02
Program Expense/Total Expenses 81% 82% 83%
Fundraising Expense/Contributed Revenue 0% 0% 0%

Prior Three Years Assets and Liabilities

Fiscal Year 2012 2011 2010
Total Assets $1,540,591 $2,106,412 $2,049,625
Current Assets $1,326,408 $1,547,216 $1,380,373
Long-Term Liabilities $0 $0 $0
Current Liabilities $144,683 $659,349 $750,568
Total Net Assets $1,395,908 $1,447,063 $1,299,057

Prior Three Years Top Three Funding Sources

Fiscal Year 2012 2011 2010
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 2012 2011 2010
Current Ratio: Current Assets/Current Liabilities 9.17 2.35 1.84

Long Term Solvency

Fiscal Year 2012 2011 2010
Long-term Liabilities/Total Assets 0% 0% 0%

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 breakout was not available.

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?

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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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