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Southwest Boston Community Development Corporation

 11 Fairmount Avenue, Suite 101
 Hyde Park, MA 02136
[P] (617) 364-7300
[F] (617) 364-7360
Mathew Thall
 Printable Profile (Summary / Full)
EIN 04-3562853

LAST UPDATED: 07/07/2015
Organization DBA Southwest Boston CDC
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes


Mission StatementMORE »

 Our mission is to develop and preserve affordable housing for low and moderate-income people; prevent displacement of neighborhood residents, particularly elders and those of limited means; and strengthen the commercial base of the neighborhoods. We work to create vibrant and stable communities, through programs and activities that bring long-time residents and newcomers of all ages and diverse backgrounds together.



Mission Statement

 Our mission is to develop and preserve affordable housing for low and moderate-income people; prevent displacement of neighborhood residents, particularly elders and those of limited means; and strengthen the commercial base of the neighborhoods. We work to create vibrant and stable communities, through programs and activities that bring long-time residents and newcomers of all ages and diverse backgrounds together.



FinancialsMORE »

Fiscal Year July 01, 2014 to June 30, 2015
Projected Income $235,000.00
Projected Expense $229,000.00

ProgramsMORE »

  • 1. Affordable housing development
  • 2. Hyde Park Green Team
  • 3. Community planning
  • 4. Housing Services

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.


Mission Statement

 Our mission is to develop and preserve affordable housing for low and moderate-income people; prevent displacement of neighborhood residents, particularly elders and those of limited means; and strengthen the commercial base of the neighborhoods. We work to create vibrant and stable communities, through programs and activities that bring long-time residents and newcomers of all ages and diverse backgrounds together.



Background Statement

Southwest Boston CDC was founded in 2001 by a group of Hyde Park and Roslindale neighbors who were concerned about the rising costs of homeownership and rents. Between 2002 and 2007 SWBCDC was actively involved in campaigns to preserve section 8 expiring use housing in the CDC’s service area. Weld Park Apartments and Florence Apartments were preserved as affordable housing with the help of SWBCDC’s community organizers At the urging  of some local artists, in 2003 SWBCDC brought together a Coalition of Hyde Park artists, arts organizations and businesses which promoted Hyde Park arts and encouraged patronage of local businesses. Out of this effort came the annual Hyde Park Artscene outdoor art and music festival which ran every July until 2012

 In 2009 SWBCDC secured funding from the Dept of Health and Human Services to conduct a community needs assessment. The assessment was conducted by James Johnson and colleagues at UMass Boston. Two new initiatives were launched as a result of the needs assessment 02136, All things Hyde Park was spurred by business leaders’ and residents’ identified priority to revitalize the business district and promote Hyde Park as a great place to live. This neighborhood-wide committee including neighborhood associations, business leaders and elected officials planned and executed two sold out ‘Taste of Hyde Park’ trolley tours to promote businesses around Hyde Park. Hyde Park Community Resources was established as as a service providers’ coalition to secure better services for low income and newcomer families. HPCR initially focused on improving accessibility to services for all Hyde Park residents. HPCR created Hyde Park’s first service directory, sponsored two service information fairs (each attend by 200 residents and 25 agencies) and collaborated with the Boston Public Health Commission to convene community meetings on the health of Hyde Park. SWBCDC has been the fiscal sponsor for 02136, All Things Hyde Park and is the convenor of HPCR.

 Also in 2009 Mayor Thomas Menino worked with SWBCDC to establish s a summer youth jobs program, initially focused on keeping the business district of Logan Square/Cleary Square clean, the program grew into the Hyde Park Green Team, which employs high school students to maintain and restore the Urban wilds in Hyde Park owned by Boston Parks and Recreation. In 2014 SWBCDC introduced “goastscaping” to the Green team Program and Boston.  We hired 4 goats to clear a 2 acre city owned urban wild of poison ivy and invasive plants, to make the area ready for work by the Green Team youth to work at in 2015 


Since 2004 SWBCDC has been a member of the Fairmount Indigo Line CDC Collaborative. Through FICC SWBCDC commissioned an urban designer to craft a conceptual vision for the development of Logan Square, organized to secure public investment in the addition of new stations on the Fairmount rail Line, organized to lower fares at the Logan Square ( Fairmount Ave.) Station on the line, participated in and shaped the BRA Fairmount Indigo Planning Process and identified priority parcels for open space development as part of the Fairmount Greenway.

SWBCDC is currently developing its first mixed income rental housing development, an important transit oriented development adjacent to Fairmount station. SWBCDC’s previous housing  development efforts were stymied by high development costs and objections to mixed use development that would provide needed affordable housing and revitalize a dying business district. 

Impact Statement

Some highlights from our work over the past year: 
Development of Housing Affordable to Working Families: . We have gotten our 27 unit Residences at Fairmount Station almost entirely through the  permitting and community process and have secured a conditional funding commitment from Boston Dept.of Neighborhood Development and  have been invited to apply for funding and Low Income Housing Tax Credits by the Mass. Dept. of Housing and Community Development.
Introduced innovative sustainable landscaping  to Hyde Park Green Team Program:   Working with Boston Parks and Rec. Dept we rented goats to clear a 2 acre City-owned urban wild of poison ivy and invasive plants.  We received tremendous media attention for this low cost, ecologically sound landscaping program.. and have been ivnited by the City of Boston to expand it to the  publicly owned golf course in Hyde Park.  The "goatscaping" made the West Street Urban Wild ready for our Green Team youth to build trails and make other improvement... and induced   the City to  set aside capital funds for planning and implementing improvements to West Street urban wild
Transit Equity:   We designed and produced over 1000 brochures in English, Spanish and Haitian Creole to distribute  to Hyde Park bus riders and shoppers explaining how the  improved Fairmount Line works and offered incentives to people to  use the  line.
Green Team expansion:  Asked by  Dept of Youth Engagement and Emloyment to establish a summer crew for older, at-risk youth, based on DYEE's assessment of the results, and approach of  our Green Team program.  
Improved finances to the point of auditor  being able to eliminate "going concern"  language that appeared in  FY 2013  audit. 
Goals for  next year:
Hire a permanent Executive Director
Identify local, citywide and regional partners with whom to deliver a variety of housing services in Hyde Park, Roslindale and possibly Mattapan 
Secure at least $300,000 of revenue or operating capital 

Needs Statement

 Executive Director Funding: Interim Executive Director will leave the position by September 2015. To attract qualified Executive Director candidates we must have one year of salary and benefits  committed:  Expected gap not filled by pending grants and operating loan requests:  $50,000

Full-time community organizer. SWBCDC has not had a community organizer on staff since 2012  All of our current and new programs require. robust and experienced community organizing .  Need $45,000

Resource Development/Communications: Develop and implement a solid fundraising strategy for private grants, government grants and individual contributions, special  events   We must fx and build out external communications infrastructure :  web-site update and re-design, news and e-letter publication; social media  presence; training of office manager to maintain  communications infrastructure.  Need  $25,000

Strategic Planning:  SWBCDC faces many forks in the road. The  Board must make decisions about the geography it will serve, the programs it will nourish and develop, the constituencies it will serve and the collaborations it will lead, continue in, join or exit.  Estimated consultant needs $25,000

Updated equipment: Phone systems and the computers are out of date and poorly functioning. Estimated cost of replacement of major components $25,000

CEO Statement



Board Chair Statement


Geographic Area Served

In a specific U.S. city, cities, state(s) and/or region.
City of Boston- Hyde Park
City of Boston- Roslindale

Southwest Boston CDC serves the communities of Hyde Park (02136) and Roslindale (02131), neighborhoods in the southern-most part of the city of Boston. Both neighborhoods are diverse with a growing number of newcomer families.  In the past ten years, Hyde Park has had major growth in the number of low and moderate-incomes newcomer families, particularly Haitian, Nigerian, Jamaican and Latino. According to 2010 Census data from the Boston Redevelopment Authority, between 2000 and 2010 Hyde Park’s non-white population increased from 53% to 65% and its youth population (under 20) is now 26.5%.  Roslindale’s non-white population is at 41.4%, and its youth population is around 23.3%. (Census 2010)

Organization Categories

  1. Community Improvement, Capacity Building - Community & Neighbourhood Development
  2. Housing, Shelter - Housing Development, Construction & Management
  3. Youth Development - Youth Development Programs

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



1. Affordable housing development

SWBCDC was founded  in response to rising housing  costs in two Boston neighborhoods.   We are currently  developing  the first affordable family housing  to be developed in Hyde Park in over a generation:  27 units of rental housing  for working  families, immediately adjacent to a commuter rail staton.  .  We are exploring other  affordable  housing  sites including  smaller City-owned parcels in Hyde Park, Roslindale and Mattapan where  near net zero homeownership could be developed . As a major CDC goal is to forestall gentrification  and displacement, we are exploring   and evaluatiing  acquisition  of occupied properties that could be held for long term ownership outside  of the speculative real estate market, possibly using land trust and  ground lease mechanisms.   We think that an acquisition   strategy  could potentially   protect the affordability of  more homes at a lower cost in a shorter period of time than  could be achieved through a housing  production  strategy. 
Budget  $125,000.00
Category  Housing, General/Other Housing Development, Construction & Management
Population Served Families Elderly and/or Disabled
Program Short-Term Success  Aftter 5 year of communty process almost all public approvals secured on  teh Residences at Fairmoutn Staiotn proejct;  City of Bsotn conditonal funding of $1.7 million  approved
Program Long-Term Success  27 extremely low and low income families, roughly 75  people , will have beautiful, affordable  homes in a transit rich area;   The success of the development will send a signal to other developers  that it is possible to develop new housing in Hyde Park;   Net zero homeownership development will help to brand SWBCDC as developer committed to sustainability and  Hyde Park as a neighborhood  in the forefront  of environmentalism; Aquisition  strategy  can  effectively forestall displacement.
Program Success Monitored By  It is very easy to monitor  progress on Housing develometn as there are very clear milestones around securing  public and commuity approval,  percentage of fianicng secured,  dollar and time budgets versus actual to regularly compare. 
Examples of Program Success  The Hyde Park  neighborhodo and public officials have largely resisted creating new afforable hosugin for families for decades.   The success at securing public approvals and public fudign for the Residences at Fairmount Station is  a mark of  success... at last. 

2. Hyde Park Green Team

The Hyde Park Green Team youth jobs and environmental education program engages youth in a singular combination of alternative transportation, environmental education and skill building, green career exploration, and community outreach.  Each summer  15 - 20  Hyde Park youth ages 14 - 18 are hired to green and clean Hyde Park's  business district, build and maintain trails in Hyde Park's  Urban Wilds -- City-owned forested land -- , and conduct community outreach to engage residents and businesses in these efforts.  Each spring and fall roughly 8 Hyde Park youth are hired to continue the work described above as appropriate for each season. Youth also participate in a series of  job readiness skill development sessions including resume preparation  The Green Team uses bicycles to travel to work sites in order to practice and demonstrate green transportation. since 2014 the Green Team  has rented goats to do sustainable landscaping, training  youth in managing and  carng  for the goats
Budget  $130,000.00
Category  Environment, General/Other Environmental & Urban Beautification
Population Served Adolescents Only (13-19 years) Adults Families
Program Short-Term Success 

Key Goals: 

·        To provide jobs and job training, that will increase job readiness and concrete transferable skills, and generate self-sufficiency through increased income.

·        To expose youth to college environmental programsand skilled green job future career paths.

·        To increase youth leadership and civic engagement through outreach to residents and businesses.

·        To increase levels of youth physical activity through outdoor work and the use of bikes for transportation.

·        To increase positive experiences with natural environments with on-site activities and skill building.

·        To improve trails conditions at two Hyde Park Urban Wilds and enhance the local business district.

·        To increase partnerships with other environmental organizations, including youth work exchange activities. 

Program Long-Term Success 

·        Youth gain new landscaping skills, job readiness skills and increased self-sufficiency.

·        Youth acquire increased knowledge about environmental careers, sustainable landscape and resource conservation.

·        Increased youth interest in physical fitness and comfort in urban natural areas.

·        Stronger partnerships with environmental degree and certificate programs at 2-3 local colleges.

·        Fewer invasive species, reduced overgrowth and improved trails at Sherrin Woods and Mother Brook Urban Wilds.

·        Increased neighborhood involvement at Sherrin Woods with at least 3-5 residents engaged in efforts

·        A cleaner Hyde Parkbusiness district enhanced with seasonal plantings.


Program Success Monitored By 

Taken from Final COB Report. Martha to run by Pat before publishing. 

Program Evaluation Green Team program staff utilize several evaluation and feedback mechanisms throughout the program which measure youth personal goals for participation in the program, their understanding of environment issues, and how participation in the program has changed their attitudes and behaviors toward nature. Ongoing protocols include youth entrance and exit surveys and youth evaluation of each field trip and training session. At the end of the program, Crew Leaders conduct final evaluations with each participant during which they discuss what the individual did well, what they learned, areas for improvement and suggestions for improving the program.

Likewise, Crew Leaders participate in one-on-one exit interviews with the Program Manager, as well as in a group evaluation with the Program Manager and the Program Assistant. They also submit written program reports which detail results of work projects at urban wild sites and in the business district and include recommendations for program improvements.

Examples of Program Success 

New evaluation questionnaires utilized last fall yielded additional information about the program’s impact on youth.  To the question“Do you feel that participation in the GT has made you more prepared to get another job in the future?”, 7 of 8 youth answered yes and gave the following examples: “the sexual harassment and the banking workshops; the Job Net information about finding a job; learning the value of a job; working with people I didn’t know; respecting your job; getting a paycheck; punctuality, discipline, staying on task; getting into the flow of work; after the Green Team I want another job, want to always work; gave us experience with the outdoors and communicating with other people.”

7 of 8 youth also agreed with the statement“Since participating in the Green Team my connection to nature has increased”.  Examples they cited include: “I learned about the urban wilds that are here; I learned where green spaces are, where we need trash bins; history of Hyde Park; and more.

3. Community planning

Through work with other CDCs and community  based organizations  to transform the Fairmount commuter rail line into an urban rapid transit  mode SWBCDC has been involved in  regional  and neighborhood planning  activities
Transit equity:  educating local businesses and residents  about  Fairmoutn line improvements and organzing for cmpletion of the transit equity agenda ( lower fares, more frequent  service);  placemaking to engage locals in  lighter, quicker cheaper ways of improving the public realm in the vicinity of the Fairmount station;   economic  development: identifying job opportunities at the  Readvuille industrial "bookend" of the Fairmoutn line and connecting Fairmount corridor  residents  with job opportunities;  Building out the Fairmount  Greenway in Hyde Park, to engage  residents  in planning for open space parcels, advocating for capital dollars  for the Greenway  "path"  and and  focusing Hyde Park Green team  proejcts along the Hyde Park section of the Greenway   
Budget  $80,000.00
Category  Community Development, General/Other Community Renewal
Population Served Adults Unemployed, Underemployed, Dislocated Immigrant, Newcomers, Refugees
Program Short-Term Success 
A placemaking charette was held in October 2014;  Presentation  of the recommendations of the consultant will stimulate  5- 10  grassroots led short- adn medium term proejcts  to improve the Logan/Cleary Square public realm
Follwoing   a second season of goatscaping at the West Street urban wild community residents  will come together to develop  work with Bostn Parks Dept on a capital  investment plan for the West Street site.
MBTA will  publicize existing  Zone 1A intra-zone fare to/from Readville station and all other Fairmoubt Line stations except the  South Station terminus.
Program Long-Term Success 
Fairmoutn line commuters to and from Fairmoutn station reaches 1,000 a day, most arriving on foot or by bus
retail vacancy i Logan/Clear Square reduced to < 6 percent... attributable to  public real imporvements and increaed commut3r rail traffic to Fairmout station
Over 150 jobs in Readville industrial park and area filled by reisdnets of Fairmoutn corridor,
Fares at Readville station reduced to same level as  other Fairmoutn Line stations ( 9i.e. Reville made a Zone1A stop)
Doyle Playground and West Street urban  wild fully redeveloped   as useable  community   open space 
Greenway path in Hyde Park is finalized and City captal budget funds used to create the complee streets along the Hyde Park section of the Greenway.  
Program Success Monitored By 
Ridership statistics on the Fairmoutn Lien/Fairmoutn Station boards and de-boardings furnished by MBTA
Increased foot traffic in Logan/Cleary Squares aea  ( Fairmoutn Ave,River street, Hyde Park Ave.)
Storefront occupancy coutns and observations;  turnover adn re-ocupancy rate of stores;
Capital funds budgeted   by City adn Mass. DCR for Greenway path and open space parcels 
Examples of Program Success  In 2014 SWBCDC designed and produced over 1,000 brochures on  using the Fairmoutn Lien from the Fairmoutn Stqtion, distributing these at m,ajor bus stps in Cleary  Square ad local businesses.    Some 50  people sent in a postcard requesting  a free ticket for a  trip on teh Fairmoutn Line. 

4. Housing Services

Housign services is a new  undertaking for SWBCDC.  In the3e first year of the program we will be focussing on devedlping a strong referral capacity   from  the numerous organizaitons we have worked with  in hyde Park Commu8nity Resoruces and Hydde Park Action  to new partners who are able to delvier direcct holusign services to  homeowners and renters.   We have identified the follow hosuign services that  we hope to provide to residdents of our service area:  foreclosure prevention/cousneling, homebuyer training, senior home repair, homeowner energy retrofits and housing  search.  In the first year we expect to work on at most two services, which will be selected through  our assessment of need, input from local social and civic agency partners and service providers with which we have existing relationships.  
We expect to work closely with  the City fo Bostn Home Center, now headed by the former district City Councillor serving Hyde Park adn Roslindale.   
Budget  $90,000.00
Category  Housing, General/Other Housing Support
Population Served Adults Elderly and/or Disabled Families
Program Short-Term Success 
Over next two years following outcomes are expected
                      Referrals to providers            # enrolled               positive                                                                                                   service outcome

Foreclosure prevention

and mortgage counseling                       10                   6                   4

First time home buyer training                 20                  12                 6

Senior home-repair                                   5                    3                  2

Homeowner energy-retrofit                     15                     6                   3

Housing search for

low-income renters                                 20                        8                   3

Program Long-Term Success 
Elderly homeowners will  be able  toi remain in healthy and secure homes
Over 200 families in  southwest Boston neighborhoods will be able to  purchase their first home
Families will  cut their housing costs through state-of-the art energy improvements 
Residnets of southwest Bostn neighborhoods  will  be informed about and able to apply to numerous affordable rental hsouign opportunties in  the Greater Boston area ( and beyond)  
Program Success Monitored By  Client and referral tracking, coordinated by sWBCDC with referral agencies and service providers
Examples of Program Success  The program has not yet started.  No statistics , anecdotes or case studies to share at this point

CEO/Executive Director/Board Comments



CEO/Executive Director Mr. Mathew Thall
CEO Term Start Oct 2013
CEO Email
CEO Experience

Mat Thall brings over 40 years of community development experience to SWBCDC.  Since 2006 he has been an independent housing and community development consultant. In his consulting practice  he has has served as Interim Executive Director or interim Chief Operating Officer for four other  CDCs in Boston.  He has also taught courses for Board members, CDC senior staff and community organizers  on real estate development by non-profits, alternative forms of homeownership.  For  over three years he served as the Senor Development Consultant to the Fairmount CDC Collaborative  (before becoming the Interim Executive Director of one of the Fairmount CDC Collaborative’s member organizations.)

. From 1991 to 2006 he served as Senior Program Director, for the Greater Boston Program of the Local Initiatives Support Corporation (LISC). Previously he served for a decade as the Executive Director of the Fenway CDC in Boston. Prior to that, he held planning, policy and research positions with the Cambridge Housing Authority, the court-appointed master in the Perez vs. Boston Housing Authority case, and the Laboratory for Psychosocial Studies at Boston College. He began his career in housing and community development in 1971 as a Housing Management Specialist at the Newark Area Office of HUD. Thall holds a Masters degree in City Planning from MIT and a B.A. from Columbia University. He is currently a board member of  the Coalition for Occupied Housing in Foreclosure, the Mass. Association of Housing Cooperatives. The Fenway Education and Neighborhood Support Fund, the Mel King Institute for Community Building  and the Fensgate Cooperative. Past board memberships include Ctiizens Housing ane Planning  Association., AIDS Housing Corporation, Association for Resident Control of Housing, the Peter Medoff Dudley Youth Scholarship Fund, and Historic Boston Inc. 

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

Former CEOs and Terms

Name Start End
John Mahony Sept 2004 --
Mr. Mike Feloney Oct 2007 June

Senior Staff

Name Title Experience/Biography
Pat Alvarez Assistant Director Patricia Alvarez holds an MSW from the University of Connecticut School of Social Work and an LCSW in Massachusetts. She has over 30 years experience in community organizing, program development, management, and organizational development. Patricia has taught social work and community organizing at Salem State College and currently serves as an adjunct faculty advisor at Boston University School of Social Work. A founding board member of the Southwest Boston CDC, Patricia served as part-time interim director from 2003 to 2004 and is now the part-time Assistant Director.


Award Awarding Organization Year
Bike Friendly Business Award City of Boston 2010
Green Business Award City of Boston 2010


Affiliation Year
CDC - State certified Community Development Corporation --
Member of state association of nonprofits? Yes
Name of state association Massachusetts Association of CDCs

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --


Southwest Boston CDC is involved with the following collaborations:
1. Fairmount Indigo Line CDC Collaborative:  :  The three CDC with service area along  the Fairmount commuter rail line have worked together on transit oriented development, corridor planning,  open pace development and economic development since 2004;A key component of SWBCDC’s work in the Fairmount Corridor involves transforming underutilized and vacant properties to a variety of uses, including mixed-income ‘work force’ housing to serve residents of low- and-moderate income. Creating housing opportunities near public transit can increase access to jobs for Hyde Park residents along the Fairmount line and help area businesses by locating housing – and potential customers – near commercial uses.  Fairmount Collaborative  is a nationally recognized initiative  which works closely with  federal agencies, national and local  private funders. 
2. Fairmount Coalition.  SWBCDC is collaborating with other community development corporations and community-based organizations in Dorchester and Mattapan collectively working as the Fairmount Coalition; a grass-roots effort to bring increase transit equity and improve public transit in underserved neighborhoods along the Fairmount line. 

CEO/Executive Director/Board Comments

As of April 2015 the Executive  Director s actually the Interim Executive  Director and is an independent contractor Assistant  Director  is part-time, due to limitations on earnings imposed by Social Security  Disability , which she receives.  Office Manager is also part time   28 hours  per week.      Some key administrative  work is done by consultants, such as accounting oversight, monthly reconciliations and annual  preparation for audit/CPA review.  

Foundation Comments


Staff Information

Number of Full Time Staff 1
Number of Part Time Staff 2
Number of Volunteers 5
Number of Contract Staff 1
Staff Retention Rate % --

Staff Demographics

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

Plans & Policies

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

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


Board Chair Ms. Diana Kelly
Board Chair Company Affiliation Maloney Properties
Board Chair Term Jan 2012 - Dec 2015
Board Co-Chair Ms. Mimi Turchinetz
Board Co-Chair Company Affiliation City of bosotn Living Wge Division
Board Co-Chair Term June 2014 - Dec 20

Board Members

Name Company Affiliations Status
Deborah Albenberg Cambridge Water Department, Watershed Division Voting
Ms. Ellen Caracciolo Mass. Housign Investmetn Corp. Voting
Vic Carrara Local 51 Carpentars' Union Voting
Adriana Cillo Bosotn Water adn Sewer Commission Voting
Daniel Farnkoff Liberty Tax Service Voting
Ms. Sharon Hinton Springfield College Voting
Diana Kelly Maloney Properties, Vice President Voting
Sarah Lamitie Boston Private Bank and Trust Voting
Michael McDonough Boston Housign Authority Voting
Marcia Thornhill Nuestra Comunidad Development Corporation Voting
Mimi Turchinetz City of Boston Living Wage Division Voting
Bob Vance QBE North America, Inc. 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: 3
Asian American/Pacific Islander: 0
Caucasian: 9
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 8
Male: 4
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 0
Board Meeting Attendance % 75%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 40%
Percentage of In-Kind Contributions 60%
Constituency Includes Client Representation Yes

Standing Committees

  • --
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Executive
  • Finance
  • Real Estate

CEO/Executive Director/Board Comments

SWBCDC serves a very large geographic  area. Recruiting to the Board residents or business  from each major   sub-section of the service area  has been a challenge.  A major priority for the organization now is increasing the number of people of color on the Board, to more fully reflect the composition of the  service area Over the next two years the Board should have all 15 seats occupied, with at least eight members being African American, Afro Caribbean, African or Latino/a

Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Fiscal Year July 01, 2014 to June 30, 2015
Projected Income $235,000.00
Projected Expense $229,000.00
Form 990s

2013 Form 990

2012 Form 990

2011 Form 990

2010 Form 990

2009 Form 990

Audit Documents

2014 Review

2013 Audit

2012 Review

2011 Review

2010 Review

2009 Review

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2014 2013 2012
Total Revenue $263,417 $216,861 $256,483
Total Expenses $222,867 $262,939 $316,554

Prior Three Years Revenue Sources

Fiscal Year 2014 2013 2012
Foundation and
Corporation Contributions
$132,620 $115,313 $131,493
Government Contributions $91,404 $63,388 $109,891
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $91,404 $63,388 $109,891
Individual Contributions $10,375 $18,217 $28,821
Indirect Public Support -- -- --
Earned Revenue $2,578 $3,827 $13,331
Investment Income, Net of Losses -- -- --
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind $12,940 $27,116 $22,947
Other $13,500 $-11,000 $-50,000

Prior Three Years Expense Allocations

Fiscal Year 2014 2013 2012
Program Expense $147,232 $145,370 $239,814
Administration Expense $68,957 $105,020 $42,094
Fundraising Expense $6,678 $12,549 $34,646
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.18 0.82 0.81
Program Expense/Total Expenses 66% 55% 76%
Fundraising Expense/Contributed Revenue 3% 6% 13%

Prior Three Years Assets and Liabilities

Fiscal Year 2014 2013 2012
Total Assets $434,441 $251,327 $217,413
Current Assets $65,070 $59,568 $111,678
Long-Term Liabilities $200,703 $194,696 $112,101
Current Liabilities $213,786 $77,229 $79,832
Total Net Assets $19,952 $-20,598 $25,480

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 N/A
Percentage(If selected) --
Credit Line No
Reserve Fund No
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? Yes

Short Term Solvency

Fiscal Year 2014 2013 2012
Current Ratio: Current Assets/Current Liabilities 0.30 0.77 1.40

Long Term Solvency

Fiscal Year 2014 2013 2012
Long-term Liabilities/Total Assets 46% 77% 52%

CEO/Executive Director/Board Comments


Foundation Comments

Financial summary data in the charts and graphs above are per the organization's reviewed financials for FY14, audited financials for FY13 and review financials for FY12.
Please note, the total revenue amount above, for each fiscal year, includes non-operating revenue, as such, the Other revenue category for FY12 reflects a loss on deposit, FY13 a write-off of pre-development costs and FY14 loan forgiveness.
For fiscal year 2013, the independent auditors conducting this audit have issued a going concern opinion, which means simply whether there is significant doubt that the nonprofit will have sufficient resources in the foreseeable future. Please review the auditor's opinion for further information.


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?


2. What are your strategies for making this happen?


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


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


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