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Metropolitan Boston Housing Partnership Inc. (DBA Metro Housing|Boston)

 1411 Tremont Street
 Boston, MA 02120
[P] (617) 859-0400
[F] (617) 532-7549
Carla Beaudoin
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 Printable Profile (Summary / Full)
EIN 04-2775991

LAST UPDATED: 03/07/2019
Organization DBA Metro Housing|Boston
Former Names Metropolitan Boston Housing Partnership (1991)
Metropolitan Housing, Inc. (1989)
Boston Housing Partnership (1983)
Organization received a competitive grant from the Boston Foundation in the past five years Yes



Mission StatementMORE »

We mobilize wide-ranging resources to provide innovative and personalized services that lead families and individuals to housing stability, economic self-sufficiency, and an improved quality of life.

Mission Statement

We mobilize wide-ranging resources to provide innovative and personalized services that lead families and individuals to housing stability, economic self-sufficiency, and an improved quality of life.

FinancialsMORE »

Fiscal Year July 01, 2017 to June 30, 2016
Projected Income $11,984,116.00
Projected Expense $11,968,670.00

ProgramsMORE »

  • Center for Hoarding Intervention
  • Fair Housing
  • Housing Consumer Education Center
  • Specialized Intensive Programs and Services (SIPS)

Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

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


Mission Statement

We mobilize wide-ranging resources to provide innovative and personalized services that lead families and individuals to housing stability, economic self-sufficiency, and an improved quality of life.

Background Statement

Founded in 1983 by business, government, and community leaders, Metro Housing|Boston serves Greater Boston residents with low and moderate incomes, connecting them with safe, decent homes they can afford. Our “housing first, not housing only” approach drives our programs and reflects the critical importance of stable housing to healthy communities. Bridging gaps among governments, nonprofits, and corporations, Metro Housing has solidified our position as an industry-leading expert on navigating the affordable housing field. In 1991, we began administering federal and state rental assistance vouchers on behalf of the Commonwealth. Today, Metro Housing serves more than 25,000 households annually.  We administer 9,600 housing subsidies, partner with 4,300 property owners, and provide emergency funding to more than 2,000 households facing housing crises every year. We assist more than 14,000 people who call or walk in to our office with concerns about their housing and provide onsite Fair Housing assistance and specialized case management to those who need it. Our educational workshops reach more than 1,500 tenants, homeowners and service partners annually. We provide services in eleven colocations, in partnership with community organizations. We combine hands-on experience with in-depth research to effect system change. The expertise we have developed in family homelessness makes us a trusted resource in efforts to end homelessness and create affordable housing opportunities.

Impact Statement

In 2017, Metro Housing|Boston completed a $2 million capital campaign to fund a new headquarters in Roxbury Crossing.  We look forward to opening the doors to our environmentally friendly and accessible offices in November. The new building was a priority of our five-year strategic plan, designed to give Metro Housing greater financial security, and position us to enhance and expand services and  increase our clients housing stability and economic resiliency.

In 2016, Governor Baker announced plans to move homeless families out of motel shelters and into apartments by the end of the year. At the beginning of FY17, 275 families were living in motels in Greater Boston. Metro Housing succeeded in finding housing for 152 of these families. In addition, through a partnership with Jewish Vocational Service, 36 clients enrolled in the Secure Jobs program, and 32 of these clients obtained employment.

Metro Housing formed two new co-location partnerships this year, with Preservation of Affordable Housing (POAH) in Salem, and the Georgetowne Homes complex in Hyde Park, managed by Beacon Communities.

Goals for the coming year are guided by our strategic plan, and include:

* Expanding services along the housing continuum. Specifically this year we will launch a financial literacy program for families receiving RAFT and HomeBASE funds, and will expand the training offerings of our Center for Hoarding Intervention.

* Increase our advocacy for housing policies that are aligned o the needs of families and individuals with low incomes.

* Increase our capacity to collect and analyze data from our programs and services.

Needs Statement

Metro Housing|Boston provides vital housing services to more than 25,000 households with low and moderate incomes each year. Currently, 87% of our operating budget comes from public sources. Although these public dollars are critical to our operation, private funding is essential to our ability to address gaps in services, provide time-unlimited, in-depth service to households with complex needs, pilot new and innovative initiatives, and continue to support our leadership and advocacy efforts in the housing arena. Generous supports from our donors allows Metro Housing to:

* Prevent homelessness by helping clients resolve crises that are threatening their housing.

* Help families and individuals find and move to affordable homes in communities of their choice.

* Provide in-depth housing search and placement for “difficult to place” individuals and families including those with mental illness or other disabilities, elders, the disabled, and those who are chronically homeless.

* Ensure the safety and quality of the affordable apartments we administer.

* Assist property owners to maintain quality homes and rental units.

* Effectively and affirmatively support fair housing in our region by educating property owners and service partners and providing advocacy in cases of housing discrimination.

CEO Statement


Metro Housing|Boston’s greatest asset is our dedicated staff, who always put people first. When a fire ripped through an East Cambridge neighborhood in December 2016, leaving 52 families homeless, the City of Cambridge reached out to Metro Housing; no other organization had the resources, skills and determination to quickly find safe, affordable housing for the fire victims. Many families lost key documents, such as birth certificates and naturalization papers, required to apply for emergency benefits and new housing. Many had special needs, and challenging financial situations. Metro Housing staff worked diligently with the families and city and state offices, and successfully housed all by the end of the year. Using all of their considerable skills, staff ensured that traumatized residents were treated with care and respect, and were quickly placed in safe housing. We bring this level of care to all we do, every day.

Metro Housing recognizes that the needs of our clients go beyond housing. We coordinate with organizations that can meet those needs. We have a formal partnership with Jewish Vocational Services to provide a specialized job-training program for families transitioning out of shelter into permanent homes. We partner with Compass Working Capital to provide financial literacy training and financial coaching to our clients enrolled in our Financial Self-Sufficiency program. We work closely with hospitals, shelters, drug treatment centers, housing authorities, elder service organizations, and legal assistance providers to ensure that our clients have the services they need to be successful.

In November of 2017, we moved into our new, environmentally friendly headquarters in Roxbury Crossing, a result of a decade long community development process. In 2004, Mission Hill Neighborhood Housing Services, a long-time Metro Housing partner, began a process to form the community’s vision for the development of Parcel 25, a two-acre lot at Roxbury Crossing that had been vacant since the 1970s. Over two years and fourteen brainstorming sessions, 140 community members developed a plan to establish Roxbury Crossing as a vibrant, multicultural and multigenerational neighborhood center. Our new building is part of a transformative project, bringing to life the vision of the Mission Hill and Roxbury communities. With space for retail stores and restaurants, new affordable housing for low-income seniors and families, access to public transportation, and Metro Housing as an anchor, the development will establish Roxbury Crossing as a flourishing urban center.


Board Chair Statement

Geographic Area Served

In a specific U.S. city, cities, state(s) and/or region.
Greater Boston Region-All Neighborhoods
Greater Boston Region-Allston / Brighton Neighborhood
Greater Boston Region-Back Bay / Beacon Hill Neighborhood
Greater Boston Region-Charlestown Neighborhood
Greater Boston Region-Chinatown Neighborhood
Greater Boston Region-Dorchester Neighborhood
Greater Boston Region-Downtown Neighborhood
Greater Boston Region-East Boston Neighborhood
Greater Boston Region-Fenway / Kenmore Neighborhood
Greater Boston Region-Hyde Park Neighborhood
Greater Boston Region-Jamaica Plain Neighborhood
Greater Boston Region-Mattapan Neighborhood
Greater Boston Region-Mission Hill Neighborhood
Greater Boston Region-Roslindale Neighborhood
Greater Boston Region-Roxbury Neighborhood
Greater Boston Region-South Boston Neighborhood
Greater Boston Region-South End Neighborhood
Greater Boston Region-West Roxbury Neighborhood

Metro Housing|Boston serves the Greater Boston area, including Boston and 32 surrounding communities.  As of November, our main office is located in Roxbury Crossing. We also provide services at eleven colocation sites located in seven communities within our region, in Dorchester, Roxbury, Hyde Park, Quincy, Chelsea, Somerville, Salem, and Waltham. 


Organization Categories

  1. Housing, Shelter - Low-Income & Subsidized Rental Housing
  2. Housing, Shelter - Housing Support
  3. Human Services - Homeless Services/Centers

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



Center for Hoarding Intervention

Recognized as a best practice model in the field of compulsive hoarding intervention, the Center for Hoarding Intervention provides intensive, hands-on case management support for low-income residents struggling with hoarding disorder and at risk of eviction. Departing from traditional municipal response, which emphasizes forced property cleanouts, the Center’s case management model merges harm reduction strategies with cognitive-behavioral therapy techniques. The program helps clients build cognitive processing and executive functioning capacity, often underdeveloped in people with hoarding disorder, and gain insight into the emotional issues underlying the hoarding. To date, 98% of the residents who have received case management through our program have successfully reduced their clutter and retained their housing. The Center also assists communities in Massachusetts and other states in building more effective community-based intervention mechanisms. 

Budget  $217,047.00
Category  Housing, General/Other Housing Support
Population Served Poor,Economically Disadvantaged,Indigent People/Families with of People with Psychological Disabilities At-Risk Populations
Program Short-Term Success 

Direct Service

* 80 clients struggling with compulsive hoarding will receive intensive case management services.

* HI will facilitate 1,920 home visits, a key component of the CHI case management model.


* 1090 professionals will attend hoarding intervention training.

Program Long-Term Success 

Direct Service

* At least 95% of residents served through this initiative will reduce clutter, retain their housing subsidies, and remain housed over the course of the funding period.


* At least 95% of training participants will report greatly increased or increased knowledge about hoarding disorder.

* At least 85% will report greatly improved or improved capacity to treat effectively clients with hoarding disorder, shifting from an emphasis on cleanouts to in-home case management.

* At least 90% of case managers will report some level of practice change related to use of evidence-based hoarding intervention strategies with their clients.

Program Success Monitored By 

Center for Hoarding Interventions case managers utilize two validated instruments to assess each client upon intake. One of these, the HOMES Multidisciplinary Assessment, developed by Christiana Bratiotis, Ph.D., measures safety risks in the home, the resident's degree of insight into his or her behavior, and his or her motivation to change. The second, the Clutter Image Rating (CIR) Scale, developed by Randy Frost, Ph.D., measures the clutter level in each living space. The scale ranges from 1.0 to 9.0. At 4.0, clutter begins to interfere with the use of space and to pose safety risks, and units generally cannot pass safety inspections. The CIR is also used when a resident meets health and safety compliance and in additional post-compliance treatment to measure his or her progress. CIR scores reduce from an average of 4.6 at the start of participation to an average of 2.9 at unit re-inspection, a key indicator of success in the CHI program.

Metro Housing|Boston has also developed a written evaluation to assess the quality of our CHI training. Utilizing a pre/post written assessment for all trainings, we can evaluate the attendee’s understanding of hoarding prior to participation in training and upon completion of training. Through coaching and shared home visits, CHI staff are able to assess the transition from training to practice change in home-based work.

Examples of Program Success 

Metro Housing received a call from Cambridge Inspectional Services department about a resident, Devon, who was facing eviction because of severe hoarding issues. Our Center for Hoarding Intervention case managers went out immediately to the home to meet with Devon. While there was clearly a hoarding problem, it also became clear that Devon was a victim of domestic violence, and she was not ready to leave her husband. In addition, Devon had cerebral palsy and her husband was also disabled. Our case managers connected with legal services and obtained a stay of eviction, resolving the immediate crisis. They continued to work with Devon, and slowly helped her to find new housing. When she was ready to leave her abusive situation, they helped her apply for and obtain new housing. She is now living independently in a safe home.

Fair Housing

Fair housing is a set of principles and laws which mandate equal access and opportunity in housing, and it covers all activities including the housing search process, management policies, and termination. MBHP is committed to equal opportunity and access for all by incorporating fair housing principles into all of our programs. We believe that access to housing is key to a family’s success, and we are dedicated to affirmatively further fair housing practices.

We provide a spectrum of services including client advocacy, education and training, technical assistance, and systemic change. In all of our work we ensure that tenants and property owners are aware of their rights and responsibilities under the federal Fair Housing Act of 1988 and the state fair housing law, Chapter 151B.

Last year, staff assisted more than 119 residents with their fair housing questions and concerns and either resolved and offered 40 trainings in Greater Boston.

Budget  $190,088.00
Category  Housing, General/Other Housing Support
Population Served Poor,Economically Disadvantaged,Indigent People/Families with of People with Disabilities Homeless
Program Short-Term Success 

Over the next year, the goals for the Fair Housing Project are to:

  • Provide 100 residents with a fair housing issue with intensive advocacy and support services.
  • Offer 20 trainings to tenants, property owners, and service providers on state and federal fair housing law, reasonable accommodations, and other related topics. 
  • Advocate for systemic change that provides proactive, full access for all and positively asserts fair housing principles.
Program Long-Term Success 

The long term goal of the Fair Housing Project is to reduce barriers to affordable housing for all and offer all individuals and families, across the spectrum of race and ethnicity, disability status, and other socio-economic factors, the opportunity to choose where they live. We believe that housing choice and opportunity is a key factor in a family’s success and that it provides them with a broad selection of schools, job opportunities, and community resources to choose from. We are therefore committed to building fair housing practices into all day to day operations of all agencies in Greater Boston and affirmatively furthering fair housing in Massachusetts.

Program Success Monitored By 

Examples of Program Success 

The Fair Housing Project works with individual households and communities to promote fair housing principles. For instance, recently, Joe, who had an assistance dog, contacted the Fair Housing Project because he noticed he was being assessed a pet fee each month in addition to his rent. With the help of the assistance dog, Joe was able to maintain his independence, and enhance the quality of his life. The property management company where Joe lived viewed the assistance dog as a pet, and decided to charge Joe for the dog. With the help of The Fair Housing team worked with the property management company to inform them of the possible fair housing implications of the matter. As a result, the property management agreed to reimburse Joe for the past charges and not charge him a pet fee going forward.

In addition, This past quarter HCEC staff were trained on Fair Housing and legal protections and Fair Housing staff consulted on numerous concerns and questions regarding this vulnerable population.

In the past year, Metro Housing has seen that a growing proportion of those seeking housing assistance are undocumented immigrants. The anxiety these residents feel is justified. Their status leaves them vulnerable to exploitation to housing discrimination and numerous other threats to their safety and stability. Fair Housing staff have been active in informing Metro Housing staff and partners of protections and resources for undocumented tenants. The Fair Housing team facilitated trainings for Metro Housing staff on legal protections for undocumented residents. The Team has been consulted on numerous concerns and questions regarding the housing rights of undocumented immigrants from partners in a wide range of fields.

Housing Consumer Education Center

The Housing Consumer Education Center (HCEC) provides a wide array of housing information, referral and case management services to residents of Greater Boston. It is the largest of the state’s nine housing information centers, funded by the Massachusetts Department of Housing and Community Development (DHCD). HCEC is Metro Housing’s ‘front door’, where any resident, especially those with low incomes, can access assistance with housing and benefits, and receive services from a staff of highly skilled case managers and housing specialists. Each year, more than 15,000 families and individuals needing help with housing will call, email or walk in to our main office or one of our eleven colocation sites. Case managers help clients search for affordable housing, and access emergency funds to prevent an eviction. We also help families transition from homelessness into homes, and then provide essential support to help them remain stable in their homes.

Budget  $699,658.00
Category  Housing, General/Other Housing Support
Population Served Poor,Economically Disadvantaged,Indigent Families Homeless
Program Short-Term Success 

HCEC staff will respond to 12,000 requests for information and assistance, via phone and email. Of these, 4,000 will result in a face-to-face meetings with a housing specialist.

* 1,500 who are facing eviction and homelessness will be stabilized with financial assistance.

            * 1,800 will receive brief counseling assistance including completion of housing applications, education, mediation                and/or negotiation support, and information and referral assistance about resources, benefits, and housing related                services

* 200 will receive housing search assistance

* 1,000 of these meetings will occur at one of our colocation sites.

Program Long-Term Success  HCEC seeks to provide clients with a wide array of resources - housing search support, emergency funds, financial literacy training, access to educational and workforce development programs, as well as furniture banks and food pantries - so that they can work towards long-term stability. 
Program Success Monitored By 

HCEC has systems in place to track client enrollment, demographic information and outcomes. Throughout the case management process, case managers track the services provided and each client’s progress toward self-sufficiency.

Examples of Program Success 

HCEC helps families in crisis, often using flexible funds. Flexible funds are a critical tool that gives us the ability to support a family in crisis in a way that is most helpful and effective. Providing a period of stability gives us the opportunity to partner with a family, and to implement meaningful changes in their lives. For instance, we used flex funds to help a grandmother who was raising her grandchild, but was struggling to pay rent and other expenses. This client took custody of her grandchild when her daughter experienced a traumatic brain injury. Her grandson has developmental delays and requires individualized care and a special diet; this takes away from funds that she has available for rent. The client’s property owner was trying to work with her, but had to move to an eviction. Metro Housing was able to pay off this client’s back rent, and then secure a Section 8 voucher through the Raising Next Generation program. This family now has housing stability for the long-term, and continued support from Metro Housing. 

Specialized Intensive Programs and Services (SIPS)

SIPS provides high-touch, time-unlimited, wrap-around case management services to Boston’s most vulnerable residents. SIPS clients include the elderly and disabled, and those struggling with addiction, mental illness, and histories of chronic homelessness and incarceration. Many clients are referred to SIPS having no positive social connections and with histories of termination from services due to challenging behaviors - for some, SIPS is their last chance at stability. SIPS has a hard-earned reputation for developing positive working relationships with clients who have extremely complex and difficult lives, and extremely low incomes. SIPS counter the isolation, loneliness, and despair that characterize many of our clients’ lives with compassion, respect, and a client-centered approach to providing services. 

Budget  $454,210.00
Category  Housing, General/Other Housing Support
Population Served Poor,Economically Disadvantaged,Indigent Elderly and/or Disabled Homeless
Program Short-Term Success 

In FY18, SIPS will provide intensive, wrap-around case management services to 200 clients.

SIPS will facilitate 1,650 home visits, a key component of the SIPS case management model.

Program Long-Term Success 

As a result of services provided, 90% of clients will remain stably housed

Program Success Monitored By 

SIPS clients have diverse capabilities, yet the program is built on the expectation that all can access housing and achieve, over time, housing stability. SIPS uses two data collection tools. Through initial intake with every new resident, case managers conduct assessments with clients to identify needs, specific barriers, assets, and opportunities, and create a baseline to mark improvement. Case managers use a database which tracks demographic data: income, age, disability; service delivery and referrals, clients' more standardized measures for all Housing Supports Programs. They also use Counselor Max to track client contacts and progress making changes on individual goal areas, such as health, independence, legal issues and financial stability. Staff meet regularly to collaborate on cases. They also meet with the Director of Housing Supports to assess the effectiveness of practices or decisions, and identify emerging trends client needs and program utilization.

Examples of Program Success 

When Rodney first met Sylvia and Rob from Metro Housing|Boston, “something just stood out to me,” he recalls. “I said to myself, ‘I need to go over to them an introduce myself.’” Little did he know that he was planting the seed of a relationship that would last more than two years.

At the time, Rodney was in a recovery program for alcoholism. It was a tough time, one that separated him from his wife and two young children, but also a productive time in which he worked through a lot of personal issues. A few months later, when he needed help finding housing, he came to Metro Housing’s office. “Sylvia remembered me. She gave me a hug, brought me back, and we got started.”

Sylvia and Rob helped Rodney secure housing in Boston’s South End and continued to be a source of resources and support as Rodney finished up his recovery program, reconnected with his family, and got back on his feet. Rodney now works at a new department store in Downtown Crossing, a connection Rob helped him make, and is working toward his associate’s degree in Electrical Technology. He is focused on work, school, and spending as much time with his kids as possible, taking them on walks through the Arnold Arboretum or to the Public Garden to ride the Swan Boats. And he cannot say enough about the support he receives from Rob and Sylvia. “I look at them as like family,” says Rodney, “It’s a very close relationship. You can tell that they love what they’re doing. They love helping people and it shows.”

CEO/Executive Director/Board Comments


CEO/Executive Director Mr. Christopher T. Norris
CEO Term Start Aug 2007
CEO Email
CEO Experience

Metro Housing|Boston’s Executive Director, Christopher T. Norris, has provided expert leadership to the organization since 2007. Prior to coming to Metro Housing, Chris worked as the Assistant Director at Citizens’ Housing and Planning Association (CHAPA)for ten years, where he was responsible for directing the organization’s state legislative policy work. Before that, he served as the coordinator of the National Consumer Law Center’s Foreclosure Prevention Program. He received his B.A. with High Honors from the University of the Pacific and his J.D. cum laude from the Massachusetts School of Law. He serves on the Board of Directors of CONNECT in Chelsea, CHAPA, and the Regional Housing Network of Massachusetts.


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

Former CEOs and Terms

Name Start End
Ms. Julia E. Kehoe Nov 2002 May 2007
Ms. Mary Ford July 2001 Apr 2002

Senior Staff

Name Title Experience/Biography
Ms. Samentha Alphonse Director of Human Relations --
Ms. Carla Beaudoin Director of Development --
Mr. Kevin Donaher Director of Inspectional and Property Owner Services --
Mr. Steven Farrell Director of Communications, Development and Policy --
Ms. Brunette B. Jaramillo Director of Leased Housing --
Mr. Akida Nau Director of Information Technology --
Ms. Susan Nohl Deputy Director --
Ms. Maura Pensak Director of Housing Supports --
Rev. Anne M. Rousseau Chief Financial Officer --


Award Awarding Organization Year
-- -- --


Affiliation Year
Citizens’ Housing and Planning Association --
Housing Partnership Network --
Massachusetts Association of Community Development Corporations (MACDC) --
Massachusetts Housing and Shelter Alliance (MHSA) --
National Leased Housing Association --
National Low-Income Housing Coalition --
Regional Housing Network --
Member of state association of nonprofits? Yes
Name of state association Massachusetts Nonprofit Network

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --


Metro Housing|Boston has working relationships with multiple organizations serving low-income families and individuals, including food pantries and furniture banks, legal assistance agencies, emergency shelters, and housing organizations. Notable partnerships include:

Jewish Vocational Service: We have a formal agreement with JVC’s Secure Jobs program to provide our HomeBASE clients with job training tailored to their needs. Secure Jobs, which was created through a partnership with the Paul and Phyllis Fireman Charitable Foundation and the state of Massachusetts, provides formally homeless clients with training and job placement services.

Sojourner House: Housing Supports provides housing search services to families who reside at the Sojourner House family shelter.

Boston University School of Social Work (BUSSW): Metro Housing|Boston collaborated with BUSSW to found the Hoarding Initiative, now known as the Center for Hoarding Intervention, in 2006. We continue to partner with BUSSW to co-supervise a social work intern, and collaborate on research projects.

MassHousing: Metro Housing|Boston partnered with MassHousing to establish a Hoarding Intervention Training Center to train providers across the country in appropriate hoarding intervention.

CEO/Executive Director/Board Comments


Foundation Comments


Staff Information

Number of Full Time Staff 154
Number of Part Time Staff 1
Number of Volunteers 35
Number of Contract Staff 0
Staff Retention Rate % 83%

Staff Demographics

Ethnicity African American/Black: 51
Asian American/Pacific Islander: 5
Caucasian: 48
Hispanic/Latino: 44
Native American/American Indian: 0
Other: 0
Other (if specified): 6 (multiracial)
Gender Female: 103
Male: 51
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 5
Management Succession Plan No
Business Continuity of Operations Plan Yes
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

Commercial General Insurance
Automobile Insurance
Fiduciary Liability
Disability Insurance
Crime Coverage
Directors and Officers Policy
Employment Practices Liability
Life Insurance
Medical Health Insurance
Fiduciary Liability
Workers Compensation and Employers' Liability
Workplace Violence

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. Cynthia Lacasse
Board Chair Company Affiliation MassHousing
Board Chair Term July 2012 -
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Mr. Nader Acevedo Hispanic American Chamber of Commerce Voting
Mr. Stephen Adamo Santander Bank Voting
Ms. Cassandra Clay University of Massachusetts Boston Voting
Mr. Philip Dorman Oxford Properties Group Voting
Ms. Janet Frazier Maloney Properties, Inc. Voting
Ms. Elizabeth Gruber Bank of America Merrill Lynch Voting
Mr. Robert Kaplan State Street Voting
Mr. Langley C. Keyes Massachusetts Institute of Technology Voting
Mr. Joseph Kriesberg MACDC Voting
Ms. Cynthia Lacasse John Hancock Realty Advisors, Inc. Voting
Ms. Mary-Anne Morrison Retired Voting
Mr. Peter Munkenbeck Munkenbeck Consulting Voting
Mr. Richard Muraida Rockland Trust Voting
Mr. Jeffrey H. Packard John Hancock Financial Services Voting
Ms. Terry Saunders Lane University of Massachusetts- Boston Voting
Ms. Esther Schlorholtz Boston Private Bank & Trust Company Voting
Mr. Darryl Settles Catalyst Venture Development Voting
Mr. Geoffrey Sherman Cedox Capital Voting
Mr. Charles M. Smith Eastern Bank Voting
Mr. Donald Vaughan Burns & Levinson, LLP 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: 18
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 7
Male: 15
Not Specified 0

Board Information

Board Term Lengths 1
Board Term Limits 0
Board Meeting Attendance % 70%
Written Board Selection Criteria No
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 60%
Constituency Includes Client Representation No

Standing Committees

  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Executive
  • Finance
  • Nominating
  • Program / Program Planning
  • Strategic Planning / Strategic Direction

CEO/Executive Director/Board Comments


Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Fiscal Year July 01, 2017 to June 30, 2016
Projected Income $11,984,116.00
Projected Expense $11,968,670.00
Form 990s

2017 990

2016 990

2015 990

2014 990

2013 990

2012 990

2011 990

2010 990

2009 990

Audit Documents

2017 Audit

2016 Audit

2015 Audit

2014 Audit

2013 Audit

2012 Audit

2011 Audit

2010 Audit

2009 Audit

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2017 2016 2015
Total Revenue $148,185,760 $136,896,040 $129,801,405
Total Expenses $147,643,768 $135,444,956 $129,561,232

Prior Three Years Revenue Sources

Fiscal Year 2017 2016 2015
Foundation and
Corporation Contributions
$947,311 $1,078,297 $783,790
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $355,746 $544,044 $89,411
Indirect Public Support -- -- --
Earned Revenue $146,479,191 $135,207,460 $128,848,931
Investment Income, Net of Losses $403,512 $66,239 $79,273
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind -- -- --
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2017 2016 2015
Program Expense $146,145,952 $134,210,998 $128,418,607
Administration Expense $815,699 $682,748 $770,256
Fundraising Expense $682,117 $551,210 $372,369
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.00 1.01 1.00
Program Expense/Total Expenses 99% 99% 99%
Fundraising Expense/Contributed Revenue 52% 34% 43%

Prior Three Years Assets and Liabilities

Fiscal Year 2017 2016 2015
Total Assets $48,977,175 $31,414,061 $27,247,049
Current Assets $20,268,642 $18,673,203 $15,594,386
Long-Term Liabilities $23,004,190 $7,014,846 $6,687,345
Current Liabilities $14,039,762 $13,007,984 $10,619,557
Total Net Assets $11,933,223 $11,391,231 $9,940,147

Prior Three Years Top Three Funding Sources

Fiscal Year 2017 2016 2015
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? 4.00

Capital Campaign

Are you currently in a Capital Campaign? Yes
Capital Campaign Purpose

To build a new headquarters in Roxbury Crossing, converting an abandoned vacant lot into an accessible, LEED Silver certifiable building.

Campaign Goal $2,000,000.00
Capital Campaign Dates Oct 2016 - Nov 2017
Capital Campaign Raised-to-Date Amount $1,900,000.00
Capital Campaign Anticipated in Next 5 Years? No

Short Term Solvency

Fiscal Year 2017 2016 2015
Current Ratio: Current Assets/Current Liabilities 1.44 1.44 1.47

Long Term Solvency

Fiscal Year 2017 2016 2015
Long-term Liabilities/Total Assets 47% 22% 25%

CEO/Executive Director/Board Comments

Metro Housing is the largest of the eight regional nonprofit organizations under contract with the Department of Housing and Community Development (DHCD) to administer federal and state rental assistance in Massachusetts. As such, the organization manages approximately $130 million in pass-through rental subsidies that are paid out directly to property owners on behalf of 9,600 households with state and federal housing vouchers.  Our operating budget, which excludes the pass-through funds, is significantly more modest: the FY18 budget is $11,968,670. Personnel costs make up 73% of the operating budget, and fundraising costs total 4.6%. While much of our administrative and program costs related to subsidy management are supported by DHCD contracts, private funding supports critical programs that receive little or no government funds. The Specialized Intensive Programs and Services program and Center for Hoarding Initiatives are able to provide intensive services with no time limits, thanks to private grants and donations. Our Emergency Assistance Fund, which provides financial assistance to households in crisis who do not qualify for state emergency funds is supported solely through private dollars. Grants and donations help Metro Housing to weather government funding cutbacks, and to respond quickly to changing needs, such as services for households experiencing foreclosure during the recent recession. Donor support also gives us the resources we need to advocate for affordable housing in local city halls, at the State House, and in Washington D.C. 

Foundation Comments

Financial summary data in the charts and graphs above are per the organization's audited financials.  


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?