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Organization DBA MBHP
Former Names Metropolitan Housing, Inc. (1989)
Boston Housing Partnership (1983)
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

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Mission StatementMORE »

MBHP's mission is to ensure that the region's low- and moderate-income residents have choice and mobility in finding and retaining decent, affordable housing; our programs and initiatives are designed to encourage housing stability, increase economic self-sufficiency, and enhance the quality of the lives of those we serve. To achieve our mission, we work collaboratively with other service providers and neighborhood-based organizations. 

Mission Statement

MBHP's mission is to ensure that the region's low- and moderate-income residents have choice and mobility in finding and retaining decent, affordable housing; our programs and initiatives are designed to encourage housing stability, increase economic self-sufficiency, and enhance the quality of the lives of those we serve. To achieve our mission, we work collaboratively with other service providers and neighborhood-based organizations. 


FinancialsMORE »

Fiscal Year July 01, 2014 to June 30, 2015
Projected Income $10,764,286.00
Projected Expense $10,763,356.00

ProgramsMORE »

  • Emergency Assistance Fund
  • Fair Housing
  • Hoarding & Sanitation Initiative
  • Specialized Intensive Programs and Services (SIPS)

Revenue vs. Expense ($000s)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

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


Overview

Mission Statement

MBHP's mission is to ensure that the region's low- and moderate-income residents have choice and mobility in finding and retaining decent, affordable housing; our programs and initiatives are designed to encourage housing stability, increase economic self-sufficiency, and enhance the quality of the lives of those we serve. To achieve our mission, we work collaboratively with other service providers and neighborhood-based organizations. 


Background Statement

MBHP was founded in 1983 by business, government, and community leaders to offer technical and financial assistance to help local community development corporations create nearly 2,000 affordable homes in the City of Boston. MBHP coordinated that effort. In 1991, we began administering federal and state rental assistance vouchers on behalf of the Commonwealth, and until 2008, we also administered 60 units of scattered site shelter apartments. Over time, recognizing that stable housing is more than bricks and mortar, we significantly expanded our support services and now offer a virtual single stop for those seeking housing assistance. We seek to avoid duplicating services with other agencies; instead we look to collaborate with diverse service partners to address critical community needs.

For more than 30 years, MBHP has been at the forefront of responding to the changing housing needs of families and communities through the development and implementation of myriad affordable housing initiatives, rental assistance programs, and support services. While our strategies and services adapt to shifting needs and times, we remain steadfast in our commitment to our mission. Our model includes a continuum of services from housing search, to rapid re-housing for those who are homeless, to homeless prevention and stabilization services for those at risk, and self-sufficiency programs for those ready to take the next step.


Impact Statement

Metropolitan Boston Housing Partnership (MBHP) is Massachusetts' largest regional provider of rental assistance and housing support and serves more than 25,000 low- and moderate-income families each year. We administer rental assistance to more than 9,300 households, partner with more than 4,300 property owners, respond to thousands of housing inquiries each year, and provide specialized support services to tenants and owners in Boston and 32 surrounding communities. Our programs reflect our belief that everyone deserves a place to call home.

 For the coming year, MBHP’s organizational goals and objectives are to:

  • Prevent homelessness by helping renters and home owners 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.
  • Connect residents with resources (including education, training, and financial assistance) for which they qualify,
  • Assist property owners to maintain quality homes and rental units.
  • Advance and improve policies and practices that support tenants and property owners.
  • Effectively and affirmatively support fair housing in our region by educating property owners and service partners and providing advocacy in cases of housing discrimination.
  • Continue to initiate proactive affordable housing policy at both the state and local level and work with other community partners.

Overall, MBHP strives to stabilize families, neighborhoods, and communities.


Needs Statement

MBHP provides vital housing services to more than 25,000 households with low and moderate incomes each year. Currently, 90% of our operating budget comes from public sources, most of which is considered pass-through dollars to administer rental assistance. Although these public dollars are critical to our operation, private funding is more essential than ever to our ability to address gaps in services, provide time-unlimited, in-depth service to housholds with complex needs, pilot new and innovative initiatives, and continue to support our leadership and advocacy efforts in the housing arena. 

Each year MBHP relies on investment from philanthropic individuals, corporations, and foundations to provide essential housing support services to low- and moderate-income households.  With lower-income communities left behind in this current economic recovery, private support is more important than ever. This year at MBHP, walk-in requests for help increased 23%, and we are compelled to respond. Support for our privately funded Housing Supports Programs ensures that everyone in Greater Boston can receive the assistance he or she needs to find or maintain decent, affordable housing.


CEO Statement

MBHP’s goal is to ensure that individuals and families in Greater Boston with low- and moderate-incomes have safe, affordable housing. Over the past year, we have touched the lives of more than 26,000 households. We have provided the resources and support to move out of shelter and into affordable housing, to make the necessary community connections to remain stably housed, and access opportunities to maximize their earning potential and move toward housing and financial stability. In order to maintain our high level of service and to continue to provide these vital resources, we need your support.

To sustain our work, we rely on private dollars to address immediate, everyday challenges and to provide resources for those most at risk of homelessness. Private funding helps us to provide extensive specialized services, to maintain our best practices in housing services, and to ensure a financially healthy organization. Because housing stability requires more than just four walls and a roof, housing is where our service begins, not where it ends.

Privately raised funds are vital in allowing us to reach beyond our core work and to help individuals and families who are struggling with the challenges of housing stability or who are facing a temporary financial crisis. These funds have been critical in allowing MBHP to provide the time-unlimited wrap-around services our highest need clients require through our Specialized Intensive Programs and Services (SIPS) and to develop innovative responses to emerging challenges, such as our Hoarding Initiative. Through your support, you become our partner in helping families avoid homelessness, because everyone deserves a place to call home.


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-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

MBHP serves Boston and 31 surrounding communities including Arlington, Bedford, Belmont, Braintree, Brookline, Burlington, Cambridge, Chelsea, Everett, Lexington, Lynn, Malden, Medford, Melrose, Milton, Newton, North Reading, Quincy, Reading, Revere, Somerville, Stoneham, Wakefield, Waltham, Watertown, Wilmington, Winchester, Winthrop, and Woburn. In FY 14, we began administering Housing Choice (Section 8) and MRVP vouchers in Holbrook, Randolph, and Weymouth as well.

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)

No

Programs

Emergency Assistance Fund

Established in January 2005 through a private donation, this program provides short-term, limited financial assistance to help residents with basic needs. Staff can access funds for residents with housing-related expenses, including rental and utility arrearages, security deposits or moving expenses, employment-related transportation expenses, or basic needs such as food and furniture.

This fund is used for residents that who are homeless and those facing an immediate threat of homelessness. Preference is given to individuals, elders, people with disabilities, and residents facing extraordinary circumstance,who do not qualify for public assistance. Eligibility is based on a client's income as well as his/her ability to sustain housing in the future without additional supplemental assistance. This past year, we assisted nearly 50 residents with an average payment of  approximately $800.  These grants were often the essential link in helping people avoid homelessness and helping those who are homeless to re-establish themselves.

Budget  $25,000.00
Category  Housing, General/Other Housing Expense Assistance
Population Served Poor,Economically Disadvantaged,Indigent Elderly and/or Disabled Homeless
Program Short-Term Success 

This fund is administered by Housing Supports Programs staff, and financial assistance is used in conjunction with case management services. If needed, these funds are part of a resident's service plan and help address their basic needs.

Our goals for the next year are to:
  •  Assist 50 residents facing a housing-related crisis with Emergency Assistance Funds.
  • Connect all residents receiving funds with community-based services including benefit programs, food assistance, health services, and other support services as needed.
  • Work with residents for a minimum of 90 days after receiving funds to ensure their housing stability.
Program Long-Term Success 

The long-term goal of this program is to ensure that residents in need of flexible emergency assistance have access to these resources. During the recent economic downturn, many residents have struggled to provide basic needs for themselves and their families. Even with careful financial planning, it is not uncommon for individuals or families to face a sudden housing crisis. Timely financial assistance can help many households stay in their homes or move into more stable living situations. 

Requests for MBHP services have continued to rise. Each month, MBHP’s Housing Supports Programs receive more than 750 requests for assistance. Residents face numerous struggles including pending evictions, start-up costs to move to more affordable units, maintaining utility services, and putting food on the table. The Emergency Assistance Fund at MBHP helps residents to fill these critical needs.

Program Success Monitored By 

When reviewing applications for funding staff ensure that all other avenues of assistance have been utilized before approving the use of these funds. Residents are connected with all government benefits that they are eligible for, are referred to community-based resources such as furniture banks and food pantries, and are screened for eligibility for subsidized housing programs. With limited funding, priority is given to the most vulnerable residents and those facing extraordinary circumstances.

We monitor the success of this program by measuring and tracking the number of residents we serve and the numbers who successfully find and retain affordable housing. Our aim is to ensure that 90% of residents who receive financial assistance have a successful outcome (i.e., avoid eviction, maintain/restore utility service, move into affordable housing, or provide for basic needs), and we monitor residents for a minimum of 90 days after receiving funds to ensure their continued success.

Examples of Program Success 

Delores is a 65-year old disabled woman who lives in subsidized housing in Quincy. She was referred to MBHP through her State Legislator’s office. After an infestation of bed bugs, she moved her furniture to storage to allow for a thorough cleaning and fumigation of her apartment. She also had to destroy her mattress and box spring. Burdened by the costs of one month of storage and a new bed set, Delores fell behind on two months of rent. As a single elder with a disability it was hard for her to earn extra money to cover emergency expenses such as these, and she received an eviction notice.

With the support of MBHP staff, Delores received emergency funds for one month’s rent, and we helped to negotiate a repayment agreement for the balance of her arrearage. Staff also connected her to new home furnishings, bedding, and other community resources. Through the timely assistance of the Emergency Assistance Fund, Delores avoided homelessness and her housing is secure.


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  $50,000.00
Category  Housing, General/Other Housing Support
Population Served Elderly and/or Disabled Other Named Groups
Program Short-Term Success 

Over the next year, the goals for MBHP’s fair housing work are to:

  • Provide 100 residents with a fair housing issue with intensive advocacy and support services.
  • Offer more than 35 trainings to tenants, property owners, and service providers on state and federal fair housing law, reasonable accommodations, and other related topics. Last year, MBHP provided 40 trainings to more than 800 individuals.
  • Provide expert technical assistance to at least 10 other providers. For example, in June 2011 MBHP completed a system analysis for the City of Newton to determine their level of accessibility for persons with disabilities. It made more than 100 recommendations of how Newton can become more inclusive for all.
  • Advocate for systemic change that provides proactive, full access for all and positively asserts fair housing principles. For example, MBHP was an integral member of an advocacy group that established the state’s new Office of Access and Opportunity.
Program Long-Term Success 

The long term goal of MBHP’s fair housing work 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 

MBHP uses our data collection and analysis tool to track all services provided to residents and the outcomes of these interactions. Additionally, we track all training sessions and regularly solicit feedback from participants to determine their satisfaction and whether we obtained the goals for the session.

In order to track whether systemic change is occurring, MBHP participates in several external committees and board of directors. To name only a few, MBHP is a member of the Massachusetts Commission Against Discrimination Advisory Committee, the Governor’s Fair Housing Advisory Panel, the Citizens’ Housing and Planning Association Access Committee, and others.

Additionally, we monitor the success of this initiative by measuring the number of positive outcomes in our client advocacy, the number of trainings in which participants report an increase in knowledge, and the number of partnerships through which we improve the housing access for individuals and families in Massachusetts.

Examples of Program Success 

Over the past year MBHP has had several successes advocating for clients and reaching settlements, providing our partner agencies with expert consulting services to improve their programs, and offering informative trainings throughout Greater Boston. However, we believe that our greatest success is how we have seamlessly built fair housing principles into the day-to-day activities of our agency.

Not only is MBHP in compliance with all state and federal fair housing regulations, but we have closely examined our service delivery practices and have ensured that they are offered in a way that is responsive and affirmative for all individuals and families. We have adopted a reasonable accommodation plan, have a language assistance plan, offer all workshops and trainings in an accessible manner, and more.

At MBHP we are proud of our high standards across all of our programs and services to ensure equal opportunity and access for all and our efforts to affirmatively further fair housing.


Hoarding & Sanitation Initiative

Since 2006, MBHP has been a leader in developing and implementing effective hoarding interventions throughout Greater Boston. Hoarding, a mental health disorder, is marked by the acquisition of items to the extent that rooms can no longer be used for their original purpose and the home becomes unlivable and unsafe. It is a complex issue that can impair the daily life and activities of residents, cause health and safety issues, and disrupt residents’ housing stability.

MBHP’s Hoarding Initiative focuses on eviction prevention and early intervention. Staff work intensively with residents and strive to intervene before a court process begins and the client's housing stability is at risk. The program combines strategies from a harm reduction model of behavioral change and practices from cognitive-behavioral therapy and commits to long-term work with clients to effect sustainable long-term change.  We also provide training to 900+ service providers per year, and advocate for systemic change. Last year, we served 75+ residents and had a 98% success rate in maintaining their housing.

Budget  $288,048.00
Category  Housing, General/Other Housing Support
Population Served Poor,Economically Disadvantaged,Indigent Elderly and/or Disabled At-Risk Populations
Program Short-Term Success 

We evaluate the short-term success of this initiative through the number of homes that are brought into health and safety compliance, the number of residents who learn new sorting and organizing skills, and the number of residents who seek long-term mental health services. Hoarding can endanger a resident’s housing stability, and MBHP’s anecdotal research suggests that without sufficient support, recidivism rates for hoarders are high.

For the next year, the primary goals of this initiative are to:

  • Respond to 50 new requests for hoarding assistance.
  • Provide on-going monitoring and case management services for residents for one year after minimum compliance standards have been met to ensure continued success.
  • Provide hoarding trainings to at least six other organizations.
Program Long-Term Success 

According to researchers, 3-5% of the population in the United States (approximately 15 million people) suffer from hoarding, In Massachusetts, an estimated 337,000 struggle with hoarding . Through outreach MBHP has conducted in each of the 33 communities we serve, we have found that all of them have residents who have become homeless or are at risk of eviction due to their hoarding. Given these statistics, the long-term goals of this program are to ensure that residents who hoard know where to access early intervention services, that individualized, comprehensive, and effective services are available, and that no resident is evicted due to hoarding.

Program Success Monitored By 
At intake, Hoarding Initiative staff use two different validated instruments during home visits with clients. First, 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. Second, the Clutter Image Rating Scale, developed by Randy Frost, Ph.D., measures the clutter level in each living space.  The CIR is also used post-treatment to determine each client's progress in reducing clutter. During the course of the intervention, the situation is re-assessed regularly to determine whether progress is being made toward program goals:
-90% of residents served through this initiative reduce clutter to the degree needed to retain their housing subsidies and remain housed.
-At least 75% continue post-treatment monitoring after their cases close.
Examples of Program Success 

To highlight the success of our hoarding initative, we would like to share the story of Patricia, a 73-year-old disabled woman and retired nurse. Since her retirement, she has lived in a subsidized unit in Everett. During the course of an annual inspection, Patricia’s management company noticed that her normally cluttered apartment had reached a new level. Facing eviction, MBHP’s hoarding specialist worked with Patricia to address the underlying issues causing her to hoard and together they were able to reduce the quantity of the clutter.

With a significant reduction of her hoard, Patricia became more mobile and home health services were able to be put in place. Eventually her hoarding was controlled, and Patricia’s eviction was postponed and she has remained safely housed. However, MBHP staff is acutely aware of the possibility for recidivism in hoarding cases and has continued to provide monitoring services and regular home visits to ensure her continued success.


Specialized Intensive Programs and Services (SIPS)

Many Greater Boston residents struggle with barriers that make it difficult for them to find or maintain a home. The intensive, personalized, place-based focus of SIPS reaches people with complex service needs, helping them remain safe and stable in their own homes and communities.

On average, it takes SIPS staff more than nine months to help residents address their housing needs. Staff conduct comprehensive assessments and develop service plans to ensure residents’ long-term stability. These services include assistance navigating housing and benefits systems, intensive housing search, fostering connections to community-based resources, advocacy, and more.

In the past year, staff have provided prevention/stabilization services to 205 households and housing search to 159. Among SIPS clients served last year, 70% had a disability, 30% were elderly, and 9% were homeless. In FY14, SIPS had a 98% success rate in keeping clients housed.

Budget  $103,381.00
Category  Housing, General/Other Housing Support
Population Served Poor,Economically Disadvantaged,Indigent Elderly and/or Disabled Homeless
Program Short-Term Success 

The goals for the next year for the SIPS program are to:

  • Provide home-based case management services to 175+ households who have a variety of barriers to housing including those who are elderly, disabled, or chronically homeless, have substance abuse issues, and others.
  • Develop an Individualized Service Plan with each.
  • Monitor progress of all clients through home- or place-based visits or regular phone calls .
  • Provide housing search assistance to 125 households.
  • Connect more than 125 residents with community based resources to increase their networks of care.
Program Long-Term Success 

The SIPS program implements a unique “housing first, not housing only” approach and recognizes that many residents struggle with multiple barriers that make it difficult to maintain a home. The long-term goal is to provide all residents who have low- and moderate-incomes and complex housing needs with the resources and support they need to ensure that they can find and maintain affordable housing, become self-sufficient, and have a high quality of life.

Program Success Monitored By 

Staff use several methods to monitor the success of this program. Staff conduct in-depth assessments with residents to determine their barriers to housing and areas where support services are needed. These plans detail several areas including: income maximization, education/training, children’s education, and medical/dental, among others.

Staff perform a re-assessment with residents every six months to evaluate their progress toward their goals. Staff also use a data collection tool that allows us to track demographic and outcome information, including residents’ housing situations, income, amount of savings, and barriers.

We continuously evaluate the effectiveness of this program and regularly advocate for new resources when needed. On a quarterly basis, management staff review the program outcome data to determine whether we are on track to meet our goals. The team also meets monthly to review difficult cases, discuss trends, review outcomes, and make improvements.

Examples of Program Success 

Mike is a disabled veteran, and for many years he lived with his elderly parents. When they passed away, Mike's social security income was not enough to afford the rent, and he was evicted. For several weeks he rented a motel room and when that became too expensive he slept in his car. With the help of MBHP, Mike applied for a subsidized apartment; however, due to his poor credit and prior eviction, his application was denied. His case manager appealed the decision.

While they were awaiting a response, Mike’s health deteriorated, and he was diagnosed with Hodgkin's lymphoma. MBHP secured him short-term medical respite care, but because he was homeless, his doctors could not give him a full dosage of chemotherapy and his prognosis declined. Fortunately, through the advocacy and support of his case manager, Mike's denial for subsidized housing was overturned and he was accepted into the housing complex. He recently moved into his new apartment and is now able focus on his health.


CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Mr. Christopher T. Norris
CEO Term Start Aug 2007
CEO Email [email protected]
CEO Experience

Christopher T. Norris is the Executive Director of MBHP and has held this title since 2007. His main responsibilities include leading a staff of more than 150 employees to meet MBHP’s mission and advance the goals of our Board of Directors, advocating for additional housing subsidies and funding for related housing support services, increasing awareness about MBHP’s programs and services, working with partner agencies to prevent homelessness and resolving housing crises, and supervising seven senior staff. Prior to coming to MBHP, Mr. Norris worked as the Assistant Director of Citizens’ Housing and Planning Association 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. from the University of the Pacific and his J.D. from the Massachusetts School of Law. He serves on the Board of Directors of the Chelsea Neighborhood Developers and Homeowner Options for Massachusetts Elders, and he is a member of the Governor’s Fair Housing Advisory Panel. He is vice-president of the Board of the Massachusetts Community Banking Council and president of 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
Mr. Howard Clayman Director of Information Technology --
Mr. Kevin Donaher Director of Inspectional and Property Owner Services --
Mr. Steven Farrell Director of Communications, Development and Policy --
Ms. Kate Fulton Director of Housing Supports --
Mr. Michael Jackson Director of Human Resources --
Ms. Brunette B. Jaramillo Director of Leased Housing --
Ms. Susan Nohl Deputy Director --
Rev. Anne M. Rousseau Chief Financial Officer --

Awards

Award Awarding Organization Year
Community Quarterback Award for Outstanding Community Leadership Eastern Bank 2009

Affiliations

Affiliation Year
AFP (Association of Fundraising Professionals) --
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? No
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
National Industry Standards for Homeownership Education and Counseling --
NeighborWorks America --

Collaborations

MBHP was founded on the principle of partnership, and we proudly bear it in our name. Experience has taught us that there is tremendous value in neighborhood-based approaches and collaborations. As a result of series of community coversations MBHP held in 2008-9, we now co-locate our services at 8 community organizations in Boston and outlying cities to offer greater convenience to residents and connect them more expeditiously with a network of services to support their self-sufficiency.  Colocation helps build our capacity and that of our service partners and helps to build stronger, more vitabl communities.

Another noteworthy partnership, formed in 2013, is with Jewish Vocational Service in Boston, to connect recently housed, formerly homeless heads of households with high-quality vocational services and better-paying jobs.  As of February 2014, a full two-thirds of 123 enrollees had gained employment.

Finally, MBHP works with elected and appointed officials, the private sector, service providers, and property owners in every muncipality in our region.  These collobarations involve mutual education, problem solving, and policy work, leading to better access for thousands of households every year.


 
 

 





 

 

 

CEO/Executive Director/Board Comments

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Foundation Comments

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Staff Information

Number of Full Time Staff 153
Number of Part Time Staff 2
Number of Volunteers 40
Number of Contract Staff 8
Staff Retention Rate % 83%

Staff Demographics

Ethnicity African American/Black: 43
Asian American/Pacific Islander: 11
Caucasian: 57
Hispanic/Latino: 35
Native American/American Indian: 0
Other: 0
Other (if specified): 7 (multiracial)
Gender Female: 99
Male: 54
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 --

Risk Management Provisions

Accident and Injury Coverage
Automobile Insurance and Umbrella or Excess Insurance
Commercial General Insurance
Commercial General Liability and D and O and Umbrella or Excess and Automobile and Professional
Computer Equipment and Software
Crime Coverage
Directors and Officers Policy
Disability Insurance
Employee Dishonesty
Employment Practices Liability
General Property Coverage and Professional Liability
Life Insurance
Medical Health Insurance
Computer Equipment and Software
Fiduciary Liability
Professional Liability
Umbrella or Excess Insurance
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

Governance


Board Chair Mr. Steven J. Rioff
Board Chair Company Affiliation MB Management Company (Retired)
Board Chair Term July 1990 -
Board Co-Chair Ms. Cynthia Lacasse
Board Co-Chair Company Affiliation John Hancock Financial Services (Retired)
Board Co-Chair Term July 2012 - June

Board Members

Name Company Affiliations Status
Mr. Nader Acevedo Hispanic American Chamber of Commerce Voting
Mr. Kevin Boyle Citizens Bank of Massachusetts Voting
Mr. Patrick D. Centanni State Street Corporation Voting
Ms. Lyndia Downie Pine Street Inn Voting
Ms. Janet Frazier Maloney Properties, Inc. Voting
Ms. Elizabeth Gruber Bank of America Merrill Lynch Voting
Mr. Christopher R. Harris The Boston Foundation Voting
Mr. Langley C. Keyes Massachusetts Institute of Technology Voting
Ms. Chrystal Kornegay Urban Edge Housing Corporation Voting
Ms. Cynthia Lacasse John Hancock Realty Advisors, Inc. Voting
Ms. Susanne Marzi Cameron Citi Community Relations Voting
Ms. Mary-Anne Morrison Retired Voting
Mr. Peter Munkenbeck Munkenbeck Consulting Voting
Mr. Jeffrey H. Packard John Hancock Financial Services Voting
Mr. Steven J. Rioff MB Management Company Voting
Ms. Terry Saunders Lane University of Massachusetts- Boston Voting
Ms. Esther Schlorholtz Boston Private Bank & Trust Company 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: 15
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 9
Male: 10
Not Specified 0

Board Information

Board Term Lengths 1
Board Term Limits 0
Board Meeting Attendance % 65%
Written Board Selection Criteria No
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 42%
Constituency Includes Client Representation No

Standing Committees

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

CEO/Executive Director/Board Comments

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Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Fiscal Year July 01, 2014 to June 30, 2015
Projected Income $10,764,286.00
Projected Expense $10,763,356.00
Form 990s

2014 990

2013 990

2012 990

2011 990

2010 990

2009 990

Audit Documents

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 2014 2013 2012
Total Revenue $132,228,890 $131,630,859 $123,373,298
Total Expenses $131,181,470 $130,209,912 $121,707,144

Prior Three Years Revenue Sources

Fiscal Year 2014 2013 2012
Foundation and
Corporation Contributions
$771,889 $601,306 $746,684
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $75,913 $74,320 $50,606
Indirect Public Support -- -- --
Earned Revenue $131,277,357 $130,946,607 $122,574,888
Investment Income, Net of Losses $103,731 $8,626 $1,120
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind -- -- --
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2014 2013 2012
Program Expense $130,239,551 $129,294,820 $120,924,507
Administration Expense $673,515 $634,217 $534,103
Fundraising Expense $268,404 $280,875 $248,534
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.01 1.01 1.01
Program Expense/Total Expenses 99% 99% 99%
Fundraising Expense/Contributed Revenue 32% 42% 31%

Prior Three Years Assets and Liabilities

Fiscal Year 2014 2013 2012
Total Assets $28,570,663 $25,664,369 $24,273,876
Current Assets $18,676,623 $18,914,596 $17,360,085
Long-Term Liabilities $6,195,703 $5,752,621 $6,005,253
Current Liabilities $12,674,986 $11,259,194 $11,037,016
Total Net Assets $9,699,974 $8,652,554 $7,231,607

Prior Three Years Top Three Funding Sources

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

Endowment Value --
Spending Policy N/A
Percentage(If selected) --
Credit Line Yes
Reserve Fund Yes
How many months does reserve cover? 6.00

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 1.47 1.68 1.57

Long Term Solvency

Fiscal Year 2014 2013 2012
Long-term Liabilities/Total Assets 22% 22% 25%

CEO/Executive Director/Board Comments

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Foundation Comments

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

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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