Share |

Urban Edge Housing Corp.

 1542 Columbus Avenue
 Roxbury, MA 02119
[P] (617) 989-9363
[F] (617) 427-8931
www.urbanedge.org
[email protected]
Michael Rousseau
Facebook Twitter
INCORPORATED: 1974
 Printable Profile (Summary / Full)
EIN 22-2483475

LAST UPDATED: 06/01/2018
Organization DBA Urban Edge
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

Mission StatementMORE »

Urban Edge is dedicated to strengthening communities and families. Together, we build affordable housing and vibrant, prosperous neighborhoods.

Mission Statement

Urban Edge is dedicated to strengthening communities and families. Together, we build affordable housing and vibrant, prosperous neighborhoods.

FinancialsMORE »

Fiscal Year Jan 01, 2018 to Dec 31, 2018
Projected Income $4,512,062.00
Projected Expense $4,276,438.00

ProgramsMORE »

  • Community Engagement
  • Family Economic Resiliency Initiative
  • Real Estate Development

Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

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


Overview

Mission Statement

Urban Edge is dedicated to strengthening communities and families. Together, we build affordable housing and vibrant, prosperous neighborhoods.

Background Statement

Located at the crossroads of the diverse neighborhoods of Jamaica Plain and Roxbury in Jackson Square, our goal is to foster diverse urban neighborhoods of choice populated by resilient families and sustained by dynamic webs of community relationships. To achieve this goal: we build quality affordable housing for low and moderate income households; we advise hardworking families on homeowner services, financial education, tax assistance, and student loan counseling; and we organize our neighbors to become leaders of community change.

In 1974, redlining, real estate speculation, and displacement of low and moderate income families were tearing at the fabric of Boston communities. A determined resident opposition had succeeded in halting the extension of I-95 through the City, but the urban landscape sustained the scars of cleared land, with large tracts devoid of homes and businesses. That’s when Boston community leaders came together and founded Urban Edge to rebuild and revitalize these damaged neighborhoods on the “urban edge.” 


Impact Statement

In 2017, our efforts resulted in more than 2,500 unduplicated families celebrating the following.

678 families receiving tax prep. services

97 households counseled on family financial literacy and budgeting

613 First-Time Homebuyer workshop graduates with 152 becoming homeowners

31 homeowners avoiding foreclosure

107 borrowers counseled on alleviating student loan debt

30 youth placed into summer jobs

65 families participating in a study that measures the impact our housing support services have on their health

20 families bonding with each other and preparing their children for Pre-K

103 residents engaged in community leadership opportunities

99 affordable rental units in the renovation pipeline

112 affordable rental units in the new construction pipeline

An average occupancy rate of 99%


Needs Statement

1.       Volunteers:  Next tax season, Urban Edge needs more than 50 volunteers to help area residents with tax preparation.  On evenings and weekends during tax season, we assist low-income area residents using an easy-to-use online tax filing portal through the IRS’ Volunteer Income Tax Assistance (VITA) program.  Training and certification is completed at the volunteer’s leisure online prior to assisting taxpayers at our Roxbury office. 

2.       Funding for our yearly $1.5M Economic Resiliency Initiative, including Financial Fitness seminars, Foreclosure Prevention Workshops, First Time Homebuyer Classes, Student Loan Borrower Repayment Counseling, Tax Preparation Assistance, and Youth Leadership Academy.

3.       Partners from the Corporate, Higher Education, and Sports Industries for our $21.5 million capital project—the Jackson Square Indoor Recreation Center. Scheduled to be built in 2019, and part of the larger Jackson Square Redevelopment Initiative, we will redevelop 11 acres of largely vacant land in one of Boston’s poorest neighborhoods; turning it into a model of vibrant, mixed-use, environmentally sustainable, and transit-oriented development.


CEO Statement

Boston in the early 1970s was a scene of epic battles, over school desegregation, the extension of Interstate 95 through the heart of the City, and wholesale disinvestment in the neighborhoods.  Children were crouching on the floors of their school buses while stones flew.  Land from Lower Roxbury to Forest Hills had been stripped bare of homes, businesses and community life.  Redlining, speculation, arson and blockbusting had undermined housing values and the tax base and had driven out long-term residents.  

Our story begins with residents taking action to improve everyone’s living conditions.  They clean up vacant lots and parks.  They plant gardens.  They engage children, teens and families in education, recreation and culture.  They reclaim and renovate abandoned houses and invest their hard-earned money in homes for their families.  They form organizations and create strategies to revive the business districts.  They organize tenant associations to preserve, renovate and protect affordable rental housing.  They convince banks and foundations to reinvest in inner-city neighborhoods.  They join boards and committees to insure that decisions and actions reflect the people’s choice. 

Urban Edge took on the tasks of re-creating communities that celebrate racial, ethnic and income diversity and of rebuilding safe, stable and prosperous neighborhoods.  This vision is based on equal access to decent affordable housing, goods and services, living wage jobs, high quality public education and political power. 

Then want happens?  Public Officials and people like you take notice, and join the action.  Progressive business leaders see a new direction and come on board.  New resources are found where before the well was dry. 

With the strength and sure-footedness gained from each victory, the community broadens its focus from housing to the hopes of its children and youth, then to education, health, and recreation, and then to art, culture and civic life.  The neighborhood abandoned until 40 years ago is the community we flock to today, with an abundance of hope and with the certainty that its future is ours to shape and safeguard. 

Forty years on, we salute the courage, unity, creativity and successes of the community leaders who dared to take on the challenges of 1974.  We are humbled by all the work done by the thousands of people who followed the examples of those leaders and over the last 40 years built the community we celebrate today.  They had heart, and we take heart from them for the challenges of the future.

We offer a deep bow of respect and thanks to you and everyone like you who have contributed to building our neighborhoods—and the thousands too numerous to name—for joining together to create this beloved community, past, present, and future.


Board Chair Statement

--

Geographic Area Served

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

The primary service area of Urban Edge is the Egleston-Jackson sections of Roxbury, Jamaica Plain, and surrounding neighborhoods.  Some of our financial and homeowner programs serve residents from 31 other cities and towns in Massachusetts.

Organization Categories

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

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

No

Programs

Community Engagement

Our community building and organizing programs includes Resident Services, Resident Associations Support, the Income Enhancement program, Resident/Neighborhood Engagement activities and our Youth Jobs and Youth Leadership Academy.
Budget  $433,000.00
Category  Community Development, General/Other Neighborhood Revitalization
Population Served Minorities Adolescents Only (13-19 years)
Program Short-Term Success  --
Program Long-Term Success  --
Program Success Monitored By  Urban Edge maintains a detailed information database to track and measure activities and results.
Examples of Program Success  --

Family Economic Resiliency Initiative

Urban Edge has developed a suite of programs aimed at serving modest-income working families that currently access or are about to access affordable housing. These programs are designed to change economic behaviors so that families will make choices that lead to increased economic resiliency, i.e. they have the capacity to endure financial shocks without disruption to their ability to meet basic needs. 

 
Homeowner Services / Homebuyer Education includes Foreclosure Prevention Counseling and First-time Homebuyer classes. We also provide Financial Fitness classes, EarnBenefits screenings, and run a Volunteer Income Tax Assistance Center.
Budget  $933,185.00
Category  Community Development, General/Other
Population Served Minorities Families
Program Short-Term Success 

Urban Edge is expanding its Financial Fitness classes, with the goal of having clients create and use a household budget, better understand the credit system and how credit affects their daily lives, achieve a credit score of 680 or better, and achieve positive net household income within 12 – 24 months.

 

Urban Edge’s Income Enhancement program utilizes EarnBenefits screening to qualify and secure benefits for families that increase household incomes an average of $1,600 per year of eligibility, including food stamps, fuel assistance, EITC and subsidized child care.


The Volunteer Income Tax Assistance Center provides free tax preparation and tax education services by trained volunteers—we expect 350 filers in 2012, its first year.  Earned Income Tax Credits and other tax credit filings can bring as much as $3,000 to area households. Combining this with knowledge and support we expect families to greatly improve their financial management skills and achieve economic stability.

Program Long-Term Success 
Since 2006, Urban Edge has successfully helped hundreds of homeowners threatened by foreclosure (throughout Boston and 60 other cities and towns across the Commonwealth) to keep their homes. Urban Edge counselors provide face-to-face counseling from intake through resolution (through loan modifications, forbearance, trial period plans, bringing mortgage payments current, and bankruptcy).
 
 
 
 
Program Success Monitored By  --
Examples of Program Success  Insert

Real Estate Development

urban development, property acquisition, renovations and other development projects
Budget  $2,996,354.00
Category  Housing, General/Other
Population Served Minorities Poor,Economically Disadvantaged,Indigent Homeless
Program Short-Term Success 
Provide green renovations to 82 housing units in 10 buildings in Roxbury and Jamaica Plain.  Providing short- and long-term regular and green repairs to the 65-unit development, Walnut-Washington Apts.

In 2012 and 2013 we will move ahead with two projects within the Jackson Square Redevelopment (JSR) Initiative, redeveloping 11 acres of largely vacant land in one of Boston’s poorest neighborhoods, turning it into a model of vibrant, mixed-use, environmentally sustainable, transit-oriented development.  The new Jackson Commons will add 37 new housing units, retail and office space, and urgently needed community facilities, including a Neighborhood Learning Center – all within a short walking distance from the Jackson Square MBTA subway and bus station. A new 38,000 square-foot Indoor Recreation Center / Ice Rink will be constructed next door.

Program Long-Term Success 

The Urban Edge Real Estate Development program will result in an increase in affordable housing units for formerly homeless, low-income, and/or moderate-income individuals and families in Roxbury, Jamaica Plain, and surrounding neighborhoods. 

Program Success Monitored By  --
Examples of Program Success  2,761 individuals are currently being housed in our affordable housing developments

CEO/Executive Director/Board Comments

--

Management


CEO/Executive Director Mr. Frank Shea
CEO Term Start Nov 2015
CEO Email [email protected]
CEO Experience Frank joined Urban Edge as Chief Executive Officer (CEO) in 2015. Before Urban Edge, he served as Executive Director at Olneyville Housing Corporation in Rhode Island for 15 years. Frank has more than 20 years of experience with federal and state affordable housing and community development programs and extensive experience implementing strategic partnerships. At Urban Edge, Frank oversees all lines of business in its $4.3M annual operating budget. As Urban Edge implements its 2015-2020 Strategic Plan, Frank drives the agency to meet its goal to be a national leader in the community development field.
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
Chrystal Kornegay Jan 2010 Jan 2015
Mr. Mossik Hacobian 1988 Dec 2009

Senior Staff

Name Title Experience/Biography
Maria Caceres Director of Administration --
Bob Credle Director of Community Programs --
Emily Loomis Director of Real Estate --
Frank Shea -- --
Jeff Tellier Director of Finance --
Robert Torres Director of Community Engagement --

Awards

Award Awarding Organization Year
Robert H. Quinn Award for Community Service U Mass Boston 2011
Richard Smith Award Massachusetts Association of CDCs 2010
Mike Sviridoff Leadership Award Local Initiatives Support Corporation (LISC) 2005
Community Service Award NeighborWorks America --

Affiliations

Affiliation Year
CDC - State certified Community Development Corporation --
Massachusetts Association of Community Development Corporations (MACDC) --
Member of state association of nonprofits? Yes
Name of state association MACDC

External Assessments and Accreditations

External Assessment or Accreditation Year
NeighborWorks America 2010

Collaborations

--

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Staff Information

Number of Full Time Staff 26
Number of Part Time Staff 3
Number of Volunteers 50
Number of Contract Staff 0
Staff Retention Rate % 93%

Staff Demographics

Ethnicity African American/Black: 6
Asian American/Pacific Islander: 1
Caucasian: 13
Hispanic/Latino: 9
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 22
Male: 7
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 5
Management Succession Plan Yes
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 Liability

Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency Yes Annually
Non Management Formal Evaluation and Frequency Yes Annually

Governance


Board Chair Ms. Natacha Dunker
Board Chair Company Affiliation Comm. of MA Retirement
Board Chair Term Oct 2015 - Apr 2019
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Ms. Darlene Atkins Newton Public Schools; Resident in Urban Edge portfolio of homes Voting
Ms. Wanda Atkins VA Boston Healthcare System Voting
Dr. Jeanette Callahan Cambridge Health Alliance Voting
Ms. Jacqueline M. Cummings-Furtado Quincy Geneva Housing Corporation Voting
Ms. Genie Curry Retired; Resident in the Urban Edge portfolio of homes Voting
Ms. Natacha Dunker Commonwealth of Massachusetts Voting
Mr. Bruce Erlich Massachusetts Housing Investment Corp Voting
Mr. Benjamin Forman MassINC Voting
Ms. Alison Haight Harvard Kennedy School of Government Voting
Ms. Beryl Harris Community volunteer; Resident in Urban Edge portfolio of homes Voting
Mr. Eddie Jenkins Attorney Eddie Jenkins & Associates, PC Voting
Ms. Deeqo Jibril Somali Community & Cultural Association Voting
Ms. Anne McKinnon Jacobs Engineering Group Voting
Mr. Donovan Montrose Community volunteer; Resident in Urban Edge portfolio of homes Voting
Mr. Darryl Pelton Wells Fargo Bank Voting
Mr. Arealus Pough Lena Park CDC Voting
Ms. Elizabeth Relerford Community volunteer; Resident in Urban Edge portfolio of homes Voting
Ms. Teresa Rodriguez Boston Plan for Excellence Voting
Ms. Jacquinn Sinclair The Community Builders Voting
Ms. Johanna Smith The Community Builders, Inc. Voting
Mr. Andrew Sobers GMH Associates Voting
Ms. Diane Stafford Boston Public Schools; Resident in Urban Edge portfolio of homes Voting
Mr. Sebastian Zapata The Alliance for Business Leadership Voting
Mr. Nathan Zielonka Zielonka Financial Services, LLC 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: 15
Asian American/Pacific Islander: 0
Caucasian: 6
Hispanic/Latino: 3
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 15
Male: 9
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 2
Board Meeting Attendance % 75%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation Yes

Standing Committees

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

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2016 2015 2014
Total Revenue $9,324,132 $19,814,601 $5,014,035
Total Expenses $7,224,971 $7,083,520 $4,249,601

Prior Three Years Revenue Sources

Fiscal Year 2016 2015 2014
Foundation and
Corporation Contributions
-- -- --
Government Contributions $361,550 $432,307 $424,990
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $361,550 $432,307 $424,990
Individual Contributions $2,133,300 $11,337,922 $1,512,259
Indirect Public Support $146,150 $162,491 $176,920
Earned Revenue $6,143,980 $5,864,793 $2,433,202
Investment Income, Net of Losses $20,513 $11,881 $3,379
Membership Dues -- -- --
Special Events $92,664 $85,205 $100,045
Revenue In-Kind -- -- --
Other $425,975 $1,920,002 $363,240

Prior Three Years Expense Allocations

Fiscal Year 2016 2015 2014
Program Expense $6,100,598 $5,658,893 $3,001,838
Administration Expense $921,985 $1,154,015 $944,952
Fundraising Expense $202,388 $270,612 $302,811
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.29 2.80 1.18
Program Expense/Total Expenses 84% 80% 71%
Fundraising Expense/Contributed Revenue 7% 2% 14%

Prior Three Years Assets and Liabilities

Fiscal Year 2016 2015 2014
Total Assets $39,399,867 $29,069,507 $25,721,303
Current Assets $11,449,181 $6,197,959 $3,663,767
Long-Term Liabilities $21,343,549 $16,613,508 $17,603,285
Current Liabilities $2,971,091 $1,434,514 $1,198,513
Total Net Assets $15,085,227 $11,021,485 $6,919,505

Prior Three Years Top Three Funding Sources

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

Financial Planning

Endowment Value --
Spending Policy Income Only
Percentage(If selected) --
Credit Line Yes
Reserve Fund Yes
How many months does reserve cover? 16.00

Capital Campaign

Are you currently in a Capital Campaign? Yes
Capital Campaign Purpose Jackson Square Recreation Center
Campaign Goal $31,500,000.00
Capital Campaign Dates July 2016 - June 2019
Capital Campaign Raised-to-Date Amount $17,500,000.00
Capital Campaign Anticipated in Next 5 Years? Yes

Short Term Solvency

Fiscal Year 2016 2015 2014
Current Ratio: Current Assets/Current Liabilities 3.85 4.32 3.06

Long Term Solvency

Fiscal Year 2016 2015 2014
Long-term Liabilities/Total Assets 54% 57% 68%

CEO/Executive Director/Board Comments

The 2017 consolidating statements of financial position reflects a continued improvement in the financial health of Urban Edge. Urban Edge’s net assets without donor restrictions position increased from $8,572,596 as of December 31, 2016 to $10,335,049 as of December 31, 2017, representing a 20% improvement. Overall, Urban Edge’s total assets remained relatively flat and experienced a 2% decrease moving from $19,879,645 as of December 31, 2016, to $19,442,208 as of December 31, 2018.

Urban Edge’s current ratio of 5.4 as of December 31, 2017, is one of the strongest in the history of the organization. In addition, Urban Edge’s debt-to-equity ratio decreased to an all-time low of 0.44 as of December 31, 2017.

While Urban Edge’s months in operating net assets experienced a modest 4% increase in 2017, this ratio stayed well above industry guidelines for measuring levels of liquidity. Urban Edge was able to continue paying down debt while also improving its working capital position. A significant contributor to the increase in Urban Edge’s months in operating net assets was due to the partial conversion of NeighborWorks permanently restricted capital grants that were deployed to Urban Edge’s real estate projects. Upon the release of the restriction, Urban Edge was able to increase its working capital by $937,532 during 2017.

Foundation Comments

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

Documents


Other Documents

No Other Documents currently available.

Impact

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


1. What is your organization aiming to accomplish?

Located where Boston’s Latin Quarter meets its historic African-American neighborhood at the crossroads of Jamaica Plain and Roxbury in Jackson Square, our goal is to foster diverse urban neighborhoods of choice populated by resilient families and sustained by dynamic webs of community relationships.

To achieve this goal: we build quality affordable housing for low and moderate income households; we advise hardworking families on homeowner services, financial education, tax assistance, and student loan counseling; and we organize neighbors to become leaders of community change.


2. What are your strategies for making this happen?

Our Community Investment Plan for 2018 mirrors the five intended outcomes of our 2015-2020 Strategic Plan: Egleston and Jackson Squares are destination neighborhoods in the City of Boston; Urban Edge’s integrated programs in economic resiliency, education, and public health/wellness strengthen families and youth, who are the bedrock of our community; Neighborhood real estate markets meet the housing demands of all families; A strong partnership between a committed Board of Directors and high performing professional staff drives an aggressive community development agenda; and Urban Edge’s high-quality performance and innovation is widely recognized, resulting in increased resources to serve our community.


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

Urban Edge is a place where high performing professional staff combine their passion for community development and their expertise and skills to meet the mission. We support a culture of excellence, accountability, entrepreneurship, and innovation. We cultivate leaders in our community and in our organization. We are recognized for training and supporting both current and future leaders in the community development industry. Urban Edge uses an innovative and flexible approach to talent management and development. Urban Edge’ budget for CY18 is $4.5M and we currently employ a staff of 29 to achieve the indicators below.

The organization is led by a diverse Board of Directors, reflective of the community, with the skills, characteristics, and leadership for effective governance. Members of the Board will be active participants in decision making and serve as champions for the organization in a wide array of settings. The organization will support a committee structure that both meets the organization’s governance goals and also serves as a training ground for potential new Board members.

Urban Edge uses a powerful database, SalesForce, to capture and measure the results of our activities. Our asset management plan is an essential tool for property and financial performance and is used on a regular basis. It includes reports such as: a watch list, balance sheet and income statement summary reports, cash flow projections, vacancy reports, and income statement re-projections. Using the plan, we conduct capital needs assessments, improvement schedules, action lists, and monitor replacement reserves.

To ensure that Urban Edge is on track and to evaluate its progress, we created a dashboard. This quarterly report includes the following indicators and data points.

  • Human capital: performance reviews, attendance, professional development
  • Finance: cash balance, reserve balance, P & L surplus, property disbursements
  • Real estate pipeline: development process status, fee accrual
  • Community engagement: new leaders, leaders up one level, new youth leaders, community support participants, rent receivables, number enrolled in AccessBenefits Online, number of residents receiving financial counseling, and number of VITA participants.
  • Homeownership Promotion programs: number of participants in homebuyer education classes and number of first-time homebuyers created, number of participants served through foreclosure prevention intake and cases resolved, and number of students counseled and student loans resolved and referred
  • Fundraising: grants awarded, funds raised from, annual meeting revenue

The staff extracts key points of data from the above-named tools and reports on a dashboard. Senior Staff meet quarterly to review this information and make any adjustments that might be required.


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

In 2018, our efforts will result in more than 2,500 unduplicated families that we will serve this year celebrating the following

600 families receiving tax prep. services

100 households counseled on family financial literacy and budgeting

750 First-Time Homebuyer workshop graduates—150 becoming homeowners

36 homeowners counseled through our foreclosure prevention program—with 10 avoiding foreclosure

120 borrowers counseled on alleviating student loan debt

120 “Credit Counseling Boot Camp” graduates

30 youth placed into summer jobs

1,500 families with new back-to-school supplies, children’s holiday gifts, and Thanksgiving turkeys

65 families participating in a study that measures the impact our housing support services have on their health

20 families bonding with each other and preparing their children for Pre-K

400 pledges to vote in the 2018 election

100 residents engaged in community leadership opportunities

99 affordable rental units in the renovation pipeline

112 affordable rental units in the new construction pipeline


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

In terms of our 2015-2020 Strategic Plan, Urban Edge is on track to meet most of its intended outcomes. However, there are two areas in which we haven't accomplished what we had wanted to so far. These areas are homeownership promotion and tracking local residents’ meaningful participation in the community.

Homeownership Promotion

The Boston Foundation’s 2017 Greater Boston Housing Report Card, published in November 2017, describes, “Recent studies have suggested that the homeownership rate has been falling over the past few years nationwide, a claim that we investigated in last year’s report. What we discovered is that homeownership is declining, but primarily among younger people. This suggests many things about the nation’s housing market and economy, but points primarily to a housing market with a high barrier to entry for first-time home buyers.” At Urban Edge, we know that achieving new home sales in today’s market is difficult because of these reasons in addition to a scarce supply of inventory. These factors combined with higher real estate prices and tighter banking standards make it harder for families to become mortgage ready.

In response, Urban Edge offers residential real estate brokerage services to low and moderate income families in Greater Boston. CUE Realty brings unique value to hardworking families on the pathway to homeownership by providing tailored real estate brokerage services. We focus on delivering financial counseling and homeownership development services that low and moderate income homebuyers need to become mortgage ready. By giving potential homebuyers a choice of real estate brokerage services with free financial capability counseling, Urban Edge is facilitating the home buying process for less-affluent home buyers.

Tracking Resident Participation

Over the past few years, Urban Edge has found it difficult to track how we support meaningful participation of community residents in decisions affecting neighborhood quality of life. While we are actively engaged in the community, tracking these outcomes is an accomplishment we are still working to achieve.