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Organization DBA MMP
Mass Mentoring
Former Names Greater Boston One-to-One (1992)
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

Mission StatementMORE »

Mass Mentoring Partnership (MMP) is fueling the movement to expand empowering youth-adult relationships to meet the needs of communities across Massachusetts. MMP serves more than 325 programs statewide supporting over 33,000 youth in quality relationships. We work with mentoring programs and youth development organizations to assess programmatic needs and organizational capacity to provide customized strategies that strengthen youth, families, and communities.

Mission Statement

Mass Mentoring Partnership (MMP) is fueling the movement to expand empowering youth-adult relationships to meet the needs of communities across Massachusetts. MMP serves more than 325 programs statewide supporting over 33,000 youth in quality relationships. We work with mentoring programs and youth development organizations to assess programmatic needs and organizational capacity to provide customized strategies that strengthen youth, families, and communities.


FinancialsMORE »

Fiscal Year Jan 01, 2017 to Dec 31, 2017
Projected Income $2,312,591.00
Projected Expense $2,310,084.00

ProgramsMORE »

  • Highland Street Corps Ambassadors of Mentoring
  • Positioning and Public Awareness
  • Quality Based Membership (QBM)
  • Success Mentors
  • Training and Technical Assistance

Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

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


Overview

Mission Statement

Mass Mentoring Partnership (MMP) is fueling the movement to expand empowering youth-adult relationships to meet the needs of communities across Massachusetts. MMP serves more than 325 programs statewide supporting over 33,000 youth in quality relationships. We work with mentoring programs and youth development organizations to assess programmatic needs and organizational capacity to provide customized strategies that strengthen youth, families, and communities.


Background Statement

Mass Mentoring Partnership (MMP) was founded in 1992 as Greater Boston One to One, the first local extension of a national entity. The national One-to-One was started by two Wall Street Executives Ray Chambers and Geoff Boisi with a vision to bring mentoring to scale. Co-founded in Boston by the then-president of Boston College J. Donald Monan, S.J., and the CEO of New England Telephone Paul O’Brien, MMP has been deeply engaged in the start-up and sustainability of high-quality mentoring and youth-serving programs. MMP has a rich history of driving human, intellectual, and financial resources to the field of mentoring through a variety of avenues, including training and technical assistance to organizations, mentors, and mentees; the execution of high-visibility mentor recruitment campaigns; and the attraction of increased public and private resources to the mentoring movement in Massachusetts. MMP’s mission has expanded to fuel the movement to expand empowering youth-adult relationships throughout Massachusetts. We work with youth mentoring programs to assess needs and organizational capacity, identify resources for start-up and on-going operations, and provide customized strategies on how to implement and sustain a quality program that benefits mentors, youth and the organization. MMP is headquartered in Boston and with a regional office in Holyoke and is the only statewide organization solely dedicated to strategically expanding expanding empowering youth-adult relationships in Massachusetts. MMP serves more than 275 mentoring programs statewide representing over 33,000 mentoring relationships. Of MMP’s major accomplishments, our Highland Street AmeriCorps Ambassadors of Mentoring Program was launched in 2008, one of only two new programs selected in the Commonwealth and from 26 selected nationally. MMP places individuals at mentoring programs providing services designed to strengthen each program’s ability to fulfill its mission. MMP has successfully worked with programs to develop workplace mentoring initiatives, provides mentor recruitment training, and develops and manages statewide mentor recruitment campaigns, including the award-winning Red Sox Mentoring Challenge, Mentors of Color campaign, and Boston WINs through State Street. Additionally, since 2012, MMP has played a lead role in facilitating advocacy and managing the first Mentoring line item in the Massachusetts State Budget, with currently $500,000 earmarked for mentoring organizations annually. As this year is our 25th anniversary, we recently celebrated with an event in February that marked our second largest fundraiser and significant awareness and positioning opportunity for empowering relationships for youth.

Impact Statement

MMP works to expand quality youth-adult relationships across the Commonwealth through a framework of Relationships in Action:

1. Assess: we assess the needs of young people and our state’s ability to meets those needs when, and where, it matters the most;
2. Build: we offer training, technical assistance, and knowledge sharing to develop and build the capacity of high quality programs that serve young people and foster positive relationships with adults;
2. Connect: we help non-profit organizations, schools, state agencies, and businesses collaborate to foster adult role models and mentoring relationships;
4. Advocate: we advocate for public funding and private financial resources for mentoring; heightening the visibility of mentoring and its role in strengthening communities through preventing youth violence, closing the achievement gap, and workforce development; and building public awareness about the need for and impact of mentoring.

Needs Statement

Research proves that the presence of a caring adult improves the lives of young people in measurable ways. Numerous national studies have shown that youth mentoring programs positively impact school connectedness and performances, relationships with family members and peers, and self-esteem.  Yet, more than 3,000 youth in Massachusetts are waiting to be matched with mentors.  Mass Mentoring recognizes that the field of mentoring in Massachusetts needs volunteers to be mentors, businesses to partner with mentoring programs and community advocates to raise public awareness of the importance of mentoring to our communities' strength.


CEO Statement

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Board Chair Statement

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Geographic Area Served

In a specific U.S. city, cities, state(s) and/or region.
Massachusetts-All Regions
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Organization Categories

  1. Youth Development - Adult, Child Matching Programs
  2. Youth Development - Management & Technical Assistance
  3. Youth Development - Alliances & Advocacy

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

Yes

Programs

Highland Street Corps Ambassadors of Mentoring

The Highland Street Corps Ambassadors of Mentoring drives human capital to mentoring programs across Massachusetts to extend and deepen our impact, especially in underserved areas. MMP receives support from the Highland Street Foundation and the Massachusetts Service Alliance to host this AmeriCorps program. MMP conducts a competitive process to host members who are co-recruited, co-hired, trained by MMP, and placed for a year of service at sites, building their capacity while enhancing the quantity and quality of mentoring. MMP currently has 25 members at 22 agencies and MMP. Over the past five years, Corps members provided more than 100,000 hours of service to mentoring programs.
Budget  515,476
Category  Youth Development, General/Other
Population Served Children and Youth (0 - 19 years)
Program Short-Term Success 
In 2012, MMP aims to have 25 Ambassadors that will serve full-time at up to 23 mentoring programs and MMP to provide services in one or more of four areas:
1) Program Development and/or Program Start-up: leading the development of practices and systems in the areas of program planning, management, operations and/or evaluation;
2)Mentor and Mentee Training: creating or strengthening systems to provide orientation, training and/or ongoing skill building for mentors, mentees, and parents to improve the quality of matches;
3) Match Support: expanding organizational ability to support and develop mentors and mentees throughout their match;
4) Recruitment and Marketing: all Ambassadors will engage in recruiting and retaining qualified volunteer mentors for their respective organization and some Ambassadors may be solely focused on improving their organization’s capacity in this area.
Program Long-Term Success  The AmeriCorps Ambassadors of Mentoring provide mentoring programs with motivated individuals trained in elements of effective practice who will make a lasting impact on these programs and the youth they serve. Ambassadors will impact service delivery, increase organizational capacity and sustainability, support initiatives in under-served communities and recruit, screen, and match volunteer mentors - yielding more positive outcomes for youth and a higher social and economic return.
Program Success Monitored By  In 2008-2011, Ambassadors recruited over 1,200 total new mentors (doubling the annual goal of 200 mentors) and the current 2011-2012 Corps is on track to achieve and surpass their annual goal. Host sites have reported mentor recruitment, program systems creation and implementation, and program and staff development as the greatest contributions of the program. Each year, the program has completed over 80% of all projects and over 80% of organizations report increased capacity to serve more kids in a higher-quality way.
Examples of Program Success 
  • In 2009, the Ambassadors of Mentoring funded a start up program for first generation college students at Roxbury Community College in order to increase retention among this group.The program now serves over 20 students.  
  • Former host site Stand and Deliver increased its academic mentoring services to youth in Lawrence with the support of two Ambassadors over two years. 
  • In 2010, the Ambassadors program funded a project at Big Sister Association of Greater Boston which increased recruitment of women of color to serve as mentors by 20%. 
  • 90% of host sites state that their Ambassador has been instrumental in helping to strengthen their capacity around mentor recruitment and match support.

Positioning and Public Awareness

MMP actively engages in raising public awareness of the success of mentoring and positioning mentoring as a policy strategy to improve outcomes for youth.MMP mobilizes program partners in advocacy campaigns that protect and increase state and federal funding opportunities for youth mentoring programs, and provides technical assistance for programs applying for public sector grants. MMP supports its network by providing significant information and frequent updates throughout the state and federal budget processes. In positioning mentoring as a policy strategy, MMP drives research to the field by conducting Mass Mentoring Counts, the statewide mentoring survey in conjunction with the UMass Donahue Institute biannually. The findings are used to benchmark the field of mentoring in Massachusetts and inform and guide policy-makers, funders, and practitioners. MMP uses the data to strengthen advocacy for support of mentoring through public policy and public funding.
Budget  614,378
Category  Youth Development, General/Other
Population Served Children and Youth (0 - 19 years)
Program Short-Term Success  MMP will continue to increase the level of funding for mentoring in the Massachusetts state budget by increasing the engagement of programs and mentor advocates in the budget process, as well as continuing to enhance the relationships between MMP staff and targeted legislators. Building the capacity of mentoring organizations to advocate on behalf of their programs and build their own support for public money through group and targeted trainings and technical assistance will be a crucial element in effectively advocating for mentoring as a policy tool.MMP will also continue to increase advocacy around mentoring by leading the annual Youth Mentoring Day at the State House and promote public awareness by increasing website traffic and social media campaigns.
Program Long-Term Success  MMP is committed to driving increased financial resources from the public sector to the field of youth mentoring by advocating for youth mentoring on the state and federal level; engaging programs in advocacy campaigns around the state and federal budgets and policy making; strengthening and engaging a cohort of volunteer mentors and mentees who participate in state and local advocacy; and building the capacity of programs to advocate for themselves and their constituencies and effectively compete for grants in the public sector. MMP is also working to highlight mentoring as an effective youth-development tool and position mentoring as a policy solution for youth development, education achievement, and long term self-sufficiency.
Program Success Monitored By  MMP will see success by maintaining and deepening relationships with all current state legislative champions; developing relationships with new legislators; increasing the mentoring line item in the state budget; and building the capacity of mentoring programs to advocate for increased public resources through trainings, technical assistance, and providing opportunities to engage with elected officials.
Examples of Program Success  In 2010 and 2011, MMP expanded its current advocacy strategy to include targeted relationship building with specific legislators to support the mentoring line item in the state budget, as well as targeted outreach with mentors and mentoring programs to bolster their voices in the budgetary process. The most notable accomplishment of MMP’s expanded public policy and advocacy work is the recent increase in the mentoring line item in the budget from $100,000 to $250,000. This is the first increase in the mentoring line item since 2007 and reflects the benefits of the increased time, energy and resources that MMP has put into this work at the state level.

Quality Based Membership (QBM)

QBM is a quality assurance process that provides an “indicator of quality” for mentoring programs in Massachusetts to help them benchmark their program practices against national standards of excellence. QBM demonstrates a commitment to excellence to potential mentors, funders, parents, and community partners. Together program staff and MMP develop a “Road to Membership” plan which outlines the training and technical assistance MMP staff will provide to help strengthen the organization’s program. The three levels of membership include: Affiliate, entry point for membership; Associate Partner, programs in the process of conducting a self-assessment, or actively working to meet designated standards for quality; and Partner Member, formal youth mentoring programs that have completed the self-assessment and demonstrate adherence to all requirements of QBM. The overall goal is to help sustain and grow high quality mentoring programs in order to match more caring adults with young people in need.
Budget  147,429
Category  Youth Development, General/Other
Population Served Children and Youth (0 - 19 years)
Program Short-Term Success  Currently, there are 216 mentoring programs in QBM, with 44 programs at the highest Partner level, 16 programs at Associate Partner level, and 156 programs at Affiliate level. QBM will achieve short term success by continuing to move programs towards the highest level of membership and improve the practices of programs in the process. MMP also seeks external opportunities to present the process and benefits of a QBM initiative and expand upon MMP's role as the national leader in quality.
Program Long-Term Success  QBM will increase the program capacity of mentoring programs around Massachusetts so that formal mentoring programs can provide more children with higher quality mentoring experiences. MMP is working to ensure that 100% of identified formal mentoring programs are members of QBM by 2013 and 55% of members achieve the top-quality tier of membership.
Program Success Monitored By  The success of QBM is determined by evaluations completed by mentoring programs. MMP anticipates that 75% of programs will meet their desired outcomes for taking part in membership process and 90% of programs who are in their second year of membership engage in re-affirmation of membership. MMP will continually review the current membership process and implement relevant improvements in hopes to grow the field of mentoring in Massachusetts.
Examples of Program Success 

For fiscal year 2012, the state provided some funding for mentoring programs. The funding was only available through a competitive request for proposal process. Of the nineteen programs which were awarded funding, sixteen are at the highest level of MMP membership, and the remaining three programs at the associate partner or affiliate level of membership. 

 


Success Mentors

MMP brings the power of relationships into classrooms through the Success Mentors program, propelling students forward in BPS schools, along with an evidence-based and data driven model and support system, to ensure real progress can be attained and the achievement gap narrowed to more equitable outcomes. The aim of the Success Mentors program is to have schools identify and support chronically absent students through mentoring in order to increase student attendance and engagement in school; provide the necessary supports and scaffolds to prevent future absences and support students to build connections with adults in their school communities and outside of school. This program is a part of the groundbreaking My Brother’s Keeper (MBK) campaign announced by President Obama, in November 2015. MBK is a way to address the social, economic, and justice issues facing youth of color. 

Budget  $250,000.00
Category  Youth Development, General/Other
Population Served Children and Youth (0 - 19 years)
Program Short-Term Success 

To benchmark the short-term success of this work, we use the following metrics and results: a) the number students to be matched with a mentor; b) 80% of mentors will report improvement in their mentoring relationship over time; c) 85% of Success Mentors will report an increase of knowledge after participating in pre and post match training; d) 85% of Success Mentors will report that they would recommend Success Mentors training to a colleague; e) 80% of schools will positively rate the site specific technical assistance they receive by the end of the school year; f) 75% of technical assistance engagements will reach their goals for each BPS priority, including cultural responsive practices, English Language learners, and students with disabilities as appropriate

Program Long-Term Success  The goal of the Success Mentors program is to reduce chronic absenteeism among students in BPS, as well as target and serve students within BPS’ priorities of service including English Language Learners, students requiring culturally competent services, and students with disabilities. This will reduce the negative outcomes associated with poor school attendance.
Program Success Monitored By 

We use a variety of metrics and measurement tools to measure outcomes and accurately report progress, including survey methodology to capture best practices of our trainings. Additionally, metrics such as website traffic, page views and presence in news media outlets are used to determine if MMP is on track to meet projected public awareness outcomes. Specifically for MMP’s work of the Success Mentors program, we measure and monitor our success via: a) Pre and post tests for trainings; b) Pre and post surveys of technical assistance engagements; c) Number of students matched with a mentor; d) Impressions from public awareness activities


Examples of Program Success 

MMP has been working with the National My Brother’s Keeper Initiative which began its’ work to pilot the Success Mentor model in targeted cities across the nation. Through this experience, we had the opportunity to develop a solid relationship with Dr. Colin Rose the Assistant Superintendent of the BPS’s Office of Opportunity and Achievement Gap, Harold Miller, the Success Mentor Project Coordinator and together receive training from the developers of the model, Bob Balfanz of the Everyone Graduates Center based at Johns Hopkins University, as well as Lelsie Cornfelf the past Special Advisor to the US Secretary of Education. MMP is knowledgeable about the model and well poised to continue our solid relationship with the model and the leaders of BPS to carry out this work plan. We are also now connected with our sister mentoring partnerships across the state through MENTOR, the National Organization who are also providing technical assistance around this model to other pilot sites We regularly connect with our colleagues to share best practices with others who are also working to support school systems to lower rates of absenteeism and more importantly to support students to do well in school and in life. We value this relationships with our colleagues and will bring all the best of the best to Boston.



Training and Technical Assistance

MMP works with mentoring and youth-serving programs to assess programmatic needs and organizational capacity, identify resources for start-up and on-going operations, and provide customized strategies on how to implement and sustain a quality program that benefits mentors, youth and the organization. MMP presents a range of capacity-building services, including a two day program on how to build a quality youth mentoring program for organizations, enhanced trainings on program organizational development, research, and customized consulting for programs in our network. MMP offers standard trainings at various times throughout the year and provides technical assistance around general program support and development.
Budget  $147,429.00
Category  Youth Development, General/Other
Population Served Children and Youth (0 - 19 years)
Program Short-Term Success  In 2017, MMP will deliver trainings on program development, creating and strengthening empowering youth-adult relationships, embedding cultural competency, trauma informed practices, and family and caregiver engagement by webinars, online presentations and in-person trainings. MMP will hold targeted roundtable sessions with focused content beyond standard trainings and deliver technical assistance to member programs. Additionally, MMP will develop three different tool kits on program practices for use and distribution on our website and increase access to resources beyond in-person trainings.
Program Long-Term Success  A successful mentor training and technical assistance program will guide and influence programs to employ effective practices to sustain themselves, create high-quality matches, and achieve positive outcomes for youth. By working with mentoring programs through training and technical assistance, MMP will improve the overall quality of mentoring programs in Massachusetts to achieve greater outcomes for the youth that they serve.
Program Success Monitored By  MMP’s goal is to increase the number of participants in all trainings by 25% and have at least 90% rate of participants report increased knowledge from training participation. MMP will also continually review and evaluate current training systems, track tools for ongoing improvement and integrate the latest information on best practices.
Examples of Program Success 
  • Participants in trainings and technical assistance report an increase in knowledge of best practices
  • Participants in trainings from youth serving organizations focused on building empowering youth-adult relationships indicate that services and tools are relevant and add value
  • Increase in the number of youth serving organizations represented at trainings and MMP events
  • Participants in training and technical assistance will Increase their knowledge on key cultural competency indicators
  • Programs receiving dedicated technical assistance to improve cultural responsive practices will identify a change in process, procedure or programming

CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Mr. Marty Martinez
CEO Term Start Mar 2007
CEO Email [email protected]
CEO Experience --
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
Mr. David Shapiro May 2004 Jan 2012

Senior Staff

Name Title Experience/Biography
Beth Fraster Vice President and Chief Program Officer --
Michael McCormick Director of Marketing and Public Awareness --
CT Ransdell Senior Manager of Development --
Janeen Smith Senior Manager of Program Services --
Brandon Tunney Director of Finance and Administration --

Awards

Award Awarding Organization Year
Nominee for Community Partner of the Year United Way of Massachusetts Bay & Merrimack Valley 2012
Former President & CEO David Shapiro named a Barr Foundation Fellow Barr Foundation 2011
Finalist, Annual Excellence in Advocacy Award Massachusetts Nonprofit Network 2010
Manza Excellence in Leadership Award MENTOR 2009
Bell Ringer Award for the Red Sox Mentoring Challenge New England Publicity Club --
Community Quarterbacks Award Eastern Bank --

Affiliations

Affiliation Year
MENTOR: National Mentoring Partnership - Respondent --
Member of state association of nonprofits? Yes
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

--

CEO/Executive Director/Board Comments

--

Foundation Comments

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Staff Information

Number of Full Time Staff 15
Number of Part Time Staff 0
Number of Volunteers 25
Number of Contract Staff 0
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 3
Asian American/Pacific Islander: 1
Caucasian: 8
Hispanic/Latino: 3
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 8
Male: 7
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 3
Management Succession Plan Under Development
Business Continuity of Operations Plan --
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy --
State Charitable Solicitations Permit --
State Registration --

Risk Management Provisions

--

Reporting and Evaluations

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

Governance


Board Chair Mr. George Neble
Board Chair Company Affiliation Ernst and Young
Board Chair Term Jan 2015 -
Board Co-Chair Mr. Steven Powell
Board Co-Chair Company Affiliation SS&C Technologies
Board Co-Chair Term Nov 2012 -

Board Members

Name Company Affiliations Status
Mr. Felix Arroyo City of Boston Voting
Secretary Andrea J. Cabral Massachusetts Secretary of Public Safety Voting
Mr. Tom Caron NESN Voting
Ms. Jacqui Conrad Director, Communications and Public Relations, Cambridge College Voting
Mr. Paul Cronin KeyBank --
Mr. Mark Eldridge Chief Executive Officer and Founder ALKU Voting
Mr. Josh Franklin Crystal Financial Voting
Ms. Sonja Kelly Managing Director, Kelly Family Foundation Voting
Mr. John Mahoney Retired Vice Chairman & CFO, Staples Inc. Voting
Rev. J. Donald Monan S.J. Chancellor, Boston College Exofficio
Mr. George Neble Ernst & Young Voting
Mr. Paul C O'Brien President, The O'Brien Group Exofficio
Ms. Regina M Pisa Managing Partner, Goodwin Procter LLP Voting
Mr. Steven Powell Vice President Investment Manager Services, State Street Voting
Mr. Randall Seidl Sr. VP Enterprise Servers- Storage- Networking Hewlett Packard Voting
Mr. Brian Sullivan Boston Red Sox Voting
Mr. Warren Zola Boston College Carroll School of Management Voting

Constituent Board Members

Name Company Affiliations Status
Colby Berger Adoption & Foster Care Mentoring --
Wendy Foster Big Brothers Big Sisters of Mass Bay --
Marty Martinez Mass Mentoring Partnership --
Lowell Mazie John Andrew Mazie Memorial Foundation --
Renee Moss Big Brothers Big Sisters of Hampshire Co. --
Deborah Re Big Sister association of Greater Boston --
Beth Russell Big Brothers Big Sisters of Hampden Co. --
Elizabeth Sweeney Family Service Inc. --
Ben Ticho Big Brothers Big Sisters of Central Mass/Metrowest --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 1
Asian American/Pacific Islander: 0
Caucasian: 16
Hispanic/Latino: 2
Native American/American Indian: 0
Other: 2
Other (if specified): --
Gender Female: 7
Male: 12
Not Specified 0

Board Information

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

Standing Committees

  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Finance
  • Nominating

CEO/Executive Director/Board Comments

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Foundation Comments

--

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2015 2014 2013
Total Revenue $2,406,208 $2,328,524 $2,328,766
Total Expenses $2,471,014 $2,489,429 $2,422,683

Prior Three Years Revenue Sources

Fiscal Year 2015 2014 2013
Foundation and
Corporation Contributions
$665,006 $509,500 $691,500
Government Contributions $770,804 $652,045 $647,215
    Federal $273,896 $259,328 $297,215
    State $496,908 $392,717 $350,000
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $50,286 $37,819 $23,531
Indirect Public Support -- -- --
Earned Revenue $162,831 $115,743 $75,674
Investment Income, Net of Losses $2,916 $3,625 $5,040
Membership Dues -- -- --
Special Events $373,663 $435,202 $375,532
Revenue In-Kind $148,357 $337,003 $259,550
Other $232,345 $237,587 $250,724

Prior Three Years Expense Allocations

Fiscal Year 2015 2014 2013
Program Expense $2,123,312 $2,032,955 $1,969,110
Administration Expense $132,912 $183,185 $230,584
Fundraising Expense $214,790 $273,289 $222,989
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.97 0.94 0.96
Program Expense/Total Expenses 86% 82% 81%
Fundraising Expense/Contributed Revenue 12% 17% 13%

Prior Three Years Assets and Liabilities

Fiscal Year 2015 2014 2013
Total Assets $2,554,708 $2,552,013 $2,648,572
Current Assets $2,507,587 $2,495,006 $2,619,495
Long-Term Liabilities $0 $0 $0
Current Liabilities $552,096 $484,595 $420,249
Total Net Assets $2,002,612 $2,067,418 $2,228,323

Prior Three Years Top Three Funding Sources

Fiscal Year 2015 2014 2013
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy --
Percentage(If selected) --
Credit Line No
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? --

Short Term Solvency

Fiscal Year 2015 2014 2013
Current Ratio: Current Assets/Current Liabilities 4.54 5.15 6.23

Long Term Solvency

Fiscal Year 2015 2014 2013
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

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Foundation Comments

Financial summary data in the charts and graphs above is per the organization's 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?

Based on our ongoing assessment of the needs of young people in Massachusetts, we have identified three priorities for action:
1. Partner with youth-serving organizations in underserved African American and Latino communities to make sure that all young people have equal access to mentors and adult role models.
2. Mobilize our network of people, organizations, and government to advocate for underserved communities and direct resources where they are needed the most.
3. Continually improve our cultural competence to become better advocates and more effective partners with all communities in Massachusetts.

2. What are your strategies for making this happen?

We call our strategy and approach Relationships in Action. This is a four stage process that focuses our efforts and makes us a more effective partner to other organizations, government, and the community at large.
 
1. Assess: We study and document the many ways in which mentors and adult role models can improve the lives of young people in Massachusetts. We partner with mentoring programs, youth serving organizations, and the community at large to assess the needs of young people and our state’s ability to meets those needs when, and where, it matters the most.
2. Build: We offer training, technical assistance, and knowledge sharing to develop and build the capacity of high quality programs that serve young people and foster positive relationships with adults. We also direct state and private resources towards individuals and organizations that are helping to address unmet needs in the community.
3. Connect: We help non-profit organizations, schools, state agencies, and businesses collaborate to foster adult role models and mentoring relationships in Massachusetts. Together, we are creating a powerful network that will bring more engaged adults into the lives of young people and create a prosperous future for everyone.
 
4. Advocate: Through our ever-growing network of organizations, business, and state and local government, we are making the case for the importance of positive relationships with adults in the lives of young people in Massachusetts – as well as for the future of our community as a whole.

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

We have a partner network of 325 established youth mentoring organizations and youth-serving programs throughout Massachusetts that create and strengthen empowering youth-adult relationships to ensure every young person can reach their full potential. We have a dedicated program staff including a Vice President and Chief Program Officer that oversees program operations, managing program partnerships and a staff with expertise in mentoring and youth development, including two Managers of Targeted Communities, encompassing Western Massachusetts (Holyoke, Springfield, the Berkshires, and more) and Greater Boston (Mattapan, Roxbury, Dorchester), Cape Cod, Lawrence, and Lynn. Additionally, the program team has a Senior Manager of Training and Technical Assistance, which oversees the work of our capacity-building efforts of program partners throughout the state. And, there is a Manager of the AmeriCorps Ambassadors of Mentoring Program, who facilitates and coordinates a group of 25+ members as they embark on a year of service to add capacity to parter youth-serving programs and increase the resilience and strength of mentoring organizations in the state. 

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

MMP will be successful by adding value to the field of mentoring and developmental relationships, providing resources to mentoring and youth development programs, and enabling youth-adult relationships to effectively address issues facing youth. Since the inception of the Mayor’s Mentoring Movement, we have matched 1,196 mentors with youth. Our success is defined by an improved quality and an increased quantity of empowering youth-adult relationships across the state. We focus on diversity in response to great demand from program partners and evidenced by a need. MMP uses a variety of metrics and tools to measure outcomes and report progress. With Bank of America’s support, we issue our biennial census Mass Mentoring Counts, gathering important data from the field which we present to program stakeholders and partners. In addition, we continually track programs through surveys and evaluations which report on Quality Based Mentoring (QBM). Metrics like website traffic, page views and presence in the news determine MMP's progress towards outcomes. The development of new partnerships determines whether MMP is meeting projected goals in advocacy and positioning. Some examples of measurement: Engaging mentors and mentees through a series of year-long opportunities throughout the state; Providing technical assistance (TA) to programs supporting and growing efforts in traditional and nontraditional mentoring settings;  Participants reporting increased knowledge from training participation; Embedding Cultural Responsive Practices in partner agencies and organizations through training and technical assistance; Creating media coverage opportunities throughout targeted communities to raise awareness and position mentoring as an effective strategy to improve communities;  and strengthen QBM process for programs creating empowering youth-adult relationships.

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

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