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Madison Park Development Corporation

 184 Dudley Street, Suite 102
 Roxbury, MA 02119
[P] (617) 541-3900
[F] (617) 541-4900
Kay Mathew
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 Printable Profile (Summary / Full)
EIN 23-7164223

LAST UPDATED: 03/14/2019
Organization DBA MPDC
Madison Park Development Corporation
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes



Mission StatementMORE »

MPDC's mission is to foster a vibrant, healthy Roxbury neighborhood that supports the well-being and advancement of the community.

Mission Statement

MPDC's mission is to foster a vibrant, healthy Roxbury neighborhood that supports the well-being and advancement of the community.

FinancialsMORE »

Fiscal Year Jan 01, 2016 to Dec 31, 2017
Projected Income $7,250,000.00
Projected Expense $5,450,000.00

ProgramsMORE »

  • Community Action
  • Hibernian Hall Arts and Culture
  • Real Estate Development and Management

Revenue vs. Expense ($000s)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

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


Mission Statement

MPDC's mission is to foster a vibrant, healthy Roxbury neighborhood that supports the well-being and advancement of the community.

Background Statement

Madison Park Development Corporation (MPDC) is Boston's largest, and one of the nation's oldest, resident-led, community-based affordable housing development organizations. Founded in 1966 by local activists when bulldozers were destroying Roxbury's homes, churches, and businesses to build an eight land highway, MPDC mobilized residents to half highway construction, craft their own vision for the area; and obtain the resources to rebuild their community. MPDC's first project, Madison Park Village, created 523 units of affordable housing on the vacant land. Since then, MPDC has developed and now manages 1,252 affordable rental apartments -- home to over 3,000 people -- in and near Roxbury. MPDC has also developed 82,600 square feet of commercial space, and its current pipeline includes 10 residential and commercial projects to be completed over the next five years. While the creation and preservation of affordable housing is central to our mission, MPDC is also committed to the work of two other robust departments: Community Action, which builds the grassroots power through five discreet initiatives that help create a healthy community, and Hibernian Hall, which produces high wuality arts programs for Roxbury and beyond. Our Community Action program includes: Civic Engagement (supporting increased voter participation and civic engagement); Health Equity and Community Wellness (encouraging our residents to adopt healthy lifestyles and supporting initiatives that address health issues at the community level); Public Safety (recruiting and training volunteer block captains and holding meetings with police and city officials, while addressing issues of crime at the community level); Youth Development (helping young residents learn basic job skills, further their education, find employment, and succeed as adults); and Resident Leadership and Engagement (programming that helps young adults and young residents develop leadership skills and participate in community activism). In the late 1990s, plans for the rehabilitation of Hibernian Hall, a former Irish social club & performance space, served as catalyst for our cultural economic development efforts. Hibernian Hall now regularly presents theater (through a visiting playwright program), film, music, and dance for the community and Greater Boston audiences. It spearheads the effort to have Dudley Square designated as a Cultural District by the state.  

Impact Statement

Accomplishments from the Past Year
  • MPDC developed a 44,000 square foot relocation/expansion of the Tropical Foods Supermarket in Dudley Square, bringing Roxbury its first full service grocery store in 35 years.
  • MPDC's Hibernian Hall arts and culture program began a visiting playwright program for artists of color. The two visiting playwrights received Independent Reviewers of New England nominations for works that debuted at Hibernian Hall.
  • MPDC and Boston Education Skills & Training Corp. (BEST) won the state's first Urban Agenda grant, which will support build-out of a hospitality training center in Dudley Square.
Goals for the Current Year:
  • MPDC will finalize a five year strategic plan which was developed by a committee of board and staff and facilitated by the Boston-based TDC consulting firm.
  • MPDC's Summer Youth Employment Program will employ 64 local youth in social justice organizing; event management; food service; childcare; property management; and nonprofit administrative work.
  • MPDC will celebrate its 50th anniversary with community events that include an original theater piece on Roxbury's history, performed by local youth in Hibernian Hall.
  • MPDC will begin major renovation of the former Tropical Foods building in Dudley Square to feature 30 affordable and moderate income rental apartments w/ground floor retail space. As a contributing element to the Dudley Station Historic District, the building will be renovated to National Park Service standards.
  • MPDC begins construction of the new DeWitt Community Center in Madison Park Village, which will include a public internet center, classrooms, a recreation room, out-of-school care facilities, management offices, and outdoor programming space -- thus expanding services to the Lower Roxbury community.

Needs Statement

Our most pressing needs fall into the areas of public awareness and volunteer leadership and support. Although Dudley Street/Lower Roxbury is becoming a vibrant commercial hub, and our Hibernian Hall program is bringing arts and culture audiences to the area from across Greater Boston, we are still known primarily for our affordable housing work. In order to grow and progress, we need publicity and recognition for all the work we do in the community. And, as a resident-led organization, we need our housing residents' active participation. We know  that it's hard for residents to find time for volunteering. Many care for young children and work more than one job. But the rewards of even a few hours of volunteer activity can be great, and the opportunities for training, education, and leadership experience are many and varied. We need our residents to empower both themselves and their community as  trained peer health leaders and advocates, public safety block captains, building resident committee members, organic gardeners, youth tutors and mentors, phone bank participants, get-out-the-vote volunteers, and many more. Volunteer activists founded MPDC, and, with the help of today's and tomorrow's volunteers, we will continue our efforts to support the well-being and advancement of our community.

CEO Statement

For fifty years MPDC has grown where it was planted, in the heart of Boston's African American community. Roxbury is now also home to immigrants from Latin America, the Caribbean, and Africa. MPDC continues to work to build healthy, diverse, safe neighborhoods; create and maintain affordable housing; provide services to improve residents' well-being; and help them take leadership to have a meaningful say in decisions affecting their community. While MPDC has remained true to its origins as Boston's first resident-led community-based builder of affordable housing, it has also increased the range and nature of its activities. MPDC led Dudley Square's transformation from blocks of vacant storefronts to a commercial hub by developing buildings that increased economic activity and created over 150 jobs. We honor our recent history as a community that narrowly escaped destruction and also our past as home to other immigrants. Transforming Hibernian Hall into a modern performance space added arts and culture to our portfolio, bringing cultural enrichment to residents and new audiences to the area. Keeping the building's original name yielded much goodwill -- many visitors have told us that their Irish parents or grandparents met there, and thanked us.  Our Parcel 10 projects (at Washington and Melnea Cass) address two issues: lack of access to healthy food and the need for high quality affordable housing and commercial space. In partnership with Tropical Foods, MPDC built Roxbury's first supermarket in 35 years. Phase II is now underway, renovating the old grocery building into mixed income apartments and street level retail. In Madison Park Village, a new community center will house a computer lab, youth programs, recreation space, art studios, classrooms, and other amenities. And at 2201 Washington, we are building-out retail space for BestCORP's hospitality training center that will place residents in jobs in Boston's fastest growing sector. This summer, we employed 64 youth in meaningful jobs in 42+ local businesses and organizations. Our 13 year-round "opportunity youth" will obtain high school equivalency certificates and job experience this year.  As we celebrate our 50th anniversary, we take pride in our accomplishments, yet recognize that many challenges remain and new ones will arise. If we hold to our core values of community leadership; respect for our many cultures; support for the well-being and quality of life of all resident; and investing today for impact tomorrow, we are confident that we can meet these challenges in the years to come. 

Board Chair Statement

When I was working at the Orchard Gardens Community Center in Dudley Square, I got to know and like the neighborhood, and decided to move there. At the time, I was a single mother with two young girls, and my friends and relatives tried to talk me out of it because they thought it wasn't safe. That made me determined to change their perceptions! I started volunteering with MPDC when I saw drug transactions on the street near my daughters' bus stop. I joined other residents forming a public safety committee. We did a lot of door knocking, and soon we were holding meetings with police and city officials, getting attention and results. Because of my work, I was asked to join the MPDC Board of Directors. Now MPDC has a Public Safety program, and residents participate in National Night Out and other activities to keep our community safe.
One of our greatest challenges today is our lack of public visibility. MPDC is well known for high quality affordable housing work, but not many people are aware of our work in  health/wellness, education, arts and culture, and other areas. This makes it hard to compette for funding with nonprofits that specialize in these areas. However, this challenge is one that we have already started working on. We just completed a major five-year strategic plan, and, even before the plan was finalized, created a new, easily navigable website as a first step in a branding, marketing, and communications effort. 
Other challenges are lack of available space and gentrification in Roxbury. For-profit developers have already rehabbed small buildings not required to include affordable housing and are renting out units at rates that long-term residents can't afford. There's now a lack of developable space, and competition for the remaining "parcels" is intense. Also, the city's plan for housing calls for creating more "workforce housing" and less affordable housing. To respond to these challenges, we plan to continue focusing on housing and commercial development in Roxbury, while also looking at opportunities in other neighborhoods; continue to incorporate affordable income rental units into our development projects, and help more affordable housing residents find ways to buy homes in their neighborhood.
Youth unemployment due to a lack of job skills or education is still a challenge to our community and to our organization. To respond, MPDC has increased the numbers of at-risk young people in our summer training and employment program, with the goal of having every participant enroll in higher education or a high quality trade school. We operate an internet center open to the community, and update it every three years. Pareents who take 15 hours of classes receive free textbooks for their children. We are now adapting commercial space for a nonprofit that will train and place local residents in hotel industry jobs, and we will keep looking for new ways to help our residents with education and employment, With fifty years of experience behind us and a plan for the next five years, we are confident that we can keep on helping our neighbors improve their well-being and quality of life.

Geographic Area Served

City of Boston- Roxbury
City of Boston- Mattapan
City of Boston- South End/Bay Village
City of Boston- North Dorchester

MPDC serves the neighborhood of Roxbury, with a focus on Dudley Square/Lower Roxbury, and the adjacent areas of Mattapan, Dorchester, the South End, and the Fenway.

Organization Categories

  1. Community Improvement, Capacity Building - Community & Neighbourhood Development
  2. Housing, Shelter - Low-Income & Subsidized Rental Housing
  3. Arts,Culture & Humanities - Performing Arts

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



Community Action

MPDC's Community Action program works in 5 areas: Civic Engagement; Health and Wellness; Public Safety; Youth Leadership/Workforce Development; and Resident Leadership. Civic Engagement organizes and trains residents to participate in activities encouraging voting and to advocate at public meetings. Health and Wellness works with a community agriculture program; supports community gardening; and provides health and fitness programs; Public Safety recruits and trains volunteer block captains and holds meetings with representatives of the Boston Police Department, City of Boston street workers, and others. Youth Leadership/Workforce Development includes a summer jobs program and year-round support for at-risk youth. A Resident Leadership organizing committee sets priorities for programs such as peer health leadership, for which residents can receive training and volunteer their services.
Budget  $1,700,000.00
Category  Community Development, General/Other Organizational Development & Training
Population Served US Children and Youth (0 - 19 years) Minorities
Program Short-Term Success  Community Action (CA) will have in place an in-house social worker to facilitate referrals, and will be systematically collecting and analyzing needs and outcome data to assess needs and track our impact on residents' lives. Every year, CA will increase the number of youth participating in summer and year-round programming. All MPDC properties will have active resident associations with elected leaders who are addressing the goal of improving residents' health and well-being through support from 10 peer health leaders and 5 resident health leaders. At least 15 housing residents will be attending monthly public safety leadership meetings, ad more than 400 residents will be participating in safety programs such as National Night Out every year. As a result of our work and that of other RoxVote coalition member organizations, voter turnout in Roxbury will equal or exceed the citywide average.
Program Long-Term Success  The Roxbury we envision for the long-term future will not look very different from the Roxbury of today, although there will be more retail shops, restaurants, and renovated office space in Dudley Square and few, if any, vacant buildings. The heart of Roxbury will still be home to African Americans, Hispanics, and new immigrants from around the world, as well as a destination for arts and entertainment. But, unlike many Boston neighborhoods, Roxbury's strong resident participation in the political process, in community volunteering, and in peer to peer support on issues such as health and education will now allow for the displacement of long-term residents that so often accompanies revitalization. As MPDC once worked to preserve Roxbury from destruction, we will still be working to make sure that our vibrant, healthy neighborhood supports the well-being and advancement of all members of the community.
Program Success Monitored By   Program success will be monitored by Community Action staff.
Examples of Program Success  As a member of the NeighborWorks America network, MPDC conducted a special initiative in 2013 to gather perspectives on quality of life issues from MPDC housing residents, using survey instruments developed by Success Measures. Among the findings that relate to Community Action programs and activities are: a majority of residents participated often or sometimes in a variety of CA activities, with the exception of advocacy groups, with 66% often or sometimes participating in a social event such as a festival or block party, and 59% often or sometimes volunteering to help others. Slightly more than 50% were willing or very willing to increase their leadership skills to influence change and work with others to make things happen. Overall, most (83%) reported that they felt they could make a positive difference in their community.

Hibernian Hall Arts and Culture

MPDC's Hibernian Hall Arts and Culture program is both an arts and culture program and a cultural economic development initiative that plays an important role in revitalizing Dudley Square. Once a popular Irish social club, Hibernian Hall had fallen into disuse until MPDC purchased it in 2005, creating office space (for our headquarters and commercial tenants) and an updated performance facility that showcases high quality theatre, dance, music, spoken word, and media art by emerging artists and arts ensembles of color
Budget  $940,000.00
Category  Arts, Culture & Humanities, General/Other
Population Served US
Program Short-Term Success  The short-term success of the Hibernian Hall Arts and Culture program will be Dudley Square's designation by the Commonwealth of Massachusetts as a Cultural District and the public perception of Hibernian Hall as a "third place" (after home and the workplace) where people who have struggled to transform Roxbury can enjoy the results of their efforts, and where others can discover the revitalized Dudley Square's cultural and artistic scene.
Program Long-Term Success  The long-term success of our Hibernian Hall Arts and Culture program will be the transformation of Dudley Square into one of the state's premier arts communities, attracting both locals and visitors to experience live theatre, arts festivals, musical performances, dance, spoken word, and media art by emerging artists of color
Program Success Monitored By  Program success is monitored by Hibernian Hall staff and volunteers.
Examples of Program Success  Hibernian Hall staff and volunteers frequently survey audiences in order to solicit feedback on their preferences and on program quality. In March 2014 UMass Boston Honors College students Kayla Junkins and Samantha Slagyk conducted an extensive survey of audiences' interests and opinions. Among their findings: although the majority of audience members lived in Roxbury/Dorchester, many came from other parts of Boston and its suburbs; 32% had attended more than 4 programs; the majority were most interested in live theatre, with jazz as the second most popular. When asked what they "liked best" about the Hall, the majority (66%) mentioned "the community and the audience" viewing the experience as a communal activity as well as entertainment. 88% rated the event they attended as "fantastic" or "very good", and 95% would recommend it to a friend or colleague.

Real Estate Development and Management

MPDC's Real Estate Development and Management programs develops, preserves, and manages high quality mixed-income housing. We house 3,000 residents in affordable rental homes in Roxbury, the South End, Dorchester, and Mattapan and have renovated and built commercial properties in Dudley Square. We work collaboratively with other organizations, including Preservation of Affordable Housing (POAH), the Boston Housing Authority and HUD's Choice Neighborhoods Initiative.
Budget  $39,000,000.00
Category  Housing, General/Other Affordable Housing
Population Served US
Program Short-Term Success  MPDC's Real Estate Development and Management program's short-term success will be (1) the successful completion of our current $50M development pipeline, which includes construction, renovation, and historic preservation of 10 residential and commercial projects by 2021. One of these projects will house our public internet center, out-of-school-time care facilities, and a Boston nonprofit's job training program for the hospitality sector. Another project, the Tropical Foods building re-development, will be our first mixed housing and retail space, and (2) the implementation of our Green Initiative, which includes the reduction of energy consumption through retrofitting, using green management practices at existing properties and new construction, and educating MPDC housing residents about green practices.
Program Long-Term Success  MPDC's Real Estate Development and Management program's long-term success will be the transformation of Dudley Square/Lower Roxbury into a community with high quality affordable and mixed-income housing, a revitalized commercial center housing a variety of office and retail tenants, and a focus on green practices in construction and management.
Program Success Monitored By  Program success will be monitored by the staff of the Real Estate Development and Management program.
Examples of Program Success  As a member of the NeighborWorks America network, MPDC conducted a special initiative in 2013 to gather perspectives on quality of life issues from residents of MPDC housing, using survey instruments developed by Success Measures. Among the findings of the Community Impact Measurement Project that relate to housing are: 88% of residents were either very satisfied or somewhat satisfied with their community; 85% would definitely or probably recommend their community to others; and 95% felt safe in their homes during the day -- with 85% feeling safe in their homes at night.

CEO/Executive Director/Board Comments



CEO/Executive Director Ms. Jeanne Pinado
CEO Term Start Mar 1998
CEO Email
CEO Experience

Since 1998, Jeanne Pinado has been chief executive officer at MPDC, where she developed a strategy that expanded its real estate development activities, creating and preserving over 1,325 affordable rental and home-ownership units. To protect historic Boston resources, she guided rehabilitation of 10 buildings that were placed on the National Register of Historic Places. Under her leadership, MPDC increased programming to build the power of the Roxbury community through partnerships, cross sector collaboration and advocacy. Two years into her tenure, MPDC acquired the vacant Hibernian Hall, then converted it into a center for the arts drawing audiences from across the Boston area. It now offers theater, dance, and music productions, and helped lead a movement for Dudley Square's state designation as a Cultural Center. Before MPDC, Pinado served as Senior Equity Investment Officer at Massachusetts Housing Investment Corporation, and Project Manager at Metropolitan Structures, where she coordinated real estate projects valued at $500 million. A graduate of the University of Virginia and the graduate business school of Columbia University, she serves on the boards of Citizens' Housing and Planning Association; Massachusetts Association of Community Development Corporations; Foley Hoag Foundation; Charlesbank Homes Foundation; Franklin Square House Foundation; Massachusetts Cultural Council; and NeighborWorks Capital and the advisory boards of Massachusetts Housing Finance Agency and Boston Private Bank. In 2003 she received an African-American Achievement Award for Community Service from the City of Boston. In 2015 she received an honorary doctorate from Boston Architectural College, and the Richard Smith award from MACDC for leadership in the CDC movement. In 2007 she received a fellowship from the Barr Foundation's program that supports "effective, visionary, and collaborative leaders who motivate others, drive change, and produce results."

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

Former CEOs and Terms

Name Start End
Danette Jones Mar 1989 Feb 1998
Ralph Smith Mar 1966 Feb 1989

Senior Staff

Name Title Experience/Biography
Mr. Abrigal Forrester Director of Community Action Abrigal Forrester has served as MPDC's Vice President of Programs since 2014. A graduate of UMass Boston with a BS in Psychology, he has served as Associate Director of the Criminal Justice Department, Associate Director of Advocacy and Policy, and Director of Criminal Justice Initiatives at YouthBuild USA. Prior to his work at YouthBuild USA, he served as a Program Coordinator for the Street Safe Boston Initiative; Mental Health Advocate at Pyramid Builders Associates in Boston; Manager of the Empowerment Center of the Urban League of Massachusetts; a Trainer in the Ex-offender Program of STRIVE Boston Employment Service; Director of the Mentoring Program of X-Cel G.E.D. Program; and Placement Specialist at STRIVE Boston.
Mr. Brooke E. Woodsun Vice President of Programs Brooke Woodsun has served as MPDC's Vice President of Programs since 2014. He holds an MS in Urban Affairs from Boston University and a B.S. in Political Science from Northeastern University. Prior to coming to MPDC, he served as Director of the City of Boston's Small & Local Business Enterprise Office, managing the City's contract compliance programs as they related to business and construction employment opportunities. He has also served as Executive Secretary of  Boston Mayor Thomas Menino's transition team; Special Assistant to Acting Mayor Menino; and Chief of Staff and Legislative Aide to Boston City Council President Bruce Bolling. 


Award Awarding Organization Year
MetLife Community Policing Partnership Award MetLife 2008


Affiliation Year
Citizens’ Housing and Planning Association 2012
Massachusetts Association of Community Development Corporations (MACDC) 2012
CDC - State certified Community Development Corporation --
Member of state association of nonprofits? Yes
Name of state association Massachusetts Association of Community Development Corporations

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --


As a partner in Choice Neighborhoods Initiative, MPDC collaborates with Preservation of Affordable Housing, American City Coalition & Boston Housing Authority  Youth development partners are Ellis Memorial Afterschool, X-Cel Education, & Timothy Smith Internet Center. Health & wellness partners are Dana Farber Cancer Institute, Boston Public Health Commission, Center for Community Health Research & Service, and Boston Alliance for Community Health. Public safety partners are Boston Public Health Commission, National Night Out, Orchard Gardens Resident Association, Boys & Girls Clubs, Area B-2 Police, YouthBuild, & Mothers for Justice and Equality. Civic engagement partners are RoxVOTE Coalition including Nuestra CDC, Mass. Alliance of HUD Tenants & Dudley Street Neighborhood Initiative. Arts & culture partners are Haley House, Celebrity Series of Boston, & Theater Offensive. MPDC is a member of Neighborworks America, RoxVOTE Coalition, Roxbury Cultural District Planning Group, Mass. Assoc. of Community Development Corporations, Citizens' Housing and Planning Assoc., Community Preservation Coalition, LISC Boston, Mel King Institute, The American City Coalition, Home Matters Boston, Youth Jobs Coalition, and Friends of Melnea Cass Boulevard. 

CEO/Executive Director/Board Comments


Foundation Comments


Staff Information

Number of Full Time Staff 33
Number of Part Time Staff 3
Number of Volunteers 120
Number of Contract Staff 2
Staff Retention Rate % 95%

Staff Demographics

Ethnicity African American/Black: 23
Asian American/Pacific Islander: 1
Caucasian: 10
Hispanic/Latino: 2
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 58
Male: 42
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 No
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy No
Directors and Officers Insurance Policy --
State Charitable Solicitations Permit Exempt
State Registration --

Risk Management Provisions


Reporting and Evaluations

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


Board Chair Ms. Ivelise Rivera
Board Chair Company Affiliation Boston Centers for Youth and Families
Board Chair Term June 2016 - May 2018
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Mr. Malik Aziz The Community Builders, Inc. Voting
Mr. Matthew Camp Initiative for a Competitive Inner City Voting
Mr. Elmer Freeman Center for Community Health, Education and Service, Inc. Voting
Ms. Sonrisa Haynes Department of Transitional Assistance Voting
Ms. Ayanna Hines Harvard University Voting
Mr. Dion Irish Boston Election Commission Voting
Mr. Milton Irving Timothy Smith Network Voting
Ms. Lisa Morishanti Trinity Management Voting
Ms. Ivelise Rivera Boston Centers for Youth & Families Voting
Ms. Nina Ruff Central Boston Elder Services 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: 7
Asian American/Pacific Islander: 0
Caucasian: 1
Hispanic/Latino: 2
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 5
Male: 5
Not Specified 0

Board Information

Board Term Lengths 2
Board Term Limits 3
Board Meeting Attendance % 82%
Written Board Selection Criteria Under Development
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 60%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation Yes

Standing Committees

  • Building
  • Business Development
  • Community Engagement
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts

CEO/Executive Director/Board Comments


Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Fiscal Year Jan 01, 2016 to Dec 31, 2017
Projected Income $7,250,000.00
Projected Expense $5,450,000.00
Form 990s

2014 Form 990

2013 Form 990

2012 Form 990

Audit Documents

2014 Audited Financials

2013 Audited Financials

2012 Audited Financials

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2014 2013 2012
Total Revenue $5,528,114 $5,143,847 $8,248,509
Total Expenses $5,190,690 $3,449,056 $4,497,958

Prior Three Years Revenue Sources

Fiscal Year 2014 2013 2012
Foundation and
Corporation Contributions
-- -- --
Government Contributions $1,561,478 $2,387,880 $671,290
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $1,561,478 $2,387,880 $671,290
Individual Contributions $763,569 $598,936 $295,489
Indirect Public Support -- -- $36,587
Earned Revenue $3,003,750 $1,862,097 $4,841,546
Investment Income, Net of Losses -- -- $5,023
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind -- -- --
Other $199,317 $294,934 $2,398,574

Prior Three Years Expense Allocations

Fiscal Year 2014 2013 2012
Program Expense $4,329,002 $2,746,922 $3,836,482
Administration Expense $646,595 $522,930 $524,179
Fundraising Expense $215,093 $179,204 $137,297
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.07 1.49 1.83
Program Expense/Total Expenses 83% 80% 85%
Fundraising Expense/Contributed Revenue 9% 6% 14%

Prior Three Years Assets and Liabilities

Fiscal Year 2014 2013 2012
Total Assets $46,719,668 $43,417,362 $42,219,009
Current Assets $45,044,915 $42,047,706 $39,529,006
Long-Term Liabilities $33,238,357 $30,597,469 $31,639,159
Current Liabilities $3,072,156 $2,748,162 $2,055,019
Total Net Assets $10,409,155 $10,071,731 $8,524,831

Prior Three Years Top Three Funding Sources

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

Financial Planning

Endowment Value --
Spending Policy Percentage
Percentage(If selected) 75.0%
Credit Line Yes
Reserve Fund Yes
How many months does reserve cover? 2.50

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 14.66 15.30 19.24

Long Term Solvency

Fiscal Year 2014 2013 2012
Long-term Liabilities/Total Assets 71% 70% 75%

CEO/Executive Director/Board Comments


Foundation Comments

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



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

1. What is your organization aiming to accomplish?

Madison Park Community Development Corporation's ultimate goal is the creation of a vibrant, healthy Roxbury that serves as the economic and cultural center of African American and Latina/o Boston and is also the home of more recent immigrants from Africa, the Caribbean, and Central America. Our target population is the population of Roxbury and adjacent communities of color, whose historic business district and community focus is Dudley Square. In spite of the revitalization of Dudley Square; an MBTA busline providing access to downtown; the presence of significant amounts of affordable housing; and the efforts of many public and private nonprofit organizations to improve the lives of Roxbury's residents, the community's overwhelming problem is poverty. Over one third of Roxbury's residents live below the poverty line, and the median income in Roxbury is nearly half of that of Boston as a whole. Roxbury residents are more likely than other Bostonians to be unemployed (8.5% versus 4.3% as a whole), especially if they are young adults. Research points to a number of disparities that are likely connected to poverty, including higher rates of mental illness, poor health outcomes, higher rates of incarceration, and lower educational levels. Gaining power for our community starts with civic engagement, especially voting. Roxbury's political clout has been on the rise over the past decade, and we intend to keep it that way with strong voter turnouts in every election. Communities with significant  participation in elections and a strong commitment to engaging their elected and appointed officials receive more services, resources, funding, and priority from those in office. MPDC leads on this issue with the employment of a full-time Civic Engagement Coordinator and also as a founding member of the RoxVote Coalition, a group of local non-profit organizations that work jointly to actively involve residents in civic affairs.
 In September 2015, in preparation for our 50th anniversary, MPDC began working on a strategic plan covering the years 2017 to 2021, led by a planning committee of board and staff and facilitated by a nonprofit consulting and research firm. We sought answers to two overriding questions about the organization's future direction: "Should MPDC remain focused on Roxbury?" and "Should MPDC remain focused on affordable housing?" The answers to both questions were in the affirmative, based on  focused research and analyses. Since MPDC was created and led for many years by low-income community residents, resident leadership has been one of our hallmarks. Our desired change in the area of resident leadership is an increase in the number of MPDC housing residents who are engaged with community development and participate in community activism. Because we value the multicultural nature of our community, our desired change is preservation of the multicultural fabric of Roxbury in the face of economic and demographic change. Because healthy communities support the wellbeing of their residents in the physical, economic, cultural, and social dimensions, our desired change is articulated in the Healthy Neighborhoods Framework. Because we believe that it is critical to understand the long-term trends that impact Roxbury, our desired change is the creation of investments that will impact the future, especially for youth and for the physical assets of the community, our desired change is the creation of investments that will impact the future, especially for youth and for the physical assets of the community. And because we believe that structural racism impacts the lives of many Roxbury residents, our desired change is the mobilization of Roxbury residents to advocate for the policy, systemic, and environmental changes necessary to eradicate structural racism. 

2. What are your strategies for making this happen?

MPDC has four program departments: Asset Management (AM), Community Action (CA), Hibernian Hall Arts and Culture (HH), and Real Estate Development (RE). We have identified strategies that each department will use during the next five years to achieve the desired changes described in the response to Question 1.
MPDC's Asset Management Department serves 3,000 residents and 17 commercial tenants. Because well managed housing and commercial buildings are crucial to the wellbeing of the community, AM's five year strategy involves creating a management structure for the new DeWitt Community Center; assessing and setting policies for resident service vendors; streamlining systems and practices; building and managing a larger commercial portfolio; development and implementing a green asset management plan; and instituting a smoke-free policy in all properties. 
MPDC's Community Action Department has the organization's largest number and range of programs and activities, including resident services and leadership, youth programming; health and wellness; public safety; and civic engagement. CA's strategy involves 1. improving services and engagement with MPDC housing residents, and supporting resident leadership; 2. serving the needs of at-risk youth in the community through our youth development programs; 3. addressing health disparities; 4. increasing engagement with community residents around issues of public safety; 5. increasing Roxbury's voting participation so that voter turnout equals or exceeds the citywide average.
During the next five years, the Hibernian Hall Arts & Culture Department plans to continue its ongoing performance series; increase the number of people who attend performances and the income generated by performances; increase the range of arts programming through partnerships with arts organizations; play a leading role in the effort to designate Dudley Square as the "Roxbury Cultural District"; and build Roxbury's reputation as a unique center for cultural activity.
MPDC's Real Estate Department will continue to focus on Roxbury for its work in developing and preserving real estate in the next five years, but will also consider projects outside the neighborhood. Our committed pipeline runs to 2021 and is comprised of 10 projects that involve new construction, renovation, and refinancing. RE will also strive to incorporate moderate income rental units, to develop home ownership units, and to support MPDC housing residents who wish to transition to home ownership.

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

MPDC's core capabilities are the organization's 50 years of institutional experience in creating and maintaining low-income housing and commercial space; a stellar reputation as a housing developer among residents and public and private organizations in the Roxbury community; long term stability; an ability to partner successfully with other organizations around issues of concern to the community; a long term commitment to tenant leadership and empowerment; a capacity to see opportunities not apparent to others and respond to them successfully; and respect for the Roxbury community's history and many cultures (past and present). Among the internal resources that are key to our success are the collective experience of a management team that has had only three CEOs in 50 years, and the supervision of a community-based Board of Directors. Four of our current ten Board members (including the Chair) came to the Board after volunteering as resident leaders and still live in MPDC housing. Current Board members hold leadership positions in organizations whose work is relevant to MPDC's programming, including resident management services, IT services, community health education, nonprofit housing development, and computer education for low-income youth. Many MPDC staff members were recruited from within the Roxbury community, and both managerial and support staff reflect the multicultural nature of the community. MPDC's long term responsible fiscal management strategy is also a vital internal asset. Over time, MPDC has built a $12M fund that the Board has designated for reserves and invested. The fund is earmarked for use in the following areas: operating reserves; a working capital line of credit to deefray transaction costs associated with third-party loans; risk based capital reserves to pilot new activities; reserve contingencies reserves to fulfill obligations in partnership agreements; and scholarship funds to expand a scholarship program for community youth. These funds will be replenished over time from MPDC's operating surpluses and investment returns. MPDC's prudent fiscal management has enabled it to take advantage of opportunities in new areas.The principal example is the creation of a community arts and culture program anchored by the renovated Hibernian Hall - a visionary project that few nonprofits could have accomplished.
MPDC's greatest external strength is its ability to partner with public and private organizations. Our partnerships not only expand our reach, but also create a synergy that generates new ideas and methodologies in areas where efforts overlap. As a partner in Choice Neighborhoods Initiative, MPDC collaborates with Preservation of Affordable Housing (POAH), American City Coalition, and the Boston Housing Authority (BHA). Youth development partners are Ellis Memorial Afterschool; X-Cel Education, and Timothy Smith Internet Center. Health and wellness partners are Dana Farber Cancer Institute; Boston Public Health Commission; Center for Community Health Research and Service, and Boston Alliance for Community Health. Public safety partners are Boston Public Health Commission, National Night Out, Orchard Gardens Resident Association, Boys & Girls Clubs, Area B-2 Police, YouthBuild, and Mothers for Justice and Equality. Civic engagement partners are the RoxVOTE Coalition, including Nuestra CDC, Mass Alliance of HUD Tenants, and Dudley Street Neighborhood Initiative. Arts and culture partners are Haley House, Celebrity Series of Boston, and Theater Offensive. MPDC is a member of Neighboworks America, RoxVOTE Coalition, Roxbury Cultural District Planning Group, Mass. Association of Community Development Corporations (MACDC), Citizens Housing and Planning Association (CHAPA), Community Preservation Coalition, LISC Boston, Mel King Institute, the American City Coalition (TACC), Home Matters America, Youth Jobs Coalition, and Friends of Melnea Cass Boulevard.  

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

In order to reach the goals of MPDC's strategic plan, the Asset Management Department (AM) will finalize a management structure for the DeWitt Center prior to the estimated project's completion in 2017. Assessing and setting policies for MPDC resident service vendors will be completed by the end of 2017. AM will streamline systems and practices throughout the plan period. AM will prioritize implementation of a Green Asset Management Plan as part of MPDC's Green Initiative.
In the next five years, Community Action (CA) will advance on five key activities in the following areas: (1) social services and MPDC housing resident relations, and leadership. CA will hire an in-house social worker to facilitate referrals as well as collect more needs and outcomes data from residents to track impact and assess needs. CA will ensure that MPDC housing residents have a voice in resident services and will develop resident leaders who are empowered to lead community advocacy efforts. By 2021, all MPDC properties will have active resident associations with elected leadership that address resident needs and advocate for community goals. (2) Every year, the Youth Leadership Program will continue to serve at least 60 at-risk youth in summer and throughout the school year, If these, at least 15 Boston Public School students will receive academic and work readiness support, and at least 10 court-involved youth will intensive support designed to avoid re-offense. (3) Health and Community Wellness. CA will engage and inform residents in healthy lifestyle programs, and support peer health leaders and resident health advocates to support community gardening, farmers markets, and other activities supporting healthy food choices. (4) Public Safety. CA will increase public safety by engaging community residents in activities such as National Night Out and Critical Breakdown, and through youth participation in SummerRox basketball leagues. (5) Through its Civic Engagement program, CA will support voter registration, GOTV activities, lobbying efforts, and candidate forums. MPDC is an active member of the RoxVOTE Coalition. 
During the next five years, the Hibernian Hall Arts and Culture Department (HH) plans to advance on four key activities. (1) HH will continue its ongoing performance series, presenting works by visiting playwrights of color; one youth performance every summer, and three concerts every year. HH will increase audience attendance to 200 per performance, and increase income by ensuring that 40 - 50% of audience members have paid for tickets. (2) Through the Arts Ventures program, HH will continue to partner with arts organizations and artists to present 30 performances a year. The hall will continue to be used for civic and community events as well as MPDC activities. (3) HH staff will plan and implement art classes in the DeWitt Center. (4) MPDC will continue to lead the effort to designate Dudley Square as the Roxbury Cultural District. To support this effort, HH will plan and implement community-wide festivals, beginning in summer 2018, in the context of a new citywide Cultural Plan for the advancement of cultural equity and the celebration of arts and culture in urban settings.
During the next five years, MPDC's Real Estate Department (RE) will produce a total of 977 renovated or refinanced affordable housing units: 338 new affordable units, 128 market or moderate income units; and 74 home-ownership units. RE will continue to seek out new affordable housing projects in Roxbury and appropriate opportunities in nearby communities. Acquiring at-risk affordable housing will be a priority. RE will also build the DeWitt Community Center; renovate the Tropical Foods building into both retail and housing space, and construct a retail/commercial "Gateway" building in Dudley Square.

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

Madison Park Community Development Corporation was born out of crisis.  It was founded by community activists after a successful struggle to stop the demolition of Lower Roxbury as part of the city's mid-sixties "urban renewal" program. They were working on two fronts: fighting back against a highway that would have replaced Lower Roxbury's houses, backyards, parks, schools, and churches with eight lanes of Interstate, and against local, state and federal housing policies that were laying waste to communities of color across America -- giving rise to the adage that "urban renewal is Negro removal." When local activists succeeded in halting highway construction, much of Lower Roxbury had been bulldozed, and much of the neighborhood was plagued by arson and abandonment. Residents who remained asked what the future Lower Roxbury should look like, and who would live there. In response, MPDC began building human scale affordable housing (no giant brick towers) on the vacant land, while helping community members organize and advocate for themselves. MPDC's early years were spent rebuilding the infrastructure of a devastated community and working with other nonprofits, government agencies, and coalitions to create housing that fostered community spirit and connected residents with services to improve their lives. MPDC was one of the first resident-led CDC's in the nation.

During the past 20 years, MPDC has experienced tremendous growth, and has developed a strong business model. MPDC's entrepreneurial culture has fostered new ventures and responsiveness to community needs. This growth has resulted in preservation and construction of over 1,300 affordable housing units; the preservation of Hibernian Hall as a cultural anchor in Dudley Square; the opening of the first neighborhood supermarket in 35 years; and other programs supporting the quality of life of Roxbury residents.
Yet much remains to be done. Although there is still a need for housing development and rehabilitation, especially low-income housing, a recent survey of Roxbury residents undertaken as part of MPDC's strategic planning process highlighted income and economic issues as the key areas for development in Roxbury -- not housing and commercial development. Although Roxbury's infrastructure has changed dramatically since the early days of urban renewal, residents are still overwhelmingly people of color, predominantly African American and Hispanic (80%) as opposed to the city as a whole (40%) and the state (20%). And, as is often the case in communities of color, poverty is still a harsh reality. Over one-third of Roxbury residents live at or below the poverty line, and the median income in Roxbury is less than half that of Boston as a whole. Residents who were interviewed expressed concern that the needs and preferences of Roxbury residents are sometimes overlooked in efforts to develop the neighborhood into a regional economic hub, and hoped that decision makers would not prioritize services to tomorrow's visitors and newcomers over services to today's residents. These surveys confirmed what MPDC has known from the beginning: a community is far more than buildings and institutions. Self-determination through resident participation in community meetings, activities, events, organizations, and the political process is as important now as marches, press conferences, and picketing were a half century ago.
Going forward into the next half century, MPDC has committed to: engaging more of our housing residents in community development; cultivating community-based leadership and activism; embracing and preserving the fabric of Roxbury in the face of economic and demographic change; supporting the well-being and quality of life of its residents; and making investments today for impact in the future -- particularly for youth and the physical assets of the community; and, like our founders, mobilizing collective power to advocate for the policy, systemic, and environmental changes necessary to create and maintain a thriving multicultural community on par with other Boston neighborhoods.