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B'nai B'rith Housing New England Inc.

 34 Washington Street
 Brighton , MA 02135
[P] (617) 731-5290
[F] --
www.bbhousing.org/
[email protected]
Naomi  Levine
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INCORPORATED: 2004
 Printable Profile (Summary / Full)
EIN 56-2423180

LAST UPDATED: 12/13/2018
Organization DBA --
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary


Mission StatementMORE »

We are B’nai B’rith Housing (BBH) a regional nonprofit housing developer whose mission is to ease the housing crisis in the Greater Boston area. We work with cities and towns to create economically viable, affordable housing options which respond to the needs and aspirations of each community. Our housing, both rental and home-ownership, is for young families and older adults, regardless of religion or background.

Mission Statement

We are B’nai B’rith Housing (BBH) a regional nonprofit housing developer whose mission is to ease the housing crisis in the Greater Boston area. We work with cities and towns to create economically viable, affordable housing options which respond to the needs and aspirations of each community. Our housing, both rental and home-ownership, is for young families and older adults, regardless of religion or background.


FinancialsMORE »

Fiscal Year Sept 01, 2018 to Aug 31, 2019
Projected Income $380,000.00
Projected Expense $900,000.00

ProgramsMORE »

  • Covenant House Communities
  • Service Enriched Housing
  • The Coolidge at Sudbury and The Coolidge Phase 2
  • The Fairways & Carriage House at 33Comm
  • The Senior Residences at the Machon

Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

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


Overview

Mission Statement

We are B’nai B’rith Housing (BBH) a regional nonprofit housing developer whose mission is to ease the housing crisis in the Greater Boston area. We work with cities and towns to create economically viable, affordable housing options which respond to the needs and aspirations of each community. Our housing, both rental and home-ownership, is for young families and older adults, regardless of religion or background.


Background Statement

Our project management and development team utilizes their combined experience of over forty years of experience to produce quality affordable housing based on community-specific needs.

Our communication builds relationships in the communities where we work and encourages industry dialogue, advocacy, and innovation across the region.

We work with property management, resident service coordinators, and local partner organizations to provide services necessary for residents to lead active and healthy lifestyles.


Impact Statement

Over the past years, we have completed several projects in the Greater Boston area, and are working towards the development of new ones. Our successes include:

The Fairways & Carriage House at 33Comm - BBH built a 57 unit, mixed-income home-ownership community on Commonwealth Avenue to with the goal of increasing the stock of reasonably priced housing in Newton. We worked with neighbors and city officials to create a development which consists of increasing numbers of first-time buyers, young families, and older adults looking to downsize.

Covenant House Communities and The Coolidge at Sudbury are two examples of affordable senior housing. Covenant House Communities in Brighton consists of three collective properties and 242 units. With 64 units, the name The Coolidge pays homage to the family who began a substantial greenhouse operation on the site in the 1800s. Our senior housing is nationally recognized as innovative models of quality housing that are both affordable and supportive of the social and service needs of all its residents.

Our current projects consist of Phase 2 of the Coolidge at Sudbury and the Senior Residences at the Machon in Swampscott.


Needs Statement

With the permits for The Senior Residences at Machon in Swampscott and The Coolidge at Sudbury Phase 2 we are working on construction planning for these new developments. Building quality housing that is affordable is time intensive and support is critical.

Over the past two years, we have provided services to the Patricia White Apartments –a BHA property located next door to BBH’s Covenant House. This has been well-received the BHA has now prioritized the redevelopment of this property! The RFP will be out soon and revenue we raise is urgently needed to help us create the strongest proposal possible!

Our steering committee is eager to grow Gen2Gen into a year-round, citywide coalition and plans to double programming in 2018 to engage with a wide breadth of affordable housing advocates and thought leaders.

As leaders in finding solutions to affordable housing’s biggest challenges, we need to do a better job sharing our expertise, leading the conversation on innovation, and advocating for smart, thoughtful housing policy.

One of BBH’s strategic planning goals is to expand into other cities and towns and share our expertise and award-winning housing models with the areas that need it most.


CEO Statement

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Board Chair Statement

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Geographic Area Served

GREATER BOSTON REGION, MA
From the onset, B'nai B'rith has focused the Boston and Greater Boston area, with projects in Brighton, Newton, Sudbury and coming soon to Swampscott.

Organization Categories

  1. Housing, Shelter - Low-Income & Subsidized Rental Housing
  2. Housing, Shelter - Senior Citizens' Housing, Retirement Communities
  3. -

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

No

Programs

Covenant House Communities

B’nai B’rith Housing has developed three properties in Brighton, known collectively as the Covenant House Communities, which provide 242 units of affordable housing for seniors. The Covenant House properties are nationally recognized as innovative models of quality housing that are both affordable and supportive of the social and service needs of all its residents.
 
Awards: 2011 National MetLife Foundation Award for Excellence in Affordable Housing 2010 HUD Green Retrofit Program Grant (GRP) for $2.7m Award 2006 National Affordable Housing Management Association Community of Quality Award
Budget  --
Category  Housing, General/Other
Population Served Aging, Elderly, Senior Citizens
Program Short-Term Success  The short-term success of the Covenant House Communities is providing affordable housing in Brighton for seniors and aging adults. 
Program Long-Term Success  Long term, the Covenant House Communities goes beyond affordable housing to provide seniors with a higher quality of life through services and community activities. 
Program Success Monitored By  --
Examples of Program Success  After the success of the first Covenant House we were able to create additions in 1992 and 2004 to add more affordable units. 

Service Enriched Housing

Our award-winning, service-enriched senior housing allows our growing senior population to age in place. Where once downsizing meant having to leave the community you called home, now seniors in Sudbury, Brighton and – soon – Swampscott, have an affordable option. Our service-enriched model is considered the gold standard for senior affordable housing because it meets both the social and service needs of its residents.
Budget  --
Category  Housing, General/Other
Population Served Aging, Elderly, Senior Citizens
Program Short-Term Success  One of the immediate successes for service enriched senior housing is keeping seniors in their communities. Many of them grew up or raised their families in these towns and cities, creating a network many are reluctant to leave. The options for affordable housing are often limited, and with our growing residences we want to see less people travelling hours away for an affordable apartment.
Program Long-Term Success  Long term, we see strive to improve the mental and physical health of our residents. Each property has its own fitness facility with staff to help residents. Each housing complex has a Resident Service Coordinator as a resource to the residents, connecting them with local services and coordinating events that bring them together as a community.
Program Success Monitored By  --
Examples of Program Success  Our properties in Brighton and Sudbury illustrate the positive impact that service-enriched housing has on the seniors in our properties. Residents are able to not only remain in their home communities and easily access the resources they need, both physically and socially.

The Coolidge at Sudbury and The Coolidge Phase 2

The Coolidge at Sudbury is a shining example of B’nai B’rith Housing’s innovative, service-enriched model. Construction began in November 2013 to create this 64 unit rental community for seniors and older adults, ages 55 and older, and the name “The Coolidge” was chosen to pay homage to the family who began a substantial greenhouse operation on the site in the 1800s. The existing units at The Coolidge at Sudbury are fully leased with a growing waiting list of interested tenants. Current residents at The Coolidge include employees of local businesses, retired Town workers, and some who have relocated to Sudbury to be closer to adult children and grandchildren. An on-site Resident Services Coordinator, connections with local organizations, and building amenities (such as a meeting room, library, and fitness center) allow residents to age in community.
 
Recently awarded state funding, phase 2 of The Coolidge at Sudbury will include 56 apartment units in an elevator building with both garage and surface parking, and will be located at 187 Boston Post Road, next to Phase 1. The rental apartments will have one bedroom and be approximately 675 – 700 square feet. As is the case with Phase 1, the new building will include common space and amenities, including a meeting room, library, and fitness center, and offices for a property manager and a resident service coordinator. BBH will continue to work closely with area senior service agencies to promote wellness, health and educational programs for the building. In keeping with BBH’s service-enriched housing model, residents of Phase 2 will have access to an on-site Resident Service Coordinator.  
Budget  --
Category  Housing, General/Other
Population Served Aging, Elderly, Senior Citizens
Program Short-Term Success  The Coolidge at Sudbury allows residents of Sudbury and neighboring towns an affordable housing option that keeps them close to their families and communities. 
Program Long-Term Success  Prior to the Coolidge there were very few options for seniors in Sudbury. Over 25% of Sudbury households have at least one member who is over 60 years old. In addition to providing affordable housing, the town of Sudbury now receives annual real estate taxes from The Coolidge at Sudbury.
Program Success Monitored By  --
Examples of Program Success  The first phase of the Coolidge was so successful we are in the process of adding an additional 56 apartments for a second phase. 

The Fairways & Carriage House at 33Comm

B’nai B’rith Housing built a 57 unit, mixed income homeownership community on Commonwealth Avenue to with the goal of increasing the stock of reasonably priced housing in Newton. BBH worked in collaboration with neighbors and city officials to create a development that reflects the needs of the Newton community, which consists of increasing numbers of first time buyers, young families, and older adults looking to downsize. Fifteen of the units were sold as affordable housing and the balance of the units provided moderately priced market rate homeownership opportunities. 
Budget  --
Category  Housing, General/Other
Population Served Adults
Program Short-Term Success  The short term success for The Fairways & Carriage House at 33Comm is providing homeownership opportunities for first time buyers, young families and those looking to downsize. 
Program Long-Term Success  Long term, aside from providing homeownership opportunities, the program also increases the stock of reasonably priced housing in Newton. 
Program Success Monitored By  --
Examples of Program Success  Due to the project’s success, B’nai B’rith Housing repaid $300,000 of Community Preservation Funds back to the City of Newton and an additional $300,000 to the Commonwealth of Massachusetts.

The Senior Residences at the Machon

In late 2016, B’nai B’rith Housing was selected by the Swampscott Board of Selectmen to redevelop The Machon Elementary School into 38 one-bedroom units of senior affordable rental housing. Development plans will preserve the original 1920’s building and replace the 1963 addition. Permits were received in Fall of 2017, and the BBH team is currently applying for funding that will allow the next phases to begin. Facilities, amenities, and programming at the Senior Residences at the Machon will provide residents with opportunities to lead active lifestyles. The building will include a community room, library/screening room, and fitness center, and residents will have access to an onsite service coordinator; social, cultural and healthy lifestyle activities; connections to community providers, and local organizations. Senior Residences at the Machon will feature landscaped site design which emphasizes a strong green connection between the site, the neighborhood, and public open space.
Budget  --
Category  Housing, General/Other
Population Served Aging, Elderly, Senior Citizens
Program Short-Term Success  Short-term, aside from the proposed 38 apartments, the Senior Residences at the Machon will feature a site design which emphasizes a strong green connection between the site, the neighborhood, and public open space
Program Long-Term Success  Since Swampscott senior households are projected to make up over half of all households by 2030, we are hoping to alleviate some of the burden but offering affordable housing options for seniors.
Program Success Monitored By  --
Examples of Program Success  Based on previous successes, the Senior Residences at the Machon will help provide Swampscott with affordable housing options for seniors as well as improve residents' quality of life through our service-enriched housing program. 

CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Ms. Susan Gittelman
CEO Term Start Sept 2003
CEO Email [email protected]
CEO Experience Susan became the Founding Executive Director of B’nai B’rith Housing in 2003. She has over twenty-five years of progressively responsible experience in real estate development, neighborhood revitalization, and nonprofit management. Susan is a legacy member of CREW Boston and sits on the Housing & Economic Development Council of the Urban Land Institute Boston/New England. She has been recognized for her leadership and public service by CREW Boston, the Greater Boston Chamber of Commerce’s Executive Leadership Institute, and Banker & Tradesman as a Woman of FIRE. She has served as an Opinion Editor Columnist for Banker & Tradesman since 2012. Susan holds a Master’s degree in City and Regional Planning from Rutgers University and a Bachelor’s degree from Hamilton College.
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
-- -- --

Senior Staff

Name Title Experience/Biography
-- -- --

Awards

Award Awarding Organization Year
-- -- --

Affiliations

Affiliation Year
-- --
Member of state association of nonprofits? Yes
Name of state association Massachusetts Nonprofit Network

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

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CEO/Executive Director/Board Comments

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Foundation Comments

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Staff Information

Number of Full Time Staff 6
Number of Part Time Staff 0
Number of Volunteers 0
Number of Contract Staff 3
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 9
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 7
Male: 2
Not Specified 0

Plans & Policies

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

Risk Management Provisions

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Reporting and Evaluations

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

Governance


Board Chair Mr. Burton Gesserman
Board Chair Company Affiliation Walter & Shuffain
Board Chair Term Dec 2014 -
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
David Abromowitz Youthbuild, Goulston & Storrs Voting
Richard Bluestein N/A Voting
Lawrence Curtis WinnCompanies Voting
Donna Golden N/A Voting
Robert Golden N/A Voting
Hindell Grossman Grossman and Associates Voting
Richard Henken The Schochet Companies Voting
Ellen Kantrowitz Walker & Dunlop Voting
Sonia Michelson Geriatric and Family Service Associates Voting
Mark Olshan B’nai B’rith International Voting
Mark Ravera Walter & Shuffain Voting
Mark Ravera Walter & Shuffain Voting
Marvin Siflinger Housing Partners Inc Voting
Robert Skloff Commonwealth Financial Group Voting
Eleanor White Housing Partners, Inc. Voting
Edward Zuker Chestnut Hill Realty Voting

Constituent Board Members

Name Company Affiliations Status
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Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 16
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 5
Male: 11
Not Specified 0

Board Information

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

Standing Committees

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CEO/Executive Director/Board Comments

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Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Fiscal Year Sept 01, 2018 to Aug 31, 2019
Projected Income $380,000.00
Projected Expense $900,000.00
Form 990s

2016 Form 990

2015 Form 990

2014 Form 990

Audit Documents

2016 Audited Financials

2015 Audited Financials

2014 Audited Financials

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2016 2015 2014
Total Revenue $848,938 $712,202 $1,708,810
Total Expenses $1,316,515 $718,461 $683,650

Prior Three Years Revenue Sources

Fiscal Year 2016 2015 2014
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $0 $0 $0
Individual Contributions $428,097 $334,233 $203,887
Indirect Public Support $0 $0 $0
Earned Revenue $116,019 $94,991 $1,251,351
Investment Income, Net of Losses $129,212 $149,288 $153,844
Membership Dues $0 $0 $0
Special Events $0 $0 $49,844
Revenue In-Kind -- -- --
Other $175,610 $133,690 $49,884

Prior Three Years Expense Allocations

Fiscal Year 2016 2015 2014
Program Expense $1,097,496 $481,966 $500,591
Administration Expense $161,960 $191,735 $139,200
Fundraising Expense $57,059 $44,760 $43,859
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.64 0.99 2.50
Program Expense/Total Expenses 83% 67% 73%
Fundraising Expense/Contributed Revenue 13% 13% 17%

Prior Three Years Assets and Liabilities

Fiscal Year 2016 2015 2014
Total Assets $5,481,904 $5,905,564 $6,049,036
Current Assets $535,615 $694,689 $1,452,706
Long-Term Liabilities $0 $0 $0
Current Liabilities $80,050 $79,937 $49,097
Total Net Assets $5,401,854 $5,825,627 $5,999,939

Prior Three Years Top Three Funding Sources

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

Financial Planning

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

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 2016 2015 2014
Current Ratio: Current Assets/Current Liabilities 6.69 8.69 29.59

Long Term Solvency

Fiscal Year 2016 2015 2014
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 IRS Form 990s. Contributions from foundations and corporations are listed under individuals when the breakout was not available.

Documents


Other Documents

No Other Documents currently available.

Impact

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


1. What is your organization aiming to accomplish?

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2. What are your strategies for making this happen?

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

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



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