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Boston Alliance for Community Health, a program of Health Resources in Action

 95 Berkeley Street, Suite 202
 Boston, MA 02116
[P] (617) 279-2269
[F] (617) 451-0062
http://www.bostonalliance.org
[email protected]
David Aronstein
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INCORPORATED: 1957
 Printable Profile (Summary / Full)
EIN 04-2229839

LAST UPDATED: 05/30/2018
Organization DBA Boston Alliance for Community Health
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

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Mission StatementMORE »

The Boston Alliance for Community Health unites public, private, and non-profit partners in neighborhood-based, data-driven health planning and improvement to influence policy-making, program development, service delivery, and resource allocations that protect, promote, and improve the health and well-being of all Boston residents.

Mission Statement

The Boston Alliance for Community Health unites public, private, and non-profit partners in neighborhood-based, data-driven health planning and improvement to influence policy-making, program development, service delivery, and resource allocations that protect, promote, and improve the health and well-being of all Boston residents.


FinancialsMORE »

Fiscal Year July 01, 2017 to June 30, 2018
Projected Income $463,439.00
Projected Expense $463,439.00

ProgramsMORE »

  • Healthy Community Champions (HCC)

Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

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


Overview

Mission Statement

The Boston Alliance for Community Health unites public, private, and non-profit partners in neighborhood-based, data-driven health planning and improvement to influence policy-making, program development, service delivery, and resource allocations that protect, promote, and improve the health and well-being of all Boston residents.


Background Statement

BACH was formed (although not funded) by the MA Dept. of Public Health in the early 1990’s and serves as the Community Health Network Area (CHNA) for Boston. MDPH’s intent was to drive health planning down to the local level. In 2009, BACH undertook its first strategic planning process. This resulted in a change of mission to do health planning and improvement and address social determinants of health, recruiting new members from a range of sectors including the Boston Public Health Commission (BPHC), hospitals, health centers, community development corporations, and community-based organizations and coalitions. This newly constituted BACH hired its first Director and through a participatory process, initiated Boston’s first city-wide health assessment and planning process: Mobilizing for Action Through Planning and Partnership (MAPP). This two-year process included neighborhood and city-wide assessments that included 80 organizations and over 2000 residents. It resulted in identifying 5 Strategic Issues that Boston needs to address to make significant change in the health of Bostonians and strategies to address them:

  1. How can we achieve health equity?
  2. How can we coordinate clinical and community-based prevention more effectively?
  3. How can we build resilience in neighborhoods affected by trauma?
  4. How can we improve health outcomes by addressing policy and practice in social determinants of health including, employment, education, transportation, and housing?
  5. How can we increase the number of immigrants, people of color, and other underrepresented groups in meaningful leadership positions?

BPHC took this assessment as the basis of its Community Health Improvement Plan (CHIP) and, in partnership with BACH, created a CHIP Council to oversee the goals of these issues. BACH has cross-sector work groups that support the Council. BACH has a resident engagement and advocacy program, Healthy Community Champions described below. BACH has been an active planning partner with hospitals’ decisions about how to prioritize the use of their community benefits and community health initiatives and an advocate on a range of policy, systems, and environment changes needed to achieve our goals. We provide a voice from the neighborhoods for transparency in and accountability for government and health care institutions. We support neighborhood initiatives and provide information, training, and stipends for residents to participate.


Impact Statement

Past Year:

1. Health Community Champions (HCC) (over 75 residents) advocated for changes addressing causes of chronic disease:Support to convert 21,000 units of affordable, smoke-free housing units; 3 HCCs became licensed cyclist instructors, the first non-White instructors in Metro Boston; increased access points to Hubway subsidized memberships from 1 to 7; increased subsidized memberships by 150%; 36 corner stores & 3 supermarkets participated in education campaign about sugar-sweetened beverages; 200 people engaged in grocery store tours to understand food labeling. 

2. Obtained funding from Tufts Health Plan Foundation to support continuation of HCC Manager position & sustainability planning as federal funding for HCCs ends 9.29.17.
 

3. Helped Boston Children’s Hospital prioritize the use of $53 million that will be available for community health improvement via their community benefits, (series of community meetings & Advisory Committee meetings engaging hundreds of people around Boston.

4.  Developed new Strategic Plan for 2017-2019 (see attached) as the previous plan was outdated. Rewrote By-Laws & restructured Steering Committee through public recruitment of members resulting in 13 member multi-racial SC (7 veterans & 6 new).
 

Current year:

1. Redesign & transition HCC program to non-federal funding to increase the value of BACH as one of the authentic community-based voices for an equitable, healthy, & age-friendly Boston.

2. With BPHC establish Boston CHIP Council. BACH's Health Planning & Improvement Committee work groups will assist Council in monitoring the activities  advancing the strategic issues identified by BACH's health planning process that are the core of the Boston CHIP.

3. With other partners, develop & leverage cross-sector investments between health & community development that increase investments in social determinants of health.

4. Diversify funding base by seeking long-term financial commitments to support BACH's infrastructure.


Needs Statement

  1. Staff compensation: BACH has 3 full-time employees. Much of the work to meet our goals are done through volunteers and committed residents, supported by this small staff. In the past, we received Determination of Need (DoN) funding from hospitals that would support our infrastructure. The revision of the DoN regulations, makes it much more difficult for BACH to receive that kind of funding. ($250,000 per year)
  2. Resident Engagement and Advocacy: The federal grant that supported our Healthy Community Champions (HCC) program, ended in September 2017. We work to stay engaged with the HCCs but without sufficient funds to pay a stipend ($15 an hour for up to five hours of work a week) and to support the neighborhood organizations coordinating the HCCs, it remains a struggle. The HCCs want to continue but, many of them have complicated lives and very low incomes and the stipends show respect for their work and their time to improve their neighborhoods. ($300,000 per year)
  3. Infrastructure: BACH is a non-incorporated Alliance operating under the fiscal sponsorship of Health Resources in Action. As such, we pay HRiA 15% of our expenses as indirect and an about $10,500 per FTE per year for rent, utilities, computers, web services etc.) (total $75,000 per year)

CEO Statement

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Board Chair Statement

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Geographic Area Served

City of Boston- East Boston
City of Boston- North Dorchester
City of Boston- South Dorchester
City of Boston- Jamaica Plain
City of Boston- Roxbury
City of Boston- Mattapan
City of Boston- South Boston
Boston, MA

Organization Categories

  1. Community Improvement, Capacity Building - Alliances & Advocacy
  2. Health Care - Community Health Systems
  3. Unknown - Unknown

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

No

Programs

Healthy Community Champions (HCC)

BACH's HCC initiative was part of a CDC-funded project, Partnerships to Improve Community Health which focused on Policy, systems, and environment improvements that can be achieved through voluntary (non-regulatory) changes made by organizations and businesses. PSE improvements were sought citywide, with a goal of the cumulative changes affecting 75% of Boston’s population by 2017. Additionally, Boston PICH designated two neighborhoods, Mattapan and North Dorchester, that experience disproportionate burden of chronic disease, as priority neighborhoods in which to achieve selected PSE improvements.

The PICH strategies for Boston were:

1) Healthy Food and Beverage Access – Goal: Increase the number of people with better access to environments with healthy food and beverage options, reaching up to 600,000 residents.

2) Access to Physical Activity Opportunities through Active Transportation (Walking and Biking) - Goal: Increase the number of people with opportunities to walk or bike safely as part of their commute (including to school), reaching up to 185,000 residents.

3) Smoke Free- Housing - Goal: Increase the number of housing units in the city that are designated smoke-free, reaching up to 62,000 residents.

A key part of PICH’s community engagement strategy was to mobilize community members, through an initiative called Healthy Community Champions, to be grassroots ambassadors and educators at the neighborhood level. Healthy Community Champions were recruited and supported by community-based organizations and coalitions that are familiar with the residents, resources and culture of their individual neighborhoods. BACH provided the training and on-going support of the HCCs, their coordinators at the neighborhood level and communities of practice that developed during the 3-year grant period In addition to contributing to meeting the specific goals of PICH, built a sustainable and vital network of community residents trained in public health issues and ways to improve their daily lives and those of their families and neighbors.

The purpose of the Healthy Community Champions initiative was to mobilize community engagement and support for the Boston PICH goals in order to widen their impact, and to increase community ownership of the initiative. IOver 100 residents citywide were engaged, trained and supported to be effective champions for the PSE improvements and lead to a multiplier effect through peer-to-peer work, primarily at the neighborhood level.

BACH recognized that for its successful implementation PICH’s community engagement strategy required a comprehensive and coherent training program that:

1. Supported community engagement work to achieve Boston PICH’s overall goals

2. Built capacity among residents, by providing training in health issues and engagement skills

3. Promoted cross-neighborhood communication and learning opportunities

4. Built a support base and distribution channels for Boston PICH’s communication campaigns

The training program was intended to support and reinforce the other PICH interventions and serve as a capacity building program for diverse Boston organizations and resident groups.

PICH’s Healthy Community Champion grantees and the neighborhoods they supported:

•Allston Brighton Community Development Corporation- Allston/Brighton

•Black Ministerial Alliance of Greater Boston- Roxbury & South End

•Codman Square Neighborhood Council- Dorchester

•Codman Square Neighborhood Development Corporation- Dorchester

•Dorchester Bay Economic Development Corporation- North Dorchester

•East Boston Social Centers- East Boston

•Harbor Health Services/ Neponset Health Center- South Dorchester

•Mattapan Food and Fitness Coalition- Mattapan

•Sociedad Latina- Mission Hill

•South Boston Community Action Center- South Boston

Budget  400000
Category  Civil Rights, Social Action & Advocacy, General/Other
Population Served General/Unspecified
Program Short-Term Success 

In the short-term, with the needed resources, we will

  • Have the Steering Committee endorse the specific policy advocacy agenda generated through our planning process
  • re-engage veteran HCCs and recruit new ones through neighborhood coalitions and community-based organizations.
  • Institute a retraining and initial training curriculum for resident engagement.

Based on the approved agenda, we will track:

  • Number of hours HCCs work
  • Number of people and organizations engaged with by HCCs
  • Educational campaigns to support the policy, systems, and environment changes for which we are advocating
Program Long-Term Success 

The policy, systems, and built environment changes that the HCC are educating about and advocating for are long term changes, some of which will take years. In the meantime, we have gone through a planning process with HCCs and other residents about what the foci of the PSE changes should be. Through a highly participatory process this past summer and fall, the areas of focus will, most likely, be:

· Housing

o Gentrification, displacement, and housing instability caused by rental rates and property values rising, conversion of three-family, buildings to condominiums in poorer neighborhoods of Boston.

o Reexamination of what “affordable” means in subsidized housing.

· Transportation

o Bicycling safety, affordability, access including increased protected bicycling lanes

o Impact of the Fairmont commuter rail line on

§ transit oriented development

§ frequency pf trains and stops in Mattapan, Dorchester, and Roxbury

o Equitable MBTA fare rates, particularly for youth and bus routes serving neighborhoods without the T’s subway

o Continued resident input on the design of the I-90 renovations in Allston including:

§ Easy and safe access top green and recreational space along the Charles River

§ A commuter rail stop in Allston

· Healthy Food and Beverages

o Increased numbers of summer and winter Farmers markets

o Promotion of the Healthy Incentives Program (HIP) which adds value to SNAP recipients’ buying power when they buy healthy food

o Continued work with corner stores to help them promoted and increase sales of healthy beverages and the reduction of consumption of sugar-sweetened beverages

· Age-Friendly Policies

o Focus on built environment to increase pedestrian safety on streets and sidewalks in all neighborhoods

We are currently working on defining specific regulations, funding, outreach, and promotion objectives in each of these areas.

Program Success Monitored By 

In the longer-term, we will be able to track specific policy, systems, and environment changes that have been adopted and implemented. We also will be soliciting advice from HCC experiences about how the work has affected them, their, families, friends, and neighborhoods. We do that through a combination of surveys, and discussion groups. In the shorter term, we collected stories from the HCCs. A few examples from HCCs have been:

Active Transit:

o “As a community, our strength is that we have a lot of families – we are really strong and resilient. With active transit we turn our walking groups into peace groups. This includes the police, and churches. It started with four people and now has grown to 300 people. It started really small and has now grown to include the Commission and the Mayor coming out to support us.”

Smoke-Free Housing:

o “I had to learn how to be a strong advocate for my family and now I have more tools to share with the community. You have to sell your case to others…bring awareness.”

Healthy Food and Beverages:

o “Success for me is the realization that people see how much sugar is in their drink. Some are saying ‘I will cut back.’ For the most part, people are surprised by how much sugar is in their drink. It is a slow change.” And

o People are coming back to our market. Our fair foods truck is the most popular truck in Boston. Our numbers are increasing.”

Examples of Program Success 

In terms of PSE changes, accomplishments include:

i. One hundred residents of Roxbury, Dorchester, Mattapan, Allston/Brighton, South Boston, East Boston trained in leadership, resident engagement, policy and advocacy

ii. Increased access points for residents to sign up for subsidized Hubway membership from 1 location – to 7 locations, managed and supported by HCCs. Subsidized memberships grew by 150%. Also engaged with Boston Bikes to advocate successfully for continuation of subsidized memberships.

iii. Recruitment and partnership with 36 corner stores and 3 supermarkets in multiple neighborhoods to participate in education and awareness about sugar beverages through the Rethink Your Drink Campaign as an alternative strategy to working with large pharmacy chains

iv. Support to convert 21,000 units of affordable homes to smoke free, including two HCC grantee recipients – Codman Square NDC and Dorchester Bay Economic Development Corporation.

v. Three HCCs became licensed bike instructors and were trained in bicycle repair. These were the first 3 non-white bike instructors in Metro Boston and the first in Roxbury and Mattapan.

vi. Strengthened BACH’s relationships with 10 community based organizations including “non-health-specific” organizations and a faith-based organization.

vii. 200 people engaged in grocery store tours to understand food labeling


CEO/Executive Director/Board Comments

While we have focused on the HCC program in this profile, our greatest challenge is to identify and secure sustainable funding for the compensation and related costs of our 3 full-time staff and infrastructure costs for rent, equipment and indirect charges we pay to HRiA for human resources, financial, and IT services (at a low charge of 15% of expenses).
 
The increased capacity for meaningful resident engagement through our programs and original funding from the Boston Public Health Commission’s CDC-funded Let’s Get Healthy, Boston! has been instrumental in our success. We feel that continued investment in building out and sustaining these accomplishments is a prudent and effective way of improving neighborhood health.

Management


CEO/Executive Director Mr. David M. Aronstein MSW
CEO Term Start Nov 2010
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
-- -- --

Senior Staff

Name Title Experience/Biography
-- -- --

Awards

Award Awarding Organization Year
EPA 2010 National Indoor Air Quality (IAQ) Tools for Schools Connector Award Environmental Protection Agencey 2010

Affiliations

Affiliation Year
American Public Health Association (APHA) 2013
Massachusetts Nonprofit Network 2013
United Way Member Agency 2013
Member of state association of nonprofits? No
Name of state association --

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 3
Number of Part Time Staff 0
Number of Volunteers 120
Number of Contract Staff 0
Staff Retention Rate % --

Staff Demographics

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

Plans & Policies

Organization has Fundraising Plan? Under Development
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 Yes
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 Ms. Anna Leslie MPH
Board Chair Company Affiliation Allston Birghton Health Collaborative
Board Chair Term July 2017 - July 2018
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Mr. David Aronstein MSW Boston Alliance for Community Health NonVoting
Mr. Raheem Baraka Baraka Community Wellness Voting
Ms. Jean Bernhardt Ph.D. MGH Charlestown Health Center Voting
Ms. Magnolia Contreras MBA Dana Farber Cancer Institute Voting
Mr. John Erwin MBA Conference of Boston Teaching Hospitals Voting
Ms. Maria Fernandes-Dominique NeighborWorks America Voting
Ms. Tamika Francis M.S. Boston Alliance for Community Health NonVoting
Ms. Anna Leslie MPH Allston-Brighton Health Collaborative Voting
Ms Anh Nguyen Bowdoin-Geneva Main Streets Voting
Ms. Vivian Ortiz Mattapan Food and Fitness Voting
Ms. Margaret Reid MPA Boston Public Health Commission Voting
Mr. Ryan Ribeiro M.S. Harbor Health Services, Inc. Voting
Ms. Carolyn Rubin Ph.D. Tufts University ADAPT Voting
Ms. Jamiah Tappin MSW Boston Alliance for Community Health NonVoting
Mr. Robert Torres MPA Urban Edge Voting
Ms. Kay Walsh South Boston Collaborative Advisory Committee 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: 1
Asian American/Pacific Islander: 2
Caucasian: 5
Hispanic/Latino: 3
Native American/American Indian: 0
Other: 0
Other (if specified): 1 Brazilian
Gender Female: 11
Male: 8
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 2
Board Meeting Attendance % --
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 0%
Percentage of In-Kind Contributions --
Constituency Includes Client Representation Yes

Standing Committees

    --

CEO/Executive Director/Board Comments

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Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Fiscal Year July 01, 2017 to June 30, 2018
Projected Income $463,439.00
Projected Expense $463,439.00
Form 990s

2016 HRIA 990

2015 HRIA 990

2014 HRIA 990

2013 HRIA 990

Audit Documents

2016 HRIA audit

2015 HRIA audit

2014 HRIA audit

2013 HRIA audit

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2017 2016 2015
Total Revenue $460,141 $516,805 $612,144
Total Expenses $460,141 $516,805 $612,144

Prior Three Years Revenue Sources

Fiscal Year 2017 2016 2015
Foundation and
Corporation Contributions
$285,869 $362,524 $522,727
Government Contributions $174,272 $154,281 $89,417
    Federal -- -- --
    State -- -- --
    Local $174,272 $154,281 $89,417
    Unspecified -- -- --
Individual Contributions -- -- --
Indirect Public Support -- -- --
Earned Revenue -- -- --
Investment Income, Net of Losses -- -- --
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind -- -- --
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2017 2016 2015
Program Expense $460,141 $516,805 $612,144
Administration Expense -- -- --
Fundraising Expense -- -- --
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.00 1.00 1.00
Program Expense/Total Expenses 100% 100% 100%
Fundraising Expense/Contributed Revenue 0% 0% 0%

Prior Three Years Assets and Liabilities

Fiscal Year 2017 2016 2015
Total Assets $154,372 $86,478 $90,549
Current Assets $154,372 $86,478 $90,549
Long-Term Liabilities $0 $0 --
Current Liabilities $0 $0 --
Total Net Assets $154,372 $86,478 $90,549

Prior Three Years Top Three Funding Sources

Fiscal Year 2017 2016 2015
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy Percentage
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 2017 2016 2015
Current Ratio: Current Assets/Current Liabilities -- -- --

Long Term Solvency

Fiscal Year 2017 2016 2015
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 nonprofit. The audited financials and Form 990s above are per Health Resources in Action, as Boston Alliance for Community Health is a program of HRiA.

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?

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

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