Cheryl Forté, President Orville W Forté Charitable...

BMA l 7 Palmer Street, 3rd Floor l Roxbury, MA 02119-2427 l Phone: 617.445.2737 l Fax: 617.445.3557 Web: www.bmaboston.org

February 14, 2014 Cheryl Forté, President Orville W Forté Charitable Foundation, Inc. PO Box 600805 Newtonville, MA 02460-0008 Dear Ms. Forté: It is with the much hope that we submit the enclosed proposal to the Orville W. Forté Charitable Foundation, Inc. seeking a $8,000.00 grant for our Victory Generation program. In particular we are seeking funds to purchase new musical equipment and accompanying accessories for our Hamilton Garrett Music & Arts Academy (HGMAA) site. We believe that our program very closely matches The Orville W. Forté Charitable Foundation’s “disadvantaged Greater Boston youth to improve job skills, increase self-esteem and heighten personal aspirations” funding priority, as learning in the arts nurtures motivation, including active engagement, disciplined and sustained attention, persistence and risk taking. It also increases attendance and educational aspirations. As part of its commitment to community building through youth development and cultural pride, HGMAA seeks to challenge inner-city youth to see themselves as positive producers of culture, music, and the arts as a whole, rather than merely consumers of it. Providing affordable arts and educational amenities in combination with positive youth development services for young people that result in improved academic performance leading to future opportunities for training and college is a life affirming goal. We seek the foundation’s support, as the communities where the youth we serve live have the lowest education outcomes and the highest dropout rates. We hope The Orville W. Forté Charitable Foundation staff and Trustees will support our efforts. We look forward to hearing from you and hope that you will not hesitate to contact either Patricia Bonner-DuVal our development consultant at 617-232-5453 or myself, if there is additional information we can provide. I may be reached on cell at 617-959-7698 or by e-mail at [email protected]. Very Truly Yours,

Rev. David Wright, Esq. Executive Director Enclosures: Victory Generation/HGMAA proposal and attachments

http://www.bmaboston.org/

mailto:[email protected]

©Associated Grant Makers provides this form as a service to foundations and corporate grant makers, and nonprofit organizations seeking grants in Massachusetts and New Hampshire. We prohibit any

duplication or modification of this document without permission. Page - 1 -

COMMON PROPOSAL FORM

COVER SHEET The Cover Sheet Summary is to provide the essential data about the organization, the contact person, and the proposal. Please input text in shaded boxes. Complete this form and submit with your full proposal. Request to: Orville W. Forte Charitable Foundation, Inc

Date of Application: 02/14/2014 Full Legal Organization Name: Black Ministerial Alliance of Greater Boston, Inc. Address: 7 Palmer Street, 3rd Floor, Suite 301 City: Roxbury State:MA Zip Code: 02119-2427 Website: www.bmaboston.org President/Exec. Dir.: David Wright Title: Executive Director Phone #: (617)445-2737 x130 Email: [email protected] Contact Person (if different): Pat Bonner-DuVal

Title: Development Consultant

Phone #: 617-232-5453 Email: [email protected] Organizational Information 501(c)(3)? Yes No If, Yes, FIN #: 04-3499852 Year established: 1962 If No, provide name of fiscal sponsor (enter organization name and address): Total Organization Budget $3492426

Fiscal Yr: Month Dec Day 31

Total # of Board Members: 15

Total # of staff: 8 Volunteers #: 100

Organizational Mission Statement (50 words or less): The Black Ministerial Alliance of Greater Boston’s (BMA's) mission is to provide spiritual nurturing for clergy, advocacy and program services for the larger community. Brief Description of Organization (75 words or less): Starting as an inter-denominational group of 20 clergy in the 1960s, the BMA has grown to become an inclusive alliance of churches, faith-and community-based organizations reaching around 50,000 ethnically diverse parishioners/clients in Greater Boston. Today, the BMA fulfills its mission by serving as an intermediary organization working in partnership, with about 200 nonprofits annually, to make services delivered to low-income youth and their families more meaningful and effective. Population Served (25 words or less, include age groups, race & ethnicity, income levels, etc.): Program serves over 450 Boston youth, ages 2.9-18 yrs. old. African Americans represent 40% of the pop. served in 2013, Whites 1%, Asians 4%, Latinos 15%, “other” at 40%. Proposal Request: Program/Project Name: Victory Generation Out-of- School Time Program Total Program Budget: $235929 Requested Amount: $15000 %: 0.06 Type of Request: Program Support Grant Period: 10/1/2013 to

09/30/2014 Multi-Year? No

Geographic Area Served: The majority of our youth/families live in low-income Boston communities; 15% from Chinatown, 39% from Roxbury, 20% from North/South Dorchester, 8% in Mattapan and 18% from the South End, Hyde Park and other areas of Boston.

©Associated Grant Makers provides this form as a service to foundations and corporate grant makers, and nonprofit organizations seeking grants in Massachusetts and New Hampshire. We prohibit any

duplication or modification of this document without permission. Page - 2 -

Priority funding areas of grant maker (indicate how your request fits within the grant maker’s strategic interest[s]): The BMA’s Victory Generation program is seeking a grant of $8,000 to improve all music programs and to expand the services currently offered by the Hamilton-Garrett Music & Arts Academy. This request enhances our program as new instruments convey a message to our students that they deserve new instruments that work well. There is a psychological aspect inherent with self-esteem when a student is practicing on an instrument in good condition. Instruments in good to excellent condition help to develop the skill of listening and how to tune the instrument. The addition of musical instruments allows all students to be adept at more than one instrument, it allows for experimentation to find the instrument that a student is most interested in and will practice often. This request will reduce the time students now spend waiting for an instrument to become available to them for practice or instruction and will enable the Hamilton-Garrett Music & Arts Academy to increase enrollment by serving students who have been on the waiting list for months. Most recent grants received from this funder: Amount: $8000 Date: 9/29/08 Amount: $8000 Date: 10/1/2009 I hereby verify that the information provided is accurate and honest to the best of my knowledge. Rev. David Wright, Esq. 02/14/14

Authorizing signature (President of the Board or Executive Director) Date

PROPOSAL TO THE ORVILLE FORTÉ CHARITABLE FOUNDATION

I . ORGANIZATION PROFILE

1. ORGANIZATION’S HISTORY: The Black Ministerial Alliance of Greater Boston, Inc. (BMA) was founded during the 1960s civil rights movement with a mission to provide spiritual nurture to clergy, advocacy and program services for the larger Black community. Starting as an inter-denominational group of 20 clergy in the 1960s, the BMA has grown to become an inclusive alliance of churches, faith-and community-based organizations reaching around 50,000 ethnically diverse parishioners/clients in Greater Boston. Today, the BMA fulfills its mission by serving as an intermediary organization working in partnership, with about 200 nonprofits annually, to make services delivered to low-income youth and their families more meaningful and effective. The BMA is managed by a volunteer Board of 15 faith, community and corporate leaders working closely with a cohort of 8 dedicated staff plus five staff members from partnering nonprofits, whose funds the BMA manages. 2. ORGANIZATIONAL GOALS AND OBJECTIVES: GOALS: The BMA’s overarching goal in 2014 is to focus on significantly improving the community impact of our networks by providing targeted coalition building services, as well as performance management and evaluation services that measure how well the services delivered actually address our youth’s needs. Our secondary goal is to share best practices and provide technical assistance and training opportunities for individual members of the six networked communities BMA facilitates to help them measurably build stronger families and communities. OBJECTIVES include: A) Sustain a city-wide network of Victory Generation Out-of-School Time, academically focused services for youth in danger of failing in school who come from low-income and immigrant families. 1) Assist 85% of youth enrolled in achieving a “B” or better grade in core subjects; 2) Provide a continuum of services leading to graduation from high-school for 80% of students; 3) Assist 90% of graduates to enter college or career training services to acquire the skills needed to earn a living wage. B) Strengthen the capacity of organizations, to address the needs of youth at highest-risk in Boston’s neediest neighborhoods, by providing capacity-building, networking and outcomes-based training services for staff, youth leaders, volunteers and Board members. C) Develop the capacity of churches to become involved in providing services and social ministries that extend beyond these churches’ congregations to include and welcome residents in their surrounding communities. D) Serve as a facilitator that brings together public and private organizations and residents to work collectively on critical issues affecting the communities we serve. 1) Convene High Risk Youth Network members to strengthen the system of services for high-risk youth in Boston by providing HRYN members with information on and access to strategies that support the social, emotional, and spiritual needs of young people. 2) Work with the BMAs network of members to support Clergy Women United and the role this network plays in preparing women for leadership roles in the mostly male oriented church environment. 3) Build the capacity of the Girl’s Initiative Network to implement gender specific curricula for system involved girls and young women and promote the use of this curriculum in both public and private agencies. E) Fiscal Partnership Services - strengthen nonprofit partners’ sustainability and accountability by serving as a fiscal agent for emerging innovative nonprofits, and by providing financial management and administrative services for Boston TenPoint Coalition, Healthy Futures and The Boston Foundation’s StreetSafe program.

BMA-Victory Generation Proposal to Orville W. Forté Charitable Foundation, Inc. Page 2 of 8

3. PROGRAMS AND SERVICES: BMA PROGRAM AND SERVICES are youth and family focused initiatives, which include the following: A. THE BOSTON CAPACITY TANK (BCT) is a collaborative program involving United Way of Massachusetts Bay and Merrimack Valley, the Emmanuel Gospel Center, and the Boston TenPoint Coalition. The Boston Capacity Tank (BCT) offers services through the following two program components: 1) The Girls’ Initiative Network grew from seven organizations in Boston in 2003, to 84 organizations statewide in 2012. It now trains public and private agencies to use the gender specific curricula developed to increase program effectiveness and reduce recidivism for system involved girls. 2) The Capacity Institute grew out of the BMA’s seven-year experience in providing capacity building, workshop trainings and technical assistance services for 200 or more nonprofits each year and now works with nonprofits to document and measure program outcomes to improve program services. B. THE HIGH-RISK YOUTH NETWORK is a public planning process that strengthens the connections between youth providers, working in City and State agencies, public schools and faith-based and community organizations. This network has created referral networks to expand and enhance services for youth at high-risk; helps to reverse the trend of youth violence by giving youth a VOICE in decision making; and by working to implement trauma informed services to break the cycle of violence by helping traumatized youth heal. C. TEEN CAFÉS AND YOUTH JOBS came into existence in response to reduce youth violence by providing innovative, youth development services for teenagers 12 to 21 years old living in densely populated, and low-income Boston neighborhoods and by providing summer jobs to expose youth to the world of work. D. THE VICTORY GENERATION OUT-OF-SCHOOL TIME PROGRAM (VG) is a networked learning community founded in 1999 that is organized by the BMA in partnership with ten schools, churches and faith-based nonprofits, located in Boston's low-income neighborhoods that serve 450 to 500 youth annually. This is the program for which funding is requested. E. The BLACK CHURCH CAPACITY BUILDING PROGRAM serves the unique program and organizational capacity building needs of Churches in Boston and four surrounding areas: 1. Churches United for Youth Peace—came into existence to encourage, train and support churches’ efforts to play an active role in promoting non-violent solutions to youth problems and create a network of churches willing to serve as safe havens. 2. Clergy Women United—grew out of Churches United for Youth Peace as it became clear during community forums that clergy women possessed unique perspectives in serving in ministry and needed support in bringing their voice to the table. The clergy field has a long standing history of male domination, Clergy Women United serves as a place for women in ministry to unite and support each other in sisterhood and in ministry. F. FISCAL PARTNERSHIP INITIATIVE: The BMA serves as a fiscal conduit for several nonprofit partners and provides financial, billing and ‘back-office’ services to Victory Generation program sites, as well as to help improve cash flow for program sites with public funding. The BMA also serves as an intermediary in collaboration with the following non-profits:1. The Boston Foundation’s Street Safe Initiative: The BMA employs and manages Street-workers and program coordinators, manages the petty cash for the five neighborhoods involved, redistributes funds to small agencies and participates in the development and implementation of strategies to end youth violence in these neighborhoods. 2. Healthy Futures is an evidence-based education program annually providing 2,500 middle and high school youth—in Lynn, Lawrence and Lowell—with culturally relevant curricula on healthy relations and comprehensive sexual safety; an interactive website; and services that equip youth and their parents/guardians to help teens delay the early onset of sexual activity and encourage teens’ healthy relationship behaviors. 4. ORGANIZATIONAL STRUCTURE: THE BMA’S BOARD and staff structure is a traditional nonprofit one and includes an 15-member Board of clergy, corporate and community leaders, who work closely with the staff of 4 full-time and 5 part-time people and a large pool of consultant experts in several fields. The BMA’s advocacy efforts continue to be led by Board members and focus on obtaining social, racial and economic equity for disenfranchised populations in


Greater Boston. Board Committees use the 10 monthly BMA Membership meetings to report on and engage 60 to 110 members and associates attending in dialogues with elected/appointed officials, corporate and agency executives. In 2004, the Board empowered the Oversight Committee to make decisions on the redistribution of funds and other resources to strengthen youth services. THE BMA’S PAID STAFF is led by Rev. David Wright, Esq., who became the executive director of the BMA in November 2007, after serving as the BMA’s Deputy Director for three years. David is an adjunct professor at Suffolk University and a licensed minister, who earned his J.D. at Harvard Law School and is the staff person working closely with BMA Board and members. Ellen Bass, who became the director of the Boston Capacity Tank in 2003, manages the complex partnerships between funding sources, faith-based, community-based and government agencies. Ellen has a MBA in nonprofit management from Boston University and 20 years of experience designing and managing programs serving the community. Janine Spinola Taylor became the BMA’s director of education in January 2009. She manages the Victory Generation Out-of-School Time program. Janine earned her Masters of Science in Human Services at Springfield College, and has 10 years of teaching experience. She is an adjunct faculty member at Springfield College and Pine Manor College. William Scally, the Chief Financial Officer joined the BMA team in 2007 and has 25 years of nonprofit finance management experience. Finally, Patricia Bonner-DuVal, M. Ed. Harvard University, serves as our development officer. Pat has 28 years of fund raising experience, is an adjunct professor at Springfield College, and at Tufts University. VOLUNTEERS: Around 100 volunteers work with the BMA annually. In 2012, the BMA worked with 126 volunteers who participated in these activities: 1.) 16 members of the Oversight Committee, plus 32 community grant reviewers, working in concert with Board officers to make decisions on the BMA program services and the re-granting of funds given to the BMA for re-distribution in the community; 2) 26 Victory Generation Program volunteers, are drawn from Wheelock College and other local universities, the Urban Leagues Senior Program and from the Department of Unemployment Assistance; 3) 19 Special Events Fundraising volunteers are drawn from the community and local churches; and 4) 33 non-members, regularly attending BMA monthly meetings serve as advocates, mentors and speakers.

I I . PROPOSAL INFORMATION 5. DESCRIPTION OF PROGRAM: Victory Generation is a multi-site, out-of-school time program that develops the social, emotional, intelligence and cognitive skills of 450+ youth 2.9 to 22 years of age to augment their academic success. Victory Generation program sites provide educational services, with a proven record of assisting 90% of enrollees to achieve a “B-” or better grade in core subjects. All sites are licensed or exempted by the state and share the common goal of preparing youth to succeed in school, and enter college or career training programs. While most sites operate year-round, two sites do not. The mix of services provided by each site is culturally appropriate and uniquely different in the way they augment youth development in the areas of (a) education, (b) health (c) physical fitness, (d) the arts and (e) cultural services.

This proposal focuses on obtaining support to enrich our music programs, particularly at the Hamilton-Garrett Music & Arts Academy. The Hamilton-Garrett Music & Arts Academy (HGMAA) is named after two women: Ruth Hamilton (deceased-2001) – a world renowned contralto who performed nationally and internationally and Elta Garrett (present director and teacher) – a well-known soprano who retired from the Boston Public School system having taught for over thirty years. For centuries, music has been central to the culture, strength and heritage for people of African descent. HGMAA is dedicated to passing the legacy of Black cultural music to the next generation. As part of its commitment to community building through youth development and cultural pride, HGMAA seeks to challenge inner-city youth to see themselves as positive producers of culture, music, and the arts as a whole, rather than merely consumers of it. At the same time, HGMAA provides the community with cultural products and performances they can be proud of, and does so by being a part of the BMA’s Victory Generation network of programs. HGMAA offers youth the necessary tools to make this vision a reality. There are seven (7) core values embodied within the program: (1) Build friendship and resistance to peer pressure - HGMAA gives students the opportunity to cultivate new friendships and relationships among peers;


Hyde Park 6%

Roxbury 39%

Chinatown 15%

Mattapan 8%

Dorchester 20%

Other 6%

South End 6%

Participant Neighborhoods

(2) Self-discipline and positive decision-making – HGMAA is a caring, well-disciplined environment that positively, influences, molds and nurtures the ‘whole child.’ (3) Self-expression and self-awareness – Student create their own music and can fully interpret the music they perform; (4) Integrity and respect for leadership and peers- Students learn to respect teachers and peers while also having the opportunity to be peer leaders; (5) Ethic of service to others – Students are encouraged to help peers who need further assistance in learning various musical concepts presented. They also perform at the BMA’s Annual Gala and within the community as an expression of giving back; (6) Inclusion and respect for diversity – In addition to African American culture, HGMAA exposes students to music and cultures from all over the world; (7) Build teamwork – Students work together in band/chorus and learn to listen to one another in order to make beautiful harmony and rhythmic sense; and (8) Academic Support –Students struggling in school are referred to other Victory Generation sites. THE POPULATION SERVED: Overall, Victory Generation programs target low-income families living in Boston’s most densely populated neighborhoods. The graph to the right provides a breakdown of neighborhoods served – Roxbury and Dorchester are the areas in which most of our children reside. Many of our students served come from single parent households, 90% of which have incomes below $35,000.

In particular, HGMAA currently serves 30 students three times per week. Students in the program represent grades 3 thru 12 and include students who have special needs and those who may be on an Individualized Educational Plan (IEP). They also represent the following ethnic groups: African-American, Hispanic, Haitian, Jamaican, Cape-Verdean and Multi-Racial. Students in the program attend a range of schools, which include: Boston Public, Parochial, Charter, Metropolitan Council for Educational Opportunity, Inc. (METCO) and Independent Schools. 6. DESCRIPTION OF NEED: There is both historic and current research data showing the significant impact “The Arts” have on improving academic performance in other subjects. For example: • “Regardless of socioeconomic status of school district, students who participate in high-quality music

programs score 22% better on English and 20% better on Math standardized exams.”1 • Young children who take music lessons show different brain development and improved memory over the

course of a year, compared to children who do not receive musical training. Musically trained children performed better in a memory test that is correlated with general intelligence skills such as literacy, verbal memory, visiospatial processing, mathematics and IQ.2

Victory Generation has since its inception used “best-practices” with demonstrated records of success to achieve its positive youth outcomes objectives and outcomes. Music/art is now an essential part of the services the program offers, and it is the specialized service offered at the Hamilton-Garrett Music & Arts Academy site, as: • Learning musical instruments increases student’s academic achievement.3 • Students who are involved in creative and stimulating activities are less likely to be involved in destructive

and harmful behaviors.4.

1 Christopher M. Johnson and Jenny E. Memmott, Journal of Research in Music Education, 2006 2 Dr. Laurel Trainor, Prof. of Psychology, Neuroscience, and Behaviour at McMaster University, 2006 3 Aaron (1983). Importance of music education in public schools. Retrieved December, 2013 form www.thinkers.net 4 Haynes, N.M. (1996). Creating safe and caring school communities: Corner school development program schools. The Journal of Negro Education, 65 (3, Educating Children in a Violent Society, Part I). 308-314.

http://www.thinkers.net/


Finally, music helps to make Victory Generation program’s holistic approach to out-of-school services different from other “academic only services” and results in increased attendance and the exposure essential to providing a well-rounded educational experience. 7. SPECIFIC ACTIVITIES for the Hamilton-Garrett Music & Arts Academy are summarized below:

In addition to the specific activities of the Hamilton-Garrett program site, four other Victory Generation program sites offer music and/or voice instruction as well, as a part of their year-round services. 8. OBJECTIVES AND GOALS OF THIS REQUEST: REQUEST: The BMA’s Victory Generation program is seeking a grant of $8,000 to improve all music programs and to expand the services currently offered by the Hamilton-Garrett Music & Arts Academy. This request enhances our program as new instruments convey a message to our students that they deserve new instruments that work well. There is a psychological aspect inherent with self-esteem when a student is practicing on an instrument in good condition. Instruments in good to excellent condition help to develop the skill of listening and how to tune the instrument. The addition of musical instruments allows all students to be adept at more than one instrument, it allows for experimentation to find the instrument that a student is most interested in and will practice often. This request will reduce the time students now spend waiting for an instrument to become available to them for practice or instruction and will enable the Hamilton-Garrett Music & Arts Academy to increase enrollment by serving students who have been on the waiting list for months. Finally, a portion of the grant requested will enable us to purchase percussion instruments for our other program sites as well. Our request includes the purchase some or all of the following instruments:

TIME FRAME ACTIVITY

April 2014 Conduct semi-annual student evaluations – focusing on areas that need to be improved for BMA’s annual event

May 2014 Work with youth to perform at the BMA’s annual event – through spoken word, dance and songs.

June 2014 Conduct end of year student evaluations – instructors make recommendations for students to engage in summer enrichment activities.

October 2014

First semester begins – students receive lessons three days per week at fours per day. Program offerings include: (a) Music Theory/Sight-Reading/Ear Training (b) Vocal and Instrumental Lessons (c) Piano Labs (d) HGMAA Chorus (e) Musical Clinics/Workshops (f) Field Trips to performances

December 2014 – April 2015

Students attend field trips focused on the arts – Berklee College of Music, Museum of Fine Arts, New England Conservatory of Music, Oratory Shows, etc.

Ongoing Youth featured as guest vocalist and band members three Sundays a month at the Historic Charles Street AME Church as a means of practice and a way to raise funds for the program through special offering.

Instrument Brand How many?

Rent or Purchase? Store/supplier name Cost per

instrument Acoustic Guitars Iberia Series 4 Purchase Guitar Stop $199-599 Electric Guitars Fender 2 Purchase Guitar Stop $499 Instrument/Vocal Microphone

Shure SM 57-LC 4 Purchase Austinbazaar.com $124.99

Microphone Stands Stagg Telescopic 4 Purchase Austinbazaar.com $29.99

Student Violin Mendini MV200 6 Purchase Kkmusicstore.com

$64.99 (Sale price)


We believe that our program very closely matches The Orville W. Forté Charitable Foundation’s funding priority to help “disadvantaged Greater Boston youth increase their self-esteem and heighten personal aspirations.” Victory Generation believes that “learning in the arts nurtures motivation, including active engagement, disciplined and sustained attention, persistence and risk taking. It also increases attendance and educational aspirations.”5 We know first-hand how music can unlock many of our students’ hidden potential, while helping them to move closer to or to embrace the concept that learning can a life-long adventure of discovery. GOALS AND OBJECTIVES: The goal of this request is simple: – (A.) increase our students’ exposure to music, and (B.) expand music and arts services offered by the Hamilton Garrett Music & Arts Academy. Objectives include:

1. Provide 80 new, hand-held, precession instruments to teach 120 youth at four program sites how to play an instrument, and how to correlate “music beats” to basic math;

2. Increase the number of classes offered at Hamilton-Garrett from three to four or five times a week; 3. Add violin classes to the roster of musical instruments taught at Hamilton-Garrett; 4. Increase the number of community performances from eight to 12 per year to enhance our youth’s

experience and ability to play in public; 5. Expand partnerships with music and arts institutions to achieve the following:

(a) Provide advanced students with opportunities for continued growth and scholarship opportunities, (b) Obtain college interns and other volunteers to aide in teaching classes; and finally

6. Work with other Victory Generation sites link youth and their families to the academic, sports and fitness services provided by other sites and to access services beyond the scope of the program.

5 Critical Links: Learning in the Arts and Student Academic and Social Development, Arts Education Partnership, 2002

Guitar Cleaning Kit D’Andrea 2 Purchase Guitar Center $90.00

Guitar Cases Musician’s Gear 6 Purchase Guitar Center $19.99

Microphone Case Road Cases USA 1 Purchase Roadcasesusa.com $180.00

Violin Storage Case SKB 6 Purchase Musiciansfriend.com $80.00 Humidity/Temperature Monitor

La Crosse Technology 1 Purchase Lacrossetechnology.com $100.00

7”Fiesta Maracas Amols’ Fiesta 12 Purchase http://www.amols.com/ $3.69

BB013 Natural Wood Maracas Basic Beat 12 Purchase West Music $6.75

Vintage Netted Gourd Shekere Rattle Handmade 3 Purchase Private Dealer $24.00

RB 1025B Single Hand Medium Bongo with Mallet

Rhytm Band 6 Purchase www.lonestarpercussion.com $14.99

Aspire Wood Blocks with Striker

Latin Percussion 6 Purchase www.americanmusic.com $12.99

X8 Drums Gourd Shekere with Jentere Beads

X8 Drums & Percussion

6 Purchase Amazon $18.99

RB805 5-Bells on Handle Rhytm Band 24 Purchase Amazon $3.21

http://www.lonestarpercussion.com/


9. EVALUATION: HGMAA uses semi-annual outcome and participatory evaluation methods to monitor program progress. SEMI-ANNUAL evaluations are completed by teachers in three areas – practice, skills, and character. Practice focuses on consistency and quality. Skills are measured in terms of technique, rhythm, theory, listening/ear training, sight-reading and vocabulary/understanding of terms and symbols. Character is measured by a student’s attentiveness to the instructor, ability to work individually and as a part of a team, responsibility, and determination to achieve their goals. All are measured on a scale of 1- 5 and provided to both students and parents during one-to-one conferences. PARTICIPATORY evaluations focus on obtaining opinion surveys from parents and students enrolled in the program. These surveys highlight areas of strength and areas needing improvement. We are happy to report that the only complaint registered is the limited instruction time students have during the week. We are hoping with increased funding for equipment and instruction, we will be able to rectify this issue. 10. COLLABORATIONS OR PARTNERSHIPS INVOLVED: The Victory Generation Program is a collaborative. The BMA’s central office provides or organizes staff training, fundraising, evaluation, reporting and collective purchasing services. Victory Generation program sites are as follows: 1) Project Destiny Autumn to Spring (PDAS) ~Chinatown Site: Provides drop- in services for 65 youth. 2) Eliot Educational Center~ currently in the process of re-vamping its music and academic program for 40 youth. 3) Greater Boston Nazarene Compassionate Center (GBNCC): provides year round, drop-in services for 25 Haitian teens. 4) GRASP @ The Marshall School: provides year round services for 150 youth, ages 2.9 to 14 years old. 5) Greenwood Shalom MCAS/Tutoring Zone specializes in MCAS tutoring, one-on-one subject tutoring year round services for 50 youth. During school vacations it operates a ‘MCAS boot-camp.’ Tutoring is also conducted online and Saturdays. 6) Metropolitan Baptist Church: provides year round services for 13 autistic youth. 7) Twelfth Baptist Church: provides year round services for 39 youth and summer programming for 30 teens. 8) Boston Inner City Youth Tennis Program (BICYTP) empower youth through the sport of tennis to build character and confidence by instilling important values and enduring skills such as perseverance, fortitude, strength of mind and patience. Presently BICYTP serves 59 students. 9) Hamilton –Garrett Music & Arts Academy (HGMAA): provides music theory, instruction and instrument services to 30 youth. BUDGET INFORMATION: The BMA’s portion of the budget to manage the Victory Generation program is $235,929, which includes $81,500 in salaries, $3,600 in training and technical assistance services the BMA delivers to program sites, and $76,600 which the BMA raises to support program sites’ ability to deliver excellent services. Enclosed is a program budget. DESCRIPTION OF LONG TERM SUSTAINABILITY PLAN OF THE PROGRAM: The Historic Charles Street AME church hosts/sponsors three Sundays a month enabling youth registered in the Hamilton-Garrett program to perform as guest vocalists and band members. The BMA also provides opportunities two opportunities each year for youth to perform in front of audiences of 200 to 400 people. These opportunities provide sustainable venues for youth to showcase their talents. Fundraising to support Victory Generation is ongoing as 85% of our population lives on incomes of $35,000 or less. To ensure that Boston’s impoverished and low-income families can gain access to services with a proven record of maintaining students’ academic excellence over the last decade, the BMA needs assistance from Orville W. Forté Charitable Foundation and other funders. These funds will ensure that families, who can least afford these services will have access to them. Should funding be reduced, the program will continue, as it has for15 years, but it will directly impact the program’s ability to serve families knocking on our doors whose struggle to survive our current recession, makes it impossible for them purchase music equipment versus food. While we have built the program’s ability to be more sustainable by obtaining


support from the collaborators described above, philanthropic support is needed to ensure that the program will survive the recession without diminishing the quality of the services offered. CONCLUSION: The BMA continues to be most grateful for the support we have and continue to receive from Boston’s philanthropic community that has partnered with us to make this one of Boston’s successful, academic programs in the city. None of our accomplishments would be possible without the continued support of our many program and funding partners, all of whom understand the importance of providing consistent, quality services that make measurable changes in the lives of the youth served. To sustain academic excellence and our youth’s hope for a bright future, we hope we can count on Orville W. Forté Charitable Foundation’s support in the year to come.

On behalf of the youth and families we serve, thank you for considering this request!

Schrafft Charitable Trust Page 1

Organization NameFederal ID # 04-3499852

Fiscal Year End 12/31/2014

Total % to Total % to

Project Total Organization TotalRequest Budget Income Budget Income

Income SourcesGovernment Grants - 0.0% 1,329,579 32.0%

Foundation and Corporate Grants $8,000 208,000 88.0% 2,311,374 55.6%

United Way - 0.0% 0.0%

Individual Contributions - - 0.0% 112,000 2.7%

Earned Income - - 0.0% 0.0%

Interest Income - - 0.0% 500 0.0%

Service Fees - 0.0% 163,888 3.9%

Membership Fees - - 0.0% 130,000 3.1%

Other Income/BMA Fundraising Gala 28,414 12.0% 300 0.0%

Special Events - 0.0% 109,652 2.6%

Total Income 8,000 236,414 100.0% $4,157,293.00 100.0%

Expenses

Salaries and Wages 75,000 31.8% 1,856,020 44.6%

Employee Benefits and Taxes 6,500 2.8% 402,000 9.7%

Total Personnel Costs 81,500 34.5% 2,258,020 54.3%

Management General - 0.0%

Bank/Investment Fees - - 0.0% 870 0.0%

Depreciation Expense - 26,870 11.4% 7,690 0.2%Equipment Rental & Maintenance 13,220 0.32%

Food Costs-Special Events - - 0.0% 35,500 0.9%

Fundraising/Development Expenses - 10,000 4.2% 74,152 1.8%

Insurance Expense - 250 0.1% 9,185 0.2%

Marketing/Advertising - 1,000 0.4% 1,300 0.0%

Postage and Delivery - 150 0.1% 2,520 0.1%

Printing 200 0.1% 5,460

Program Consultant 800 800 0.3% 250,843 6.0%

Professional Fees 15 0.0% 16,670 0.4%

Training Workshops (Program Sites) 600 600 0.3% 3,845 0.1%

AGM COMMON PROPOSAL FORM

PROJECT & ORGANIZATION BUDGET SUMMARY

The Black Ministerial Alliance of Greater Boston

Victory Generation Out of School Time Program

Schrafft Charitable Trust Page 2

Organization NameFederal ID # 04-3499852

Fiscal Year End 12/31/2014

Total % to Total % to

Project Total Organization TotalRequest Budget Income Budget Income

AGM COMMON PROPOSAL FORM

PROJECT & ORGANIZATION BUDGET SUMMARY

The Black Ministerial Alliance of Greater Boston

Victory Generation Out of School Time Program

TA Consultants To Program Sites 3,000 1.3% 331,373 8.0%

Rent and Occupancy 29,044 12.3% 105,708 2.5%Stipends to Network Agencies for youth participants 0.0% 1,680 0.0%

Supplies and Materials: meeting space rental, food 4,000 1.7% 61,502 1.5%

Utilities 1,200 0.5% 8,445 0.2%

Telephone & Communications 300 0.1% 15,185 0.4%

Travel Expense 400 0.2% 44,432 1.1%Funds For Program Sites ( & Partial Youth Scholarships) 8,000 76,600 32.5% 688,705 16.6%

Partnership Program Services - 0.0% 210,045 5.1%

Miscellaneous Expenses - 0.0% 11,958 0.3%

Total Non Personnel Costs - 154,429 65.5% 1,900,288 45.7%

Total Expenses 8,000 235,929 100.0% 4,158,308 100.0%

Excess of Revenue Over Expenses - 485 (1,015) 0.0%

NOTES: 1. Please note that to date we have raised $127,500 of the Victory Generation's budget and have several proposals pending plus a cohort of funders who

annually provide $60,000 in funding for academic services. Funding requested will enable us to provide practical and theoritical music instruction with the

equipment purchased at one site the Hamilton-Garrett and a music program at four additional progrm sites.

2. Please also note that the BMA’s budget is $3,512,426, which includes $2,354,611 in salaries and benefits, $ 237,921 in training and technical assistance

services the BMA delivers to program sites, and $192,779 which we have received for distribution to program sites to strengthen services. It is important to

note that only one third of this budget supports BMA services (around $1 million annually). The remaining two/thirds are funds “passing through” the BMA to support partnering organizations providing direct services. These organizations include: 1) The Boston TenPoint Coalition, headquartered at

the BMA, starting in June 2013, to provide Gang Intervention, Youth Violence Prevention and Advocacy; 2) Healthy Futures became a BMA program in 2010

and is a holistic education program focused on helping youth to build/sustain healthy relationships. 3) The Boston Foundation’s StreetSafe Initiative, a city-

wide violence prevention effort including several organizations.

Enter Footnotes Here:

BLACK MINISTERIAL ALLIANCE OF GREATER BOSTON Statement of Financial Position

December 31,2013With Comparative Totals for 2012

1

ASSETS 2013 2012CURRENT ASSETS: Cash and cash equivalents 465,191$ 529,144$ Accounts receivable, less allowance for - - doubtful receivable 89,642 211,748

Promises to give - - Prepaid Expenses 24,169 10,836

- - Total Current Assets 579,002 751,728

PROPERTY AND EQUIPMENT: Land - - Building and building improvements - - Furniture and equipment 116,589 133,240 Less accumulated depreciation (96,972) (109,388)

- - Net property and equipment 19,617 23,852

OTHER ASSETS: Securty deposit 6,159 7,737

Total assets 604,778$ 783,317$

LIABILITIES AND NET ASSETS

CURRENT LIABILITIES: 2013 2012 Current portion of long-term debt - - Accounts payable 23,805$ 52,015$

Accrued Expenses 53,542 109,281 -

Total current liabilities 77,347 161,296

NET ASSETS : - Unrestricted- 62,640 57,981 Temporarily restricted- 464,791 564,040

- - - -

Total net asset 527,431 622,021

Total liabilities and net assets 604,778$ 783,317$

BLACK MINISTERIAL ALLIANCE OF GREATER BOSTONStatement of Activities

for the Year Ended December 31,2013With Comparative Totals for 2012

2

Temporarily 2013 2012Unrestricted Restricted TOTAL TOTAL

OPERATING REVENUES: Grants and Contributions 2,911,154$ 402,889$ 3,314,043 3,563,680$

Contract Revenue 69,595 - 69,595 164,806 Program fees 247,023 - 247,023 228,137

Other income 9,925 - 9,925 4,491 Net assets released from restrictions: 502,168 (502,168) - -

- - - - Total operating revenues 3,739,865 (99,279) 3,640,586 3,961,114

OPERATING EXPENSES Program services 3,656,840 - 3,656,840 4,212,449 Fundraising 82,129 - 82,129 91,742 Management and general - - - -

- - - - Total operating expenses 3,738,969 - 3,738,969 4,304,191

Change in net assets from operations 896 (99,279) (98,383) (343,077) - - - -

Prior period adjustments 3,763 30 3,793 98 - - - -

Net assets, beginning of year 57,981 564,040 622,021 965,000

Net assets, end of year 62,640$ 464,791$ 527,431$ 622,021$

Black Ministrial Alliance of Greater Boston, IncStatement of Changes in Net Assets for the Year Ended December 31,2013

With Comparative Totals for 2012

3

Changes In Net Assets Temporarily Permanently BMAUnrestricted Restricted Restricted Total

NET ASSETS, December 31,2011 156,333$ 808,668$ -$ 965,001$

Changes in net assets (98,352) (244,628) - (342,980) - - - -

NET ASSETS, December 31,2012 57,981 564,040 - 622,021 - - - -

Changes in net assets 4,659 (99,249) - (94,590) - - - -

NET ASSETS, December 31,2013 62,640$ 464,791$ -$ 527,431$ - - - -

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Black Ministerial Alliance of Greater Boston, Inc.

Financial Statements And

Auditors' Report

December 31, 2012 with Comparative Totals for 2011


Years Ended December 31, 2012 and 2011

TABLE OF CONTENTS

INDEPENDENT AUDITORS' REPORT

FINANCIAL STATEMENTS: Statement of Financial Position Statement of Activities Statement of Changes in Net Assets Statement of Functional Expenses Statement of Cash Flows

NOTES OF FINANCIAL STATEMENTS

SUPPLEMENTAL INFORMATION

SCHEDULE OF FEDERAL AWARDS

REPORT ON COMPLIANCE AND INTERNAL CONTROL

1

2 3 4 5 6

7-12

13-15

16-18

19-24

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46 Winthrop Avenue Revere, MA 02151

The Board of Directors

JAMES P. DEBIASI, P.C. Certified Public Accountant


Independent Auditors' Report

Tel: 781-286-1320 Fax: 781-286-0525

[email protected]

We have audited the accompanying statement of financial position of the Black Ministerial Alliance of Greater Boston, Inc. (a Massachusetts corporation, not for profit) as of December 31, 2012, and related statements of activities, functional expenses and cash flows for the year then ended. These financial statements are the responsibility of the corporation's management. Our responsibility is to express an opinion on these financial statements based on our audit. The prior year summarized comparative information has been derived from the corporation' s December 31, 2011 financial statements, and, in our report dated May 31, 2012, we expressed an unqualified opinion on those financial statements.

We conducted our audit in accordance with auditing standards generally accepted in the United States of America and the standards applicable to financial audits contained in Government Auditing Standards issued by the Comptroller General of the United States. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing the accounting principles used and significant estimates made by management, as well as evaluating the overall financial statement presentation. We believe that our audit provides a reasonable basis for our opinion.

In our opinion, the financial statements referred to above present fairly, in all material respects, the financial position of the Black Ministerial Alliance of Greater Boston, Inc. as of December 31, 2012, and the changes in its net assets and its cash flows for the year then ended in conformity with accounting principles generally accepted in the United States of America.

The accompanying schedules of program activities and federal awards are not a required part of the basic financial statements. Such information has been subjected to the auditing procedures applied in the audit of the basic financial statements and, in our opinion, is fairly stated in all material aspects in relation to the basic financial statements taken as a whole.

In accordance with Government Auditing Standards, we have also issued our report dated May 17, 2013, on our consideration of the company' s internal control over financial reporting and on our tests of its compliance with certain provisions of laws, regulations, contracts, and grant

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agreements, and other matters. The purpose of that report is to describe the scope of our testing of internal control over financial reporting and compliance and the results of that testing and not to provide an opinion on the internal control over financial reporting or on compliance. That report is an integral part of an audit performed in accordance with Government Auditing Standards and should be considered in assessing the results of our audit.

Our audit was performed for the purpose of forming an opinion on the basic financial statements of the Company taken as a whole. The accompanying schedule of expenditures of federal awards is presented for purposes of additional analysis as required by the U.S. Office of Management and Budget Circular A-133, Audits of States, Local Governments, and Non-Profit Organizations, and is not a required part of the basic financial statements. Such information has been subjected to the auditing procedures applied in the audit of the basic financial statements and, in our opinion, is fairly stated, in all material respects, in relation to the basic financial statements taken as a whole.

May31 ,2013

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Black Ministerial Alliance of Greater Boston, Inc. Statement of Financial Position

December 31, 20 12 With Comparative Totals for 2011

2012 Assets

Current Assets: Cash and cash equivalents $ 529,144 Accounts receivable 2 11 ,748 Promises to give 0 Prepaid expenses 10,836

Total Current Assets 751,728

Fixed Assets: Office equipment 133,240 Less: accumu lated depreciation { 109,3882

Net Fixed Assets 23,852

Other Assets: Security deposit 7,737

Total Assets $ 783,317

Liabilities and Net Assets

Current Liabilities: Accounts payable $ 52,015 Accrued expenses 109,281

Total Current Liabilities 161,296

Net Assets Unrestricted 57,981 Temporarily restricted 564,040

622,021

Total Liabilities and Net Assets $ 783,317

See accompanying notes to financial statements.

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2011

$ 870,015 182,412

0 34,536

1,086,963

122,534 { 106,6012

15,933

6,159

$1, 109,055

$ 39,265 104,789

144,054

156,333 808,668

965,001

$1 ,109,055

Description: Payroll expenses Professional fees Consultants Contracted services Insurance General Occupancy Depreciation Travel Telephone Utilities Technical assistance Grants Special events Total

Allocation of Indirect Costs

Black Ministerial Alliance of Greater Boston, Inc. Statement of Functional Expenses

For the Year Ended December 31,2012 With Comparative Totals for 2011

2012

Management Program and Services Fundraising General

$ 2,352,079 $ 0 $ 176,6 12 17,440 0 7,596 69,706 50,914 8,900 4,335 0 8,613

10,415 0 5,380 99,095 5,940 24,634 86, 192 0 29,064

0 0 6,079 49,764 1,312 2,947

7,371 0 10,395 1,150 0 3,470

749,076 0 0 373,093 0 1,000 121 ,250 13, 141 7,228

$ 3,940,966 $ 71,307 $ 291,9 18

271,483 20,435 ( 291 ,918)

Total

$ 2,528,691 25,036

129,520 12,948 15,795

129,669 115,256

6,079 54,023 17,766 4,620

749,076 374,093 141 ,619

$ 4,304,191

0

$ 4,2 12,449 $ 91 ,742 $ 0 $ 4,304,191

See accompanying notes to financial statement.

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2011

Total

$ 2,397,579 18,505

569,347 86,924 12,324

130,923 93 ,946

8,333 51 ,332 14,772 7,475

174,553 964,540 95,929

$ 4,626,482

0

$ 4,626,482

Black Ministerial Alliance of Greater Boston, Inc. Statement of Cash Flows

For the Year Ended December 31, 2012 With Comparative Totals for 2011

2012 Reconciliation of Change in Net Assets to Net Cash Provided by Operating Activities

Change in net assets ($ 343,077) Adjustments to reconcile change in net assets to

net cash provided by operating activities: Depreciation ( 7,919) (Increase)/decrease in operating assets:

Promises to give Accounts receivable ( 29,238)

Increase/( decrease) in operating liabilities: Accounts payable 12,749 Accrued expenses 4,491 Prepaid expenses 23,439

Net cash provided by operating activities ($ 339,554)

Cash Flows from Investing Activities: (Purchase) of fixed assets (Purchase )/Refund of security deposit ( 1,578)

Net cash (used) in investing activities ( 1,578)

Net increase/( decrease) in cash ( 341,132)

Cash, Beginning of Year (0261) 870,015

Cash, End of Year 529,144

Supplemental disclosure: Cash paid for interest $ 0

See accompanying notes to financial statement.

- 6 -

($

( ( (

$

$

$

2011

60,921)

8,333

0 138,485

13,554) 4,896) 4,507)

62,940

0 0

0

62,940

807,075

870,015

0

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1. Operations

Notes to Financial Statements December 31 , 2012

The Black Ministerial Alliance of Greater Boston, Inc. ("the BMA") is a not for profit organization, established under the laws of the Commonwealth of Massachusetts and tax exempt under Section 501(c)(3) of the Internal Revenue Code. The BMA was incorporated to provide after school activities and education for the children of Boston.

Victory Generation After-School Program

Since its inception in 1999, Victory Generation offers culturally appropriate after-school programming. The program's mission is to improve the academic performance, enhance the self-discipline and to maximize the potential and opportunities available for children ages 5-14 years old, living in Boston' s low-income neighborhoods. Housed in statelicensed church sites, the program annually serves 450 students at 10 affiliated sites. The program works with each child, its families and their schools to enable children to develop fully to reach their academic and social potential.

Boston Capacity Tank

Founded in 2002, the Boston Capacity Tank is a unique partnership between the BMA, United Way of Massachusetts Bay, Emmanuel Gospel Center and Boston TenPoint Coalition. The Boston Capacity Tank taps the resources of its partners to help strengthen the program and management capacity of organizations serving at-risk and high-risk youth in Boston. This collaborative program provides capacity-building grants, assessments, technical assistance, and training workshops and facilitates monthly HighRisk Youth Network forums to build constructive dialogue between faith-based and community-based institutions and the private and public sectors. Finally, the program hosts an annual conference, enabling close to 350 youth service providers, funders and employers to share lessons learned and to develop joint activities that strengthen the community' s ability to address the needs of the city's high-risk youth.

Black Church Capacity Building Program ,

Established in 1995 by several local foundations, faith leaders, and community leaders, the Black Church Capacity Building Program provides Black Churches with capacitybuilding grants, training and technical assistance that enable churches in Boston, Cambridge, Lynn, Chelsea and Somerville to strengthen and expand their community services and social ministries.

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Street Safe Project

Notes to Financial Statements December 31, 2012

Street Safe Boston is an initiative launched by The Boston Foundation that seeks to dramatically reduce youth violence in a subset of Boston neighborhoods that disproportionately and persistently suffer from high rates of violent crime. It targets youth from ages 16-24 and gives them alternatives to violence and gang activities by providing educational supports, job training, employment support, family support, and recreational activities. This initiative targets the neighborhoods of Mattapan, Bowdoin/Geneva, Morton/Norfolk, Dudley, and the South End/Lower Roxbury.

The Black Ministerial Alliance plays several critical roles in this initiative. Most importantly, it serves as the employer and manager of the program coordinators, individuals hired to connect the targeted youth population with the services and supports they need. The BMA also manages the petty cash for the five neighborhoods identified above. The BMA acts as an intermediary for small grants to organizations that serve in these neighborhoods and the BMA negotiates and manages the memoranda of agreement with the service providers that serve the target population. Finally, BMA participates in the development and implementation of strategy for the overall initiative.

Healthy Futures

Beginning in 2010, the Healthy Futures program represents an initiative by the US Department of Health and Human Services in partnership with The Black Ministerial Alliance of Greater Boston, Inc. (the "BMA") focusing on teenage pregnancy prevention and personal responsibility education programs. The project targets high risk, vulnerable and culturally under-represented youth populations.

Fiscal Partnerships

The Fiscal Partnership Initiative (FPI) is a program of the BMA in which it provides administrative "back office" services for qualified nonprofit organizations. The purpose is to provide a method for smaller nonprofit community-based organizations and faithbased organizations (FCBOs) to obtain high quality administrative services in a way that is cost effective. Also, FPI allows the BMA to provide critical organizational strengths to smaller FCBOs in order to help them grow in effectiveness.

2. Summary of Significant Accounting Policies

The accompanying financial statements are prepared on the accrual basis of accounting, whereby assets, liabilities, revenue and expenses are recognized and recorded when earned or incurred .

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Estimates

Notes to Financial Statements December 31,2012

The preparation of financial statements, in conformity with accounting principles generally accepted in the United States of America requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the financial statements and the reported amounts of revenue and expenses dming the reporting period. Accordingly, actual results could differ from those estimates.

Fixed Assets

Fixed assets are stated at cost. Major improvements and betterments to existing property are capitalized. Expenditures for maintenance and repairs that do not extend the lives of the applicable assets are expensed as incurred. Depreciation on buildings and improvements has been provided on the straight-line method over their estimated useful lives.

Furniture and Fixtures Computer Equipment and Other

Cash and Cash Equivalents

5 years 3 years

For the purpose of the statements of cash flows, all highly liquid debt instruments with maturities of three months or less at purchase are considered cash equivalents.

Revenue and Support

Contract revenue and client fees are recorded over the contract period as services are provided. Developer fees are recognized as earned and deemed collectible. All other revenue is recognized as earned.

Unrestricted grants and contributions are recorded as revenue when received or unconditionally pledged. Donor restricted grants and contributions are recorded as temporarily restricted revenues and net assets when received or unconditionally pledged. Transfers are made to unrestricted net assets as costs are incurred or time restrictions or program restrictions have lapsed. Donor restricted grants and contributions received and satisfied within the same year are included in unrestricted net assets.

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...1

Advertising

Black Ministerial Alliance of Greater Boston, Inc. Notes to Financial Statements

December 31, 2012

Advertising costs are expensed as incurred. There were no advertising expenses during 2012 and 2011.

Functional Allocation of Expenses

The costs of providing program activities and other activities have been summarized on a functional basis between fund raising and management and general costs, in the Statement of Activities. Accordingly, certain costs have been allocated among the programs based on direct charges and personnel time estimates.

Promises to Give

Contributions are recognized when the donor makes a promise to give to the BMA that is, in substance, unconditional. Contributions that are restricted by the donor are reported as increases in unrestricted net assets if the restrictions expire in the fiscal year in which the contributions are recognized. All other donor-restricted contributions are reported as increases in temporarily or permanently restricted net assets depending on the nature of the restrictions. When a restriction expires, temporarily restricted net assets are reclassified to unrestricted net assets.

The BMA uses the allowance method to determine uncollectible unconditional promises receivable. The allowance is based on prior years' experience and management's analysis of specific promises made.

3. Net Assets

This account represents the cumulative excess of revenue, gains and other support over expenses. Net assets consist of three components, unrestricted, temporarily restricted and permanently restricted. Unrestricted net assets are not restricted as to use by donors. Temporarily restricted net assets are donated assets whose use by BMA is limited by donor imposed restrictions that either expire with the passage of time or can be fulfilled and removed by actions of BMA pursuant to those stipulations. Permanently restricted net assets are donated assets whose use by BMA is limited by donor imposed restrictions that neither expire with the passage of time nor can be fulfilled or otherwise removed by actions of BMA. At December 31, 2012, the BMA had no permanently restricted net assets and the temporarily restricted net assets were restricted for use in the following programs:

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Program

CNCS Matching Victory Generation After School

Program Boston Capacity Tank Black Church Capacity Building Program Fiscal Partnerships Street Safe Project

Total

4. Promises to Give


2012 2011 Amount Amount

$ 0 $ 92,133 165,913 161 ,531

135,788 150,581 7,605 0

63,980 56,067 190,754 348,356

$ 564,040 $ 808,668

Upon the foundations' assessment of BMA's progress made toward program goals. Promises to give are due in 2013.

5. Operating Lease

BMA has entered into a five-year non-cancellable operating lease for office space, beginning on July 1, 2009 and ending on June 30, 2014. Lease expense for the year ended December 31 , 2012 was $60,745. BMA is currently paying $5,062 per month. A security deposit exists on this lease in the amqunt of $5,062.

The future minimum rentals over the remaining period of this Lease are:

2013 2014

$ 60,745 $ 30,372

BMA has extended the five-year non-cancellable operating lease for office space, beginning on July 1, 2014 and ending on June 30,2019. BMA is currently paying $5,366 per month. A security deposit remains on this lease in the amount of $5,062.

The future minimum rentals over the remaining period of this Lease are:

2015 2016 2017 2018 2019

$ 64,395 $ 64,395 $ 64,395 $ 64,395 $ 64,395

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6. Concentration

Revenue and Support


During 2012, the BMA received 57% of its total revenue and support from thiliy-two (32) charitable foundations. Additionally, the grant from the Federal and State governments represented approximately 31% ofBMA's total revenue in 2012.

Credit Risk

The BMA maintains cash at one financial institution. Accounts at this institution are insured by the Federal Deposit Insurance Corporation (FDIC) up to $250,000. As of December 31, 2012, accounts at this institution exceeded the FDIC insurance coverage limits by $279,144. The BMA has not experienced any losses in the accounts and believes it is not exposed to any significant credit risk on cash balances within those accounts.

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SUPPLEMENTAL INFORMATION

....

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Black Ministerial Alliance of Greater Boston, Inc. Schedule of Program Activities

For the Year Ended December 31 , 2 012

Black C hurch Capacity Boston Healthy

Management Building Capacity Street Safe Victory Fiscal Futures Description & General Fund raising Program Tank Project Generation Partnerships TPP 2012 Total

Payroll $ 176,612 $ 0 $ 0 $ 302,565 $ 1,214,224 $ 65,3 15 $ 139,572 $ 630,403 $2,528,69 1 Consultants 8,900 50,914 1,056 12,224 0 220 48,835 7,37 1 129,520 Technical Assistance 0 0 0 303,199 144,863 6,575 48,224 246,2 15 749,076 Professional Fees 7,596 0 0 2,776 5,648 229 1,051 7,736 25,036 Management & 24,634 5,940 672 7,184 2,829 1,795 6,447 80,168 129,669 General

Travel 2,947 1,312 0 51 23,503 457 6,229 19,524 54,023 Contracted Services 8,6 13 0 0 0 0 0 80 4,255 12,948 Grants 1,000 0 250 116,494 17,000 I 05,558 133,791 0 374,093 Special Events 7,228 13,14 1 4,954 13 67,840 4,435 24,440 19,568 141 ,6 19 Uti lities 3,470 0 0 0 0 0 0 1,150 4,620 Telephone 10,395 0 0 0 1,337 0 684 5,350 17,766 Insurance Expense 5,380 0 0 0 0 0 47 1 9,944 15,795 Occupancy 29,064 0 0 19,091 6,961 29,045 1,575 29,520 11 5,256 Depreciation Expenses 6,079 0 0 0 0 0 0 0 6,079 Interest Expense 0 0 0 0 0 0 0 0 0 Total Direct Costs 29 1,918 71,307 6,932 763,597 1,484,205 2 13,629 411,399 1,061 ,204 4,304,191 Alloc. Of Indirect ( 29 I ,9 182_ __ 20,435 2,919 210,180 0 58,384 0 0 0 Costs Total Program Costs $ 0 $ 91,742 $ 9,85 1 $ 973,777 $ 1,484,205 $ 272,013 $ 411 ,399 $1,061,204 $4,304,19 1

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Black Ministerial Alliance of Greater Boston, Inc. Schedule of Program Activities

For the Year Ended December 31, 2011

Black Church

Capacity Boston Healthy Management Building Capacity Street Safe Victory Fiscal Futures

Description & General Fund raising Program Tank Project Generation _Partnerships TPP 2011 Total

Payroll $ 34,540 $ 30,527 $ 24,529 $ 348,736 $1, 163,909 $ 96,969 $ 140,507 $ 557,862 $ 2,397,579 Consultants II ,797 49,950 0 150,984 101 ,7 15 1,500 17,650 235,751 569,347 Technical Assistance 0 0 0 28,160 134,716 0 11 ,677 0 174,553 Professional Fees 2,204 63 46 4,257 2,56 1 2,095 311 6,968 18,505 Management & General 15,919 3,129 1,621 20,108 8,953 1,699 10,288 69,206 130,923

Travel 3, 187 648 0 139 14,228 982 4,687 27,461 51,332 Contracted Services 0 0 0 0 33,348 0 900 52,676 86,924 Grants 0 0 750 803,826 49,660 110,304 0 0 964,540 Special Events 4,850 22,305 10,053 5,292 49,887 1,001 2,402 139 95,929 Uti lities 4,360 0 0 0 0 1,600 0 1,515 7,475 Telephone 9,6 12 0 0 0 53 1,190 0 3,9 17 14,772 Insurance Expense 33 0 0 264 2, 123 94 246 9,564 12,324 Occupancy 5,217 0 0 42,920 0 20,975 0 24,834 93,946 Depreciation Expenses 8,333 0 0 0 0 0 0 0 8,333 Interest Expense 0 0 0 0 0 0 0 0 0 Total Direct Costs 100,052 106,622 36,999 1,404,686 1,561,153 238,409 188,668 989,893 4,626,482 Alloc. Of Indirect Costs ( 100,052) 12,036 4,182 56,920 0 26,914 0 0 0

Total Program Costs $ 0 $ 11 8,658 $ 41 ,181 $1,46 1,606 $1,561 ,153 $ 265,323 $ 188,667 $ 989,893 $4,626,482

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SCHEDULE OF FEDERAL AWARDS

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Black Ministerial Alliance of Greater Boston, Inc. Schedule ofExpenditures of Federal Awards

December 31 , 2012

Federal Awards

1. Corporation for National and Community Service (CNCS)

2. Depa11ment of Health and Human Services -Public Health Teen Prevention Program- Tier 2 (TPP02)

Total Expenditures of Federal Awards

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Award Number

10CBHMAOOI

I OTP2AH000006 -01-00

Federal CFDA

Number

94.022

93.297

Expenditures

141 ,184

1,075,202

$ 1,216,386

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Black Ministerial Alliance of Greater Boston, Inc. Notes to Schedule ofExpenditures of Federal Awards

December 31, 2012

1. Summary of Significant Accounting Policies

The schedule of expenditures of federal awards includes accounts of Black Ministerial Alliance of Greater Boston, Inc.'s federal awards program and has been prepared on the accrual basis of accounting. The information on this Schedule is presented in accordance with the requirements of OMB Circular A-133 -Audits of state, local governments and non-profit organizations.

Grants and contracts from government agencies are activity based agreements. Accordingly, revenue and expenses are recognized as they are earned and incurred.

2. Findings

There were no instances of non-compliance identified with BMA's major programs.

There were no material weaknesses in internal control over financial reporting discovered during the course of this audit.

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REPORTS ON COMPLIANCE AND ON INTERNAL CONTROL

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JAMES P. DEBIASI, P.C., CPA Certified Public Accountant

The Board of Directors Black Ministerial Alliance of Greater Boston, Inc.

Report on Compliance and on Internal Control Over Financial Reporting Based on an Audit of Financial Statements Performed in Accordance with Government Auditing Standards

We have audited the financial statements of Black Ministerial Alliance of Greater Boston, Inc. (a nonprofit organization) as of and for the year ended December 31, 2012, and have issued our report thereon dated May 31 , 2013. We conducted our audit in accordance with auditing standards generally accepted in the United States of America and the standards applicable to financial audits contained in Government Auditing Standards, issued by the Comptroller General of the United States.

Compliance

As part of obtaining reasonable assurance about whether Black Ministerial Alliance of Greater Boston, Inc.'s financial statements are free of material misstatement, we performed tests of its compliance with certain provisions of laws, regulations, contracts, and grants, noncompliance with which could have a direct and material effect on the determination of financial statement amounts. However, providing an opinion on compliance with those provisions was not an objective of our audit, and accordingly, we do not express such an opinion. The results of our tests disclosed no instances of noncompliance that are required to be reported under Government Auditing Standards.

Internal Control Over Financial Reporting

In planning and performing our audit, we considered Black Ministerial Alliance of Greater Boston, Inc. 's internal control over financial reporting in order to determine our auditing procedures for the purpose of expressing our opinion on the financial statements and not to provide assurance on the internal control over financial reporting.

Our consideration of the internal control over financial reporting would not necessarily disclose all matters in the internal control over financial reporting that might be material weaknesses.

A material weakness is a condition in which the design or operation of one or more of the internal control components does not reduce to a relatively low level the risk that misstatements in amounts that would be material in relation to the financial statements being audited may occur and not be detected within a timely period by employees in the normal course of performing their assigned functions. We noted no matters involving the internal control over financial reporting and its operation that we consider to be material weaknesses .

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Report on Compliance (Cont 'd)

Our consideration of internal control over financial reporting was for the limited purpose described in the first paragraph of this section and would not necessarily identify all deficiencies in the internal control that might be significant deficiencies and, accordingly, would not necessarily disclose all significant deficiencies that are also considered to be material weaknesses.

This report is intended solely for the information and use of the audit committee, management, others within the organization and federal awarding agencies and pass-through entities and is not intended to be and should not be used by anyone other than these specified parties.

-r/c--A-

May 31 ,2013

- 21 -

Black Ministerial Alliance of Greater Boston, Inc. Notes to Schedule of Expenditures of Federal Awards

December 31, 2012

Summary of Auditors' Results

Financial Statements

Type of auditors' report issued:

Internal control over financial reporting:

Material weakness(es) identified?

Reportable condition(s) identified that are not considered to be material weakness(es)? Noncompliance material to financial statements noted? Federal Awards

Internal control over major programs:

Material weakness(es) identified:

Reportable condition(s) identified that are not considered to be material weakness(es)? Type of auditors' report issued on compliance for major programs: Any audit findings disclosed that are required to be reported in accordance with Section 510(a) ofCircular A-133? Identification of major programs:

Unqualified

___ Yes

___ Yes

___ Yes

___ Yes

___ Yes

Unqualified

___ Yes

Name of Federal Program

X No

X None Reported

X No

X No

X None Reported

X No

CFDA Number(s) 94.022 Corporation for National and Community Service

Dollar threshold for Type A program $500,000

Auditee qualifies as low-risk auditee? Yes

CFDA Number(s) 93.297 Department of Health and Human Services

Dollar threshold for Type A program $1,000,000

Auditee qualifies as low risk auditee? Yes

-22-

.J

JAMES P. DEBIASI, P.C., CPA Certified Public Accountant

The Board of Directors Black Ministerial Alliance of Greater Boston, Inc.

Report on Compliance with Requirements Applicable to Each Major Program and Internal Control Over Compliance in Accordance with OMB Circular A-1 33

Compliance

We have audited the compliance of Black Ministerial Alliance of Greater Boston, Inc. (a nonprofit organization) with the types of compliance requirements described in the "U.S. Office of Management and Budget (OMB) Circular A-133 Compliance Supplement" that are applicable to each of its major federal programs for the year ended December 31 , 2012. Black Ministerial Alliance of Greater Boston, Inc.'s major federal programs are identified in the summary of auditor's results section of the accompanying schedule of findings and questioned costs. Compliance with the requirements of laws, regulations, contracts, and grants applicable to each of its major federal programs is the responsibility of Black Ministerial Alliance of Greater Boston, Inc. 's management. Our responsibility is to express an opinion on Black Ministerial Alliance of Greater Boston, Inc. ' s compliance based on our audit.

We conducted our audit of compliance in accordance with auditing standards generally accepted in the United States of America; the standards applicable to financial audits contained in Government Auditing Standards, issued by the Comptroller General of the Unites States; and OMB Circular A-133, Audits ofStates, Local Governments, and Non-Profit Organizations. Those standards and OMB Circular A- 133 require that we plan and perform the audit to obtain reasonable assurance about whether noncompliance with the types of compliance requirements referred to above that could have a direct and a material effect on a major federal program occurred. An audit includes examining, on a test basis, evidence about Black Ministerial Alliance of Greater Boston, Inc.'s compliance with those requirements and performing such other procedures as we considered necessary in the circumstances. We believe that our audit provides a reasonable basis for our opinion. Our audit does not provide a legal determination of Black Ministerial Alliance of Greater Boston, Inc.'s compliance with those requirements.

In our opinion, Black Ministerial Alliance of Greater Boston, Inc. complied, in all material respects with the requirements referred to above that are applicable to each of its major federal programs for the year ended December 31, 2012.

- 23-

Report on Compliance (Cant 'd)

A control deficiency in the company's internal control over compliance exists when the design or operation of a control does not allow management or employees, in the normal course of performing their assigned functions, to prevent or detect noncompliance with a type of compliance requirement of a Federal program on a timely basis. A significant deficiency is a control deficiency, or combination of control deficiencies, that adversely affects the Agency' s ability to administer a Federal program such that there is more than a remote likelihood that noncompliance with a type of compliance requirement of a Federal program that is more than inconsequential will not be prevented or detected by the Agency's internal control.

Our consideration of the internal control over compliance would not necessarily disclose all matters in the internal control that might be material weaknesses. A material weakness is a condition in which the design or operation of one or more of the internal control components does not reduce to a relatively low level the risk that noncompliance with applicable requirements of laws, regulations, contracts, and grants that would be material in relation to a major federal program being audited may occur and not be detected within a timely period by employees in the normal course of performing their assigned functions. We noted no matters involving the internal control over compliance and its operations that we consider to be material weaknesses.

This report is intended solely for the information and use of the audit committee, management, others within the organization and federal awarding agencies and pass-through entities and it not intended to be and should not be used by anyone other than these specified parties.

-r/G;o.~~A--May 17,2013

-24-

BMA Board List 2013

NAMETOWN OF

RESIDENCEAFFILIATION

POSITION/EXPERTISEBOARD COMMITTEE

PHONE NUMBER

E-MAIL ADDRESS

Rev. Dr. Gregory G. Groover, Sr.

DorchesterSr. Pastor, The Historic Charles Street African Methodist Episcopal Church

President 617-442-7770 [email protected]

Rev. Arthur T. Gerald, Jr Roxbury Pastor, Twelfth Baptist ChurchVice President/Education

Committee Chair617-482-7855 [email protected]

Rev. Arlene G. Hall RandolphPastor, Deliverance Temple Worship Center

Clerk/Secretary 617-442-4330 [email protected]@verizon.net

Rev. Dr. Wesley A. Roberts Hamilton Pastor, People's Baptist Church President Emeritus 617-427-0424 [email protected]@comcast.net

Rev. David Wright, Esq. Hyde Park Executive Director, BMA Executive Director 617-445-2737x 11 [email protected]

Bishop Frank E. Kelley Dorchester Pastor, Way of the Cross ChurchEconomic Development


Bishop G.A. Thompson, Ph.D. Milton Sr. Pastor, Jubilee Christian ChurchLeadership

Development/Interchurch Relations

617-296-5683 [email protected]@jubileeboston.org

Rev. Ray Hammond, MD. Dorchester Sr. Pastor Bethel AME ChurchHIV/AIDS & Human Health


[email protected]

Rev. Charlotte Pridgen-Randolph

NewtonPastor, Wesley United Methodist Church

Development Committee Chair

617-244-0275 [email protected]@gmail.com

BOARD OFFICERS

BOARD MEMBERS















BMA Board List 2013

NAMETOWN OF

RESIDENCEAFFILIATION

POSITION/EXPERTISEBOARD COMMITTEE

PHONE NUMBER

E-MAIL ADDRESS

Mr. Maurice B. Wright MattapanExecutive Office of Energy and Environmental Affairs

Civic Engagement co-chair 617-290-1129 [email protected]@state.ma.us

Minister Veronica D. Truell Boston Morning Star Baptist ChurchHousing/Youth & Families

Committee [email protected]

Lori D. Nelson Boston Deputy Chief of Staff Civic Engagement617-725-4020617-222-5178

[email protected]@mbta.com

Rev. Roland Cooper Mattapan Jubilee Christian ChurchWorship Life Committee

Chair617-786-3128 [email protected]

Ms. Ronia Stewart West Roxbury Finance Professional Treasurer 617-689-1755 [email protected]

Rev. Laura Buchanan-Ahart Jamaica Plain United Baptist ChurchCriminal Justice Committee

Chair857-492-1634617-522-7293








INTERNAL REVENUE SERVICE P. 0. BOX 2508 CINCINNATI 1 OH 45201

Date: HAY 1 0 2003

BLACK MINISTERIAL ALLIANCE OF GREATER BOSTON INC

2326-2328R WASHINGTON ST ROXBURY 1 MA 02119

Dear Applicant:

DEPARTMENT OF THE TREASURY

Employer Identification Number: 04-3499852

DLN: 17053088720073

Contact Person: DANIEL D DRAGOO

Contact Telephone Number: ( 877) 829-5500

Our Letter Dated: January 2001

Addendum Applies: No

ID# 31467

This modifies our letter of the above date in which we stated that you would be treated as an organization that is not a private foundation until the expiration of your advance ruling period.

Your exempt status under section 50l(a) of the Internal Revenue Code as an organization described in section 501(c) (3) is still in effect. Based on the information you submitted, we have determined that you are not a private foundation within the meaning of section 509(a) of the Code because you are an organization of the type described in section 509(a) (1) and 170(b) {1) {A) (vi).

Grantors and contributors may rely on this determination unless the Internal Revenue Service publishes notice to the contrary. However, if you lose your section 509(a) (1) status 1 a grantor or contributor may not rely on this determination if he or she was in part responsible for/ or was aware of 1

the act or failure to act, or the substantial or material change on the part of the organization that resulted in your loss of such status, or if he or she acquired knowledge that the Internal Revenue Service had given notice that you would no longer be classified as a section 509(a) (1) organization.

You are required to make your annual information return, Form 990 or Form 990-EZ 1 available for public inspection.for three years after the later of the due date of the return or the date the return is filed. You are also required to make available for public inspection your exemption application, any supporting documents 1 and your exemption letter. Copies of these documents are also required to be provided to any individual upon written or in person request without charge other than reasonable fees for copying and postage. You may fulfill this requirement by placing these documents on the Internet. Penalties may be imposed for failure to comply with these requirements. Additional information is available in Publication 557 1

Tax-Exempt Status for Your Organization, or you may call our toll free number shown above.

If we have indicated in the heading of this letter that an addendum applies 1 the addendum enclosed is an integral part of this letter.

Because this letter could help resolve any questions about your private foundation status 1 please keep it in your permanent records.

If you have any questions, please contact the person whose name and telephone number are shown above.

Sincerely yours,

~f~ Lois G. Lerner Director 1 Exempt Organizations

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