Building Impact Inc. General Information. 101 Tremont Street, 5th Floor Boston, MA (617) Diana Brennan

Transcription

1 Building Impact Inc General Information 101 Tremont Street, 5th Floor Boston, MA (617) Website Organization Contact Diana Brennan Year of Incorporation

2 Statements & Search Criteria Mission Statement Building Impact's mission is to strengthen communities by providing individuals and companies the knowledge and opportunities to volunteer, donate, and connect in the buildings where they work or live. Building Impact makes giving back convenient by bringing volunteer events and donation drives to participants in office and apartment buildings. In channeling 100% of this volunteerism and giving toward nonprofits, service gaps within local communities are filled. Additionally, Building Impact supports it s nonprofit and community partners by raising awareness and understanding of the impact that volunteers can make within their operations enhancing their ability to be a community resource. Background Statement Building Impact was the vision of a commercial property management firm with deep connections to both Boston philanthropy and Boston real estate. The firm looked at its buildings and felt there was the potential to "do good" that was going untapped. They started with a few donation drives in five buildings, and over time the organization evolved into a standalone 501(c)3 nonprofit with a fee-forservice model that nearly sustains our organizational expenses while maximizing positive community impact. Established in 2003, Building Impact s model helps build the skills, confidence, and motivation people need to become life-long volunteers. Our program provides convenient inoffice opportunities to volunteer, often right in a conference room or apartment building. Building Impact encourages companies to see the value of volunteering and understand how they can play an important role in fostering a culture of service. Building Impact is the ready-made tool companies need to get more engaged. Our model fuels community impact on a large scale, both for the volunteer and for local communities. Our program engages individuals and companies most never before involved in their communities and channels their volunteerism and giving to local nonprofits serving communities in need. Currently, we deliver civic engagement programming to over 20,000 individuals within 50 buildings spread across Greater Boston. While our work energizes people to volunteer, once sparked, many continue to give-back on their own creating an ever expanding pool of citizens working to create stronger and more connected communities. Our innovative work has triumphed despite the difficult economic times, a testament to the strength and resiliency of our model and the value of our strong measurement systems. Looking ahead, Building Impact sees our work as the future of civic engagement, with a model that is effective, financially sustainable, and easily replicable. 2

3 Impact Statement In 2014, Building Impact worked hard to engage thousands of volunteers, hundreds of companies, and over 50 buildings resulting in significant positive impact throughout the Greater Boston area. We are proud to have had another year of increased impact within the many communities we serve. Through our innovative model we were able to harness the giving capabilities of volunteers across Boston to positively impact 200 plus nonprofit and community organizations. In 2014, our organization generated $645,000 worth of donated volunteer time, collected items for donation drives, and items created for urgent local organizations need. This is an almost 18% increase in total generated items and donated time since the previous year. We are continuing to increase our impact and have set a goal for a 15% increase in program participation in Secondly, we are proud to have worked last year in planning large scale and city-wide days of service. In September, we partnered with TUGG to plan the 4th Annual Tech Gives Back Day of Service. Responsible for sourcing and scoping 40 volunteer projects, this large scale event was a new endeavor for Building Impact. In addition to mobilizing 1500 tech professionals, this initiative resulted in significant relationship growth with our nonprofit partners and expanded the network of adults in Boston interested in volunteerism at a professional and personal level. As we look ahead, we would like to expand operations to make a more wide-reaching and collective impact on the city of Boston. In order to accomplish this, the following focus areas have been determined: Programming Optimize programming to increase satisfaction while maximizing Building Impact s resources Technology Develop a volunteer platform to organize and recognize individuals while creating a social network around civic engagement Financial Health Increase portfolio of real estate and corporate partners to increase earned income and generate a surplus that can be reinvested in operations and sustain the addition of the desired technology/mobile application we are seeking funding to develop 3

4 Needs Statement As Building Impact s momentum increases, we are working to establish necessary capabilities and efficiencies essential to sustain future growth. Our recent experience in planning large city-wide days of service has provided valuable insight into opportunities for expansion and has cultivated a healthy network of volunteers and supporters throughout out Boston. To that end, our immediate funding needs fall into these areas: 1) Technology: development of a mobile application that will increase volunteerism by allowing individuals to track and share their community service 2) Technology: edit, develop, and streamline our website capabilities by creating a non-profit portal that will streamline our volunteer match process to increase operational efficiencies 3) Board Development: continue work already started to formalize committee structures and prioritize innovate ideas and operational components that will foster Building Impact s internal and external growth 4) Organizational Infrastructure: much has been accomplished in the areas of accounting, reporting, and human resource structure, but standardized processes and centralized systems are needed to prepare Building Impact for anticipated growth 5) Staff Position: we must make a slight reorganization to our staffing structure and add the new position of a Director of Volunteer Management to oversee our Volunteer Engagement Coordinators 4

5 CEO/Executive Director Statement Building Impact is at a pivotal moment in its history. Poised for growth, the organization is actively working to expand its footprint within Greater Boston and lay groundwork for expansion to a new city in Our highly capable and innovative team in combination with the recent trends in real estate and workplace volunteer engagement programs provides an optimal environment to support Building Impact s desire to scale. With real estate booming in Boston and workplaces evolving to be more full service fostering work life integration, opportunities to connect the community within a property to the community at large are in demand. In addition, companies are adding paid volunteering days to their employee benefits plan as a way to attract and retain top talent. Study after study shows that customers and employees expect the business community to be leaders in helping to solve long standing community problems. Further, they think companies are better equipped to solve problems than governments at all levels (Edelman PR, 2010; Waggener Edstrom Worldwide, 2009, etc.). Building Impact s unique model of connecting professional and residential communities to the Greater Boston community through simplified, yet meaningful service has proven to be incredibly effective in increasing support to Massachusetts nonprofit network. The increased interest from the corporate sector to support the nonprofit industry through volunteerism and direct service is exciting. Building Impact recognizes the importance and potential of capturing this interest and we are taking the necessary measures to meet it head on. Specifically, we are working to build our internal infrastructure and systems needed to successfully harness our corporate partners contributions of time while maximizing its impact within the community. As our visibility increases, more people will learn about the opportunity to be part of our work. Our aim is to welcome more like-minded people into the fold to help us fulfill our vision: to build a society where each citizen both corporate and individual takes a personal stake in addressing the needs of their community and acts on it. 5

6 Board Chair Statement Making an Impact How Building Impact Engages Employees in Communities In the early days when I co-founded Building Impact, it just felt like a great idea. A simple concept with lots of potential. Maybe that s because it was different from other models of civic engagement and gained strength from that innovative approach. Today, our model never fails to stimulate conversation about the possibilities for expansion. Whether that expansion is to other cities, building types, city-wide initiatives or new audiences, Building Impact is rightly recognized as an ingenious solution. It expands the pie of resources brought to bear on many of our communities most challenging issues. That s why I remain excited and confident about Building Impact s prospects for growth and scale. One of the beauties of the Building Impact model is that it enables us to learn about the engagement needs of hundreds of companies and thousands of individuals. It forces us to meet those needs efficiently, and therein rests the potential. While our primary delivery approach has been place-based through office and apartment buildings, through Call to Action, companies can directly sponsor our work to gain access to our community engagement programming. We have further developed specialized company, organization and city-wide day of service opportunities. Through a wonderful relationship with TUGG (Tech Underwriting the Greater Good), we recently offered 1500 members in their network a wide array of service opportunities across Greater Boston in our largest single volunteering day. Our growing expertise in making service simple but meaningful sparks engagement that for many becomes a lifestyle, and that is our precise goal: to foster engagement that endures and grows over time. As we plan for BI s future growth, we re faced with the challenge of selecting among a range of possible strategies, all of which look appealing and fruitful. Not a bad problem to have. Building Impact s success will always be measured by how many corporate and individual citizens we advance down a path of sustained volunteerism. Our work generates a ripple effect as participants fan out to create positive impact in local communities near and far. The study results from the Tufts University's Center for Information and Research on Civic Learning and Engagement will show this positive impact that BI helps to foster. What was once an idea, has evolved into a scalable force that I am proud to support. Service Categories Voluntarism Promotion Community Improvement, Capacity Building N.E.C. Geographic Areas Served Greater Boston and surrounding towns within 50 miles (examples: Burlington, Cambridge, Dorchester, Lynnfield, Medford, Natick, Quincy, Roxbury, Somerville, Wakefield and Woburn). Please review online profile for full list of selected areas served. 6

7 Programs 1. Seven Ways to Serve Description Seven Ways to Serve: Building Impact delivers high quality volunteer, donation, and networking opportunities to our clients to help them become more civically engaged. Through our program, Building Impact offers seven convenient ways for participants to serve local nonprofits and communities inneed: 1) Blood Drives 2) Donation Drives 3) Community Volunteering Events 4) In-Office Volunteering Events 5) One-Off Donations 6) Lobby Volunteer Events 7) Corporate Days of Service Budget $215, Category Population Served Program Short Term Success Philanthropy, Voluntarism & Grantmaking, General/Other Voluntarism Promotion Adults, Children and Youth (0-19 years), Families 1) Increase our community impact: In 2014 our organization generated $645,000 worth of donated volunteer time, collected items from donation drives and items created for urgent local organization need. This is an almost 18% increase in total generated impact since the previous year. We have set a goal to increase our impact and engagement in 2015 by 15%. 2) Volunteer Growth: our success is measured --in part-- by our ability to both drive one-time volunteer events and sustained engagement over time. We strive to engage more individual volunteers in our corporate and real estate partners. 3) Portfolio & Client Growth: We must expand our footprint of accessible volunteers by growing our portfolio of corporate and real estate partners, to increase our community impact 7

8 Program Long term Success Building Impact s goal is to help our participants move towards deeper and more frequent community engagement. Our work builds social capital for both those giving and receiving, closely uniting the nonprofits and the organizations and individuals who are serving them, Thus creating more caring and connected communities. Building Impact s work builds the foundation for sustainable resources, as individuals and companies begin to take a personal stake in addressing community need. Our long-term goal is to expand nationally. Our expertise is needed anywhere there are two factors: people too busy to volunteer and unmet community need. By promoting service among those not civically engaged or helping those who strive to be more connected, we help to close service gaps for our nonprofit partners. Building Impact s model helps fill community needs that would otherwise go unfilled, while also building social capital among those volunteering. Program Success Monitored By Building Impact integrates technology and data analytics into many aspects of its operations. Outputs, such as donation volume, number of participants, and financial contributions are closely monitored and aggregated into reports using Salesforce. Through Salesforce, Building Impact also tracks scheduling of volunteer events, anticipated and actual attendance, relevant exchanges, and testimonial feedback post event. Online surveys generate participant feedback on our programming from all stakeholders (nonprofit partners, program volunteers, and corporate sponsors). Annual assessments of our program outcomes and impact are generated from the civic engagement data we collect all year. Taken together, Building Impact delivers measurable outcomes using a proven model to deliver lasting community impact. 8

9 Examples of Program Success In 2014, our Seven Ways to Serve Program had one of it's most successful years. We were proud to support our partners in the following ways: - Working with 250 nonprofit partners - Channeling 100% of the volunteerism from the Connect Program to these nonprofit partners - Facilitating 378 giving opportunities through the program (more than one per day!) - Partnering with Massachusetts General Hospital, MetroWest Medical Center and the American Red Cross to host an average 3 blood drives per month - Fostered endless relationships between corporate partners and nonprofit partners. For example, our corporate partner Stantec was able to build a monthly relationship with the Boston Rescue Mission where they sent employees on a consistent basis to volunteer within the Mission. 9

10 3. Days of Service Description Through partnerships with local city governments, higher education institutions and outside organizations, Building Impact has added a level of programming where large scale days of service are planned. Days of Service Programming includes: - Project Research - Project Scoping - Day-of Logisitics - Day-of Leadership - Impact Reporting Budget $20, Category Philanthropy, Voluntarism & Grantmaking, General/Other Community Service Population Served General/Unspecified,, Program Short Term Success Program Long term Success Short-term success for our Day of Service program lies in measured success of our current projects. We look to the successful completion of the MIT EMBA day of service, with all 15 projects finding completion and satisfaction for both the volunteers and the nonprofit organizations. As we embark in this new field of programming we are constantly reassessing short-term and long-term success. For Building Impact, long-term success will be in the renewal of these contracts and in a constant increase in the participation and satisfaction level with the clients. For the 2014 Tech Gives Back Day of Service, to see an increase in volunteer numbers and a day when every nonprofit interested in being part of such a day of service can receive voluntary help; that will be long term success. For our current partnership with Boston Public Schools, success will be when all school facilities are in the best shape they can be for the students of Boston. Until then, our continued long-term success will be defined by the number of volunteers and companies we can source for their day and week long service projects and the continued relationship these companies will have with BPS. Program Success Monitored By Building Impact utilizes Salesforce for most program monitoring. By tracking projects, tasks, participation and feedback, we are able to keep a current picture of the state of our programs. Additionally, we use both handwritten and online surveys to get honest and in-depth feedback from all of our partners - corporate, nonprofit, and volunteers - after each day of service event. 10

11 Examples of Program Success Examples include planning the 2014 TUGG (Tech Underwriting the Greater Good) - Tech Gives Back day of service. For this project, Building Impact coordinated volunteer opportunities for over 1,500 individuals at over 30 sites all across the Greater Boston area. Another example is our current project with the EMBA program at Massachusetts Institute of Technology. For this project, Building Impact is sourcing and developing 15 change projects for other nonprofit organizations that these executive level students will complete pro bono as part of their EMBA program. 11

12 2. Volunteer Mobile Application Description Building Impact has established a preliminary partnership with Emerson College s Engagement Lab to achieve our combined vision of mobilizing individuals towards community service. The mission of this initiative is to support community organizations that contribute greatly to the quality of life for all. Emerson College, in conjunction with the City of Boston, created a basic platform that allows citizens to respond to nonprofit volunteer needs (similar to the recently launched Citizens Connect initiative). While the technology exists, further development is needed to ensure optimal functionality for users. Collaboration between Building Impact and Emerson College is necessary for the successful launch of the tool as Building Impact will help drive volunteers and community organizations to the platform. With support from the Cummings Foundation, time and resources will go directly towards computer programming, launching the mobile application, and continued maintenance of the platform. Budget $66, Category Philanthropy, Voluntarism & Grantmaking, General/Other Volunteer Training & Placement Population Served General/Unspecified,, Program Short Term Success We will consider this project on target for success if the technology for the mobile application is completed in December 2015 and ready for launch in Q Our plan is to work with Emerson College to make adjustments to StreetCred, the initial concept and existing version of the application, to become the final platform for this tool. Should there be delays due to lack of resources and capabilities at Emerson, we will consider alternative partners to ensure this project remains on target. Post launch, we would like to see 1000 users within the first 3 three months and 5000 users within one year of the technology being active. Additionally, by 2017 we expect to have 200 nonprofit organizations actively using the mobile application to source volunteers for their organization. 12

13 Program Long term Success Allowing volunteers to track and share their volunteering experiences will connect Building Impact to their networks of potential new volunteers, we expect this mobile application to drive more community engagement bringing more resources and awareness to many nonprofits throughout the Greater Boston area and beyond. Specifically, long term success would be an increase in volunteer participation, community involvement, and civic engagement in the city of Boston. According to the Chronicle of Philanthropy, the volunteer rate for Massachusetts is currently only 25.4%. Two years after the launch of this mobile application, we envision these rates to increase to a range of 30-35%. In addition to mobilizing more volunteers towards community service, we expect this platform to establish a very viral social network around volunteerism. Program Success Monitored By Success will be monitored through diligent tracking of actual progress made towards predetermined milestones and positive test trial results. In this stage, critical and honest feedback from all stakeholders is the best way for us to know where modifications can be made to optimize user experience. We hope to have completed a "soft launch" by the end of 2015, after which we will be able to get real time feedback from application users through both surveys and in person communication. Once the application is active, success will be monitored through measuring the following program activity: 1. New users 2. Frequency of user activity 3. Type of user activity 4. User attrition 5. Completed nonprofit service campaigns Examples of Program Success 13

14 Management CEO/Executive Director Executive Director Ms. Diana Brennan Term Start June Experience Ms. Brennan brings over 10 years of experience in nonprofit management with expertise in strategic marketing and branding, community relations, business development and establishing motivated workplace cultures. She began her career with the YMCA in Ann Arbor and in 2005, she moved to Boston to work for the YMCA of Greater Boston. Ms. Brennan held positions in both the Waltham and Burbank Branches during her time with the Greater Boston association. Most recently, Diana was the Executive Director of the Melrose YMCA from 2010 to 2013, where she successfully led the turnaround and revitalization of this $5M operation spanning four facilities totaling over 70,000 square feet and 160 employees. After an incident left the organization in financial crisis in 2009, Ms. Brennan successfully guided the Y towards recovery resulting in a $1M net bottom line increase within 18 months. Born and raised in Michigan, Ms. Brennan graduated from the University of Michigan with a degree in Biopsychology. In 2014, she graduated with an MBA from the MIT Sloan School of Management. While searching for her next opportunity to make a positive impact within communities, Ms. Brennan was introduced to Building Impact, an organization pioneering an innovative model for significantly increasing community involvement and sustainability. Since her start in June 2014, she has guided a complete redesign to Building Impact s programming and brand that has optimized the organization s ability to address important community issues and support critical public resources by mobilizing hundreds of companies and thousands of people to fulfill the volunteer and community service needs of nonprofit organizations. In addition, Ms. Brennan was recently appointed to the Mayor s ONEin3 Council, which is supported by the Boston Redevelopment Authority, which serves as a direct link between young adults and city officials. The Council is an action-oriented group tasked with brainstorming, creating, and carrying out projects that directly impact the lives of Boston's year-olds. Projects include work on housing policy, professional development, economic development, and civic and neighborhood engagement. Ms. Brennan looks forward to establishing a deeper connection between the ONEin3 demographic and Building Impact s volunteer movement. Former CEOs Name Term Ms. Lisa Guyon Jan Jan 2011 Ms. Charlotte Streat Sept June 2013 Senior Staff Ms. Eiei Khin Title Director of Marketing and Sales 14

15 Experience/Biography Eiei was previously at Cabot, Cabot & Forbes (CC&F), a Boston based real estate development company where she was responsible for all marketing, public relations and digital media. Prior to joining CC&F, she performed marketing and communications functions for Sirius Satellite Radio/National Lampoon, Glogster.edu (an educational technology company), and also taught high-school English Literature for the City of Cambridge. Currently, Eiei serves as a Co-Chair of the Rising Leaders Networking Group for CREW Boston (formerly NEWiRE) the region s leading professional organization promoting the advancement of women within the commercial real estate industry, and is also an active member of NAIOP. Ms. Marissa Trevisan Title Experience/Biography Director of Partner Engagement Prior to Building Impact, Marissa worked as a Therapeutic Caseworker at The Home for Little Wanderers, a Boston based nonprofit that supports youth and families through social services. She also spent two years in El Salvador as a Youth Development Volunteer while serving in the Peace Corps. Recently, Marissa became a member of Building Owners and Managers Association (BOMA) and is looking forward to getting more involved in BOMA s events and initiatives. In her free time, Marissa volunteers as a mentor in the City Links program through Cambridge Community Services. Staff Information Full Time Staff Part Time Staff Volunteers Contractors Staff Demographics - Ethnicity African American/Black Asian American/Pacific Islander Caucasian Hispanic/Latino Native American/American Indian Other Southeast Asian Staff Demographics - Gender Male 1 15

16 Female Unspecified 8 0 Formal Evaluations CEO Formal Evaluation CEO/Executive Formal Evaluation Frequency Senior Management Formal Evaluation Senior Management Formal Evaluation Frequency NonManagement Formal Evaluation Non Management Formal Evaluation Frequency Yes Annually Yes Annually Yes Annually Plans & Policies Organization has a Fundraising Plan? Organization has a Strategic Plan? Years Strategic Plan Considers Under Development Yes Date Strategic Plan Adopted Jan 2015 Does your organization have a Business Continuity of Operations Plan? Management Succession Plan? Organization Policy and Procedures Nondiscrimination Policy Whistleblower Policy Document Destruction Policy Is your organization licensed by the Government? 3 No No Yes Yes Yes No No Awards Awards Award/Recognition Organization Year Social Innovator-Social Enterprise Nonprofit Venture Social Innovation Forum 2007 Best Business Idea Boston SF News 2011 Appointment; Diana Brennan ONEin3 Council 2015 Comments CEO Comments As Building Impact continues to grow, we will be challenged with serving more corporate partners, engaging more volunteers, and supporting an ever increasing network of nonprofit organizations. With only 7 full-time staff equivalents, our financial health depends on our ability to efficiently match 16

17 volunteers to the needs of community organizations. Currently, the match process of volunteers to projects is very labor intensive. Through constant communication and outreach, volunteer opportunities are sourced and manually matched to interested corporate groups by our Volunteer Engagement Department. By streamlining how these nonprofit projects are sourced and volunteers connection to them, we will increase our capacity to serve more buildings, companies and community organizations. Through a website redesign, we plan on using that platform as a tool for nonprofits to automatically post volunteer or donation needs while simultaneously allowing our real estate and corporate partners to search and commit to posted projects. Additionally, our programming is primarily delivered through one full time and two part time volunteer engagement staff. Our real estate and corporate partners have been divided between these staff and each works on scheduling activities independently. Reorganizing the staffing structure along with the addition of a Director of Volunteer Management is necessary to support 2015 s anticipated growth. This newly created position will oversee the part time Volunteer Engagement Coordinators and all scheduling to ensure that we are maximizing staffing, transportation and materials. The resulting increase in efficiency in combination with an additional part time staff will increase our capacity to serve more corporate partners. 17

18 Board & Governance Board Chair Board Chair Mr. Kevin McCall Company Affiliation Paradigm Properties Term Jan 2003 to 0 kmccall@paradigmprop.com Board Members Name Affiliation Status Mr. Jon Aram Next Street Voting Ms. Dorrian Cohen Fragola Janitronics Voting Ms. Reesa Fischer NAIOP Voting Mr. Gary Gut Retired Voting Mr. Fred Kramer Stantec Voting Mr. Kevin McCall Paradigm Properties Voting Mr. Brad McGill Jones Lang LaSalle Voting Ms. Helene Solomon Solomon McCown Voting Board Demographics - Ethnicity African American/Black 0 Asian American/Pacific Islander 0 Caucasian 8 Hispanic/Latino 0 Native American/American Indian 0 Other 0 0 Board Demographics - Gender Male Female Unspecified Board Information Number of Full Board Meetings Annually Board Meeting Attendance % Written Board Selection Criteria? Written Conflict of Interest Policy? 6 85% Under Development Under Development 18

19 Percentage Making Monetary Contributions Percentage Making In-Kind Contributions Constituency Includes Client Representation 88% 100% Yes Standing Committees Finance Operations Development / Fund Development / Fund Raising / Grant Writing / Major Gifts Marketing 19

20 Financials Fiscal Year Fiscal Year Start Jan 01, 2015 Fiscal Year End Dec 31, 2015 Projected Revenue $587, Projected Expenses $557, Endowment? No Spending Policy N/A Credit Line? Yes Reserve Fund? No Months Reserve Fund Covers 0 Detailed Financials Revenue and Expenses Fiscal Year Total Revenue $446,859 $429,911 $445,018 Total Expenses $412,338 $499,917 $439,038 Revenue Sources Fiscal Year Foundation and Corporation Contributions Government Contributions $0 $0 $0 Federal State Local Unspecified Individual Contributions $134,540 $194,800 $210,100 Indirect Public Support $50, Earned Revenue $238,376 $235,111 $191,718 Investment Income, Net of Losses Membership Dues Special Events $23, Revenue In-Kind $43,200 Other

21 Expense Allocation Fiscal Year Program Expense $318,839 $357,992 $354,542 Administration Expense $22,388 $31,614 $38,705 Fundraising Expense $71,111 $110,311 $45,791 Payments to Affiliates Total Revenue/Total Expenses Program Expense/Total Expenses 77% 72% 81% Fundraising Expense/Contributed Revenue 34% 57% 22% Assets and Liabilities Fiscal Year Total Assets $53,981 $107,051 $77,656 Current Assets $53,981 $107,051 $77,656 Long-Term Liabilities $0 $0 $0 Current Liabilities $60,889 $148,480 $49,079 Total Net Assets ($6,908) ($41,429) $28,577 Short Term Solvency Fiscal Year Current Ratio: Current Assets/Current Liabilities Long Term Solvency Fiscal Year Long-Term Liabilities/Total Assets 0% 0% 0% Top Funding Sources Fiscal Year Top Funding Source & Dollar Amount Second Highest Funding Source & Dollar Amount Third Highest Funding Source & Dollar Amount Capital Campaign Currently in a Capital Campaign? No Comments CEO Comments Building Impact s 2014 year end deficit was a result of an unexpected loss in funding from several corporate partners. The deficit was offset through a line of credit with Paradigm Properties, one of Building Impact s Founding Real Estate partners. In addition to leasing office space from Paradigm Properties, Building Impact s payroll is processed through Paradigm. We have been granted an extension on our payment to Paradigm for a portion of November and December s rent and payroll fees due. Operations have been reorganized to finance this shortfall and ensure the organization s sustainability in Foundation Staff Comments Financial summary data in the charts and graphs above is per the organization's IRS Form 990s for FY13 and FY12 and per the Review for FY11. Contributions from foundations and corporations are listed under individuals when the breakout was not available. Created Copyright 2016 The Boston Foundation 21