iba/etc memorandum - Boston's Latino Community History

•
IBA/ETC MEMORANDUM
TO: '
FROM:
Board of Directors
Executive Committee
' .~
DATE: 06/08/95
RE:
Agenda for 6/8/95 Board Meeting
cc:
•
• Director's Report 7 Informe del Director
• Financial Report / Informe Financiero
• Fall Annual Meeting / Reunion Annual en el otono
• Anniversary Celebration / Celebracion de nuestro Aniversario
• Escuelita
• Pet Policy / Regulaciones sobre mascotas
• Votos
• Other Issues / Otros Asuntos
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•

• UNITED "WAY
OF' M"' ••"'CHU.CTT••"'Y
2 LISERTY SQUARE ,
'. SOSTON. MA 021 09-4S44
F"A"X. (617) 4S2-6021
•
June 7, 1995
Ms. N. Haydee Nazario
~!esident "
fuquilinos Boricuas en Accion
405 Shawmut Avenue
Boston, MA 02118
(617) 4S2'S370
Dear Ms. Nazario:
CHAIRMAN OF" THE SOARD
Leo A. Breitman
Chairman and Chief
Executive Officer
Fleet Bank
of Massachusetts. N.A.
PRESIDENT AND
CHIEF" EXECUTIVE OF"F"'CER
Marian L. Heard
The United Way ofMassacbusetts Bay ("UWMBtI) Board of Directors met today
and approved affiliate funding for the period July 1, 1995 through June 30, 1996.
Total Allocation Year 1996 ('AY'96") fundingfor Inquilinos Boricuas en Accion is
$210,836.
~ volunteers reviewed all affiliated agencies that receive Community Care or
Targeted Care funding:' The process included site visits to all agencies, analysis of
the funding, application and audits, and meetings with agency representatives to
discuss programniatic and fiscal iSSues:-UWvIB's Strategic Focus, which
emphasizes Q.rimary prevention and building the capacities of children, families and
communities: was at the heart of the overall review process.
We have attached your agency's A Y'96 Agency Report. It provides specific
information regarding funding; outlines the rationale for the funding decision;
, conveys coniments by the volunteers regarding the agency; and in some cases,
requests that follow-up infonriation 'be provided.
This year we were fortunate to be able to offset losses from the United Ways of
New England's regional campaign with an unexpected bequest. In choosing to use
this one-time gift to increase support to affiliates, the Board recognized that next
year we may not be so fortunate. Pleas~ consider this in your multi-year planning.
If you have questions regarding this correspondence, please contact your
Community Investments Director. Thank you for your continued support of the
United Way of Massachusetts Bay and for your dedication to working in partnership
with us in building strong communities . .
Sincerely,
~r

• I
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INQUILINOS BORICUAS EN ACCION (IBA)
The Allocations Decision
,-. -
Community Care and Targeted Care allocations are based upon volunteer evaluations of
agencies' perfonnance relative to the A Y'96 funding criteria and to other agencies being
reviewed. Volunteers are guided by the United Way of Massachusetts Bay ("UWMB If )
funding criteria, which derive ·from the Strategic Focus, and by those policies and values
set forth in.the Standards of Affiliation which affect funding decisions.
The following comments are intended to communicate to agency Board and staff members
the rationale for the UWMB funding decision. The comments relate specifically to
UWMB A Y'96 Funding Criteria used during the agency reviews.
rnA is rated highly in the following areas:
• Demonstrating effective/efficient h~an resource and financial management
• Having high quality and diverse leadership on Board and staff
• ,Serving as a family-focused q.~ighborhood resource with demonstrated support
from the community
• Building the capacities of.,-ehildren, families and communities to prevent problems
• Building leadership among community residents
• Involving residents/participants in decision-making and prioritizing, evaluation and
program planning
• Focusing on populations ~th limited access to resources
• Emphasizing support to children and their families
• Promoting both short-tenn and long tenn systemic change through organizing,
advocacy, and leadership development
The agency is encouraged to address more fully the following areas:
• . Linking with other community groups (e.g. community schools and public housing
residents) through collaborations, coalitions, joint programming, etc.
• Defining how outcomes and long-term results are measured and ·evaluated
• Involving volunteers appropriately and leveraging their cost-effectiveness
Comments and Follow-up Requests
UWMB volunteers applaud IBAlETC's commitment to improving its accountability to
Villa Victoria residents and to strengthening its ties with and better representing the
community's residents. UWMB would like to be kept updated on the continued changes
and restructuring, as well as IBAts joint planning and involvement with La Escuelita
Agueybana regarding a new child care center in the Jorge Hernandez Cultural Center.

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AY '96 Funding
'.
This allocation (Community Care and Targeted Care) has been approved as the base for
three years. In A Y91- and A Y98 allocations will be adjusted based on several factors
including the total net funds available from the 1995 and 1996 campaigns and the
continued implementation ofUWMB's Strategic Focus. Agencies will be notified in late
spring of their adjusted allocations for the following year.
COMMUNITY CARE: Up to $192,445 for General Operating Support
TARGETED CARE: Up to $17,190 for "Support our Youth (Ages 7-18)"
SPECIFIC CARE: $1,201 for General Operating Support
(Net Donor Designations)
Total Funding: Up to $210,836
This allocation notice constitutes only a statement of an intention on the part of the United
Way of-Massachusetts Bay to make donations to the Affiliate during the allocation year.
It is not, nor is it evidence ot: a grant, pledge, or other commitment, and it creates no legal
obligation on the part of the UW}1B or right to UWMB funds and it is not assignable or
assumable. Please refer to the Standards of Affiliation for a more comprehensive
explanation of the relationship between the UWMB and its affiliated agencies.

•
Board of Directors
May 11, 1995
Minutes
--- -----------
Attendance: Jovita Fontanez, Sara Mitchell, Neal Annandt, Jose Diaz,
Haydee Nazario, Elsa Figueroa, Iris Ramos, Cannen
Barrientos ~te.-. ~ 6 J~c..-~
I
Personnel: Nelson Merced, Carlos Luna, Rocio Luhring
Motion: to accept minutes
Presented by: Sara Mitchell
Seconded by: Haydee Nazario
Accepted: Unanimously
...
Introduction of new staff people
Rocio Luhring - Deputy Property Manager
Carlos Luna - Security
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Report of the Director
Torre Unidad - Getting ready to submit Management Plan
Rocio is going to meet with Community Builders for technical assistance
Staff Changes:
Rocio Luhring - Security, Maintenance, Tenants
Carlos Luna - Consultant 25 hours
Motion: The board assigned Cannen Barrientos to ask Altagracia Oviedo,
Maria Robles and Diana Seda to accept appointment as a
. member of the Bradlees Partnership Board and to appoint one of
these three to the Board.
Presented by: Haydee Nazario
Seconded by: Jovita Fontanez
Accepted : Unanimously
Motion: T aino Tower - that the Board be expanded to include Neil
Annandt and that cheks can sign by any of the two officers.
•
Presented by: Cannen Barrientos
Seconded by: Jovita Fontanez
Accepted: Unanimously

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Minutes
5/11/95
Page 2
Motion: ETC & Associates -' that the Board of Directors of rnA
acknowledges the responsibilities and obligations of sponsorship through
its submittal of a $155,00 HUD ITAG grant proposal for the purchase and
continuing ownership of the ETC & Associates properties by the Phic C.
Bradley Housing Partnership, Inc. in which rnA is a joint member with
the Shawmut Tremont Tenant Corporation.
Presented by: Carmen Barrientos
Seconded by: Haydee Nazario
Accepted: Unanimously
•
Motion: Community Economic Development - that IBA apply to
participate in the CDC Capacity Building Progam in Community
Economic Development program of MACDC as administered by CEDAC
and that John Mahoney serve as rnA's primary contact and Program
coordinator .
Presented by: Haydee Nazario
Seconded by: Jovita Fontanez
Accepted: Unanimously
Committee of Residents - Some issues of concern
1. Exec.: Community needs to meet to develop an agenda for Board
Meetings.
2. There has not been a general meeting of the ETCIIBA staff since the
fIrst meeting near the beginning of Nelson's tenure.
3. New staff person started without giving notive to staff and the board.
4. Bad communication with Community as well as board and staff. A
letter should have been sent to the community.
•
5. Subcommittees - present members need to be able to refuse
membership on that committe to new people if it seems better to present
members. The initial "open door" policy needs to be limited at some
point.

.. ,
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Minutes
5/11/95
Page 3
6. Keys are not limited to proper persons. People who live in the
basement are not supposed to have gate keys do have them - some kids
have them too.
' .~
7. Transfer policies - many problems with procedure.
8. Pets - some have large and/or dangerous dogs.
Suggestion: Community meet with residents to discuss solutions .
....
9. Many mixups around apartment assignment to new residents.
Meeting adjourned at 8:45 PM
•
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=
~BA
t:=
>
TO:
FROM:
Board of Directors
Laura Buxbaum t--~
DATE: July 10, 1995
MEMORANDUM
, \
•
RE:
Board Training and Development
This is to inform you that the Board Development Subcommittee
(Elsa, Iris and Sr. Mary) an~ I met last week with Muriel
Carpenter from the Junior League about scheduling a Board
training on Roles and Responsibilities. The Junior League is the
organization contracted by the United Way to conduct non-profit
Board trainings. The Subcommittee's strong recommendation was to
take advantage of this training, which will cost $100 for two and
a half hours, and will be co-led by Ms. Carpenter and a colleague
of hers who is Latina .
What we need from you are some possible dates for the training in
mid-September (after Sept. 11). The training could be conducted
during a board meeting or another evening. We will also be
distributing a questionnaire to all Board members which will help
the trainers identify Board concerns and areas needing special
attention. Thank you for your attention.
The Subcommittee will continue to work with me and Tito Meza to
develop an ongoing, consistent Board development program. Please
speak with any of the Subcommittee members if you have ideas or
issues.

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MEMORANDUM
E1 siguiente es para informar1es a ustedes que e1 Subcomite de
Trabajo para e1 Desarrollo de 1a Junta (Elsa, Iris, y Sr. Mary)
se reunieron 1a seman a pasada con migo y Muriel Carpenter de 1a
Junior League para organizar un taller sobre e1 Pape1 y las
Responsabilidades de la Junta Oirectiva. La Junior League es 1a
organizaci6n contratada por e1 United Way para conducir
entrenamiento de juntas en las organizaciones sin fines de 1ucro.
E1 Comite enfaticamente recomend6 que debieramos tomar ventaja de
este taller, que tiene un costa de $10Q por 2 1/2 horas. El
taller sera dirijtdo por Sra. Carpenter con 1a asistencia de otra
co1ega latina.
Necesitamos de ustedes a1gunas fechas posib1es para e1 taller a
mediados de Septiembre (despues de Sept. 11). E1 entrenamiento
debe ser conducido durante una reuni6n de 1a Junta 0 en otra
noche. Tambien nosotros vamos a distribuir un cuestionario a
todos los miembros de 1a Junta que 1es ayudara a identificar las
areas de interes y las areas que requieren atenci6n especial.
E1 Subcomite va a continuar trabajando con migo y Tito Meza para
disenar un programa de desarrollo consistente de 1a Junta
Directiva. Por favor comuniquese con cua1quier miembro del
Subcomite si usted tiene a1gunas ideas 0 asuntos sobre e1
particular.
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•

=
~BA
; ,
>
TO:
FROM:
Resident Board
Haydee Nazario
DATE: June 23, 1995
RE:
Next Resident
MEMORANDUM
Members
~
Board Meeting
This is to inform you that the next resident board meeting will
be this Wednesday., June 28, a4 6 p.m. at the Learning Center. I
hope that everYDne will attend.
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*****************************************************************
Este es para informarles de la pr6xima reuni6n de los miembros
residentes de la Junta Directiva, la cual se llevara a cabo el
Miercoles, 28 de Junio, a las 6 p.m. en el Centro de Aprendizaje.
Espero que todos ustedes asistan .

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IBA/ETC MEMORANDUM
/
TO:
FROM:
Board Members absent at the 6/8/95 Board Meeting
Nelson Merced, CEO
' .~
DATE: 06/09/95
RE:
cc:
Handout of the 6/08/95 Board Meeting
Attached are the handou ts of our board meeting of 6/08/95. They include the following
items:
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Agenda
CEO Monthly Report in English and Spanish (English version has the COO Job
Description) .
May 11, 1995 Board Minutes .
Betance Festival ETC contribution vote.
Community Development Department Votes.
Report to Staff Memo (N Merced).
Board Development Memo (L Buxbaum).
Comparable Financial Analysis report for housing properties.
HUD's Physical Inspection Reports for Vivienda Associates and Victoria Associates.
6/8/95 Memo on vacant units filled since June 2, 1995 (R Luhring)
6/8/95 Memo on ETC Security Office (R Luhring)
Newsletter from Human Services Department
Please review the material if you have any question call me .
•

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IBA/ETC MEMORANDUM
TO:
FROM:
Joe Lussier
Nelson Merced, CEO
DATE: 06/09/95
RE:
cc:
Donation to Betance Festival
Board Minutes, Miriam Colon, Angela Johnson
The Board of Director: at its 6/08/95 meeting, voted to approve an ETC Development,
Inc. donation of $2,000 for Festival Betance. Please process this donation if you haven't
already done so.
•
•

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IBA/ETC MEMORANDUM
TO:
FROM:
DATE:
RE:
cc:
Laura Buxbaum
Nelson Merced, CEO
06/09/95
Board Development Subcommittee
Board Minutes, Haydee Nazario, Iris Ramos, Elsa Figueroa, Sr. Mary
Black
' .
The"board, at its June 8, 1995 decided to accept your recommendation to create a Board
Development Subcommttee. Jose Diaz, acting as the chair appointed Iris Ramos, Elsa
Figueroa and Sr. Mary Black to this subcommittee. They each volunteered to be a part of
this effort .
•
•

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IBA/ETC MEMORANDUM
TO:
FROM:
John Mahony
Nelson Merced, CEO
DATE: 06/09/95
RE:
Board Votes
cc: Board Minutes, Haydee Nazario, Altagracia Oviedo .
The following items were approved by the Board of Director.
1. The Board of Director, at its June 8, 1995, decided to approve the zero (0%) interest
loan for the Bradley Partnership. The amount of the loan is $1,500.00 to be allocated in
the following manner:
•
$500 in June 1995 for fiscal year 1995;
$1,000 for fiscal year 1996.
This loan shall be re-paid from the proceeds of the sale of ETC & Associates properties
to the Phil C. Bradley Housing Partnership. The loan shall be voided if the transaction
cannot take place through no fault of the Bradley Partnership.
2. The Board of Directors elected Altagracia Oviedo to represent rnA on the Board of
Directors of the Phil C. Bradley Partnership, Inc. Altagracia volunteered for the
assignment.
3. The Chair of the Board meeting, Vice President Jose Diaz, named Altagracia Oviedo to
represent the Board on the MACDC grant regarding our initiative in economic
development.
Please process the needed documents for the loan. Also please meet with Altagracia to
appraise her regarding points 2 and 3 above .
•

•
mAlETC MEMORANDUM
To: mAIETC Board of Directors
From: Rocio Luhring, Deputy Director of Property Managemen~
Date: June 8, 1995
' .~
Re: ETC Security Office -
Recap of Events
This memo serves to inform you of changes at the ETC Security Office since early May.
On May 4, 1995, Nelson Merced accepted a resignation letter from Carlo Maradiaga,
Director of Security, effective immediately .
..
The f~llowing security officers also resigned at the time:
George Maradiaga
Wallace Nogueira
Danny Maya, security officer at South End Apartments, resigned effective mid-May. His
resignation was not linked to the earlier resignations.
• Carlos Luna was hired as Interim Director of Security on a consultant basis on May 5,
1995.
Since then he has hired two officers:
1) Carlos Nazario, serves as armed officer at South End Apartments.
2) Oscar Valdez, hired part-time on a temporary basis to work operations over the
weekends.
Carlos Luna's priorities at the time are the following:
• Assessment of the department
• Reconstruction of the department
• Staffing - both for security officers and a supervisor. The supervisor position is a
high priority at the moment.
• Summer strategy. Options considered include high visibility, hours moving from
6 P.M. to 2 A.M., and some daytime coverage.
An advertisement has been placed in the newspaper for the security officer positions. The
"ad" is running this week.
•
Notes: 1) Jaime Robles has been designated as the ETC Security Office representative for
the Festival Betances. He will be attending meetings regarding the Festival.
2) ETC Security officers and ETC Maintenance will participate at the O'Dea Park
Cleanup on Saturday.

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mAlETC MEMORANDUM
To:
mAIETC Board of Directors
From: Roc1o Luhring, Deputy Director of Property Management
Date: June 8, 1995
Re: Vacant Units filled since June 2, 1995.
This memo lists the vacant units which have been assigned to individuals since June 2,
1995.
Tenant
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31 West Dedham
71 West Dedham
34A Aguadilla
309 Paseo Borinken
Daisy Torres
Rosael Casiano
Mirza Lugardo
Lula Taylor
Emergency Transfer
All vacant units were assigned to transfers. Most are medical transfers. At the present
time, ETC does not have any waiting list applicants which have gone through the
screening process.
All of the above transfers were approved by me.
Two units (622 Tremont #3 and 301 Paseo Borinken were offered to medical transfers
and refused). We are in the process of assigning 301 Paseo Borinken to another medical .
transfer.
Attached please find a list of those units which remain vacant. Most are not ready for
occupancy. Some have been assigned to individuals on the transfer list but our office is
still in the process of completing the assignment.
•
Note: ETC & Associates transfers get priority over ETC & Associates vacant units.
HUD has approved this arrangement because of the buy-in process taking place and the
need for continuity in tenants .

•
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PROPERTY
10
10
10
10
10
20
20
20
2Q
20
20
20
30
30
UNIT
-----
A612T2
A616Tl
A622T3
B34DS5
B336S2
AWDI1B
AWD69A
AWD77-
l'.NVD71
AWD89B
E130WB
BPS48C
A301PB
A505PB
VACANCIES
. 06/95
-
MlODATE
05/31194
12131/95
01/31/95
05/31/95
04/30/95
04/30/94
06/30/95
06/30/95
Q4/3Q/95
04/30/95
02128/95
06/09/95
05/31/95
06/30/95
BRMS
OCCUPNCY
--------------.... ~----------
00
00
02
03
02
01
02
02
Q2
02
04
02
02
02
' .~

. ,.
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30
30
PSJ21A 06/09/95 04
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TO:
FROM:
Board Of Directors
Nelson Merced
lBA/ETC Me.arandu.
DATE: June 8, 1995
RE:
CEO Monthly Report
This month has been very eventful. The organization has gone
through important staf~ changes that will help us move to
accomplish the consolidation of IBA and ETC. Miriam Colon began
as the Chief Operating Officer (attached is her job description).
She brings solid experience to the organization. Both Miriam and
Rocio have begun to assume control of major administrative
functions.
General Staff Meeting:
•
We held a general staff meeting this past month. The major issue
that was addressed at this meeting were staff concerns with my
management style. Among the major concerns expressed were the
following:
- Lack of participation in the hiring of the two executive
positions.
- Communication between management and staff and between
staff. Also communication with residents was a concern.
- My visibility at community and staff events.
- Job security issues.
- My leadership style.
Attached is a memo I circulated to staff to address some of these
concerns.
Funding:
united Way - We have been approved for more funding then we
requested we originally asked for $205,000, we have been approved
for $209,000. Special thanks to Angela Johnson of the
Development Department for her hard work on this proposal. This
was her first major grant proposal. NOTE: United Way has selected
IBA to represent agencies at their press conference tomorrow. At
this press conference they will announce funding decisions.
•
Manchester Craftsman's Guild - We have been approved for phase
two of this cultural arts program. Phase two will last three
years. Ford Foundation will provide funding for this phase. I'm
still not sure how much funding will be provided in this phase .
General Cinema has provided use with a $75,000 challenge grant.
To receive this funding we most provided a business plan and

•
raise $200,000 by December .
Contracts:
For fi~cal year 1996 we have approved contracts from the
following agencies:
Department of Public Health -
Department of Mental Health -
Department of Mental Retardation -
Healthy Boston -
CSAP
ABCD -
Total
$55,000
$121,000
$135,000
$ 62,000
$ 48,000
$ 60,000
$481,000
Executive Committee:
At the last Board meeting I was asked to schedule Executive
Committee meetings . The Executive Committee met on Tuesday
evening. The Executive Committee decided to meet regularly on
the Monday before the scheduled Board meeting at 5PM. The
purpose of these meetings will be to establish the agenda for the
Board meeting and to discuss any sensitive issues before they
come before the Board of Directors.
•
Finance Committee:
The Finance Committee has decided to meet regularly on the Monday
before the Board meetings at 2PM. The purpose of these meetings
will be to review the finance of our corporations. Currently,
there is only one Board member on this committee and it needs
more members.
Arte y Cultura:
Alex Alvear has proposed to restructure his department. The main
element of this proposal is to create a Artistic Director
position and a Managing Director position. Alex would assume the
position of Artistic Director. Alex and Miriam are developing a
set of job descriptions for my review. Alex's proposal, if
approved, would help assure that we maintain high quality arts
production and increase the administrative capacity of this
department. Proposed changes will only happen if funding is
available.
•
Another change that Alex is recommending is to have Jorge
Hernandez Cultural Center report to another department like
community development. He feels that site management should
someone else responsibility. We are currently reviewing this
proposal.
Jorge Hernandez Cultural Center:
Izzy Varrella, JHCC Manager, has ' proposed that we close the JHCC

•
after the Betance Festival until September. During this time we
would perform certain repair. We will use this time to change the
heating system and repair the windows in the center. You will
notice that we have constructed gates for the alley next to the
JHCC. , We are planning a gate for the Parish House side .
•
•

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3/1/94
CHIEF OPERATIONS OFFICER
IBA/ETC is a resident controlled and community-based
. ~
organization, established in 1968, to empower Puerto Ricans and
Latinos in Boston through the development of the Villa victoria
community. Our comprehensive community building strategy was
developed to oppose resident displacement fostered by Boston's
Urban Renewal Program of the late 60's. For the past 26 years,
IBA/ETC has won national recognition for our effort to serve more
than 4000 residents by building and managing over 800 units of
affordable housing and by providing a range of educational, child
and elder care, cultural arts, and human service programs. Our
focus on community building values has fostered a well balanced
community with t esidents of ~any ages, from elderly to infants; a
physical environment that includes plazas, parks, garden space,
commercial store fronts and community rooms; and, a renowned
cultural arts program, that presents well known, as well as new,
talented Puerto Rican and Latin American artists, through our
Jorge Hernandez Cultural Center. Most importantly, our community
building values derive from an active and involved resident
population which is an essential part of the decision making
structure of our organization .
position Summary
The COO position requires the incumbent to consult with and
advise the Chief Executive Officer (CEO) on organizational,
financial and budget administration, and program development. The
COO is expected to perform work with considerable independence of
judgement and decisionmaking within the constraints of contract
regulations, finances, and prudent administrative practices.
supervision Received
The COO reports to the CEO. Supervision is conducted through
management meetings, through the review of reports submitted by
the incumbent to the CEO, and by regularly scheduled performance
evaluations. The CEO, the COO and the Deputy Director of
Property Management work together on organizational and strategic
development and comprise the corporation's senior executive
staff. The COO will be expected to consult the CEO on unusual
and sensitive situations, and on matters that require
interpretation of IBAjETC policy.
supervision Given
•
The Chief Operations Officer oversees: financial and budgeting
functions, asset management program, contract management and
personnel administration. This -includes supervision of the

•
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Chief Operations Officer
Page -2-
Accounting Department and supervision of senior non-property
management staff. The COO will work with the Deputy Director of
Prope~ty Management to assure that all corporation goals and
objectives are implemented across departments. The COO will work
with department heads to develop departmental goals and
objectives and to develop and implement work programs designed t6 ~
attain corporation and departmental priorities. Supervision will
be carried out in such a way as to provide leadership and to
motivate departmental staff properly.
Principle Duties
•
1. Establish goals and objectives for the managers under his/her
supervision. Coordinates the work of IBA/ETC departments to
assure strong productivity and high quality services.
~ ~
2a. Implements and reviews corporation and department fiscal and
budget procedures to assure that the company is achieving its
goals and objectives. Reviews regulations published by government
agencies and financial institutions and interprets same to staff.
2b. Controls and monitors contract procedures and compliance. 2c.
Aids department directors to maintains good working relationship
and communication with government agencies and regulators .
3. Develops and oversees an effective asset management program to
assure the long term viability of our properties.
4a. Oversees personnel administration: responsible for
development of personnal systems which will review, evaluate and
monitor the performance of the work force to meet corporation
goals and objectives. Assures that all hiring and personnel
procedures are implemented effectively. 4b. Conducts on-going and
annual performance evaluation of departments and of managers for
whom he/she bears direct responsibility.
5. Assures the development of strong internal communication ·
systems. Will conduct management staff meetings, and other staff
forums designed to effectively communicate with others and to
evaluate program progress as required.
6. Responsible to represent IBA/ETC in a variety of settings
internal and external.
7. Attends all Board meetings. Will work with the Treasurer and
the finance committee to insure they fuction effectively.
•
8. Prepares long and short range plans.
9. The COO serves as the primary officer of the Corporation when
the CEO is not available. Performs other duties as required.

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Chief Operations Officer
Page -3-
Knowledge, Skills and Abilities
1. Knqwledge of management theory and practice. Masters Degree
in Business Administration and five years management experience;
or BA and eight years management experience.
2. Knowledge of fiscal management and accounting theory and
practice.
3. Ability to supervises other managers.
4. Knowledge of community resources.
5. Ability to recruit and obtain the cooperation of groups and
individuals in furthering the goals of IBA/ETC.
6. Ability to mak e independent decisions.
7. Public speaking skills: ability to communicate with others
effectively, both orally and in writing. Bilingual in Spanish
and English is required.
•
8. Ability to organize and plan work .
9. Ability to work effectively with top management personnel and
the Board of Directors.
10. Knowledge of program development and program evaluation
practice and procedures.
11. Ability to motivate others toward common goals/objectives.
12. Ability to analyze complex situations and problems, and to
arrive at resolution of same .
•

•
A: Junta De Directores
DE: Nelson Merced
IBA/ETC Memorandum
FECHA: el 8 de junio de 1995
RE: Informe mensual del CEO
Este mes na sido muy importante. La organizaci6n ha ido por importantes
cambios que nos ayudara lograr la consolidaci6n de IBA y ETC. Miriam Colon
empez6 como Directora de Operaciones (incujo su descripci6n de trabajo).
Miriam trae experiencia s6lida a la organizaci6n. Ambos Miriam y Rocio han
empezado a asumir control de funciones administrativas.
Reuni6n general de los ... Empleados:
Tuvimos una reuni6n general de los empleados este mes pasado. La reuni6n
fue muy' acalorada pero productiv~. Muchos empleados hicieron puntos y
sugerencia excelentes. Entre las preocupaciones mayores estan las siguentes:
'>.
•
- Falta de participaci6n de los empleados en contratacion de las dos
posiciones ejecutivas.
- Comunicaci6n entre administracion y empleados y entre empleados.
Tambien comunicaci6n con residentes era una preocupaci6n.
- Mi visibilidad a los eventos de la comunidad y de empleados.
- Issues sobre garantfas de trabajo.
- Mi estilo de direcci6n.
Inclujo un memorandum que circule dirigido ha contestar algunas de estas
preocupaciones.
Fondo:
United Way - se nos aprobado mas fondos que pedimos. Originalmente
pedimos $205,000, se nos aprobado $209,000. Gracias especiales a Angela
Johnson de ~I Departamento de Desarrollo por su trabajo fuerte en esta
propuesta. Esta fue su primera propuesta mayor. NOTA: United Way ha
seleccionado ha IBA para representar las agencias en su conferencia de prensa
mariana. En esta conferencia anunciaran las decisiones sobre los fondo.
Manchester Craftsman Guild - hemos sido aprobado para participar en la fase
dos de este program cultural. Fase dos duraran tres arios. Ford Fundaci6n
proveera fondo en esta fase. Todavia no estoy segura cuanto fondos se
proveera en esta fase.
•
General Cinema aprobo una donacion de $75,000 concesi6n del desaffo.
Tenemos que someter un plan de trabajo and consguir $200,000 para
diciembre.

•
Contratos:
Para el ana fiscal 1996 hemos recivido contratos de las siguientes agencias:
Departamento de Salud Publica- $55,000
Departamento de Salud Mental- $121,000
Departamento de Retardaci6n Mental- $135,000
Healthy Boston - $62,000
CSAP $48,000
ABCD- $60,000
Total $481,000
Comite ejecutivo:
En la ultima reuni6n de la Junta se me pidio reuniones del Comite ejecutivas. EI
Comite ejecutivo se reunio el martes. EI Comite ejecutivo decidi6 reunirse
regularmente los lunes antes de la reuni6n de la Junta. EI prop6sito de estas
reuniones sera establecer la agenda para la reuni6n de la Junta y discutir
cualquier tema sensitivo antes de presentarse a la Junta de directores.
Comite de la finanzas:
•
EI Comite de la Finanzas ha decidido reunirse regularmente en el lunes antes
de las reuniones de la Junta. EI prop6sito de estas reuniones sera repasar la
finanzas de nuestras corporaciones. Corrientemente, hay solo un miembro de la
Junta en este comite y se necesita mas miembros.
Arte y Cultura:
Alex Alvear se ha propuesto restructurar su departmento. EI elemento principal
de esta propuesta es crear a una posicion de Director Artfstico y una posicion
de Director Administrativo. Alex asumirfa la posici6n de Director Artfstico. Alex
y Miriam desarrollaran unas descripciones de trabajo para yo repasar. La
propuesta de Alex, si es aceptada, ayudarfa asegura que mantenegamos
producci6nes artisticas de alta calidad y aumentara la capacidad administrativa
de est departamento. Estos cambios s610 se daran si hay fondos disponible.
Otro cambio que Alex recomienda es de transferir el manejo del Centro Cultural
Jorge Hernandez a otro departmento. Sugiri6 el Departamento de Desarrollo
Comunitario.
Jorge Hernandez Centro Cultural:
•
Izzy Varrella, gerente del JHCC, ha propuesto que cerramos el JHCC despues
del Festival Betance hasta septiembre. Durante este tiempo ejecutarfamos
reparaci6n necesarias. Usaremos este tiempo para cambiar el sistema de
calefaccion y reparar las ventanas en el centro. Se daran cuenta de que hemos
construido verjas cerando el callejon allado del JHCC. Planeamos una verja
para cerar el callejon al lado de la casa Parroquial.

INTEROFFICE MEMORANDUM
•
Date:
To:
CC:
From:
Subject:
06/08/95
Nelson Merced
A. Toure, A. Alvear \J\
Angela E. Johnson ~
ETC Contribution to Festival Betances
Last year for Festival Betances, ETC Developers, Inc. contributed $2,000. I
would like to request that ETC contribute $2,000 again this year for the Festival
Betances scheduled to take place July 19-23, 1995. ETC's contribution would
bring us closer to our budget goal of $20,000. If you have any questions
regarding this matter please contact myself or Alex Alvear.
;It"
•
AEJ
•
06/08/95

BOARD VOTES
COMMUNITY DEVELOPMENT DEPARTMENT
JUNE 8, 1995
1. In order to establish itself as a 501(c)3 corporation, the Bradley
Partnership needs to get aini.al financial assets to pay the various
corporate filing fees. The Partnership lawyer has reco •• ended a level
of $500 for this year (ending June 30) and $1,000 for next year.
•
VOTE:
The IBA Board of Directors authorizes a $500.00 loan in June
1995 and a $1,000 loan in fy96 to the Phil C. Bradley Housing
Partnership/Consorcio de Vivienda Phil C. Bradley, Inc. and
that the loans shall be at 0% interest due and payable at
transfer of the ETC & Associates property to the Bradley
Partnership with the loans to be voided if the transaction
cannot take place through no fault of the Bradley Partnership •
Funds for these loans will be funded out of restricted ETC &
Associates grant .oney.
2. In the previous IBA Board aeeting, Carmen Barientos was selected to pick
the new IBA appointee to the Bradley Board to replace Haydee. A person
still needs to be selected and approved by the IBA Board. The person
does not need to be a Board .ember, but they do have to live in the
Villa.
VOTE:
The IBA Board of Directors selects ~(ht 1 ~ '()./
as the IBA appointee to the Bradley Partnership Board to
replace Haydee Nazario.
3. If IBA does proceed with the MACDC grant, a Board person needs to be
selected to represent the program and attend so.e aeetings. The first
meeting would be Friday June 23 fro. noon to 4:00 in Worcester •
•

• Date:
From: .
To:
Subject:
IBA/ETC MEMORANDUM
May 18, 1995
Nelson Merced
IBA/ETC STAFF
Report to Staff
This report will address issues that several staff members have
mentioned to me in private. It will cover the following issues:
o Consolidatio ~ of IBA and ETC.
0 " Internal Communication and my presence at staff activities.
o Process for hiring executive staff.
•
CONSOLIDATION OF IBA AND ETC:
The Board of Directors decided almost two years ago that IBA and ETC
should be merged. The board mandated the full integration of the two
organizations. This has been moving slowly because we have not had
the executive staff to move this process forward. With this staff now in
place we will move this merger process at a quicker pace.
At this time the two key elements of the merger are:
1- consolidation of the fiscal and accounting functions under one
department. This has occurred. We now need to develop one .
system for budgeting, invoices, contract management, reporting, etc.
I expect that the new COO will work with our accounting staff and
department heads to develop these systems.
•
2- personnel policies. A staff driven process for developing a new
draft personnel policy manual is being undertaken by the Diversity
committee. After it is approved by me and the Board of Directors it
will govern the internal work environment of our consolidated
organization. When this is in place we will develop training for all
staff, but especially for managers, on how to use the manual.

•
Some elements that still need to happen but have not begun:
o Development of new by-laws for the Board of Directors.
o Development of a new public image for the merged organization
(organization name, new logo, new letter head, staff identification
card, etc).
o Development of strong department budgets.
o Consistent program for staff training and career ladders.
INTERNAL COMMUNICATION AND MY PRESENCE AT STAFF EVENT.
Some staff have observed that my internal communication has been
inconsistent. Their criticism is that information on decisions goes out
unevenly. Some staU feel that the)l. have not been informed about what is
going on. I accept this criticism.
I will try to improve the internal communication in the following ways:
•
•
o I will develop a monthly report to staff that will outline issues that
are important to the development of the organization .
o Key policy and other types of decisions will be distributed as
memos to staff.
o Increase the number of Department Director meetings. I have
already scheduled several months of Department Director meetings
and I will asked the COO to develop the agendas for these
meetings.
o Brown bag lunches will be scheduled with me on the following
dates: These meetings are optional.
Wednesday May 31, 12 - 1 pm Issues of interest to staff.
Wednesday June 21, 12- 1 pm
Wednesday July 12, 12- 1 pm
Wednesday August 23, 12 - 1 pm
Wednesday September 20, 12 - 1 pm
o Hold consistent organization wide staff meetings. I am committed
to meet on the following schedule: These meetings are mandatory.
Thursday July 6, 12 - 2 pm
Thursday September 7, 12 - 2 pm
Thursday November 9, 12 - 2 pm
Some staff have criticized me because I have not attended community

•
events or I have not been present at program events. Some believe that
I canlt know what their program or department is doing because I have
not taken the time to visit with their department. This criticism is
partially, correct.
Since I assumed this position, in September, I have attempted to do the
job of three people (Executive Director of IBA, General Manager of ETC
and Assistant Director of ISA). Unfortunately, I have spent half my time
at IBA and half my time at ETC. To most staff it seem that 11m never
available. This has also forced me to work at the Villa, on average, three
nights a week until 7 or 8 pm. My wife and children will only accept this
situation if I respect the time that is available to them.
With the addition of our new executive staff I will be able to spend more
time focused on public relations, Board and leadership development,
fundraising and advocacy on behalf of the community. If I can bring down
my regular work hours to normal level then I will be able to attend more
IBA events without sacrificing my family.
•
I keep in close contact with Department Directors who keep me informed
about program activities. This happens through monthly reports and
through periodic meetings.
HIRING PROCESS FOR EXECUTIVE STAFF:
When I was hired the Board of Directors gave me the right to hire and
suggested that I hire three executives. These position were an Assistant,
a Chief Financial Officer and a person to head property management. For
the past ten months I have, been attempting to fill these positions starting
with the Director of Property Management which was my priority.
The personnel policy manual gives the Executive Director/General
Manager the final responsibility to hire and to fire. It has been the
practice of IBA Executive Directors and ETC General Managers to follow
this policy closely. This means that they interviewed everyone and hired
everyone.
The policy that I implemented when I arrived was to delegate to
Department Directors the responsibility of hiring staff that reports to them.
• What this means is that I have not interviewed candidates for these

•
positions. My role has been to make sure that directors are clear about
our program priorities, find the right people and ask the right questions.
But I hold the Department Director accountable for her/his decision. If the
person does not work out then the Director must follow disciplinary
procedures. I hire the Executive staff and these positions are not
delegated to staff.
Process that was followed for _
and _:
1. The job descriptions for these positions were drafted by me and
circulated to Department Directors and Board members for comments.
This was done in October 1994. I received comments from only two or
three department directors. Board members did not comment on the job
descriptions. Comments were incorporated as appropriate.
~ tic ',
•
•
2. In November 1994 the description for Deputy Director of Property
Management was mailed to our mailing list and posted in the Boston
Globe. Few qualified candidates emerged from this process. I
aggressively networked with many people and in March 1995 recruited 4
people to apply for the position .
3. In March I set up an committee to interview for the Director of Property
Management. Members of this committee were Norma Hernandez
(community resident), Haydee Nazario (Board President), Brenda
Hernandez (staff member) and Gene Boehne (Board Member). Of the 4
candidates only three agreed to be interviewed. Two were impressive,
but with little experience in property management. I offered the position
to one person who turned me down. My second choice for this position
was no longer interested in the position, but was still interested in our
organization. _ was one of the two candidates who were qualified
for the position. Although _ was my second choice for the Director
of Property Management, she was highly qualified for either the position
of Chief Operations Officer (COO) or Chief Financial Officer (CFO).
4. At this point I combined the position of COO/CFO. I did this because
we do not have the resources to fill both positions. I consulted with some
board members about this move and offered the job to _. I picked
_ because she is highly qualified, she was interviewed and she was
available. If I didn't hire her quickly, she would be hired by someone
else.

. -
• 1. _ was referred to me in December by Fred Siegrist (our
au~iewed her then, but I thought she was only interested in
the CFO position. I was not ready to hire for the CFO position at that
time. It didn't occur to me that she would be qualified for the property
management position until after I spent four months looking for someone
for this position with no luck. I found her resume on my desk in late April,
I thought she would be qualified and called her up. I faxed her the job
description and I asked her to consider the position. I interviewed her
again, I concluded that she was very well qualified and offered her the
job. She accepted and was ready to start right away.
•'
Highly skilled profes~ ionals, especially Hispanic executive, are in high
demand. When they become available and they qualify for the position
you are, looking for you must move quickly. We went to long without
filling these positions. I move quickly when the people became available,
otherwise the organization would continue to suffer .
•

MEMORANDUM
TO:
FROM:
Board of Directors
Q
Laura Buxbaum \; ~)
DATE: June 6, 1995
RE:
Board Development
The purpose of this memo is to update you about the efforts made
so far to put together a program of board training and
development, ana to ask for your help.
'.
•
In the past several years, IBA staff and board members have
worked together to plan board retreats and trainings as well as
leadership trainings for board and community residents. What we
have lacked, however, is a regular schedule of trainings and
other board development acitivities. Many of you have spoken to
me recently about the need for such trainings, and I have been
investigating some possibilities. Some of you were able to
attend the Board Leadership training at Tufts last weekend, and I
will continue to inform you of training opportunities outside the
neighborhood. Please also let me know if you hear about
workshops that you think would benefit the board.
I think it is most important, however, to put together a series
of trainings that could be conducted at IBA on a regular basis.
To that end, I have submitted applications to the United Way's
board development program and to another program sponsored by the
Executive Office of Communities and Development. I have also had
an initial discussion with Silvia Urrutia of the Metropolitan
Boston Housing Partnership. MBHP sponsors a leadership training
series each year, with workshops in Spanish and English, on a
variety of topics. Silvia also led one of IBA's leadership
trainings last year.
At this point, I need more input from board members. I suggest
that the board designate two to four representatives to a Board
Development Subcommittee that will help put together a board
development program for the year. I hope that you will have time
to discuss this at the June meeting, and let me know who the
subcommittee members are so that we can begin working on this
right away.
cc:
Nelson Merced
Miriam Colon
Tito Meza

•
MEMO
TO : BO~ 0 ) D~RECT. ORS ~ jJ~
QliJ~
vi (~(N~ lJj or 1 haM 1
FROM: Nih:soN MERCE~ ~
RE
MONTHL Y BOARD MEETING
•
The purpose of this meeting is to let you know that the Board of Directors
meeting will be held on: f;;Ci,E ~V\(,
~ , '10
DATE: Jl.L.E-,8, 1995
PLACE: CONFERENCE ROOM
IDA - 2ND FLOOR
TIME
6:00PM
Please call Jenny Diaz to confrrm your attendance. Dinner will be
available. Please make all necessary arrangements to be at this meeting
on time. Thank you.
•

•
IBAIETC MEMORANDUM
A
DE
: Junta de Directores
: Nelson Merced, CEO
FECHA: June 1, 1995
RE
: Enmienda de las regulaciones de ETC
•
Jose Diaz ha hecho una peticicion a la Junta Directiva para hacer una
enmienda a las regulaciones de ETC con respecto al penniso de tener
mascotas. Yo cree que el hacer una enmienda a las regulaciones de ETC
requiere el utilizar el mismo proceso para hacer la enmienda a los
reglamentos de la corporacion. Los requisitos para hacer una enmienda a
los reglamentos son los siguientes:
• Notificar a la Junta Directiva con 48 horas de anticipacion sobre
enmiendas sugeridas para los reglamentos. Las enmiendas seran
consideradas en la proxima reunion.
• Una explicacion de las enmiendas debe ser sometida.
• En la proxima reunion debe haber 2/3 votos de los miembros presentes
para poder aprobar la enmienda a los reglamentos.
He incluido el contenido de la propuesta a la enmienda que Jose Diaz
sometio.
•

•
IBA/ETC MEMORANDUM
TO:
FROM:
Board of Directors
Nelson Merced, CEO
DATE: 06/01195
RE:
cc:
Amendment to ETC regulations
Jose Diaz has requeste that the Board of Directors amend ETC regulations to allow pets.
I believe that making amendments to ETC regulations requires the same procedure as
those'required to amend the by-laws of the corporation. The requirements to amend the
by-laws are the following:
•
• at least 48 hours notice to the Directors that an amendment to the by-laws will be
considered at the next meeting.
• an explanation of the proposed amendment.
• a vote of 2/3 of the members present and voting may change the by-laws at the next
scheduled Board of Directors meeting.
Enclosed is the substance of the proposed amendment that Jose Diaz submitted.
•

Para: Miembros de la junta de IBA/ETC
De: Jose I. Diaz / V.P.
Fecha: 24 de mayo de 1995
Asunto: Cambios en regulaciones de ETC
e
Solicito de ustedes que. hagamos una enmienda a las
regulaciones de ETC con referencia a las mascotas. Los residentes
deseamos obtener la autorizacion para poder mantener en nuestros
apartamentos mascotas tales como: gatos, perros que sean de
tamano pequeno, pero que no se Ie autorize a los residentes tener
mascotas de tamano grande. Actualmente los problemas causados por
mascotas en el vecindario, han sido causados por los perros
grandes como "pitbulls" etc, y no los perros pequenos.
Deseamos tambien que cuando los perros pequenos sean
caminados por sus duenos, estos hayan sido registrado, caminados
con una correa y que los duenos limpien las necesidades que han
hecho sus mascotas tambien deseamos que la oficina sea informada
sobre las mascotas y sus actividades y otras regulaciones puestas
por la oficina.
Sinceramente,
Jose Diaz, Vice Presidente
e-

. ..
•
' ,-0
TO:Board Members of ETC/IBA
FR:Jose I. Diaz, Vice President
DT:May 24, 1995
RE:Changes in ~he regulations of ETC
•
We are asking for a change on the ETC regulation relating to
pets. Several residents have expressed concern and would like to
obtain authorization to keep pets in their apartments like small
dogs and cats.
The problems that have been caused have been by pets larger
in size like the Pitbulls, not those dogs smaller in size.
We will ask those people interested on obtaining a pet to
have written notice to the office of ETC/IBA and also have their
dogs and cats registered and vaccinated. We will also require
those people to pick up after their pets.
It is important that we respect residents rights in their
homes •
•

\
•
u.s. Department of Housing and Urban Deftlopaleot
Massachusetts State Office
Office of Housing
Thomas P. O'Neill, Jr. Federal Building
10 Causeway Street
Boston, Massachusetts 02222-1092
New England
JUN 06 1995
Mr. Nelson Merced
Viviendas Associates
c/o ETC Developers, Inc.
630 Tremont Street
Boston, MA 02118 ~
Dear Mr. Merced:
•
Subject:
Physical Inspection Report (HUD-9822)
Project Name: Viviendas Associates
Project No.: 023-44101
Enclosed is the Physical Inspection Report for the subject
development. Part D of the HUD Form-9822, Physical Inspection
Report, rates the overall physical condition and maintenance
policies and practices of the project as Satisfactory.
With reference to Part B: Physical Condition, Urgency Column
(H/M/L/) the urgency definitions are as follows:
H -
M -
L -
High Priority
Medium Priority
Low Priority
For deficient items with these urgency codes, the owner/
management must take the following actions:
H -
M -
L -
High Priority Items(s) require immediate action to
correct the deficiency.
Medium Priority Item(s) must have a plan and provide
for correction of deficiencies within six (6) months.
Low Priority Item(s) must have a plan to correct defects
prior to next scheduled annual inspection.
•
Please furnish this office with your schedule for
accomplishing or planning for corrective actions within thirty
days. The schedule should include item, urgency code, target
completion date, estimated cost and source of funds.

.. ~
•
Many of the items reflected on the current report were also
on the previous report and as indicated have not been completed.
Please provide an explanation of why these items have not been
addressed.
If you have any questions, please contact Judith Smith of my ·~
staff at (617) 565-5387.
Enclosure
Very sincerely yours,
~~~
~ith Smith
Asset Manager
Asset Management Branch
•
•