Mass Mentoring Partnership Inc

aka MMP   |   Boston, MA   |  http://www.massmentors.org

Mission

Mass Mentoring Partnership (MMP) is committed to ensuring that every young person in the state has access to quality mentoring relationships, regardless of who they are or where they live. MMP is a statewide organization that partners with corporate, public, and philanthropic entities to drive critical resources to a network of more than 370 mentoring and youth-serving organizations, representing more than 50,000 young people from Boston to Pittsfield.

Ruling year info

1993

President/CEO

Ms. Lily Mendez

Main address

75 Kneeland Street, 11th Floor

Boston, MA 02111 USA

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Formerly known as

Greater Boston One-to-One

EIN

22-3207958

NTEE code info

Adult, Child Matching Programs (O30)

Management & Technical Assistance (O02)

Alliance/Advocacy Organizations (O01)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Communication

Blog

Programs and results

What we aim to solve

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Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Quality Based Membership (QBM)

QBM is a quality assurance process that provides an “indicator of quality” for mentoring programs in Massachusetts to help them benchmark their program practices against national standards of excellence. QBM demonstrates a commitment to excellence to potential mentors, funders, parents, and community partners. Together program staff and MMP develop a “Road to Membership” plan which outlines the training and technical assistance MMP staff will provide to help strengthen the organization’s program. The three levels of membership include: Affiliate, entry point for membership; Associate Partner, programs in the process of conducting a self-assessment, or actively working to meet designated standards for quality; and Partner Member, formal youth mentoring programs that have completed the self-assessment and demonstrate adherence to all requirements of QBM. The overall goal is to help sustain and grow high quality mentoring programs in order to match more caring adults with young people in need.

Population(s) Served
Age groups
Ethnic and racial groups
Family relationships
Social and economic status

MMP works with mentoring and youth-serving programs to assess programmatic needs and organizational capacity, identify resources for start-up and on-going operations, and provide customized strategies on how to implement and sustain a quality program that benefits mentors, youth and the organization. MMP presents a range of capacity-building services, including a two day program on how to build a quality youth mentoring program for organizations, enhanced trainings on program organizational development, research, and customized consulting for programs in our network. MMP offers standard trainings at various times throughout the year and provides technical assistance around general program support and development.

Population(s) Served

The Ambassadors of Mentoring program drives human capital to mentoring programs across Massachusetts to extend and deepen our impact, especially in underserved areas. MMP receives support from the Cummings Foundation and the Massachusetts Service Alliance to host this AmeriCorps program. MMP conducts a competitive process to host Corps members who are co-recruited, co-hired, trained by MMP, and placed for a year of service at sites, building their capacity while enhancing the quantity and quality of mentoring. MMP currently has 23 members at 21 agencies and MMP. Over the past five years, Corps members provided more than 100,000 hours of service to mentoring programs.

Population(s) Served

MMP brings the power of relationships into classrooms through the Success Mentors program, propelling students forward in public schools located in high-need focus areas, along with an evidence-based and data driven model and support system, to ensure real progress can be attained and the achievement gap narrowed to more equitable outcomes. The aim of the Success Mentors program is to have schools identify and support chronically absent students through mentoring in order to increase student attendance and engagement in school; provide the necessary supports and scaffolds to prevent future absences and support students to build connections with adults in their school communities and outside of school. This program is a part of the groundbreaking My Brother’s Keeper (MBK) campaign announced by President Obama, in November 2015. MBK is a way to address the social, economic, and justice issues facing youth of color.

Population(s) Served

MMP actively engages in raising public awareness of the success of mentoring and positioning mentoring as a policy strategy to improve outcomes for youth. MMP mobilizes program partners in advocacy campaigns that protect and increase state and federal funding opportunities for youth mentoring programs and provides technical assistance for programs applying for public sector grants. MMP supports its network by providing information and frequent updates throughout the state and federal budget processes. In positioning mentoring as a policy strategy, MMP drives research to the field by conducting Mass Mentoring Counts, the statewide mentoring survey in conjunction with the UMass Donahue Institute biannually. The findings are used to benchmark the field of mentoring in Massachusetts and inform and guide policy-makers, funders, and practitioners. MMP uses the data to strengthen advocacy for support of mentoring through public policy and public funding.

Population(s) Served

Where we work

Awards

Affiliations & memberships

MENTOR: National Mentoring Partnership - Respondent

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

Based on our ongoing assessment of the needs of young people in Massachusetts, we have identified three priorities for action:1. Partner with youth-serving organizations in underserved African American and Latino communities to make sure that all young people have equal access to mentors and adult role models.2. Mobilize our network of people, organizations, and government to advocate for underserved communities and direct resources where they are needed the most.3. Continually improve our cultural competence to become better advocates and more effective partners with all communities in Massachusetts.

We call our strategy and approach Relationships in Action. This is a four stage process that focuses our efforts and makes us a more effective partner to other organizations, government, and the community at large. 1. Assess: We study and document the many ways in which mentors and adult role models can improve the lives of young people in Massachusetts. We partner with mentoring programs, youth serving organizations, and the community at large to assess the needs of young people and our state’s ability to meets those needs when, and where, it matters the most.2. Build: We offer training, technical assistance, and knowledge sharing to develop and build the capacity of high quality programs that serve young people and foster positive relationships with adults. We also direct state and private resources towards individuals and organizations that are helping to address unmet needs in the community.3. Connect: We help non-profit organizations, schools, state agencies, and businesses collaborate to foster adult role models and mentoring relationships in Massachusetts. Together, we are creating a powerful network that will bring more engaged adults into the lives of young people and create a prosperous future for everyone. 4. Advocate: Through our ever-growing network of organizations, business, and state and local government, we are making the case for the importance of positive relationships with adults in the lives of young people in Massachusetts – as well as for the future of our community as a whole.

We have a partner network of 325 established youth mentoring organizations and youth-serving programs throughout Massachusetts that create and strengthen empowering youth-adult relationships to ensure every young person can reach their full potential. We have a dedicated program staff including a Vice President and Chief Program Officer that oversees program operations, managing program partnerships and a staff with expertise in mentoring and youth development, including two Managers of Targeted Communities, encompassing Western Massachusetts (Holyoke, Springfield, the Berkshires, and more) and Greater Boston (Mattapan, Roxbury, Dorchester), Cape Cod, Lawrence, and Lynn. Additionally, the program team has a Senior Manager of Training and Technical Assistance, which oversees the work of our capacity-building efforts of program partners throughout the state. And, there is a Manager of the AmeriCorps Ambassadors of Mentoring Program, who facilitates and coordinates a group of 25+ members as they embark on a year of service to add capacity to parter youth-serving programs and increase the resilience and strength of mentoring organizations in the state.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • How is your organization collecting feedback from the people you serve?

    Electronic surveys (by email, tablet, etc.), Focus groups or interviews (by phone or in person),

  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve,

  • What significant change resulted from feedback?

    We collect feedback after every training event that we have, and we constantly refer back to this information when creating and updating training materials and presentations. We take feedback very seriously and always incorporate it to improve our content and style of delivery. Shortly after the COVID-19 pandemic hit this spring, we conducted a survey of the mentoring and youth-serving field to learn what their most urgent needs are. We are now using this information to focus our training and the development of products and services to better meet the needs of the programs.

  • With whom is the organization sharing feedback?

    The people we serve, Our staff, Our board, Our funders, Our community partners,

  • What challenges does the organization face when collecting feedback?

    We don’t have the right technology to collect and aggregate feedback efficiently, It is hard to come up with good questions to ask people,

Financials

Mass Mentoring Partnership Inc
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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

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  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

Mass Mentoring Partnership Inc

Board of directors
as of 11/17/2020
SOURCE: Self-reported by organization
Board co-chair

Ms. Jacqui Conrad

Cambridge College

Term: 2020 -


Board co-chair

Mr. Mark Eldridge

ALKU

Term: 2012 -

Paul O'Brien

President, The O'Brien Group

John Mahoney

Retired Vice Chairman & CFO, Staples Inc.

Steven Powell

Broadridge

George Neble

Retired Ernst & Young

Jacqui Conrad

Director, Communications and Public Relations, Cambridge College

Mark Eldridge

Chief Executive Officer and Founder ALKU

Brian Sullivan

Commonwealth Financial Network

Tom Caron

NESN

Warren Zola

Boston College Carroll School of Management

Josh Franklin

Crystal Financial

John Griffin

State Street

Ann Burke

Western MA Economic Development Council

Deborah Lawrence Swallow

Bank of America

Yves Soloman-Fernandez

Greenfield Community College

Tracey West

WilmerHale

Phillip Roshak

EY

Colin Burch

The Red Sox

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? No
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? No
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? No

Organizational demographics

SOURCE: Self-reported; last updated 11/17/2020

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

No data

Race & ethnicity

Gender identity

 

Sexual orientation

No data

Disability