The Alliance for Business Leadership Inc.

Progressive Vision, Voice, Action

aka The Alliance for Business Leadership   |   Boston, MA   |  alliancebl.org

Mission

The Alliance for Business Leadership is a coalition of progressive business leaders united in the belief that social responsibility and sustainable economic growth go hand-in-hand. The Alliance seeks to connect progressive business leaders with their like-minded peers and with policymakers, and to amplify the voices of the progressive business community in order to advance policies that create growth and opportunity for everyone in Massachusetts.

Ruling year info

2008

Principal Officer

Jennifer Benson

Main address

PO Box 961149 Boston

Boston, MA 02196 USA

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Formerly known as

Progressive Business Leaders Network

EIN

26-0847220

NTEE code info

Professional Societies, Associations (V03)

IRS filing requirement

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

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Communication

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?

ABL Leader Lab

ABL Leader Lab is a day-long problem solving convening that brings together 250 business and civic leaders for a hands-on, interactive workshop on pressing policy issues facing the Commonwealth. Topics have included: health care cost containment, sustainability, education reform, transportation, economic development, veterans' employment, workforce housing and economic empowerment.

Population(s) Served
Adults

ABL Lunch & Learns are hour-long, small, informal lunches that bring together business leaders and policy experts for conversation and learning about policy topics of interest to the progressive business community. The lunches sometimes lead to business leaders deciding to engage on an issue or seek more information through the Alliance, and sometimes merely lead to an informative mid-day discussion.

Population(s) Served
Adults

Approximately every other month the Alliance hosts a signature Progressive Power Hour, bringing together 30-50 progressive business leaders with a high profile public official for an hour long interactive conversation about policy issues facing Massachusetts.

Population(s) Served
Adults

Members are invited to serve on councils focused in specific policy areas, currently Housing and Climate and Energy.

Population(s) Served
Adults
Families

Where we work

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.

The Alliance seeks to use the voices of progressive business leaders to advance practices and policies in Massachusetts that create growth and opportunity for everyone. Over the next 3-5 years the Alliance seeks to:- Grow our membership numbers from 170 to 300-500.- Employ 4-5 full time staffers.- Grow our budget to approximately $750,000- Develop and begin to execute a plan for long-term growth - Cement a place in the Massachusetts civic landscape as an established a voice for the business community as other existing business organizations. Though a somewhat fuzzy measurement, we envision long-term success, at least in Massachusetts, as establishing ourselves so that no reporter, organizer, activist, or powerbroker claims to know what the ""business community"" thinks about a given issue without having checked with the Alliance first. Long-term success means that all corners of Massachusetts civic life recognize that there are a wide range of views within the business community, and that there is a loud and organized voice pushing for policies and practices that create growth and opportunity for everyone.

1. Growing our staff: As a small staff of 3, we can accomplish a great deal, but in order to achieve long-term success for the organization we will need additional bandwidth to focus on growth and membership engagement, policy education, and programming. 2. Growing our budget: new staff and new programs cost money. 3. Growing our membership: like most organizations, we are bigger, faster, louder, and stronger when there are more of us. 4. Professionalizing our operations: Sine 2015 we have been focused on professionalizing our operations, and this focus will continue into the future. From better membership data collection to improve budget reporting to the Board, and other advancements, we stand to further our impact when we operate at a higher level. 5. Committing to diversity. A staff and board that looks like the Greater Boston business sector will make our organization more effective and relevant.

The Alliance has some essential core assets at its disposal, making achieving our goals highly probable: 1. A high-powered, dedicated Board. The Alliance Board of Directors is a who's who of the progressive business community. 2. Stabilized finances. The Alliance's finances are in the best shape of recent memory, and the organization's funding sources are diversified between membership dues, foundation support, major donors, corporate sponsors, and Board giving. 3. Staff leadership. Though a small team, the Alliance's staff has deep relationships in Massachusetts civic, political, and media circles. 4. A plethora of partners. Policy and issue organizations of every stripe seek to partner with the Alliance because they know that having a business voice making the case for their cause only strengthens their position. We have the opportunity to team up with respected experts like Transportation for Massachusetts, CHAPA, POAH, Health Care for All, ACLU, NAACP, and many more.

The Alliance For Business Leadership has become a powerhouse in public policy and civic leadership. We successfully advocated for increasing workplace opportunities for all, including paid sick leave, increasing the minimum wage, and pregnant worker fairness. We have also been a leader in climate and energy policy, transit advocacy - including a successful 3 part radio program covering ABL's business leader delegation visit to Mexico City to study Bus Rapid Transit.

We will build on these accomplishments and continue resource investment in finding ways for the private and public sectors can work together to address the biggest problems impacting Massachusetts' economy and families. We are focusing efforts on affordable housing, increasing transit options, and addressing climate change.

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 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, To understand people's needs and how we can help them achieve their goals,

  • With whom is the organization sharing feedback?

    Our staff, Our board, Our community partners,

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive,

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, The people we serve tell us they find data collection burdensome, Staff find it hard to prioritize feedback collection and review due to lack of time, It is difficult to identify actionable feedback,

Financials

The Alliance for Business Leadership 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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lock

Connect with nonprofit leaders

Subscribe

Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • 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.

The Alliance for Business Leadership Inc.

Board of directors
as of 10/14/2021
SOURCE: Self-reported by organization
Board chair

David Gasson

MG Housing

Term: 2020 - 2022

Jeff Bussgang

Past Chair

David Belluck

Board Vice-Chair

Joshua Boger

Board Vice-Chair

Andrea Silbert

Board Vice-Chair

Beverly Armstrong

Board Secretary

David Gasson

Board Chair

Philip Edmundson

Board Member

James Boyle

Board member

Geoff Chasin

Board member

Sean Curran

Board member

Colette Phillips

Board member

James Roosevelt, Jr.

Board member

Juan Morales

Board Member

Quincy Miller

Board Member

Barbara Russell

Board Member

Emily Reichert

Board Member

Dan Wolf

Board Member

Chenelle Brown

Board Member

Gustavo Quiroga

Board Member

Priscilla Rojas

Board Member

Juana Matias

Board Member

Keith Chaney

Board Member

Tito Jackson

Board Member

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? Not applicable
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Not applicable
  • 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? Not applicable
  • 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? Not applicable

Organizational demographics

SOURCE: Self-reported; last updated 10/14/2021

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

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female

Race & ethnicity

Gender identity

 

Sexual orientation

Disability

No data

Equity strategies

Last updated: 10/14/2021

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

Data
  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We disaggregate data by demographics, including race, in every policy and program measured.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We use a vetting process to identify vendors and partners that share our commitment to race equity.
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.