Union Capital 2026 Annual Impact Report

2026 Annual Report

unioncapital.org

REPORT CONTENTS 3 4-7 8-9 10-13 14-17 18-19 20-21 22-23 24-27

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UNITED CAPITAL 2026 ANNUAL REPORT

Welcome Letter 2025 Highlights and Impact 2025 Data Dashboards 2025 Measurable Outcomes Leadership Development & Clubs Year 1 of our Strategic Plan Looking Ahead to Year 2 Plans Our Budget and Leadership Gratitude

“

Union Capital to me means ‘togetherness’, a village, something I’ve always wanted and needed.

The past year has brought wave upon wave of unpredictable upheaval, uncertainty and attacks on our communities.

At Union Capital we have remained steadfast in our commitment to build social capital as a means of buffeting these waves, overcoming challenges, and sparking sustainable opportunities.

We are: Built On Connections.

Thanks to your support and our incredible networked community, we have not had to curtail programming, cut staff, or limit the rewards and resources going directly to our members in Boston and Springfield, MA. As this report will detail, we continue to grow strategically and successfully in both our Massachusetts regions.

Our benefit and impact is grounded in our 3-tier model of cultivating community engagement and building social capital: 1) providing resources and rewards, 2) curating trusted community spaces to connect and share, and 3) training and supporting emerging grassroots leaders who create ripples of impact with the new initiatives they lead that benefit our members.

We invite you to read this report, celebrate our gains, and join with us to continue building connections that open doorways of unlimited opportunities and collective community power.

“

The Union Capital Core Team Elsa Flores

East Boston Network Manager

Diana Garcia

Boston Network Manager

Semhar Habtehans

Boston Network Support Administrator

Shavonne Herrington

Director of Boston Partnerships

Dennis Hicks

Director of Leadership

Eric Leslie

Founder/Lead Organizer

Roberto “Tito” Martinez Director of Springfield

Heather Salerno

Springfield Network Support Administrator

Jalina Suggs

Director of Boston

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2025 Highlights 2025 provided the opportunity for us to strengthen our three-tiered social capital impact model:

1

Reward community and civic engagement

2

Curate community connections at our weekly

3

Train and support emerging grassroots leaders

Boston

using our mobile rewards app.

Network Nights and resource sharing gatherings.

who create programs that give back to our collective community.

In 2025 in Boston and Springfield, over 5,500 individual members tracked over 250,000 hours of community engagement, resulting in over $280,000 in earned rewards.

Hosted large Resource Fairs and Marketplace Days to spark hundreds of connections and exchanges

In total we hosted over 145 in-person and virtual Network Nights, Resource Fairs, partner programs, leadership trainings, and other community gatherings with a cumulative total of over 17,000 attendees.

Springfield

“

That is an average of almost 3 events per week with over 115 attendees every time, every week of the year.

Union Capital is like the secret gem in our city. If you are involved in Union Capital, you’ll get to see the community in a different way and learn things you didn’t before.

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UNITED CAPITAL 2026 ANNUAL REPORT

Hosted our first Community Network Breakfast with dozens of civic and nonprofit leaders

“

Union Capital helps make the way for others a little more manageable to achieve their own set of goals, all while helping them to get more involved in community events and in turn helping others.

“

Launched UC Clubs, hosted Leadership Luncheons and Network Coordinator Retreats, as we continued to grow our leadership training programs

Celebrated our Sylvia D Brewer Community Leader Awardees and Thomas J Ruffen Community Leadership Fund grantees at our annual Celebration of Leadership in December

Celebrated 2 years of Union Capital in Springfield, growing to over 2,000 members and over $140,000 in earned rewards

Closed the year with a large Resource Holiday Festival and Community Leader Awards Ceremony BUILT ON CONNECTIONS

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2025 Impact Net Promoter Score: 77

How likely is it that you would recommend Union Capital to a friend or colleague?

Detractors (0-6): 5% Passive (7-8): 13% Promoter (9-10): 82%

What is your favorite part of Union Capital?

I identify as a Union Capital Member: Not at all true: 1% A little true: 5% Sort of true: 10% Mostly true: 13% Very true: 71%

1 5

1 5 10

10 13

Earning UC points and rewards: 22% Event and resource information: 44% Recognition and appreciation: 3% 3 3 Relationships and support from the UC community: 28% 22 Other: 3%

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71

28

13 3

71

22

3 44

44

Financial assistance: rent, food, utility, childcare, etc 29% Has Union Capital connected Items or favors from Network Night Marketplace 28% you to any of the following Financial programs: credit, planning, homeownership, etc 27% programs, resources or Mental, physical health programs and resources 27% opportunities that have been Adult education & job training 26% helpful to you?

Political campaigns and civic advocacy 19%

“

Other resources include: Public Safety (17%), Racial, social justice, gender and cultural awareness (17%), Public transportation access and equity (16%), Youth resources and opportunities (15%), Climate change and environmental awareness (15%), Addiction recovery programs and supports (14%)

Union Capital offers a wealth of information, resources, and opportunities on their platform for all members of the community.

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UNITED CAPITAL 2026 ANNUAL REPORT

I love Union Capital and believe in its mission and ability to transform my community and assist with resources and community engagement.

We asked our members in our annual survey, “What does Union Capital membership mean to you?” A summary of their 900+ responses found:

“

1. Community and Connection Family and Togetherness: a “community” and a source of “unity” and “togetherness”.

Support Network: a “support group” where members “don’t have to be alone”, fostering a “close knit family”.

Engagement: promoting “community engagement” and “getting people involved, active, and ready to initiate”.

2. Resources, Learning, and Empowerment Resource Provision: “providing resources to help people” and being “full of resources”.

Knowledge and Information: a place to “learn a lot” and a source of “valuable information” about the community.

Personal Growth: Members describe feeling “empowered” and having the “opportunity” to “contribute my knowledge”.

3. Safe Space and Open Expression Judgment-Free Zone: A key value is being “a place where I can express my ideas without judgement”.

Respectful Conduct: The community is described as a place where people are “respectful, responsible” and where members can “talk to people” in a positive environment.

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UNITED CAPITAL 2026 ANNUAL REPORT

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2025 Union Capital Annual Member Survey Results What is your primary employment status?

Boston 595 matched surveys Entry Survey

December 2025

Percentage change

Employed full-time/ part-time

44%

49%

+11%

Unemployed

21%

16%

-24%

Student, Out of the workforce

35%

35%

0

Springfield 294 matched surveys Entry Survey

December 2025

Percentage change

Employed full-time/ part-time

51%

55%

+8%

Unemployed

14%

10%

-40%

Student, Out of the workforce

37%

36%

0

What is your Credit Score?

Boston Entry Survey

December 2025

Percentage change

600-800+

40%

51%

+28%

Below 600

25%

23%

-8%

Don’t know

35%

26%

-26%

Springfield Entry Survey

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December 2025

Percentage change

600-800+

39%

46%

+18%

Below 600

31%

29%

-7%

Don’t know

30%

25%

-17%

UNITED CAPITAL 2026 ANNUAL REPORT

College degrees attainment: Boston Entry Survey

December 2025

Percentage change

Graduate/Doctorate Degree

10%

11%

+10%

Bachelor’s Degree

16%

19%

+19%

Associate’s Degree

10%

13%

+30%

Springfield Entry Survey

December 2025

Percentage change

Graduate/Doctorate Degree

9%

10%

+11%

Bachelor’s Degree

14%

14%

0

Associate’s Degree

9%

9%

0

“

To me, Union Capital is more than just an app; it’s a pathway for people to transform their lives and their neighborhoods. The rewards system is a brilliant motivator, it celebrates hard work and shows that doing good for others has real value.

“

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2025 Union Capital Annual Member Survey Results

Did you vote in the November 2025 Municipal election?

Boston Eligible UCB Members (citizens over 18 years old)

Boston Citywide Turnout

Yes

72%

22%

No

28%

78%

Eligible UCS Members (citizens over 18 years old)

Springfield Citywide Turnout

Yes

67%

11%

No

33%

89%

Difference

+327%

Springfield

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UNITED CAPITAL 2026 ANNUAL REPORT

Difference

+609%

Union Capital has helped me find the confidence that I lacked this year. I’m beyond excited and looking forward to another year of learning and service in 2026.

“

Boston Demographics

Springfield Demographics

47% African American or Black

49% Hispanic/Latino

33% Hispanic/Latino

24% African American or Black

8% Other/Not reported

14% White

4% White

6%

Other/Not reported

4% Multi-racial

5%

Multi-racial

2% Asian

1%

Asian

1% Alaskan Native or American Indian

<1% Alaskan Native or American Indian

1% Middle Eastern or North African

<1% Middle Eastern or North African

68% Female

64% Female

28% Male

32% Male

4% Gender Non-conforming/Not reported

4%

14% Disability

17% Disability

6% Receive WIC benefits

10% Receive WIC benefits

44% Receive SNAP benefits

42% Receive SNAP benefits

45% enrolled in MassHealth

39% enrolled in MassHealth

Gender Non-conforming/Not reported

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Grassroots Leadership: A Year of Growth and Impact

2025 was a landmark year for the Union Capital Leadership Program, reflecting both the growing demand for leadership development and the strong commitment of our members to lead in their communities. We received the highest number of applications in the program’s history, with 108 members from Boston and Springfield applying to participate in our leadership programs.

To meet this demand, we continued offering two UC Learns classes and piloted UC Aprende, the Spanish-language version of the program.

While the first cohort was small, the participants’ dedication reinforced the importance of expanding leadership opportunities for Spanishspeaking members. We are excited to continue this work with the next UC Aprende class launching in Spring 2026.

In 2025, we also launched UC Clubs, memberled groups designed to deepen connection and shared learning within our community. The program quickly grew to eight active clubs,

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UNITED CAPITAL 2026 ANNUAL REPORT

including a thriving Toastmasters group with more than 20 members building their public speaking skills in a supportive environment.

Summer of S.O.L. (Spotlight on Leadership) continued to grow in its second year, with eight facilitators leading workshops that engaged 85 Boston members through creative, skill-building experiences rooted in leadership.

We also introduced Quarterly Leadership Summits, a new talk-show style series on Zoom that highlights inspiring leaders from our community in candid, engaging conversations. In addition, our Leadership Luncheons expanded with guest facilitators, including Naeemah Elias of Elias Presence, who led an impactful session titled “The Perfect Year Blueprint: From Dreams to Done.”

Together, these initiatives reflect Union Capital’s continued progress in building a vibrant leadership ecosystem where members learn, connect, and grow as community leaders.

Grassroots Leadership: Investing in Emerging Leaders The Thomas J. Ruffen Community Leadership Fund The Thomas J. Ruffen Fund continues to catalyze grassroots leadership by providing one-time seed funding to emerging leaders across the Boston area launching initiatives in civic engagement, community service, and entrepreneurship.

David R. Leslie Small Project Fund Established in 2024 in honor of the father of our Founder and Lead Organizer, Eric Leslie, the David R. Leslie Small Project Fund provides awards of up to $1,000 to support community-driven initiatives that spark connection and create meaningful impact across Boston.

In 2025, the fund supported three inspiring leaders: Lucas Phillips, Tiffany Williams, and Kennysha Wrencher. Their projects reflect the spirit of community-driven leadership and demonstrate how providing resources and support empowers leaders to create meaningful impact in their communities.

This year, two leaders were selected to bring their ideas to life through the fund:

“Receiving funding from the Thomas J. Ruffen Community Leadership Fund means so much to me because it allows me to grow Fibroids to Flowers under my organization, Her Womb Essence: Wellness & Advocacy Collective. My organization focuses on holistic womb wellness, education, and advocacy for women in the community. This funding helps me continue this important work by creating spaces for learning, healing, and open conversations that connect both holistic and medical care so women can make informed choices about their health.” Kennysha Wrencher

Both recipients will showcase their projects in 2026, offering our community the opportunity to learn from their work and celebrate the impact of member-led initiatives made possible through this fund.

Daniel Laurent: Visual Premier of Nobody Knows Tiffany Williams: Grandeur Finds By Tiffany Fashion Show

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Grassroots Leadership: Member Voices Participants shared powerful reflections about how the leadership programs have shaped their growth.

GROWING CONFIDENCE “My confidence in speaking in front of others has increased. My network of community members has expanded.”

“I used to be nervous about public speaking. Now I feel much more confident because of UC Learns.”

FINDING THEIR VOICE

The vast majority of respondents report increased confidence in speaking, organizing, and leading.

PROGRAMS ARE PRODUCING REAL COMMUNITY LEADERS Members are not only learning—they are launching initiatives, leading programs, and supporting community organizations.

“My voice was reinforced as valuable to the community. What I have to offer has made me stronger to speak my truth.”

UNION CAPITAL IS STRENGTHENING CIVIC ENGAGEMENT

“Leading Table Talks reminds me that my story has value and that people want to hear it.”

Participants are becoming advocates, mentors, and connectors within their communities.

COMMUNITY IMPACT

Members are eager to continue their leadership journey through programs like: • Network Coordinators • Table Talks • Leadership grants and funds

“I started a nonprofit called Jessie’s Helping Hands to connect people in need with food and resources.”

“I help people in my community and share positive messages to inspire others.”

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LEADERSHIP CONFIDENCE IS GROWING

UNITED CAPITAL 2026 ANNUAL REPORT

DEMAND FOR CONTINUED LEADERSHIP OPPORTUNITIES

Grassroots Leadership: Data and Metrics Since launching our leadership programs, 132 members have participated in one or more of our leadership programs.

UC Learns

108

UC Aprende

Summer of S.O.L.

17

UC Clubs

12

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Union Capital leadership programs continue to have a powerful impact on members’ confidence and ability to lead:

Nearly

85% of respondents reported that 70% strongly agreed Union Capital leadership programs that they feel more confident increased their confidence as working with people from different leaders. backgrounds and nationalities.

Over

90% said the programs helped them develop leadership skills they actively use in their communities.

Leadership in Action Among survey respondents:

77%

share information about Union Capital with friends and family

54% serve on committees in their

community, school, or church

46% volunteer with

organizations they care about

38%

Future Plans:

Looking ahead, we are energized by the continued momentum of our leadership community. In Spring 2026, we launched our second UC Aprende class, now open to members across the state, expanding leadership opportunities for Spanishspeaking members.

The Summer of S.O.L. (Spotlight on Leadership) series returns in July 2026 with a stronger focus on in-person, hands-on creative and artistic leadership experiences. Members will continue sharing their talents through workshops that build confidence, creativity, and facilitation skills.

31%

have started new initiatives or organizations

lead workshops, conversations, or community discussions We are also excited to expand UC Clubs in early summer 2026, creating more opportunities for members to connect around shared interests and lead their own community spaces.

Finally, we will continue hosting our Leadership Summits, featuring inspiring conversations with leaders from Boston and Springfield that highlight stories of resilience, insight, and community impact.

Together, these efforts reflect our ongoing commitment to building a vibrant and inclusive leadership community where members learn, connect, and lead with purpose.

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Year 1 of our Strategic Plan: Building Bridges to Strengthen Social Capital In 2025

we launched our new 5-year Strategic Plan.

You can review our full plan by scanning or clicking this QR Code After a year of thorough review and analysis with our stakeholders, we made a commitment to take the next five years to improve the opportunities and pathways for our members to strengthen their social capital. We aim to do this by creating connections of our members within their own groups and neighborhoods (bonding social capital), across different groups (bridging social capital), and spanning a variety of socioeconomic groups (linking social capital).

We have embarked on doing this work in three levels and stages over the course of the next five years:

1

2

3

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Member Recruitment and Activation: improving the outreach and welcoming process for members to join our network in a way that is welcoming and not restrictive Member Engagement and Continuity: defining and measuring the types of member engagement, better understanding disengagement, and creating leadership-led programs to improve member involvement that drives greater impact Member Impact and Bridging Social Capital: piloting new programs, engagement events, leadership funds, and other opportunities to bridge our communities and spark new pathways for upward mobility and community power

UNITED CAPITAL 2026 ANNUAL REPORT

We are only partway through Year 1 and have already accomplished a lot!

Piloted Lead Coordinators: we have elevated and increased the stipends and responsibilities of three of our contracted Network Coordinators in both Boston and Springfield. These Lead Coordinators – Darien, Shondell, and Tarina – have taken on new member outreach, member app and rewards support, and event logistics and coordination.

This has increased the welcoming and relational engagement goals of Bonding Social Capital in our plan. We have already measured increased attendance and Visa gift card rewards in 2026.

Launched UC Clubs: as shared in our Leadership report, we have launched a new Clubs Facilitation training program and support for 8 UC leaders to launch new small groups and gatherings.

This provides new targeted entry points for our members to connect with Union Capital in a way that meets specific interests and that is in a smaller relational space to spark both Bonding and Bridging Social Capital. Clubs range from public speaking, to maternal health, to parent-toparent resource sharing, to support for survivors of domestic violence.

Hosted Stated Resource Sharing Nights: our talented team has begun to host monthly Virtual Resource Sharing Nights with our members from

both Boston and Springfield totaling over 300+ attendees each time. These Nights have a focused topic requested by our members, such as Medical Know Your Rights and Summer Program Resources for children, creating Bridging Social Capital.

Hosted Bridging Social Capital Dinners: we have begun to host small bi-annual dinners for developing UC Leaders to connect with UC supporters and advisors. These intimate gatherings are structured like our Network Nights in order to facilitate connection and collaboration spanning a variety of backgrounds and socioeconomic groups, creating Linking Social Capital.

Launched Root Cause Analysis Working Group: in an effort to keep analyzing and learning about our program needs and improvements we have formed a committee of over 20 Union Capital staff, leaders, members, and advisors. This group has been meeting since September 2025 analyzing our member activation and engagement, making proposals, and evaluating our pilot programming impact. A main focus of this group has been preparing for a series of Listening Sessions in Spring 2026 that will shape Year 2 of our Strategic Plan.

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Looking Ahead to Year 2 of our Strategic Plan

As we enter into Year 2 of our Strategic Plan, we have a lot of momentum to build on. Starting in May 2026 Union Capital will be conducting five Listening Sessions with our members in both Boston and Springfield.

With input and guidance from our Root Cause Analysis Working Committee we have identified five Union Capital Member Interest Priority Areas:

1 Individual, time-bound needs and resources 2 Civic, community engagement interests 3 Leadership-driven, entrepreneurial goals 4 Social Connection, Well Being & Belonging 5 UC gift card rewards

At the Listening Sessions we aim to:

• Get input on these Interest Priority Areas

• Get feedback on how UC is best meeting and matching the needs and interests of each of the Member Interest Categories

• Brainstorm new initiatives, programs, or

alterations to improve how UC engages with each Member Interest Category

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UNITED CAPITAL 2026 ANNUAL REPORT

Feedback from these Listening Sessions, including follow-up surveys, will be analyzed in the Summer of 2026 and used to develop new pilots, projects, and programs to continue to improve UC Member activation and engagement.

We will be particularly attentive to how new ideas and programs can both strengthen relational connections that drive bonding and bridging social capital, and that also are cost effective.

Given the current fiscal climate for nonprofits, our plan intentionally does not call for rapid growth and expansion. We believe we can continue to sharpen and refine our member engagement programs, steadily grow our membership base, and maintain a manageable balanced budget.

Year 1 of this new strategic plan demonstrated our ability to accomplish each of these balancing goals, and we are confident we can do the same in Year 2.

Additionally, this coming year will be an opportunity for Union Capital to continue to

reflect on future ways to deepen and strengthen our mission.

We aim to embark on a 12-month feasibility study to evaluate the possibility of developing physical Community Hub spaces in both Boston and Springfield. Building social capital requires having community infrastructure; these are the physical places and mechanisms for gathering and connecting.

We are fortunate to be in partnership with so many organizations where we can host our Network Nights and programs. We are also curious to evaluate the risks and rewards of having our own large Community Hub spaces where we can:

1 Grow our gathering programs 2 Support our members in new ways with new services and offerings

3 Work in collaboration with other organizations 4 Deepen our leadership training programs and

work spaces for our talented leaders to develop their initiatives and organizations.

We will be carefully evaluating not only whether we could develop Community Hub spaces, but whether we should. Stay tuned in the coming year as we further explore this potential journey!

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Matching our Budget with our Values We are grateful that thanks to generous support and careful planning we are able to run and grow our programs. In the past year, with the collective support of our community, our annual revenues surpassed $1.75 million. We intentionally design a budget that is not overly reliant on one source or sector of funding and that matches our spending with our key programs: 1) the UC Rewards App, 2) Network Nights and Events, 3) Network Coordinators and Leadership Training. We heavily invest in our team and value their work so that they can invest in our programs and people.

FY26 & Prospective FY27 budgets (July-June) FY26

Income Sources

Expenses

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FY27

Philanthropic Grants $1,115,000

$1,212,500

Corporate Contributions

$118,000

$140,000

Individual Contributions

$320,000

$378,900

Program Income

$232,843

$258,967

Total Income

$1,785,843

$1,990,367

Salaries and Benefits $840,328

$906,789

UC Rewards Program

$257,800

$287,600

Network Nights & Events

$70,800

$80,700

Fundraising Expenses

$41,680

$75,812

Leadership Programs

$235,600

$225,000

Operations & Technology

$298,235

$371,159

Total Expenses

$1,744,443

$1,947,060

UNITED CAPITAL 2026 ANNUAL REPORT

Union Capital Board of Directors R. Nikki Barnes

Melanie Nevin

Brian Hale

Chair of the Board Executive Director KIPP MA

Vice Chair Counsel, US Litigation & Investigations – Takeda Pharmaceuticals U.S.A

Treasurer Self-employed Technology Consultant

Catherine Owens

Trayce’ B. Booth

Phillip Borras

Charles B. Green III

Joshua Griffin

Clerk Self-Employed Artist, Consultant

UCB Member

UCB Member

Principal Riverside Partners

Dr. Tariana Little

Claudia Osorio

CEO EmVision Productions

UCB Member

UCS Member

Michael Kincade

Director of Diversity Recruitment Massachusetts Alzheimer’s Disease Research Center

Christian Putnam

Client Relationship Executive PwC

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Gratitude Our work is only made possible by the incredible partners, leaders, advisors, and funders that believe in our mission and support our program through their time, talent, and monetary support.

Boston Partner Organizations:

Addiction and Recovery Support Group (Member-led) Boston Builds Credit Boston Public Schools Codman Square Health Center Codman Square Neighborhood Development Corporation Dana-Farber Cancer Institute Greater Boston Interfaith Organization Higher Ground Boston KIPP MA Schools Lives Are Meant To Be Changed (Member-led) Mass ParentCorps NeighborHealth (formerly East Boston Neighborhood Health Center) Project HOPE Seniors In Power and Purpose (Member-led) STEPRox Recovery Support Center The Sacred Womb Project (Member-led) Transitional Remedies Solutions (Member-led) Urban Edge Vital CXNs Women’s Money Matters

Springfield Partner Organizations: Baystate Health Brightwood Elementary School Dana-Farber Cancer Institute Dress for Success of Western Massachusetts Holyoke Safe Neighborhood Initiative Home City Development New North Citizens’ Council Springfield Public Schools Family & Community Engagement Square One Veritas Preparatory Charter School Women’s Money Matters 24

UNITED CAPITAL 2026 ANNUAL REPORT

Boston Network Coordinators:

Karla Brown Latawnda Brown Missy Brown Shondell Davis Lydia Deloney Leah Dotten Zenaida Gonzalez

Maureen Greenaway Tarina Harrison Cornelius Hood Mirlande Joseph Ana Martinez Jehova Mejia Hernandez Rubén Ulises Orellana

Mahogony Payne Erika Rodriguez Maria Vargas Pamela Walker Lashaunda Watson Frank Williams Kennysha Wrencher

Springfield Network Coordinators:

Lourdes Balestier Altavise Chinn Gina Delfino Matt DeLoria

Ali Haqq Precious Jones Angie Melendez Eneida Molina

Glynis Phillips Sharay Salters Darien Santiago Hans Torres BUILT ON CONNECTIONS

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Gratitude Advisory Council Matt Aronson Naomi Baruch Lina Cañon Joe Coupal Lucy Darragh Bonnie Delaune Saskia Epstein

Seth Evans Alex Fischbein Monté Foster Jennifer Gilbert Rick Grudzinski Alexis Horn-Snyder Delisa Joseph

Lyn Kobsa Jeff Kushner Becky Lin Lucas Orwig Rich Schneider Matt Stein Gosia Tomaszewska

The Union Capital Advisory Council supports the impact of Union Capital by • Providing counsel and resources to advance the organization’s mission.

• Connecting UC leadership to opportunities, key stakeholders, and strategies that the organization could not otherwise access.

• Exploring additional future engagement possibilities that align to interests and capabilities.

The Council meets twice a year, along with additional optional strategic advice and planning meetings. Interested in learning more about joining our Council?

Please contact Eric Leslie directly at eric.leslie@unioncapital.org.

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UNITED CAPITAL 2026 ANNUAL REPORT

Philanthropic support Barr Foundation Baystate Health Beacon Bank Blue Cross Blue Shield of Massachusetts Eastern Bank Foundation Imago Dei Fund Irene E. and George A. Davis Foundation

Liberty Mutual Foundation Lynch Foundation M&T Bank Charitable Foundation MassMutual Foundation Needham Bank One8 Foundation PNC Bank Foundation

Roy A Hunt Foundation Shah Family Foundation The Boston Foundation Trefler Foundation United Way of Massachusetts Bay Upland Gardens Fund

We would like to thank Madison Bizjak, our College for Social Innovation intern this past semester, for her research used in this report, and Michael “JOHN ALIVIXI” Guadarrama www.alivixi.com for his design of this report.

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Support our work at:

DONATE HERE info@unioncapital.org

Union Capital Boston 434 Massachusetts Avenue, Suite 402 Boston, MA 02118 Union Capital Springfield 437B Bay St Springfield, MA 01109