FY 2015-2017 COMMUNITY ACTION
PLAN
Approved by the GLCAC, Inc. Board of Directors on July 24, 2014 Submitted to DHCD on July 31, 2014
Revisions Requested by DHCD submitted on August 8, 2014 Approved by DHCD on December 24, 2014
GLCAC, Inc. Administrative Offices 305 Essex Street, Lawrence, MA 01840
(978) 681-4900 / www.glcac.org
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TABLE OF CONTENTS
TABLE OF CONTENTS ……………………………… Page 1
I. Executive Summary…………………………………… Page 2
II. Mission Statement and Vision………………..……… Page 5
III. Community Profile …………………………..….......... Page 7
IV. Community Needs Assessment ……………..……… Page 28
V. Internal Agency Assessment ………………….. ……. Page 38
VI. Service Delivery System …………………………….. Page 42
VII. Linkages ……………………………….………… …… Page 48
VIII. Three-year Goals & Strategies; Evaluation of National Goals, Indicators & Outcome Measures…………… Page 58
IX. Funding Strategy ……………………………..……… Page 69
X. Endnotes ……………………………….……………... Page 74
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I. EXECUTIVE SUMMARY
Introduction Founded in 1965 as part of the federal “War on Poverty”, the Greater Lawrence Community Action Council, Inc. (GLCAC) is a well-established, multi-service anti-poverty nonprofit, which provides a wide variety of comprehensive services to approximately 29,000 residents of Lawrence, Methuen, Andover and North Andover. After a challenging executive transition period, GLCAC’s Board of Directors selected Evelyn Friedman in late 2012 to lead the organization as its new Executive Director. With new leadership and renewed stability and optimism about the future, in March of 2013 GLCAC launched a comprehensive strategic planning process, which actively engaged board, staff, and key community stakeholders. GLCAC retained the consulting team of Dr. Judy Freiwirth, Principal of Nonprofit Solutions Associates (NSA) and Dr. Elena Letona to assist the organization in this planning process. From the onset, it was the intent of GLCAC to use data and information gathered and organized during the Strategic Planning process to develop and craft the 2015-2017 GLCAC Community Action Plan (CAP). (During 2013, NSA used data that supported the GLCAC 2012-2014 CAP.) As in past planning cycles, this new CAP document will be a working plan – one that is revisited frequently to refine and update as needed, and to reflect a constantly changing landscape of internal and external challenges and opportunities.
2015-2017 CAP Planning Process The composition of the 2013 Strategic Planning Committee was developed to appropriately reflect our programs, and also to elicit useful information from all stakeholders that would guide the planning phase. During the entire Strategic Planning process in 2013, intentional efforts were made by the Strategic Planning consultant and all committee members to identify external individuals and organizations that could provide valuable information and feedback to the process. Board members, Committee members, staff, partnering agencies, funders such as the United Way, and many others were contacted for key stakeholder interviews. Throughout the process, committee members, staff and board members focused the following GLCAC organizational values:
Mission-driven decision-making
Innovative thinking and practices
Research-based practices
Openness to change
Diversity and Inclusion; embracing diversity and creating an inclusive and welcoming environment for clients, staff, board and volunteers
Accountability to the communities we serve
Responsiveness to changing community needs
Community engagement and partnership
Culture of continuous improvement and change
Client-focused and respectful services
Continuous staff professional development GLCAC staff participated in Focus Groups during a Staff Training Day on June 7, 2013, and finished with a post training day survey. A Strategic Planning Retreat was held on September 7, 2013 for the Strategic Planning Committee, a few external stakeholders, and key program and administrative staff at GLCAC. Additionally, during the summer of 2013, GLCAC participated in the NIQCA/DHCD Self-Assessment process. Management and staff, as well as some Board members and external stakeholders were asked
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to serve on assessment teams for each of the 6 required areas: Planning, Operations, Governance, Information Technology, Human Resources, and Finance. This provided a comprehensive internal analysis of how GLCAC operates with regard to serving our clients. Board members also completed self-assessments in June and July 2013. The end result of all the activities from March-October was a conglomeration of relevant information in the form of a Strategic Assessment that was helpful in defining the goals and shaping the CAP/Strategic Plan. Strategic decisions included:
A revised mission statement and tag line
A statement of organizational values and a three-year community and organizational vision
The development of new programs
A new service model that facilitates continuum of care for constituent, case management, and integration of programs
Improvements in several current programs to better align them to the new service model
Organizational and governance improvement
A fund development strategy to support the new directions and programs
Looking ahead to the development of the 3 Year CAP for 2015-2017, in the late fall of 2013, the current Board Planning Committee reviewed and discussed the Community Needs Assessment (CNA) survey forms used during the 2011 CAP process. The Committee recommended using a similar format as in the past with some updating to address emerging trends/issues as well as incorporating recommendations from DHCD and alignment toward National Goals and Indicators. The Board Planning Committee presented a report to the full Board of Directors at the December 2013 meeting. From February through April 2014, CNA surveys, available in both English and Spanish, were distributed through all GLCAC programs and through local service providers and partner agencies. In April of 2014 the GLCAC Program Directors assembled to work with a consultant from Jericho Road Lawrence that donated her time to facilitate a brain-storming session on self-sufficiency. The team collaborated on identifying the elements of getting from basic needs to self-sufficiency for our clients. Along with the community resident survey results, statistical data was collected during May-July 2014 from a variety of secondary sources to support the analysis of demographic data, infrastructure, and social service needs of residents. Since most of our clients are from Lawrence and it is the only city in our service area with a population over 60,000, data collection was focused on Lawrence. When necessary, statistics for the three other cities and towns is cited to complete the community profiles.
Mission Statement and Vision During the Strategic Planning Process that informed the 3 year CAP, the board, staff and community stakeholders all weighed in on the mission, organizational values, and vision for GLCAC. The consensus was that GLCAC must continue to respond to the needs of low-income individuals through increased advocacy and the provision of education, training, housing/homelessness prevention, workforce development, immigration services and supportive services that will alleviate the effects of poverty and help people acquire the skills that will enable them to achieve self-sufficiency.
Updated to the Service Delivery System The Strategic Planning/CAP process offered a new opportunity to integrate GLCAC programs by adopting a continuum of care model with centralized case management, leading to more effective services for GLCAC current and prospective clients. Under the new Strategic Plan and 2015-2017 CAP, GLCAC will have a new service model and organizational structure that includes an Administrative division and six organizational divisions/direct service areas with Centralized Case Management to
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connect and support clients in accessing multiple services within GLCAC and other partners. The six new divisions are:
Constituent Services Family Support & Early Learning Services Workforce Development Community Development Housing Services Immigration Integration Services
Each of the six direct service areas has a number of programs to address identified areas of community need. Great emphasis is placed upon quality integrated services, which are tailored to meet the specific needs of individual clients. Strong linkages with other community agencies are also a key component of the service delivery system.
Linkages The CAP process provided an opportunity to revisit and reevaluate linkages both by program and agency-wide. New and improved opportunities with organizations vital to the continued growth and development of GLCAC were identified through the process. The result is a comprehensive and updated list of community partners.
Future Goals and Objectives The Strategic Planning committee, CAP Planning Committee, CEO and Board of Directors developed the goals and strategies from the community needs priority list, data research results that support the identified needs, and stakeholder interviews. Annual work plan activities for all the programs within the six new divisions will be derived from the 3 Year CAP, and categorized into CSBG National Indicators. The Community Needs Assessment and 3 Year Community Action Planning process has defined GLCAC goals and strategies that will be the focus for the next three years. These goals will incorporate new initiatives, while concurrently continuing to deliver quality programs and services to clients in as GLCAC has done for the past 49 years. The program area goals will be supported by agency-wide goals, such as:
Creation of a new organizational structure that includes an Administrative division and six program divisions
Integrate Case Management and Service Coordination
Increase Staff Support and Resource Development
Develop of existing and new Linkages to support programs
Continued Public Relations and Marketing activities to increase agency visibility
Diversity and Inclusion
Organizational Improvement
Improved Board Governance
Fund Development
Funding Strategies The current funding landscape at GLCAC is not sustainable. The need to develop programs and services that surfaced as a result of the Community Needs Assessment surveys, stakeholder interviews, secondary data and other sources is well documented and paramount. Trends in government funding, unmet community needs and future opportunities were identified in the Strategic Plan/CAP process. This resulted in an overall plan for Fund Development outlined in this plan.
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II. MISSION STATEMENT AND VISION
MISSION STATEMENT: When the Strategic Planning process began, “Empowering the people of Greater Lawrence to achieve self-sufficiency” was GLCAC’s mission, with a tag line: “Many Programs, One Mission” and a second tagline embedded in the GLCAC logo, “People Helping People”. As part of the discussion about the alignment of the mission to GLCAC’s theory of change for its constituents, the Strategic Planning team engaged in a series of discussions in order to define “self-sufficiency” and “empowerment” more clearly. In addition, the Team also discussed whether or not GLCAC’s current programs actually resulted in self-sufficiency for its clients. Some of the key stakeholders and staff were also asked about their definitions of self-sufficiency and empowerment, and the direct relationship to GLCAC program outcomes. The GLCAC staff generally understood “self-sufficiency” as being able to accomplish tasks of daily living, effective problem solving, and decision-making, while GLCAC Board members and the Strategic Planning Team generally understood “self-sufficiency” as integrally connected to economic/financial self-sufficiency. The Board, the Strategic Planning/CAP Team, and staff held a wide variety of different definitions for the term “empowerment”, ranging from how staff “empowers” clients, to clients taking control of their destiny, to individual characteristics such as strengthen, self-esteem, and trust. Although the staff generally thought the GLCAC programs led to self-sufficiency for clients, some Board members and Strategic Planning team members, as well as a number of external stakeholders raised questions whether GLCAC services do in fact lead to self-sufficiency. Numerous stakeholders, including board members discussed how they believed that the current services needed to go deeper—that the current services only addressed surface issues and did not provide the tools and skills, such as job readiness skills and training, ESOL, and better housing to truly achieve financial self-sufficiency. Similar to many other organizations in the Greater Lawrence region, one funder felt that GLCAC only provided “Band-Aid solutions”, and that it needed to be more intentional in addressing root causes of poverty. The funder stated that GLCAC needed to focus on prevention—that is, provide services that are more connected to prevention such as job skills and training, creating jobs, affordable housing, nutrition and wellness education, — the full range of services needed for true economic self-sufficiency. The Strategic Planning/CAP team also engaged in a discussion regarding the use of the words “poverty” and “low income”, with some members feeling strongly that the words were degrading and recommended alternative terms. In contrast, however, the Executive Director of the Mass Community Action Programs stated that they continue to use the terms “poverty” and “low income” because the CAA’s have a strong identity as anti-poverty organizations. He also felt it was important to have poverty somewhere in the mission or tag line, as it is so prominent in the federal act. Moreover, he stated that with the U.S. experiencing its largest discrepancy between rich and poor in recent history, he believed it was important for CAA’s to address this discrepancy in an intentional way in its mission. After much discussion, the Strategic Planning/CAP team crafted the following:
Proposed Mission Statement: Greater Lawrence Community Action Council opens pathways to stability and prosperity for people in need, and prepares them to make decisions that will positively affect their lives Proposed tag line: Ending poverty: Creating opportunity
At the Strategic Planning retreat in September 2013, at which a majority of board members were present, attendees approved the Mission Statement, but modified the tag line to: Creating Opportunities: Ending Poverty.
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At the December 2013 GLCAC Board of Directors meeting, the new Mission Statement and Tag line were approved as part of the GLCAC Strategic Plan.
GLCAC VISION:
A similar process to the review of the mission statement took place for development of GLCAC’s vision for the next three years.
The following community vision and three-year organizational visions were adopted as part of the Strategic Plan:
GLCAC Vision for Greater Lawrence Community:
GLCAC envisions the four communities of Greater Lawrence: Lawrence, Methuen, Andover, and North Andover as vibrant and dynamic communities that take pride in their immigrant history and diversity; where residents achieve their full potential through meaningful and gainful employment; and a downtown Lawrence that is alive with successful small businesses, affordable housing, restaurants, healthy food markets, art centers, and open green and recreational spaces.
GLCAC Three Year Organizational Visions:
GLCAC will be a leader in Greater Lawrence, to comprehensively and in partnership with others, address our community’s needs. GLCAC will be client-centered to fully support our constituents on their road to achieve economic prosperity. Our programs will be integrated, coordinated, and efficient, while capitalizing on our core competencies, so that we are responsive and accountable to the changing needs in our community. We will be a learning organization, continually improving and innovating our programming, using cutting-edge and evidenced-based practices to better meet our community’s needs.
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III. COMMUNITY PROFILE
DESCRIPTION OF SERVICE DELIVERY AREA: GLCAC, Inc. provides anti-poverty services to low income residents primarily in four distinct communities: the cities of Lawrence and Methuen and the towns of Andover and North Andover. These communities are located in the northeastern section of Massachusetts, in the 3rd and 6th Essex Congressional Districts, at the intersection of routes I-93 and I-495.
The characteristics of these four communities are very diverse:
Lawrence is a historic textile mill town that was incorporated in 1853 as one of the nations’s first planned industrial cities. Known as the “Immigrant City”, Lawrence has always been a multi-ethnic and multicultural gateway city with a high proportion of foreign-born residents.
In 1725, Methuen became a community separate from the city of Haverhill. Methuen combines farm settings with suburban sub-divisions and urban neighborhoods. It also has a history as a mill town that produced hats, shoes, and textiles.
Incorporated in 1646, Andover is one of the oldest towns in the country. Andover is home to many high-tech firms. It combines big town services for its corporate residents in attractive campus settings, and a small town atmosphere in high-quality residential neighborhoods to its family homeowners.
In 1709 Andover was split into two parishes, the North Parish ultimately becoming North Andover in 1855. North Andover contains several industrial parks yet has retained its rural character and contains over 3,000 acres of preserved open space. The Lawrence Municipal Airport is located within the town of North Andover.
(Source: Massachusetts Department of Housing & Community Development)
According to the GLCAC 2013 CSBG IS Survey Report, 77% of GLCAC clients are from Lawrence, 17% are from Methuen, 2% are from North Andover, and 1% is from Andover. The remaining 3% are from outside our main catchment area but served by a few programs as mandated by funders.
POPULATION, RACE AND ETHNIC GROUPS: According to Census 2010, the total population of the Greater Lawrence area was 185,185. The table below provides a breakdown of population change for both the GLCAC, Inc. service area and the Commonwealth of Massachusetts:
Total Population Changes 2000-2012 US Census 2010, ACS 2008-2012 Estimates
City/Town
2010
Census
population
2008-2012
ACS 5 yr.
estimated
population
Population
Growth
Difference
Population
Growth
Percentage
Lawrence 76,377 76,331 +46 0.06%
Methuen 47,255 47,238 +17 0.04%
Andover 33,201 33,385 -184 -0.55%
North Andover 28,352 28,114 +238 0.85%
Massachusetts 6,547,629 6,646,144 -98,515 -1.48%
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The racial/ethnic composition of the four communities varies greatly. Lawrence has both the largest overall population and the largest percentage of minorities. The number of persons of Hispanic origin of any race in Lawrence and Methuen has steadily increased; according to the 2000 census this figure was 43,019 for Lawrence and 4,221 for Methuen. The 2010 census reported this figure at 56,363 for Lawrence and 8,531 for Methuen, both of which far exceed the percentage of overall population growth delineated above. Andover and North Andover also experienced an increase in Hispanic residents. In 2000 Andover had 567 Hispanic residents and in 2010 the town had 1,196 Hispanic residents. North Andover had 541 Hispanic residents in 2000 and in 2010 this figure was 1,398. Andover’s Asian population is 3,438, or slightly greater than 10% of the total population. North Andover also has a substantial Asian population of 1,783 or 6.3% of the total population.
Total Population by Race
US Census 2010, ACS 2008-2012 Estimates
City/Town Population Subtotal (1 race)
Black / African Amer.
American Indian
and Alaska Native
Asian
Native Hawaiian
or Pacific
Islander
Other race
2 or more races
Persons of
Hispanic origins (of any race)
Lawrence 76,377 71,419 5,788 957 1,895 57 30,018 4,958 56,363
Methuen 47,255 46,083 935 160 1,767 10 3,908 1,172 8,531
Andover 33,201 32,641 48 24 3,438 11 417 560 1,196
North Andover
28,352 27,927 506 28 1,783 3 458 425 1,398
Region Totals
185,185 178,070 7,277 1169 8,883 81 34,801 7,115 67,488
MA 6,547,629 6,375,626 434,398 18,850 349,768 756 305,151 172,003 627,654
City/Town White
African
Amer. / Black Asian Other
Hispanic/
Latino
Non-Hispanic/
Latino
Lawrence 40% 6% 3% 51% 75.0% 25.0%
Methuen 80% 3% 4% 13% 18.0% 82.0%
Andover 89% 2% 7% 2% 9.0% 91.0%
North Andover 90% 2% 5% 3% 3.0% 97.0%
FOREIGN-BORN RESIDENTS: In the early 1900s Lawrence was the world’s leading manufacturer of woolen textiles. It attracted immigrants from all over the world to work in its many mills. “Waves of immigrants began arriving in the late 1800s; first the Irish followed by the French Canadians, English and Germans. Italians, Poles, Lithuanians and Syrians arrived in the early 20th century. Cuban refugees started immigrating to Lawrence, followed by Puerto Ricans in the 1960’s.”i Another wave of immigrants from Puerto Rico began arriving in the 1970’s; today the majority of immigrants are of Puerto Rican or Dominican decent. ii Roughly 75% of the city’s population is Hispanic/Latino and Lawrence has the highest percentage in the state of foreign born residents from Latin America.iii Currently, the Lawrence-Methuen area Latino population accounts for approximately 43.6% of the area’s population, representing the highest concentration of Latinos in the state. iv
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As factories began to relocate in the 1940s in search of cheaper labor, first to southern states and eventually offshore, Lawrence lost thousands of manufacturing jobs and saw its population decline from a high of 100,000 in 1920 to a low of 63,000 in 1980. 2010 census data demonstrate that the city is experiencing a surge in population, ranking 5th in overall municipality population gains in the Commonwealth, adding 4,334 residents since 2000. As the chart below demonstrates, Lawrence continues to serve as a gateway for immigrants who come to the United States in search of better lives for themselves and for their children.
Region of Birth of Foreign Born Residents ACS 2005-2009
Region of Birth of Foreign Born Residents
Andover Lawrence Methuen North Andover
Europe 1,103 776 1,151 670
Asia 2,369 1,720 1,738 1,238
Africa 114 209 170 95
Oceania 21 11 0 0
Latin America* 436 20,991 2,813 375
Northern America 237 278 218 147
Total - Foreign Born Residents 4,280 23,985 6,090 2,525
ACS 2008-2012 not available
AGE: Census 2010 data indicated that the median age of the residents of Greater Lawrence is 38 years, with Lawrence having the youngest median age at 30.5 and Andover the oldest at 42.1. In the ACS 2008-2012 Survey results, the change was nominal, with Lawrence at 30.7 and Andover at 42.8 years.
Age of Greater Lawrence Population - US Census 2010
Lawrence 2010 Methuen 2010 Andover 2010 No. Andover 2010 Total
Under 5 years 6,402 2,866 1,689 1,655 12,612
5 to 9 years 5,770 3,020 2,528 2,196 13,514
10 to 14 years 6,012 3,261 2,797 2,221 14,291
15 to 19 years 6,815 3,315 2,466 2,323 14,919
20 to 24 years 6,510 2,748 1,753 1,231 12,242
25 to 29 years 6,029 2,797 1,094 1,279 11,199
30 to 34 years 5,456 2,885 1,215 1,358 10,914
35 to 39 years 5,140 3,208 1,988 1,861 12,197
40 to 44 years 5,267 3,473 2,549 2,275 13,564
45 to 49 years 5,119 3,811 3,270 2,584 14,784
50 to 54 years 4,532 3,672 3,027 2,229 13,460
55 to 59 years 3,796 3,136 2,378 1,795 11,105
60 to 64 years 2,972 2,542 1,994 1,577 9,085
65 to 69 years 2,003 1,824 1,324 1,036 6,187
70 to 74 years 1,520 1,294 975 702 4,491
75 to 79 years 1,101 1,150 806 603 3,660
80 to 84 years 912 1,038 640 579 3,169
85+ years 1,021 1,215 708 848 3,792
Total Population 76,377 47,225 33,201 28,352 185,155
Median Age 30.5 39.3 42.1 40.1 38
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Breakdown of Age Categories: ACS 2008-2012 Estimates
City/Town Total Population < Five (5) years
Total Population > 65 years
Median Age
Andover 4.3% 22.7% 42.8
Lawrence 8.6% 8.6% 30.7
Methuen 6.3% 14.1% 39.8
No. Andover 4.7% 13.7% 40.6
In summary, as indicated in the above table, the median age increased statewide and in all four GLCAC, Inc. service area communities as of 2012. The correlation between the 2010 US Census results, which has the median age at 30.5 years, and the 2013 CSBG IS survey, which indicates that 35% of GLCAC clients were in the 18-44 age group, with the age of 30 being exactly in the middle of that range, indicates that the median age trend is continuing to hover around age 31.
Comparison by Age of Lawrence Population 2000 to 2010
US Census 2000
US Census 2010
Comparison by age of GLCAC Clients
(source: GLCAC Annual CSBG IS report)
Age Group
GLCAC clients Age Group
2005 2010 2013 Client % in 2013
Under 5 years 6,451 6,402 0-5 yrs 2,484 3,511 3387 12%
5 to 9 years 6,785 5,770 6-11 yrs 3,105 3,781 3714 13%
10 to 14 years 6,384 6,012 12-17 yrs 3,312 4,051 3953 13%
15 to 19 years 5,718 6,815
20 to 24 years 5,712 6,510 18-23 yrs 1,863 2,701 3074 10%
25 to 34 years 11,348 11,485
24-44 yrs 5,382 6,751 7316 25% 35 to 44 years 10,512 10,407
45 to 54 years 7,583 9,651
45-54 yrs 2,070 2,701 3417 12%
55 to 59 years 2,496 3,796 55-69 yrs 1,448 2,161 2970 10%
60 to 64 years 1,979 2,972
65 to 74 years 3,190 3,523
75 to 84 years 2,738 2,013
70+ yrs 1,035 1,350 1601 5%
85+ years 1,147 1,021
GLCAC
Total 2005
GLCAC Total 2010
GLCAC Total 2013
Lawrence Total Population
72,043 76,377 20,699 27,007 29,432 Lawrence Median
Age 29.5 years 30.5 years
Massachusetts Total Population
6,349,097 6,547,629
Massachusetts Median Age
36.5 years 39.1 years
Also, Latinos in Lawrence have a slightly younger median age than for Latinos statewide (26 years compared to 27 years) but significantly younger than for other ethno-racial groups in Lawrence: 46 years for whites and 38 years for both Afro-Americans and Asians.v
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INCOME AND POVERTY: ACS 2008-2012 data estimates indicate that the per capita income in Lawrence was $17,211 which was 49% of the state average of $35,485 for the period. Median Household Income for the same time period was $31,931 in Lawrence, and $66,658 in Massachusetts – or 48% of the state average.
While per capita and median income for Methuen, Andover and North Andover are significantly higher than the figures for Lawrence, there are still families in those communities who are living at poverty level. For example, the Methuen Arlington Neighborhood, Census Tract 2524, is a state designated ‘Mini Entitlement Area.’ It borders Lawrence and shares many of Lawrence’s persistent problems including crime, financial instability, educational barriers, health concerns, teen parenting, aging housing stock, and lack of family and social supports. According to 2007-2009 ACS data the neighborhood census tract has a population (imputed and not imputed) of 4,073 living within a one square area mile area. Residents of Hispanic/Latino decent comprise 53.8% of the population and per capita income is $17,250 in that neighborhood.
Income and Poverty Statistics Census 2000, ACS 2008-2012, ACS 2007-2009 Estimates
Lawrence 2000
Census Measure Lawrence Methuen
North Andover
Andover Massachusetts Massachusetts 2000 Census
$13,360 Per Capita (ACS 2008-2012)
$17,211 $30,043 $41,532* $41,654 $35,485 $25,952
$27,983 Median Household Income (ACS 2008-2012)
$31,931 $65,855 $97,044 $75,671 $66,658 $50,502
16,968 Total # Families (ACS 2008-2012)
18,475 12,121 6,985 2,270 1,604,206 1,587,537
21.2% % Families in Poverty (ACS 2008-2012)
28.6% 9.1% 5%
(2009 Data)
7.80% 11% 7%
26.7%
% of Families in Poverty with Children under 18 (ACS 2007-2009)
36.5% 7.5% 15.0% 4.4% 11.7% 12.2%
43.8%
% Single Mothers in Poverty with Children under 18 (ACS 2007-2009)
47.2% 18.9% 15.0% 5.0% 31.9% 45.4%
Approximately 21% of Lawrence families were living in poverty according to US Census 2000. That amount increased to 28.6 % in the ACS 2008-2012 estimates. Statewide, the percentage of single mothers in poverty with children under 18 decreased by 13.5% during the period, but in Lawrence, the number increased 3.4%. After factoring in inflation (cost of living rose a total of 19% from 2000 to 2010), Lawrence families are now in a worse position economically than they were at the time of the 2000 Census despite the increase in Per Capita Income and Median Household Income indicated in the 2008-2012 ACS. Lawrence ranks at #7 in the Commonwealth for people with incomes below the poverty line. The GLCAC CNA survey results reflect that 57.1% of our clients have a household income of less than $25,000 per year.
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SOURCES OF INCOME:
Census 2000 and ACS 2008-2012 and locallabs.org 2000 CSBG IS Report
2010 CSBG IS
report
2013 CSBG IS
report
Source Lawrence
2000
Lawrence 2008-2012
Methuen 2008-2012
Andover 2008-2012
North Andover
2008-2012
GLCAC Clients
GLCAC Clients
GLCAC Clients
Total Households
24,477 26,609 17,598 3,646 10,193 2,503 3,106 3,450
Households with wages
18,308 20,374 13,851 2,532 8,190 n/a n/a n/a
Wages & another source
n/a n/a n/a n/a n/a n/a 2,161 2,359
Social Security
5,992 6,243 5,288 322 2,884 1,371 2,700 3,211
SSI 3,103 3,670 1023 188 370 1,606 2,140 2,300
Public Assist* 2,204 1,773 349 124 160 1,151 2,359 2,099
Pension 2,720 2,361 3,288 760 2,011 563 496 555
Food Stamp/SNAP
n/a 9,334 1,386 255 359 1,575 2,354 2,696
No Income n/a 9432 n/a n/a n/a 3,809 227 538
Below Poverty level (total)
21.2% 28.6% 9.1% 7.8% 4% 47.3% 42% 41%
HOUSING: Information on housing needs was obtained from Census 2000, ACS 2008-2012 estimates and ACS 2007-2009 estimates where 2008-2012 information was not available due to smaller populations, and local housing authorities and other public sources. As indicated by the four metrics below, median household income has not kept pace with the increase in home prices in Greater Lawrence. Only North Andover has come close to keeping pace:
Lawrence Median Household Income: $31,931 at ACS 2008-2012—14.11% increase since 2000
Lawrence Median House Price: 230,400 at ACS 2008-2012—101.93% increase since 2000
Andover Median Household Income: $75,671 at ACS 2008-2012—26.03% increase since 2000
Andover Median House Price: $458,500 at ACS 2008-2012—45.19% increase since 2000
Methuen Median Household Income: $65,855 at ACS 2008-2012—32.70% increase since 2000
Methuen Median House Price: $284,200 at ACS 2008-2012—78.74% increase since 2000
North Andover Median Household Income: $97,044 at ACS 2008-2012—33.43% increase since 2000
North Andover Median House Price: $436,000 at ACS 2008-2012—37.76% increase since 2000
In Greater Lawrence, housing increased by 1,536 units between the time of the 2000 Census and the 2008-2012 ACS 5 Year Estimates. Vacancy rates increased in all four communities.
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Census 2000 data indicated that 21% of home owners in Lawrence were expending more than 35% of their household income on housing. The 2008-2012 ACS revealed that 52% of home owners with a mortgage were expending more than 35% of their household income on housing. In 2000, 34.8% of Lawrence renters expended more than 35% of their household income on rent; according to 2008-2012 ACS this figure had also increased to 52%.
Housing Supply Census 2000, 2010, ACS 2008-2012 Estimates
Lawrence 2000
Census
Lawrence Andover Methuen No. Andover
ACS 2008-2012 ACS 2008-2012 ACS 2008-2012 ACS 2008-2012
Total Units 25,601 28,422 12,780 18,574 10,658
Vacancy Rate 4.4% 6.4% 5.6% 5.3% 4.4%
% of owner occupied units 32% 31.2%
(Census 2010) 79.7%
(Census 2010) 71.1%
(Census 2010) 73.9%
(Census 2010)
Median Value of owner occupied units*
$114,100 $230,400 $546,500 $284,200 $436,000
Monthly owner costs of greater than 35% as a percentage of household income; units with a mortgage
20.5% 52.0% 20.2% 30.3% 24.6%
% of renter occupied units 68.0% 68.8%
(Census 2010) 20.3%
(Census 2010) 28.9%
(Census 2010) 26.1%
(Census 2010)
Median Rent $607 $980 $1,068 $938 $1,311
Median gross rent as a percentage of household income of greater than 35%
34.8% 52.0% 30.6% 40.2% 41.6%
Foreclosures: Foreclosures impact both homeowners and renters facing eviction due to the homeowner’s inability to make mortgage payments. Foreclosures continue to be an issue Greater Lawrence, but not to the degree that they were just 3 years ago in 2011, when the following rankings were true:
Greater Lawrence Communities Foreclosure Rankings
Source: MassForeclosures.com
Community MA Foreclosure Index: July 2011
Andover #33 highest
Lawrence #9 highest
Methuen #14 highest
North Andover #31 highest
According to the Merrimack Valley Housing Report, a publication produced by a collaborative venture between UMass Lowell and the Middlesex North Registry of Deeds, “one piece of good news is the continued decline in foreclosure-related documents.” vi The report along with information from The Warren Group shows a downward trend in the filing of documents compared year to year for the month of June over the past four years:
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Foreclosure Orders of Notice Recorded
June, 2011 June, 2012 June, 2013 June, 2014
Lawrence 32 21 21 2
Methuen 17 15 15 2
Andover* 2 5 0 2
North Andover* 3 8 1 2 * source: The Warren Group 54 49 37 8
Availability of Public Housing: In 2011 there were 2562 public housing units in Greater Lawrence, and 1816 section 8 vouchers. That number increased to 2699 Public Housing units and 1881 Section 8 voucher units as of 2014. Still, it is not enough stock to meet the demand. ACS 2008-2012 estimates 15,880 low income households in Greater Lawrence, with the City of Lawrence registering two-thirds of that number with 10,781 households. (Low-income = annual household income under $25,000 per ACS 2008-2012 estimates). This translates to over 11,000 low-income residents not in public housing competing for the few affordable housing rentals available through housing developers in the area. This figure has increased steadily since 2008, and the availability of public housing has not been able to keep pace. The Merrimack Valley Planning Commission 2013 Merrimack Valley Comprehensive Economic Development Strategy Report, only 14.1% of housing units in Lawrence are “affordable” and 9% in Methuen.
2014 Public Housing Availability for Families and/or Elders
Community # Public Housing
Units
# Section 8 Vouchers
# on Waiting List- Public
Housing
# on Waiting List - Section 8
Length of Wait
Andover 355 167 closed (greater
than 2,000) state list
5+ years (except for seniors)
Lawrence 1,634 1023 closed (greater
than 4,000) state list 5+ years
Methuen 413 558 2,556 state list 4 years for
residents 6+ years for non-residents
North Andover 297 133 375 state list Several years for families (one year
for seniors)
Totals 2699 1881 9,000+
Source: Andover, Lawrence, Methuen and North Andover Housing Authorities
Rental Housing Affordability: According to the Lawrence, MA-NH Housing and Urban Development (HUD) Metro Fair Market Rent (FMR) guidelines, the 2011 fair market rent for the area was $1,013. “In Massachusetts, the FMR for a two bedroom apartment was $1,193. In order to afford this level of rent and utilities, without paying more than 30% of income on housing, a household must earn $3,977 monthly or $47,719 annually.” vii In Massachusetts, a minimum wage worker earns an hourly wage of $8, and even with the new legislation that will raise that amount to $11/hour by January 2017, the affordability factor will still be insurmountable for many Greater Lawrence residents. In order to afford the FMR for a two-bedroom apartment, a minimum wage earner must work 115 hours per week, 52 weeks per year.” viii There is only a slight variation from 2011 to 2014 – the Lawrence, MA-NH Housing and Urban Development (HUD)
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Metro FMR for the area increased slightly to $1,088 – a difference of $75. Historically, FMR’s in Lawrence have increased by an average of 3.79% year over year.
Median Income and Rent versus Poverty Guidelines and Rent
ACS 2008-2012 Estimates
Community Median Family
Income Median Rent
Federal Poverty Guidelines 2014 Dept. of Health
and Human Services (Family
of Four)
Percentage of Families in
Poverty
Affordable Monthly Rent for a Family in
Poverty
(25% of monthly income)
Andover $144,685 $748 $23,850 7.80% $584
Lawrence $35,862 $980 $23,850 26.50% $584
Methuen $81,250 $938 $23,850 9.10% $584
North Andover $123,341 $1,311 $23,850 5.00% $584
Housing Age and Safety: According to ACS 2008-212 data, over 50% of Lawrence’s housing stock was constructed before 1960 with 46.6% constructed prior to 1940. In the low income neighborhoods, many units have had no or only minor upgrades since they were constructed. Structures built before 1976 are at high risk for having lead-based paint and asbestos. In Andover, 41.8% of housing stock was constructed before 1960, 43.7% in Methuen, and 31% in North Andover.
Housing Stock – Year of Construction ACS 2008-2012 Estimates
Andover Lawrence Methuen North Andover
# of units occupied 12,065 28,422 18,574 10,193
1939 or earlier 24.1% 46.6% 26.3% 17.6%
1940-49 4.1% 8.8% 5.9% 4.2%
1950-59 13.6% 8.8% 11.5% 9.2%
1960-69 15.7% 10.6% 11.3% 15.2%
1970-79 14.2% 8.0% 13.3% 17.2%
1980-89 12.8% 6.0% 15.6% 14.4%
1990-99 8.2% 8.0% 8.5% 13.8%
2000-2009 7.2% 4.5% 7.3% 8.1%
2010 or later 0.0% 0.1% 0.3% 0.3%
LABOR FORCE: Massachusetts Division of Employment and Training data indicates that the labor force has increased in all four GLCAC, Inc. service area communities since Sept 2009. This may reflect the fact that job seekers who were previously unemployed AND had actively stopped looking for work re-entered the labor force by either gaining employment or resuming their search for employment.
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Labor force, Employment and Unemployment: Year to Year comparison (data not seasonally adjusted) Source: MA Executive Office of Labor and Workforce Development Division of Unemployment Assistance
City/Town Month Year Labor Force Employed Unemployed
Area Rate
Massachusetts Rate
Andover June 2014 17,453 16,649 804 4.6% 5.6%
June 2013 17,262 16,224 1,038 6.0% 7.4%
Lawrence June 2014 32,170 28,553 3,617 11.2% 5.6%
June 2013 33,267 28,060 5,207 15.7% 7.4%
Methuen June 2014 25,206 23,549 1,657 6.6% 5.6%
June 2013 25,434 23,144 2,290 9.0% 7.4%
North Andover June 2014 14,421 13,672 749 5.2% 5.6%
June 2013 14,329 13,370 959 6.7% 7.4%
Unemployment Rates: Unemployment rates in all four communities have decreased from the June 2011 rate to June of 2014. Despite this positive trend in all four communities, the unemployment rate in Lawrence continues to be the highest in the state among municipalities with a population greater than 5,000 residents, and twice the state rate of 5.6%. It is trending down from a high of 15.7% in June of 2011. Andover and North Andover rates tend to run below the state average while Methuen’s rate is slightly higher than the state average.
Unemployment Rates: Year to Year comparison Source: MA Executive Office of Labor and Workforce Development Division of Unemployment Assistance
Unemployment Rates by Location
June June June % Change
2011 2013 2014 June 2011 - June 2014
Andover 6.1% 6.0% 4.6% -1.5%
Lawrence 16.5% 15.7% 11.2% -5.3%
Methuen 8.9% 9.0% 6.6% -2.3%
North Andover 6.5% 6.7% 5.2% -1.3%
Massachusetts 7.4% 7.4% 5.6% -1.8%
Employment Trends: For the last five to seven years, and coincidentally since the Merrimack Valley Workforce Investment Board released the June 2007 Labor Force Blueprint Update, there have been changing trends in both critical and emerging industries in the Merrimack Valley including: Health Care, Education Services, Manufacturing, Specialty Trade Contractors and Food Processing and Distribution/Trucking. May 2013 Data from the Bureau of Labor Statistics (coded by North American Industry Classification System (NAICS) outlines the industries with the most job opportunities in the Lawrence-Methuen-Salem, MA-NH NECTA Division, a metropolitan statistical area that includes parts of Massachusetts and New Hampshire. This is also where 67% of our service area residents live, and where they are employed or are able to commute to in a reasonable time frame. Weekly average rates of pay for each key industry are highlighted in the chart below.
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Unemployment Rates: Year to Year comparison Source: MA Executive Office of Labor and Workforce Development Division of Employment & Training;
NAICS Lawrence-Methuen-Salem, MA-NH NECTA Division
Location Industries Providing Most Jobs (NAICS CODED)
2012 Mass DET Total Monthly
Average Jobs
2012 Average Weekly Wage
Andover
•Professional and Business Services 10,035 $1,784
• Manufacturing including but not limited to computer and electronic products, electronic instruments and medical equipment/supplies
9592 $2,039
• Professional And Technical Services 5236 $1,978
Lawrence
• Education and Health Services 8646 $904
• Health Care and Social Assistance 6906 $912
• Manufacturing including but not limited to computer and electronic products, electronic instruments and medical equipment/supplies, food, and fabricated metal
4721 $1,153
Methuen
• Education and Health Services 4527 $954
• Health Care and Social Assistance 3311 $946
• Retail Tide 3197 $633
North Andover
• Education and Health Services 4010 $859
• Health Care and Social Assistance 2432 $821
• Professional and Business Services 2407 $1,496
A key stakeholder interview was conducted with Mr. Arthur Chilingirian, Executive Director of ValleyWorks Career Center. For the past six years, The ValleyWorks Career Center has served over 15,000 job seekers annually in the (15) cities and towns in the Merrimack Valley Workforce Investment Area. The information provided by ValleyWorks was specific to the Lawrence, MA office which is the main Career Center in the GLCAC service area. A variety of employment trends were reported as having been observed in Greater Lawrence over the past three years including:
Companies closing down their businesses is on the decline
Number of companies downsizing or laying off workers has declined by 45% from 2009 to 2014
Companies are still sending goods overseas to be produced
Job seekers are taking less time to find a job
Some job seekers having to accept lower wages (many worked for 20+ years in one place and are now starting over)
Many Job seekers are taking a part time job and hoping to find a full time job
More “professional” job seekers using the services of the Center
More job seekers 55+ who can’t afford to retire
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The impacts of these trends include:
Youth unemployment, especially among minorities, is very high because more adults are filling jobs that were previously filled by youth
Mature workers can’t afford to retire because they have been using their pensions, 401k’s etc. since the economy downturn in 2008
Those with limited English language skills or those that lack a high school diploma or GED have difficulty finding full time unsubsidized employment that pays well
An influx of professional or college graduate job seekers (especially individuals who were in finance) are having difficulty finding employment especially those who can’t compete with the computer skills of more recent college graduates
Employers consistently report that one of the biggest barriers to employment is a lack of soft skills on the part of applicants. “Soft skills” is a sociological term relating to a person’s EQ (Emotional Intelligence Quotient), the cluster of personality traits, social graces, communication, language, personal habits, friendliness, and optimism that characterize relationships with other people.”ix Other reported barriers to employment include child care, lack of educational attainment, age discrimination, and the need to be better prepared coming out of secondary school. ValleyWorks addresses these barriers to employment by providing a variety of programs to get residents back to work quickly, including:
Resume development, interviewing tips and job search guidance
Computer workshops
Career counseling
Veterans services
Computer and internet access
Newspapers, magazines and other periodicals
Fax/copy machines
Job listings and periodicals
Information and referral to state, federal and private resources
Information and referral to education and training services
Educational Attainment: In Massachusetts 46.2% of residents over age 25 have a college degree. There is also a large group (16.6% of residents over age 25) who has some college but no degree. This contributes to a very competitive process for job attainment. The chart below indicates that the percentage of both Lawrence and Methuen residents with no more than a high school diploma is significantly higher than that of the state average. In Lawrence, the percentage of residents over age 25 with any college degree (16.6%) is significantly lower than the state average. The opposite is true for Andover and North Andover. 2008-2012 ACS data estimates indicate that the number of Lawrence residents with a high school diploma has increased only nominally since 2000, when it was 29.6%. In Methuen, the percentage has actually decreased from 33.2% to 30.7%. On a positive note, the percentage of Lawrence and Methuen residents with college degrees has increased since 2000 – Lawrence had a combined total of 14.2 % with an Associates or higher degree increase to 16.6% in 2008-2012 ACS estimates, and Methuen went from 31.9% in 2000 to 37.7% in ACS 2008-2012.
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Educational Attainment of Population over Age 25 Source: ACS 2008-2012 Estimates
City/Town Less
than 9th
grade
Less than high
school
High School or
GED
Some College
Associates Degree
Bachelor’s Degree
Graduate Degree
Lawrence 2008-2012
19.7% 14.2% 31.1% 18.3% 5.8% 6.8% 4.0%
Andover 2008-2012
3.1% 4.1% 14.2% 10.6% 7.1% 28.7% 13.1%
Methuen 2008-2012
5.8% 6.3% 30.7% 19.5% 9.7% 17.9% 10.1%
North Andover 2008-2012
1.3% 3.1% 18.3% 14.3% 7.7% 29.1% 26.2%
Massachusetts 2008-2012
4.9% 6.0% 25.9% 16.6% 7.2% 22.2% 16.8%
A full 33.9% of Lawrence residents over the age of 25 have less than a high school diploma. During the ValleyWorks stakeholder interview it was noted that a lack of English language and math skills present as critical barriers to employment and additional training. Increasing the capacity and effectiveness of Adult Basic Education (ABE) and English for Speakers of Other Languages (ESOL) continues to be related to job readiness and the local labor market. The statistics for residents age 18-24 are not much more encouraging:
Educational Attainment of Population under Age 25 Source: ACS 2008-2012 Estimates
City/Town
18-24 years old with less than high school graduation
Andover 9.3%
Lawrence 30.0%
Methuen 12.7%
North Andover 7.1%
Massachusetts 11.4%
Adult Basic Education (ABE) and GED Testing Results: The Lawrence Adult Learning Center (ALC) at the Lawrence Public Schools is the official GED testing site for the city, and all the classes are free of charge. According to Mary Giordano, Principal of the Lawrence Adult Learning Center, on average for the past few years, the GED/ABE test center sees approximately 450-500 individuals who take one or more GED subject tests. As recently as the 2013-2014 academic year, only about 22% actually pass the test and receive their GED. Barriers to passing the test include: transportation issues, lack of childcare, work schedule changes, personal issues, health concerns, lack of available slots, long wait lists to enter the program, lack of attendance/lack of interest, and court related issues. Despite those challenges, there are positive trends among those that pass the test and have higher levels of ESOL. Many of these participants enroll in postsecondary training which leads to better jobs. Furthermore, students that are receiving unemployment are referred to Section 30 training which is funded through workforce development at ValleyWorks.
English Language Proficiency: According to the ACS 2008-2012 Estimates, estimates 74.7% of Lawrence residents over age 5 speak a language other than English at home and, of those, 38.5% speak English less than “very well.” At the time of the 2000 US Census, that number was lower, at 64.4%. Then numbers below include both
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native-born and foreign-born speakers of Spanish, Indo-European languages, Asian, Pacific island and Other Languages.
Residents over 5 Years of Age That Speak a Language Other Than English at Home
Source: ACS 2008-2012 Estimates
Community Speak Language other than English
Speak English less than “very
well”
Andover 16.4% 5.3%
Lawrence 74.7% 38.5%
Methuen 6.6% 10.0%
North Andover 12.3% 3.4%
Massachusetts 21.7% 8.8%
Capacity to Provide Adult Education Programming and ESOL: The Lawrence Adult Learning Center reported a June 2014 wait list of 406 students. The ALC has the capacity to serve between 350 and 400 students per academic year. The Massachusetts Department of Elementary and Secondary Education (DESE) provides ESOL funding to the Lawrence Adult Learning Center, Asian Center of the Merrimack Valley, International Institute, Northern Essex Community College and Notre Dame Education Center. These programs have a combined capacity to serve 567 ESOL students. The City of Lawrence is currently in the process of convening all ESOL providers to formulate a plan to serve more students, enhance course offerings to higher levels of learning, and secure more funding. The Executive Director of GLCAC is an active participant at the table because our clients need the English language skills to succeed in life.
Access to Child Care/Child Care Tuition Subsidies: Greater Lawrence has a large network of early education and care providers from part day/part week nursery schools and school year half-day preschool programs, to full day/full year center- based programs and family child care providers. Data provided in July 2014 by Corinne Corsco at the Child Care Circuit (the local childcare information and referral agency) indicated that licensed center-based care and family childcare homes in the Greater Lawrence area had the capacity to serve 2,526 infants & toddlers and 4,525 preschoolers. Of these totals, providers that accept state subsidies have the capacity to serve 1,961 infants & toddlers and 3,184 preschoolers. There are a total of 40 full time center-based early education and care programs, 35 part-time center-based early education and care programs and 462 family child care providers. Of these, 33 full time early education and care center-based programs, 21 part time center-based early education and care programs and 356 family child care providers accept state subsidies. Only the Lawrence and Methuen public preschools currently accept vouchers.
According to ACS 2008-2012 estimates, the newborn through pre-school age population of Greater Lawrence numbered 12,339. With the limited capacity of legally operating centers and family day care homes, facilities in Greater Lawrence are only able to serve 57% of that population. Additionally, 27% of respondents to the 2014 GLCAC CNA survey indicated that child care for their infants/toddlers and preschoolers was a need, and 41% indicated that access and affordability to child care was a severe or moderate problem.
Transportation: Greater Lawrence is linked to other major cities by exceptionally good highways (I-495 and I-93) and rail facilities. The Senator Patricia McGovern Transportation Center provides daily train service via the Massachusetts Bay Transportation Authority (MBTA) to Boston. MBTA guidelines have established Lawrence as a zone “6” location whereas Andover is considered zone “5.” Communities that are closer
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to Boston have lower zone numbers and communities that are further away are assigned higher zone numbers. Zones range from 1A-9. Monthly zone passes are also good for unlimited travel on local buses, subways, express buses, inner harbor ferries and commuter boats. A zone 5 pass costs $8.50 per ride or $223 per month and a zone 6 pass costs $9.25 per ride or $289 per month. Although those fares appear to be reasonable, for Lawrence residents already struggling to meet monthly expenses, transportation costs to and from Boston for a job are prohibitive (using median family income as a guide). Transportation costs can limit employment prospects to a geographically predetermined area that is much smaller than that of more affluent job seekers. In addition, train service may not be a viable option for those working second or third shifts as the trains stop running prior to 11:00 p.m. The Merrimack Valley Regional Transportation Authority (MVRTA) provides 22 fixed routes as well as para-transit bus service throughout its service area. The fixed bus routes for Greater Lawrence include service to minority/low income tracts and hours of service for these routes are between 5 a.m. - 8 p.m. with reduced Saturday hours. All Lawrence-based routes operate every 30 minutes. Anecdotal input from local service providers indicates that many low-income residents enter the workforce in second and third shift manufacturing jobs and in retail or food service jobs that require evening and/or weekend hours when bus transportation is not available. Many of these individuals are low income and do not have their own means of transportation; they frequently use taxicabs as their primary mode of transpiration for food shopping, appointments for their children, and in the case of second and third shift workers, for transportation to and from work. In the GLCAC CNA survey, 36% of respondents said they do not have reliable transportation and 22% of indicated that they cannot afford a car, so an efficient bus transit system is critical to being able to get to work and school.
The MVRTA Office of Special Services provides origin-to-destination services with MVRTA lift-equipped vehicles. In 2011 MVRTA implemented a new Medi-Ride transportation service for MVRTA Special Services customers to travel from the MVRTA service area to the Lahey Clinic in Peabody and to Boston based hospitals for access to their medical appointments. There is also a special Employment and Student Transportation network that transports students to Northern Essex Community College, North Andover Middle and high Schools, the Stevens Memorial Library in North Andover and other select locations. Another route services numerous businesses along River Road in Andover including: Phillips, Sonesta ES Suites, Residence Inn, Marriott/SpringHill Suites, MKS, Polycom, Strauman, Zwicker, Putnam Investments, Draeger, DRC, and the Greater Lawrence Technical High School. The IRS and Raytheon, two of the region’s largest employers, are also on a bus route. In a 2012 Transit Mobility Plan Study performed by the Merrimack Valley Planning Commission, some gaps in overall service were identified by public comment. The most frequent gap in service related to the frequency of the fixed bus services. In particular, comments specified the need for more frequent service in the middle of the day. Comments also pointed to more frequent service on the commuter rail. Evening (to 9 pm) service was noted as a need for people trying to get home from jobs or from the commuter rail. Sunday service was also requested, and the MVRTA will finally begin limited Sunday service in September 2014. A new Lawrence bus route also began in July of 2014, shuttling residents who otherwise would not be able to travel to downtown Lawrence.
IMMIGRATION AND CITIZENSHIP: The United States has been the destination people around the world to find better opportunities for a better life. To this day, thousands of individuals enter the US to be in a place that is safer and better than where they were, and to stay and become citizens – just like he very first immigrants that came to America. There are many benefits to becoming a citizen; benefits which impact not only foreign-born individuals, but also increase the economic and political outlook of Massachusetts overall. Some of the reasons
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include: increased long term residency, increased civic engagement, and federal benefits utilization if needed. According to the Department of Homeland Security’s 2011 Immigration Yearbook, over 30,000 people in Massachusetts become legal permanent residents, and around 20,000 immigrants in the state have naturalized, every year for the last 10 years. Unfortunately, many immigrants still face obstacles to apply for citizenship. In Massachusetts, an estimated 10,000 immigrants a year are eligible to naturalize but are unable to do so for various reasons, including increased financial burdens. In Greater Lawrence, according to ACS 2008-2012 estimates, there are 42,344 foreign born residents, with 66% of them residing in Lawrence. Of the 27,915 of foreign born residents living in Lawrence, 88.5% are Hispanic or Latino, and 91.3% are not US citizens. Similar data was not available for Andover, North Andover, and Methuen.
YOUTH EDUCATION: Hispanic student enrollments as a percentage of total enrollments have increased in every public school district in the GLCAC service area since the 2004-2005 school year. With the exception of Lawrence, White children continue to comprise the majority of students in the area. Hispanic students now account for nearly one third (31.5%) of students in Methuen, a 7% increase since the 2004-2005 school year when the figure was 17.9%. Similar trends can be cited in the statics for all four cities/town in the last three categories – the percentages of English Language Learners, Low Income and Special Education students are rising every year, placing considerable strains on the public education system.
Public School Enrollment Statistics 2013-2014
Source: Massachusetts Department of Education
City/Town Total
Enrollment Male Female
% White
% Hispanic
% Asian
% African
American
% Other
% English Language Learner
% Low Income
% Special
Education
Lawrence 13,504 7,020 6,484 5.7 90.6 1.7 1.7 0.4 28.2 92.4 19.8
Methuen 6,937 3,605 3,332 59.6 31.5 4 3 2 7.1 43.9 14.9
Andover 6,110 3,076 3,034 76.4 4.7 14.2 1.7 3 1.9 6.2 17.3
North Andover 4,801 2,480 2,321 79.9 7.2 4.7 3.1 2.5 1.4 15.7 14.3
Massachusetts 955,739 489,422 466,317 64.9 17 6.1 8.7 3.2 7.9 38.3 17
Public School Student Indicators and Graduation 4 Year Rates: Below are a variety of indicators on student performance. Each community has positive attendance rates. Lawrence has the lowest graduation rate and an alarmingly high dropout rate in high school.
Public School Student Indicators 2012-2013 Source: Massachusetts Department of Education
City/Town Andover Lawrence Methuen North
Andover Massachusetts
Grade 9-12 Dropout Rate
1.0% 58.0% 3.2% 4.0% 22.0%
Attendance Rate 96.0% 93.0% 94.5% 95.0% 94.8%
Average # of days absent
6.9% 11.8% 9.5% 8.5% 9.0%
Retention Rate 6.0% 4.6% 1.2% 0.10% 1.8%
Graduation Rate 95.2% 61.3% 81.5% 94.0% 85.0%
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Andover graduation rate has fluctuated between 95 and 96 percent since 2008; Methuen between 80 and 82 percent, and North Andover between 94 and 96 percent. Graduation rates for Lawrence are the 9th lowest in the state among public non charter schools, but are showing improvement. The graduation rate in 2010 was 46.7%, and it increased to 61.3% in 2013. However, dropping out often happens long before high school. Reading proficiency by the end of third grade has been identified as pivotal to student’s academic success, in part because around 4th grade the curriculum shifts from “teaching to read” to “reading to learn.” Learning to Read, a Special Report by the Annie E. Casey Foundation
revealed that 74% of students who lack reading proficiency at the end of 3rd
grade are at risk of dropping
out.
HEALTH CARE & HEALTH ISSUES: There are two hospitals in Greater Lawrence, Holy Family Hospital in Methuen and Lawrence General Hospital (LGH) in Lawrence. In addition, the Greater Lawrence Family Health Center (GLFHC) serves as a primary health care provider for a large percentage of the area’s low income families. GLFHC also operates the nation’s first fully accredited family medicine residency program within a community health center. Recently, a walk-in medical center also opened close to downtown, and there are several other facilities located within the four communities, and a large network of primary care and specialty physicians and dentists. The 2014 GLCAC CNA survey did not poll residents for specific data on health issues because we do not provide direct services in this area. We relied on data from two partner non-profits – a 2013 LGH Community Health Needs Assessment (CHNA) report, and the 2013 GLFHC Health and Wellness Data report.
Health Indicators: There are a number of health behaviors and outcome statistics from the LGH and GLFHC reports that signify key health issues for Greater Lawrence. Residents at greatest risk and most vulnerable reside in Lawrence, where socio-economic factors are more critical. While several communities such as Andover and North Andover are highly affluent, Lawrence and to a lesser extent Methuen experience lower median incomes, higher rates of poverty and unemployment, and lower levels of education. These factors all have a significant impact on people’s health priorities, their ability to seek services, access to resources and reliance on support networks, stress levels, and opportunities to engage in healthful lives. The cultural, language, and economic diversity across the region presents significant challenges when delivering services and care that aim to meet the multitude of needs across the region. Additionally, the violence and crime in Lawrence far exceeds the rest of the region and further inhibits health of residents by affecting their ability to be safe being physically active outside, exacerbating stress and anxiety levels, and contributing to injuries. Some of the resident and provider identified priorities in both reports include:
Maternal & Infant Health – specifically the rate of mothers not receiving prenatal care
Child Health - specifically the rates for childhood hospitalizations, and infectious disease
Adult Health – specifically the rates of infectious disease
Teen Birth rates- related to high school dropout rates and increase in substance abuse
Substance Abuse- related to the impact on health, education and self-sufficiency
Mental Disorders- specifically the need for a more holistic approach to behavioral health
Chronic Diseases – specifically the rates of diabetes, heart disease, asthma and cancer Although all of the priority needs can be and most always are intertwined, there are two areas that are GLCAC is providing direct services in one or more of our programs:
Childhood Obesity – though the WIC, Head Start and Child Care programs, GLCAC is able to work with parents to provide health and nutrition guidance and healthy food and nutrition information for pregnant, postpartum and breastfeeding women, infants and
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children under the age of five. “During 2009, the United States Department of Agriculture (USDA) and all state and local Women, Infants & Children (WIC) agencies implemented historic changes designed to align the WIC food packages with the dietary guidelines for Americans. The changes…include the addition of fruits and vegetables, whole grains and soy products, as well as modification in types and amounts of milk, cheese, eggs and juice…The changes were intended to help lower the risk of obesity and its consequences since the national epidemic disproportionately impacts low income families.”x
Child Maltreatment - According to data released by the Massachusetts Department of Children and Families, “Socioeconomic and demographic factors strongly influence child maltreatment rates.”xi In the same report, Lawrence was consistently listed among the top five cities/towns statewide with the most extreme poverty/stress indicator risk values including: Families with related children less than 18 years old that were below poverty level Live births per 1,000 females ages 15-19 Households receiving public assistance Labor force unemployment rate Low Family median income Supported cases of physical abuse in Lawrence were nearly twice the statewide rate. GLCAC has programs within the Michael B. Christensen Family & Community Support Center to increase families’ ability to nurture children, prevent child abuse and neglect, and foster self-sufficiency and empowerment through family education.
Health Insurance: In 2006, Massachusetts passed comprehensive health reform designed to provide near-universal health insurance coverage for state residents. Building on a long history of health reform efforts, the state embarked on an ambitious plan to promote shared individual, employer, and government responsibility, expanding coverage to nearly all state residents. Massachusetts now has a 98% coverage rate, the best in the nation. “As of 2011, more than 400,000 Massachusetts residents were newly insured. Nearly all children (99.8%) and seniors (99.6%) have health insurance. Furthermore, racial and ethnic disparities in health coverage have been significantly reduced.”xii
More adults in Massachusetts receive preventive care services and report a usual source of care since health reform. With more residents gaining insurance coverage, demand for health care, and particularly in underserved communities like Lawrence, has increased. Safety net providers have seen an increasing number of patients and the state continues to improve residents’ access to care by expanding primary care provider capacity. Despite those gains, the state continues to struggle with rising health care costs. State health reform focused on expanding coverage to residents while leaving the more difficult task of cost containment for the future. As a result, affordability continues to be an issue. “Per capita health spending is 15% higher than the national average and although premium growth has slowed in recent years, Massachusetts has the highest individual market premiums in the country.” xiii In Greater Lawrence, 2014 CNA survey results indicate that 61% of clients responding have health insurance, and 59% indicated they had no barriers to health care. ACS 2008-2012 data indicates a large percentage of residents in the four communities have health insurance:
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Greater Lawrence Residents Health Insurance Coverage Source: ACS 2008-2012 Data Estimates
HEALTH INSURANCE COVERAGE Andover Lawrence Methuen North
Andover
% of Population:
With health insurance coverage 97.7% 90.6% 96.3% 97.4%
No health insurance coverage 2.3% 9.4% 3.7% 2.6%
For public insurance coverage through the Massachusetts Health Connector, Connector Care is typically offered to residents earning between 100% and 300% of FPL, with no premiums for those earning below 100% of FPL. The GLCAC Massachusetts Health Connector Navigator Project Coordinator reports that is difficult for residents earning less than 300% of federal poverty to maintain premium payments especially when the rates have experienced such sharp increases. In Lawrence, where the median household income $31,931, depending on the health plan selected, the monthly premium could be up to $120-279 for a family of three. Many households do not have that “extra” disposable income available to them to pay for healthcare. In Lawrence, where close to 30% of households live in poverty, paying for health insurance is next to impossible. Hispanics experience the highest uninsurance rates by race/ethnicity in the state and in 2013 Hispanics accounted for 78% of GLCAC clients. Environmental Health: The health of Lawrence residents, especially children, is at risk from exposures inside their homes. The majority of Lawrence’s housing consists of wood frame multiple family dwellings built prior to 1950 that are at high risk for lead based paint and asbestos. “Multiple families occupy units originally built for single families and 68% of the housing stock is rental property, limiting the control that renters have over their indoor environments.”xiv Data from the Executive Office of Health and Human Services Department of Public Health reveals that Lawrence continues to experience numerous cases of extremely high blood lead levels. Lawrence ranked 7th in the state over the five year (2005-2010) period for the highest rate of lead poisoning in the state. In 2010 Lawrence had 11 cases of blood lead levels equal or greater than the acceptable level, while North Andover and Methuen each had 1 case and Andover had no reported cases. For over 150 years “Lawrence has been subject to industrial damage to its environment.”xv According to data released by the Massachusetts Department of Environmental Protection, “Lawrence reported 36 “Activity and use Limitation” cleanup sites, tied for 6th highest in the state, per square mile, reported for other former industrial cities including Fall River, New Bedford, Lowell, Lynn, Springfield and Worcester.”xvi
PUBLIC SAFETY: According to the 2013 LGH CHNA report, crime in the region is a major concern and stressor for residents. The rates of violent crime are lowest in North Andover (31.6 per 100,000 population) and Andover (41.9 per 100,000 population). The violent crime rate is highest in Lawrence at 994.2 per 100,000 population, over two times higher than the state rate (428.4 per 100,000). Property crime rates are lowest in Andover (925.1 per 100,000 population) and highest in Lawrence at 3,228.7 per 100,000 population as compared to the state - 2,258.7 per 100,000 population.
RESIDENT PARTICIPATION: According to the national Community Action Agency standards, research shows that through engagement in community activities such as board governance, peer to peer leadership, advisory bodies, volunteering and other participatory means, “the poor build personal networks and increase their social capital so that they are able to move themselves and their families out of poverty.” xvii Further, one
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of the new national standards is “Maximum Feasible Participation: Consumer Input and Involvement.” Thus, providing advocacy and leadership skills is a concrete way for GLCAC to advance its mission of economic self-sufficiency for its constituents. By providing opportunities to obtain these skills, GLCAC clients will be better able to move from receiving services to acting on their own behalf and to impact broader change with others. GLCAC has a robust volunteer base and offers many opportunities for volunteering and community participation though our ten major programs. During Fiscal Year 2013, 533 individuals donated a total of 30,178 hours of service.xviii Volunteers are involved in all aspects of the agency’s activities from governance, to advocacy, to direct services to clients. Many of GLCAC employees are Greater Lawrence residents and volunteer with partner agencies and municipal initiatives, such as The Mayor’s Health Task Force in Lawrence. The GLCAC Board (15 to 21 individuals) operates as a strategic, policy making and vision creating body and provides oversight for the staff leadership team. The Head Start Policy Council (19 Head Start parents) is involved in policy-setting, budget development, and program evaluation for the Head Start Program. The Head Start Health Advisory Council (10 Head Start affiliated individuals) provides guidance on health and nutrition services for the Head Start Program. The Family Support Center Advisory Board provides guidance on policy and activities for the Michael B. Christensen Child & Family Support Center. Of the total of 533 volunteers in 2013, 468 were low-income individuals who were ‘giving back’ to programs that have helped their families. At the same time, many were acquiring job skills that will support their own efforts to secure employment or move up their career ladder on the road to greater self-sufficiency.
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IV. COMMUNITY NEEDS ASSESSMENT ASSESSMENT OF CLIENT/COMMUNITY NEEDS: The 2014 assessment of community and client needs was conducted through multi-method comprehensive process that transpired from spring 2013, when GLCAC retained a consultant to guide the agency through a Strategic Planning process through the spring of 2014. The following activities were included as part of the assessment: 1) Collection of Community Needs Assessment (CNA) survey information from clients within the agency and externally from community residents at partner organizations; 2) Key stakeholder interviews with local service providers within the service area conducted by the GLCAC Strategic Planning Consultant; 3) Staff participation in focus groups at an agency-wide Staff Professional Development Day in June 2013; and 4) Strategic Planning Retreat in September 2013 consisting of Board members, Strategic Planning Committee members, external stakeholders, and key management staff members.
5) Compilation of secondary information from: US Census, American Community Survey, Child Care Circuit, Local Housing Authorities, Massachusetts Housing Partnership, Council For Community and Economic Research, MA Executive Office of Labor and Workforce Development Division of Unemployment Assistance, MA Division of Employment and Training, MA Department of Elementary and Secondary Education, MA Department of Public Health, MA Executive Office of Public Safety and Security, City of Lawrence Public Schools, US Department of Housing and Urban Development, US Bureau of Labor Statistics, MA Health Connector Authority, MassForeclosures.com, Merrimack College Urban Resource Institute, MassCHIP, Lawrence General Hospital, Greater Lawrence Family Health Center, United Way of the Merrimack Valley, Merrimack Valley Housing Report.
Survey Methodology and Basic Results CNA surveys, available in both English and Spanish, were distributed through all GLCAC programs and through local service providers including: Andover Housing Authority, Andover Town Hall, Chapel School in Methuen, Children’s Center, Children’s Friends and Family, The Community Group, Ebenezer Church, Family Services of the Merrimack Valley, Food for the World, General Donovan School, Greater Lawrence Family Health Center, Lawrence Community Connection, Lazarus House, Merrimack Valley YMCA, Methuen City Hall, Methuen Housing Authority, and the North Andover Senior Center. The surveys were available in both paper and electronic format. Through a GLCAC e-newsletter via the Merrimack Valley Chamber of Commerce member list, 1000 local businesses received the survey web link, and for the first time at GLCAC, a computer kiosk was set-up in the Community Service Center – the central intake area for our agency –so that clients could participate on-line. Another 1000 clients of local Service Providers had access to the web link through Lazarus House, Family Services, and Methuen-Arlington Neighborhood, Inc.*
The table below illustrates the statics of the Community Needs Assessment Survey results:
Surveyed Group Total Surveys Distributed
Total Surveys Received
Response Rate
Local Service Provider clients - Paper 950 209 22%
GLCAC Program clients/residents 1000 696 69.6%
Residents via – web link 2500 291* 11.6%
TOTAL 4450 1196 26.8%
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A total of 1,196 individuals provided input into the community assessment. In response to the question In which language would you like to take this survey?, 45% selected English, and 55% selected Spanish. Many surveys were incomplete and only completed portions have been entered into the overall data. Five partners did not receive any completed surveys back and three organizations had their constituents complete them electronically. For example, the demographics section of the community assessment survey was completed by only 83-87% of respondents. These are the aggregate results:
GENDER 65.3% are
female 17.7% are
male
17% no answer
AGE 5.2% are
under age 18
17.3% are ages 18-25
25.4% are ages 26-35
14.6% are ages 36-45
9.6% are ages 46-55
6.1% are ages 56-
65
6.7% are over age 65
15% no answer
RACE / ETHNICITY
0.8% are American
Indian/Native American
0.6% are Asian
0.8% are African
American
64.4% are Hispanic/
Latino
14% are White (Non-Hispanic)
2.8% are Bi-racial
1% are ‘Other’
15.5% no answer
NUMBER IN HOUSEHOLD
9.3% had 1 person in
home
17.1% had 2 people in
home
19.6% had 3 people in
home
22.2% had 4 people in
home
12.9% had 5 people in
home
5.2% had 6 people in home
2.6% had 7 or
more people in home
11.1% no answer
COMMUNITY 2% are from
Andover 59% are from
Lawrence 22% are from
Methuen
4% are from North
Andover
4% are from 'Other'
17% no answer
HOUSEHOLD INCOME
7.6% have no income
30.4% have income under
$15,000
19.1% have income between $15,001- $25,000
12.2% have
income between $25,001- $35,000
5% have income between $35,001- $45,000
2.2% have
income between $45,001- $55,000
4.7% have
income over
$55,000
18.9% no answer
MARITAL STATUS
47% are single
24.5% are married
3.1% are widowed
5.9% are divorced
5.2% are separated
14.3% no answer
The Survey also asked respondents to prioritize basic needs for themselves and/or their families. Out of a list of 24 items, the chart below details how 85% that responded to this section ranked their needs overall (from highest to lowest) across the GLCAC service area, and the breakdown of those responding in English and Spanish:
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Rank Area of Need Total % of 1196 Surveys
English Answer Options
% # Spanish Answer
Options % #
1 Employment - good jobs 383 32%
Housing 31% 134
Education (adult ESL, GED) 46% 268
2 Housing 376 31%
Home Heating 30% 130 Employment 45% 257
3 Education (adult ESL, GED) 330 28%
Employment 29% 126 Housing 42% 242
4 Home Heating 321 27%
Food/Nutrition 27% 120 Utilities 34% 199
5 Utilities 313 26%
Utilities 26% 114 Home Heating 33% 191
6 Food/Nutrition 308 26%
Clothing 23% 100 Dental Healthcare 33% 191
7 Dental Healthcare 287 24%
Dental Healthcare 22% 96 Food/Nutrition 33% 188
8 Childcare 243 20%
Childcare 20% 89 Childcare 27% 154
9 Clothing 199 17%
Housing Repairs 16% 72 Medical Transportation 26% 150
10 Medical Transportation 193 16%
Medical Healthcare 16% 72
Citizenship/ Immigration 23% 133
11 Vision Healthcare 188 16%
Education (adult ESL, GED) 14% 62
Vision Healthcare 22% 128
12 Medical Healthcare 180 15%
Job/school Transportation 14% 62 Legal Services 19% 109
13 Citizenship/ Immigration 172 14%
Vision Healthcare 14% 60
Medical Healthcare 19% 108
14 Job/school Transportation 166 14%
Budgeting/Credit Counseling 12% 52
Job/school Transportation 18% 104
15 Legal Services 154 13%
Prescriptions 12% 51 Counseling 18% 102
16 Counseling 148 12%
Education (children) 11% 48 Clothing 17% 99
17 Housing Repairs 147 12%
No Needs 11% 48 Senior Services 16% 95
18 Prescriptions 139 12%
Counseling 11% 46 Prescriptions 15% 88
19
Budgeting/ Credit Counseling 135 11%
Legal Services 10% 45
Education (children) 14% 83
20 Education (children) 131 11%
Medical Transportation 10% 43
Budgeting/Credit Counseling 14% 83
21 Senior Services 128 11%
Citizenship/ Immigration 9% 39
Mental Healthcare 14% 82
22
Life Skills: Parenting, Career, etc 114 10%
Life Skills: Parenting, Career, etc 8% 36
Life Skills: Parenting, Career, etc 14% 78
23 Mental Healthcare 112 9%
Senior Services 8% 33 Housing Repairs 13% 75
24
Domestic Violence Services 73 6%
Mental Healthcare 7% 30
Domestic Violence Services 9% 54
25 No Needs 76 6%
Domestic Violence Services 4% 19 No Needs 5% 28
TOTAL ANSWERED 1018 85%
TOTAL ANSWERED
440
TOTAL ANSWERED
578
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It is interesting to note that in the last two GLCAC 3 Year Community Action Plans, 4 of the top 5 items listed (Employment/access to good jobs, Home Heating, Affordable Housing, and Food & Nutrition) appeared in the 2015-2017 top six priority list, confirming a significant and troubling trend in our service area. Also, for both English speaking and Spanish speaking respondents in 2014, 4 out of the top 5 needs were the same.
The survey also asked community members to rank their barriers to obtaining these basic needs on a scale of ‘severe’, ‘moderate’, ‘small’ or ‘not a problem’, and we received responses from 94-98% of survey respondents in both English and Spanish. In the moderate to severe category, close to 41% reported that they cannot afford fees/cost of assistance, and 31% indicated they are Not Eligible/Don't Qualify for Assistance. When analyzing Survey results in relationship to the city/town of residence, the top ten issues are needs in all four communities. There were some slight variances on survey results specific to each town and language preference:
For respondents answering the survey in English, 61% live in Lawrence, 23% live in Methuen, 8% live in North Andover, and 2% in Andover (6% live in other towns). Collectively they ranked Affordable Housing, Home Heating and Employment as the top three priorities, Adult Education ranked 11th in priority needs.
For respondents answering the survey in Spanish, 68% live in Lawrence, 26% live in Methuen; 3% live in North Andover and 1% in Andover (2% live in other towns). Collectively they ranked Adult Education, Employment, and Housing as their top three priorities, and Citizenship and Immigration Services ranked 10th.
In Andover, the top priority need was Employment/Access to good jobs; in North Andover, Adult Education captured the number one ranking.
More detailed information on other survey statistics and needs analysis will be provided within the context of this CAP plan. Key Stakeholder Interviews During the 2013 Strategic Planning process, the consultant designed and implemented a comprehensive strategic assessment that including over 20 interviews with key external stakeholders, individual interviews with board and director level staff members, and group interviews with the Board. This information has also been used to develop the GLCAC 2015-2017 Community Action Plan. Staff Focus Groups Close to 250 GLCAC staff participated in a half-day discussion with the Strategic Planning consultant. The focus groups encompassed visioning exercises for development of the Strategic Plan (and 3 Year CAP), “World Cafés” to define GLCAC Mission and Values, Diversity and Inclusion initiatives, and Organizational Improvement. Specific attention was given to defining “self-sufficiency” and how it is reflected in current programs, and identifying the gaps in programs and services at GLCAC related to community needs. Strategic Planning Retreat A combination of Board members, Senior Staff, and external stakeholders gathered for a full day decision-making Strategic Planning retreat in September of 2013. All the compiled information from Staff Focus Groups, Stakeholder Interviews, and institutional knowledge of client needs and service area offerings was compiled into a Strategic Assessment prior to the retreat, and the document was used to inform and guide decisions by consensus on programmatic directions for GLCAC for the next three to five years.
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ANALYSIS OF DATA & INFORMATION COLLECTED: Members of the Board’s Planning Committee, the Agency Administrators and Program Directors reviewed and discussed the primary information gathered through the surveys and group sessions and the results of the Strategic Assessment completed in the summer of 2013, and analyzed that information in respect to the secondary information obtained through government/public sources and documents. In conjunction with that information, the Committees recognized that “all organizations are nested in an environment that both constrains and facilitates their work. For organizations to be effective in advancing their mission, they need to have a good grasp of the political, economic, social and funding trends that characterize the environment in which they operate. For GLCAC’s strategic planning process, an assessment of key trends was conducted.” xix Some of the external trends the Committees reviewed last year are listed here, although some of the numbers have been recently changed here to reflect more current ACS data as of 2012: Economic Trends - In terms of general economic trends, from 2010 through 2012, Lawrence registered some of the most distressing economic indicators in the Commonwealth of Massachusetts. On average, the income per capita in Lawrence is 51% less than the Massachusetts average and 36% less than the National average. The median household income in Lawrence is 52% less than the Massachusetts average and 40% less than the National average. Although there was an increase in income per capita and median household income over approximately 10 years, these increases did not keep pace with the rate of inflation (19% increase between 2000 and 2010). “The median household income in Lawrence for owner occupied housing is 117% greater than the median household income for renter occupied housing in Lawrence. The poverty level in Lawrence is 216% greater than the Massachusetts average and 98% greater than the National average.” xx
Further, at the end of 2012, the Lawrence unemployment rate was 13.9%, the highest in Massachusetts and also more than double the state average. To this day, Lawrence still has the second highest unemployment rate (11.2%) in the state, although there is a positive downward trend since the high of 16% in January 2013. Exacerbating the economic situation of GLCAC constituents, which includes residents of Lawrence, Methuen, Andover and North Andover, has been the so-called ‘Great Recession’. This recession has had a very slow recovery and it is still not clear whether the country has fully emerged from the impact it has had on people’s lives. While Lawrence experienced the greatest impact of this recession, all four communities suffered in terms of increased unemployment and home foreclosures.
It is no wonder, then, that for a significant number of GLCAC constituents, the number one need is jobs. GLCAC is aware of this need as it considers new programming both to prepare its constituents for emerging labor market needs as well as developing initiatives that generate jobs. Political Trends - Lawrence’s burgeoning Latino community appears to be well represented in city government, given that it has a Latino Mayor and a several Latinos serving on its City Council. At the time of the writing of this Strategic Assessment, the view of City Hall, however, was not consistent among key informants interviewed. Some perceived City Hall as contributing to the overall negative perception of Lawrence, while others viewed City Hall as quite friendly to nonprofits that is share the anti-poverty mission. This is currently a changing landscape since the last election resulted in a new (Latino) Mayor and renewed hope for Lawrence. Of significant importance for GLCAC is that the (new) Executive Director who brings with her a great deal of experience working for city government and her long history of working as the leader of a well-respected community development organization. Her political acumen will be a significant asset for
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GLCAC as it seeks new and exciting opportunities to partner with the City of Lawrence to expand its programming and services. She is also a member of the Board of Directors of the Merrimack Valley Workforce Investment Board, and sits on a Housing Study committee for the City of Lawrence. Social Trends – Perhaps the most troublesome and worrisome social trend identified by most of key stakeholders interviewed was the dismal state of Lawrence’s public schools. Lawrence serves a student population of approximately 13,600 students and operates 33 schools, of which 6 schools have been identified as underperforming (Level 4). In recent years, about 37% of Lawrence’s residents did not have a high school diploma.xxi Furthermore, because of the chronic underperformance of public schools, even students who receive a high school diploma are often not ready to continue on to college or successfully secure a decent paying job. The lack of quality public school education was identified as an important root cause for Lawrence’s lower than state average incomes and higher unemployment rates. In November 2011, the Lawrence Public Schools was placed into state receivership by the Massachusetts Board of Elementary & Secondary Education, and shortly thereafter, appointed Jeffrey Riley as the Receiver who has the authority of a school district superintendent and the local school committee. Mr. Riley is a veteran educator with nearly two decades of experience in school and district leadership. In May 2012, after extensive discussions with stakeholders, the Commissioner and Receiver released the Lawrence Public Schools Turnaround Plan. “The Lawrence plan sets forth a bold mission to transform the district into a high-performing system of schools, where individual schools lead the way. Key features of the turnaround plan include shifting more resources and autonomy to the school level, bringing proven partners into the district to operate and support schools, extending the school day for students, and increasing student engagement through high-quality enrichment opportunities.”xxii No end date has been specified for receivership, though the general thought is that the turnaround will take at least five years. The challenge that public education presents goes well beyond Lawrence. Several interviewees identified public education as being a national crisis. Not only is the educational system yielding unequal outcomes –that is, that low-income and immigrant children and youth face greater barriers in accessing quality education, but also generally, students across the nation are not being prepared for the demands of today’s economy: science, technology, engineering and math (STEM). One ray of hope within the public school system in Lawrence is that under the current receivership, doors have opened for greater community involvement in finding collective solutions to addressing its problems. Specifically, community and business leaders and nonprofit organizations are being invited to join the school system’s reform efforts. Another general social trend identified through the interviews was Lawrence’s negative public image as crime-ridden, corrupt, and economically depressed beyond saving. At the same time, the interviewees insisted that this image was not accurate and believed that Lawrence is poised to experience a renaissance. In the words of one interviewee: “My experience is that there are lots of good people here and there’s a lot of good being done and great things happening. But good things and great people are not highlighted or celebrated. We now have opportunities to make real and significant strides.” This could be an exciting time for GLCAC to participate in collective efforts in the City of Lawrence to change the public image. The GLCAC Executive Director joined the Lawrence Partnership, a recently created private/public partnership organization formed to provide private and public sector leaders with a forum to discuss Lowell’s economic, educational, and cultural development and to advocate for partnership programs that advance the strategic goals of the City. Funding Trends – Many of the external interviewees observed that the funding environment is the number one challenge for nonprofits. Generally, it has continued its trend towards more and bigger cuts and greater scrutiny, accountability and demands for “evidence-based” program evaluations. This funding trend is particularly acute at the federal level. The economic recession coupled with a decades-long and well organized political effort to diminish the role of government can be understood as the main reasons for the situation at the federal level, which in many ways has culminated in the sequester. The
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federal sequester of recent years was mentioned several times by interviewees as responsible not only for cuts in funding but also for delays in disbursing funds for already approved programs. As the interviewees noted, the likelihood that the current funding environment will change any time soon is low. However, there are important glimmers of hope. At the federal level, signature programs like Head Start continue to garner much support across the political spectrum. Improving the overall health and well-being for people through such different and varied initiatives as nutrition, fitness, green spaces, and farmers’ markets are gaining momentum. The United Way of Massachusetts Bay and Merrimack Valley (UWMBMV) has indicated that Lawrence is now a focus area for the foundation, so this may open up opportunities for new funding. United Way has funded workforce development and financial literacy programming in other parts of Massachusetts. In July of 2014, GLCAC became a United Way affiliate for the first time in its 49 year history. At the state level, there is more funding available for ESOL and housing development. Finally, there is a trend in the funding community towards supporting larger, more established nonprofits, as these are viewed as better capable of having greater impact and scaling up GLCAC’s size, which many noted as a unique and special characteristic, positions it well to make the most of this current funding trend. Finally, there has been an ongoing trend by funders towards partnerships and formal collaborations among nonprofits. This can be viewed as a challenge when imposed from the outside as a requirement for funding. Indeed, interviewees noted that more and more, funding sources are requiring partnerships. A community-wide partnership strategy may hold a crucial solution to persistent, seemingly intractable and systemic problems in a given community. GLCAC can play an important and strategic role as convener leveraging partnerships and available resources that advance the different programmatic areas it cares about. Immigration Reform – As of this writing, the legislative process to enact immigration reform at the federal level has advanced to the point of having an approved version of the bill in the Senate. The House of Representatives has considered various versions of their own and debate has not yet begun. It is doubtful, then, that immigration reform will be enacted this year. This has been a highly contentious and politicized issue and for GLCAC’s purposes, we do not provide here an analysis of the overall political, economic and social context that has made immigration policy so controversial. If this law is enacted, it will greatly impact a significant number of GLCAC constituents. While it is not certain what the law will and will not do, we can say at this point that if the law passes as it stands right now with the approved Senate version, approximately six million (of an estimated 11 million) of this nation’s current undocumented immigrant population will have the opportunity to normalize their immigration status. This will not be a legal permanent resident status, i.e., a green card, but a new status that would allow people to work legally, provided they meet a host of eligibility requirements and maintain this eligibility for six years. Only then, and only after Congress has been assured that the border with Mexico has been secured, will people have the opportunity to apply for legal permanent residency. Although immigration reform, as the Senate’s version stands now, will leave almost half of the undocumented population out of contention, a significant number of people will be able to access some kind of relief. The numbers will be staggering and will put a significant strain on the current network of bona fide, reliable immigration services providers. Already, many of these longstanding providers are beginning to consider and plan for expanding their service delivery capacity. As the section on Three Year Goals & Strategies: Immigration, will describe more fully, even without immigration reform, GLCAC has a great opportunity to expand its services by providing legal immigration services within the current legal framework. Should immigration reform take place, GLCAC will be in the position to more readily respond to what will be, almost overnight, a huge increase in demand.
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In conclusion, many common and interrelated themes arose from each of the methods used to assess community/client needs – the combination of the Strategic Assessment and data analysis resulted in the identification of five priority areas of community need that we can address based on current core competencies. Programs and services that were evaluated but that GLCAC is already delivering robustly (such as Early Education, Fuel and Utility Assistance, and Food/Nutrition Programs) are not included in this list: 1. Employment / Access to Good Jobs with Benefits:
Unemployment rates in both Lawrence and Methuen (13.9% and 8.5% at the end of 2012) are consistently above the state average, with Lawrence’s rate typically being double the state average. As indicated above, Lawrence has the third highest unemployment rate in Massachusetts as well as dire economic indicators related to poverty and individual and family annual incomes. It is evident why Employment ranked as the number one priority overall for GLCAC clients in the Survey. The statistics are mirrored by our client statistics. In 2013, 40% lived below the federal poverty guidelines. The low educational achievements of clients over the age of 24 are startling: 23% have less than a 9th grade education and another 23% have additional education, but have not graduated high school.xxiii Without education and a certificate or degree, obtaining a good job that provides adequate wages and a benefit package is difficult, to say the least.
Many survey respondents expressed difficulty finding/being eligible for jobs that pay a living wage and provide benefits such as health insurance. A significant 45% of Survey responses received in Spanish listed Employment as the second most important need. Anecdotal comments from local service providers reveal that many low-income residents, unable to find full time employment, may work two or three ‘temp’ jobs in order to support their families. The basic requirements for entry-level jobs have risen dramatically over the past ten years. A report from the Merrimack Valley Workforce Investment Board (MVWIB) indicates that candidates for entry-level employment are generally expected to have excellent English verbal and writing skills, basic mathematics education, and a broad array of soft skills, including teamwork, communication, positive work ethic, and ability to accept supervision. Further complicating the issue, the literacy levels of many local job seekers are often too low to meet the requirements for entry into occupational skills programs. The result is challenging conditions for clients to access better paying jobs.
2. Adult Education / ESOL, GED / Limited Education Nearly 50% of survey responses received in Spanish indicated Adult Education such as GED and ESOL was ranked as their top need. According to ACS data for 2008-2012, 74.7% of Lawrence residents over age 5 spoke a language other than English at home and 26.6% in Methuen (ACS 2010-2012 Estimates). In Massachusetts, the ratio of residents with no more than a high school diploma is comparable to that of residents with more than an undergraduate degree. The percentage of residents of Lawrence and the low income districts of Methuen with no more than a high school diploma is significantly higher than that of the state average, and the total for those with more than a college degree is significantly lower than the state average. The opposite is true for Andover and North Andover.
Data from the 2008-2012 ACS revealed a slight gain for Lawrence with regard to the numbers of individuals 25 years or older with a high school diploma (30.6% in 2009 and 31.1 in 2012) but the numbers with less than a 9th grade education remained consistent, with 19.8% in 2009 to 19.7% in 2012.
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3. Affordable Housing / Housing Assistance: According to the GLCAC Survey, affordable housing emerged as the number two priority. The secondary data validates this - as data gathered from the 2000 Census and the ACS 2008-2012 Estimates revealed a significant increase in the percentage of household income that homeowners and renters in Lawrence are spending on housing. For homeowners, the percentage increased from 21% to 52%. For renters, it went from 35% to 52%. This substantial increase is most likely due to the recession, which resulted in loss of jobs and higher unemployment rates. A key partner observed: “A significant number of people pay more than 30% of their income to rent. However, be careful in attributing the problem to rent rates, as they are low compared to the region. The problem is more related to income.” The waiting time for public or subsidized housing in all four communities in GLCAC’s catchment area is three to five years and the median purchase and rental costs in the area far exceed the median household earnings of low-income families. Given the high cost of maintaining a home, it is not surprising that Greater Lawrence continues to have a high rate of foreclosure, although it dropped from 9th highest in July 2011 to 35th highest in October of 2013.xxiv According to a stakeholder interview, home ownership rates in Greater Lawrence are still only between 30 and 35%. This individual wishes to increase this rate because of the assumption that with home ownership there is family and community stability; the interviewee also spoke to this housing need being related to foreclosures and vacant properties that are in need of redevelopment. The need for affordable housing is evident from the GLCAC CNA Survey indicating that 56% of those that responded are in rental units, and 39% indicate that rent payments are too high. 4. Citizenship / Immigration Lawrence continues to serve as a gateway for immigrants. Immigrants come from all over the world, although most from Latin American countries, primarily the Dominican Republic. In addition to ESOL needs, immigrants need support in normalizing their immigration status. US Immigration policy is a very complex area that has become ever more challenging with the increase in anti-immigrant sentiment. Since the passage of the Illegal Immigration and Immigrant Responsibility Act of 1996, it has become increasingly more difficult for immigrants to obtain legal permanent residency, a key step towards their achieving naturalized citizenship. The US Congress has not come to an agreement to provide relief for undocumented immigrants and currently supports a “piece-meal” approach with its strict focus on more enforcement measures. The current patchwork nature of US immigration policy seems to have resulted in “mix-status” families in immigrant communities, where in one family there are conceivably all kinds of immigration statuses - from citizens, to legal permanent residents, to some kind of temporary status to being entirely undocumented. While there are some legal remedies that can provide immigrants legal immigration status, there are barriers due to fear, lack of information, and the high cost of immigration attorneys and the required US Citizenship and Immigration Service fees. For example, applying for citizenship costs $680.00. The cost of a family-based petition is even higher, costing $1,070 per petition. These costs do not include attorney fees. The need, notwithstanding the barriers, is significant, and with the current anti-immigrant sentiment, it is perhaps more urgent than ever that qualified immigrants have reliable and accurate information about their eligibility and to receive bona-fide, low cost to free legal assistance. In the CNA Survey, 23% of GLCAC Spanish speaking clients that responded indicated that Immigration/Citizenship services are a top ten priority need.
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5. Economic Development / Revitalization of Downtown Lawrence While GLCAC is interested in pursuing job creation opportunities that we can develop by building on our core competencies, results from the stakeholder interviews, focus groups and Strategic Planning Retreat revealed that economic development is primarily understood as creating the conditions, rather than creating jobs, to attract the businesses and companies so they become established in the Greater Lawrence area. Not only would this result in job generation, but it would also stimulate other business development such as restaurants, coffee shops, etc. to cater to the needs of a growing workforce.
Perhaps the most significant challenge that the stakeholder interviews revealed in the field of economic development is the apparent mismatch between what employers that consider operating in Lawrence evaluate in terms of finding a qualified, skilled workforce, and the actual availability of trained workers for their industry demands. The two specific needs cited were STEM (Science, Technology, Engineering and Math) skills and job readiness or “soft skills”. Two interviewees cited the deficient state of the public education system in that it is not adequately preparing students to access the jobs that the current economy demands. As one of them stated, “There’s a big need in the community for jobs, but there’s no match between need, skills, and jobs available.” Another interviewee noted the need for “a more holistic approach to education and workforce development to close the gap between skills and labor market demands.” GLCAC’s potential role in revitalization efforts or development of commercial or mix-use real estate is bolstered by the acknowledgement that GLCAC now counts on considerable expertise in this area with Evelyn Friedman at the helm. One respondent observed: “[GLCAC] should build on the strengths of leadership and administration, rather than go down a road where there’s not enough knowledge or experience. Evelyn has the skills and experience and they should be maximized and not waste any of it.” Stakeholder interviews also revealed that Lawrence’s negative portrayal outside the community creates adverse conditions for business development. In the words of one interviewee, “Battling [Lawrence’s] image as crime-ridden is a big problem.” More positively, however, interviews with City of Lawrence officials indicated that they are “working to be strategic and focused on how to use resources in the downtown area. Something as small as improving the facades of building and signage is a huge improvement.” On a positive note, since the recent change in Administration and City leadership has created a culture of collaboration, GLCAC is actively participating in efforts to revitalize downtown Lawrence.
During the GLCAC Board, Strategic Planning Committee and Board Planning Committee analysis of the above information, a conclusion was drawn that the priority areas of need were inter-related….contributing to the inability of many low-income residents to achieve self-sufficiency. Illegal immigration status, lack of education, English-language skills, literacy, and/or employability skills create barriers for many low-income residents in their quest to obtain good-paying jobs, with good benefits and opportunities for career advancement.
Without a job that pays a living wage, many residents are not able to afford decent housing (in a safe and healthy neighborhood), from being able to afford quality child care, pay home heating bills, and obtain appropriate medical care. Risk factors such as these often result in families being under extreme stress which can contribute to increased incidences of domestic violence and even child abuse. Community engagement for residents living under these conditions is a last thought. Living in unstable neighborhoods results in a high mobility rate among residents, which in turn causes difficulties for neighborhood schools as they try to serve children from families that continually move from neighborhood to neighborhood, from one community to another and even one country to another. This far too often results in children not obtaining the educational skills necessary for this 21st Century
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economy or being able to contribute to the local economy, and consequently the cycle of poverty continues. To address these interrelated areas of need, the GLCAC Board of Directors accepted the Planning Committee’s recommendation that GLCAC adopt the already approved (in December 2013) Strategic Plan with the necessary changes and enhancements (per DHCD requirements) integrated into a 2015-2017 Community Action Plan at their July 24, 2014 meeting. The 3 Year CAP will focus on adopting a continuum of care model leading to more efficient delivery of services that GLCAC already does well, combined with new programmatic directions. To accomplish this, a new organizational structure with a separation of Divisions was adopted and includes the following, with Coordinated Integration/Centralized Case Management to connect and support clients in accessing multiple services within GLCAC and at external partners:
1. Constituent Services – Centralized intake to keep track of client outcomes, internal and external referrals, and to house the new organizing and advocacy program direction.
2. Family Support and Early Learning – Integrates all current programs focused on early learning, such as Head Start, the Child Care Center, and Women, Infants, and Children (WIC), along with wrap around services provided in these programs and the Community and Family Support Center.
3. Workforce Development – Houses new program directions, such as English for Speakers of Other Languages (ESOL), Adult Basic Education (ABE) and job readiness skills, and current programs such as internships and volunteer opportunities that prepare GLCAC clients to access better educational and employment opportunities.
4. Community Development - A new division that will focus on developing affordable housing and economic development initiatives to revitalize downtown Lawrence.
5. Housing Services – Integrates all current programs such as weatherization, fuel assistance, lead poisoning prevention and other housing related programs.
6. Immigrant Integration Services – A new division that will house a range of services including legal services and citizenship classes to support immigrants’ road towards integration into the United States.
For other issues that crucial to the community but are beyond the scope of the organization, GLCAC will
continue to develop networks for wrap-around supports and services to fill the need gaps.
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V. INTERNAL ASSESSMENT
INTERNAL ASSESSMENT PROCESS: GLCAC Board members, senior management and staff participated in a multi-faceted approach to the Internal Assessment, taking into account where applicable the strengths, weaknesses, opportunities and threats (SWOT) issues facing individual programs and the agency overall:
In the summer of 2013 as part of the Strategic Planning process and DHCD/NIQCA joint assessment, all members of the Board of Directors were asked to complete a questionnaire that focused on Board and Agency assessment.
In the summer of 2013, select Board Members and Staff members including: 2 Board Members, 8 Program Directors/Coordinators, 7 Staff Members, and 1 External stakeholder (now a board member) participated in the combined DHCD/NIQCA Internal Assessment Process.
In June of 2013, all 240 staff participated in a Staff Day “World Café” agency assessment and visioning exercise with the Strategic Planning Consultant.
In April of 2014, all Program directors participated in a GLCAC Self-Sufficiency brainstorming session with an outside consultant.
INTERNAL ASSESSMENT RESULTS: 1. GLCAC Board Members: Overall, the Board member surveys were positive – 75% of board member surveys reflect that they and GLCAC perform well in most areas. Identified Agency/organizational needs:
When asked what actions could be taken to improve the performance and productivity of the Board during the coming year, and where training should be focused, there was a general consensus that the on-boarding process and orientation could be more comprehensive to adequately prepare them for board service. Related to this, board members expressed a desire to know more about each of the programs in the agency, and have trainings on interpreting financial statements, fundraising and compliance.
When asked about what could contribute to improved board effectiveness, members conveyed that attendance at monthly board meetings and sub-committee meetings was critical, and there was some frustration around colleagues that are not be consistent in their attendance, therefore not active contributors. Additionally, there was a prevailing thought that timely recruiting of individuals with skill sets and knowledge that would be beneficial to the agency (for example, accounting, legal, insurance, fundraising) should be a focus.
Proposed Strategy already underway to address issues:
Since the summer of 2013, the Executive Director has developed a Board Orientation and Mentor program for new Board Members. Also, each Board meeting now contains a financial literacy/board training component on interpreting financial statements. Other trainings have also taken place on specific programs and fundraising. Modules like this will continue to be a focus so board members can improve their governance and other responsibilities related to serving as a member of a Community Action Board.
Since the board self-assessment, actions have been taken to reinforce expectations around board attendance and active participation at all meetings and sub-committee meetings. In the past 8 months, 5 new board members have been recruited that possess skills and experience beneficial to GLCAC, such as Housing and Workforce Development.
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2. GLCAC Internal Assessment for DHCD/NIQCA: This process was undertaken with a cross-section of GLCAC stakeholders to “develop a picture of organizational quality, recognize best practices, and identify risks and opportunities for self-improvement” in the following six content areas: Planning and Community Investment; Operational Management and Structure; Governance; Information Technology; Human Resources and, Finance and Budget.xxv The GLCAC overall internal point score improved from 12.69 in 2011 to 17.88 in 2013. Identified Agency/organizational needs:
Under Planning & Community Investment, the need to increase and diversify agency revenue through the development of grant proposals and procurement of ‘unrestricted’ funds was at the forefront of discussion, along with the need for the Board to demonstrate a commitment to help raise funds. Also, the lack of a Disaster Recovery/Business Continuity Plan places GLCAC at great risk.
In the Operational Management category, the assessment team noted that program integration needed improvement, with only 2 out of 10 major programs contributing to the majority of intra and inter-agency referrals. The team did recognize that funding sources are often the constraint for information sharing, so there is no centralized database that covers all programs and services. Additionally, the lack of a Risk Management Plan resulted in a lower score.
Several aspects of Human Resources were acknowledged as warranting improvement. The need for well-defined and legally compliant HR Policies and Procedures, Hiring Policies and Procedures, Whistleblower Protection Policy, Job Descriptions, and the Performance Appraisal Process were all identified. Moreover, although NIQCA rated the following areas as above average or acceptable, our internal ratings and perceptions for the following areas were rated as needing improvement: Employee Benefits, Employee Relations and Staff Orientation and Development.
The Finance and Budget self-assessment resulted in one need that was paramount – a lack of ‘unrestricted’ revenue, amounting to less than 1% of the agency’s total budgeted revenue.
` Proposed Strategy already underway to address issues:
Under Planning & Community Investment, the Director of Development & Planning has developed a fundraising plan to pursue unrestricted funding and new program specific funding. Fundraising has been an educational topic of discussion at board meetings, and the Executive Director along with the Director of Development are beginning the process of creating a Board Development sub-committee. The COO is currently writing a GLCAC Disaster Recovery/Business Continuity Plan, with an expected completion date of October 2014.
In the Operational Management category, GLCAC is working toward coordinated program integration and centralized case management to connect and support clients in accessing multiple services within GLCAC, and with external partners.
The Human Resources Department has resolved almost all of the issues identified. The Whistle Blower policy was revised distributed and all staff received training on the new policy during the fall of 2013. A new Director was hired in December of 2013 following the retirement, after 17 years, of the previous Human Resources Director. The new HR Director completed a systematic review of the department and its functions and identified many of the same areas to those identified by NIQCA. The new Director proposed a systematic approach to fixing these areas based on level of importance and risk management. This work plan was approved by the Executive Director in January of 2014. Since that approval, the HR Director has re-written the Human Resources Policy and Procedure Manual, which is now having a final legal review before being submitted for approval to the Board of Directors. In February, the HR Director coordinated the
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completion of Performance Reviews for all employees including an agency wide standard of performance. The plan is to have this process continue to evolve with revision of the job descriptions for each position by the end of 2014 and incorporate a “criteria based”, ADA compliant Job Description & Performance Appraisal tool for next year’s review process. Hiring Policies and Procedures have been centralized through the Human Resources Department. A new organization wide orientation program is being developed and is expected to be implemented for all new employees before the end of the year; current staff was given the training at our Annual Staff Training Day held in May of 2014. All employee relation issues are now being directed to the new HR Director. Since his arrival, two investigations have been completed with satisfactory reviews from all involved parties. In June of this year the entire Health and Welfare benefit program was reviewed, re-bid, revised and improved and more cost effective options were implemented, saving both the employees and employer money. Many employees used some of their savings to purchase more sustainable benefits (i.e. LTD and Life Insurance for spouses and children) for them and their families.
The Finance and Budget need is being addressed with the Director of Development & Planning pursuing alternative resource development and establishment of fundraising plan for unrestricted funding.
3. GLCAC Staff ‘World Café’: For Staff Day 2013 the Strategic Planning consultant designed a small group discussion structure (World Café) in which all staff participated in addressing questions focused on larger strategic questions related to mission, values and direction, and other questions focused on identification and solutions for management and organizational issues. Below are the results:
Identified Agency/organizational needs:
Improved communication, teamwork, and integration of programs. The staff conveyed the need for senior management to have direct interaction with staff at program meetings, timely written communications about agency policy changes and program developments, and program cross-training and orientation.
A more supportive work environment. Some staff identified a lack of appreciation and support from their supervisors and in some cases felt that there were repercussions for speaking out or providing innovative ideas.
Proposed Strategy already underway to address issues:
Improved communication, teamwork, and integration of programs. Members of the senior management team with direct supervision over programs or with specific information to convey have already begun to attend programmatic meetings. A new intranet site has been created for the staff to help with improved communications. An all-staff orientation was conducted at the May 2014 Staff Day event, and the new HR Director is creating a mandatory orientation program for all new employees.
Strategies for a more supportive environment include evaluation of current supervisor peer-support and supervisory skills to determine if additional professional development is needed. Additionally, the Human Resources policy manual was recently updated and many sections include process and procedures that leave no grey area for interpretation, which will support consistent management and implementation.
4. GLCAC Program Directors CAP Self-Sufficiency Brainstorming Session: In April of 2014 the Program Directors assembled to work with a consultant from Jericho Road Lawrence that donated her time to facilitate a session on self-sufficiency. The team collaborated on identifying the elements of getting from basic needs to self-sufficiency for our clients.
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Identified Agency/organizational needs:
There was consensus that GLCAC already provides many necessary programs and wrap-around services that move clients along the continuum, but that the dots need to be connected within the agency on a client by client basis whenever possible. Additional discussion revolved around how the needs are integrated, and what GLCAC will do to address them within the Strategic Plan, with a focus on program outcomes. Critical to this process will be the ability to share program information electronically through the agency database, Octopia, and the need to fully implement DHCD Benefit Enrollment & Coordination System (BECS).
Proposed Strategy already underway to address issues:
The Strategic Plan already includes a new organizational structure with a focus on client integration and coordinated Case Management activities. The new separation organizational chart includes a Constituent Services division that will serve as a central Intake & Referral location for the agency which would include utilizing BECS. A sub-committee was also established to create a GLCAC service delivery logic model to continue the discussion and implementation.
In addition to the above items, there are two other areas where GLCAC Board members, Administration and Staff acknowledged the need for improvement, and progress has already been made in these initiatives:
Diversity and Inclusion - The organization is focused on increasing its diversity within both the Board and Senior Staff to reflect is the constituency GLCAC serves, and developing a more inclusive organizational culture. Since the Internal Assessment process was completed, three people of color have been recruited and joined the Board. A conscientious effort is also underway to fill the leadership team vacancies or new positions with qualified people of color to reflect the diversity of the GLCAC constituency.
Fund Development Strategy – Historically, 97% of GLCAC funding has been from local, state and federal government. With funding from those sources both restricted and decreasing, the need to pursue other funding for ‘unrestricted’ funds to address emergency situations or to use as ‘seed’ money for new programming is critical. The organization has already implemented a Fund Development plan to raise unrestricted, program specific, and capacity building support through grants, contracts, and individual donations. Concurrent with this approach is the need to build a “culture of philanthropy” within GLCAC. Educational activities about fundraising for all Program Directors and Board members have already transpired. In May of 2014, the organization held its inaugural “Report to the Community” event for external stakeholders. We also produced an Annual Report to share our accomplishments in service to our clients, and to thank our supporters.
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VI. SERVICE DELIVERY SYSTEM
SERVICE DELIVERY SYSTEM DESCRIPTION: One of the long standing issues for GLCAC has been its multitude of siloed programs, with little integration or coordination between and among programs. The strategic planning process offered a new opportunity to integrate the programs by adopting a continuum of care model with centralized case management, leading to more effective services for GLCAC current and prospective clients. Under the new Strategic Plan and 2015-2017 Community Action Plan (CAP), GLCAC will have a new service model and organizational structure that includes an Administrative division (responsible for oversight of all agency and program operations including planning, program development, program reporting and accountability, fiscal management, human resources, affirmative action, equal employment opportunity, information technology and facilities management) and six organizational divisions/direct service areas with Centralized Case Management to connect and support clients in accessing multiple services within GLCAC and other partners. The six new divisions are:
Constituent Services Family Support & Early Learning Services Workforce Development Community Development Housing Services Immigration Integration Services
Each of the six direct service areas has a number of programs to address identified areas of community need. Great emphasis is placed upon quality integrated services, which are tailored to meet the specific needs of individual clients. Strong linkages with other community agencies are also a key component of the service delivery system. Below is an explanation of each new division: 1. Constituent Services (formally Community Service Center): Centralized intake to keep track of client outcomes, internal and external referrals, assistance with applications, and the newly formed initiative of advocacy and community organizing. The Constituent Services Division will be the agency gateway for clients to obtain information and referral services about all program offerings within the agency and other services in the community. It will be vital to families residing in the area. The staff addresses all client needs and provides a referral to another organization that can provide any service we do not provide. It delivers services and assistance in areas such as advocacy, housing, employment assistance, translations, notarizations, donation distribution, obtaining citizenship classes, completing legal documents and referrals to other agencies and programs in the area. Clients know that the staff of the CSC will assist them or direct them to the appropriate resources that will enable their families on the road toward self-sufficiency. Specific programs residing in this Division include: Massachusetts Health Connector Navigator Program, the Consumer Protection Program, and VITA.
The Navigator Program helps connect eligible Massachusetts residents with approved subsidized health insurance plans through the Massachusetts Health Connector Authority and helps them determine how to pay for health insurance coverage through those plans or private plans from their employers.
The Local Consumer Program: funded by the Massachusetts Attorney General’s Office to mediate and resolve a wide variety of consumer-related complaints as well as provide consumers with information, referrals and small claims court assistance.
Volunteer Income Tax Assistance (VITA) Program: volunteers work out of the GLCAC Technology Center provide low-income residents assistance preparing and filing federal/state income tax returns, including the earned income tax credit.
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2. Family Support & Early Learning Services: This Division integrates all current programs focused on strategies to address the early education and supportive care needs of Greater Lawrence’s youngest residents, and also provides parenting education as a means of supporting the parents’ role as the first teachers of their children. This division will encompass the following programs:
Child Care Center (CCC): a full day, full year program that has been in operation since 1971 and is designed to meet the community’s needs. The goal of the Center is to support the family in educating and caring for its children while parents work, attend school or training programs, or through direct referrals from the Department of Social Services. It serves 253 children ranging in age from 15 months to 11 years. Programs are fully licensed and accredited by the National Association for the Education of Young Children (NAEYC). Funding is provided by the Massachusetts Department of Early Education and Care (EEC). The Preschool Program is a proud recipient of a Universal Pre-Kindergarten Grant (UPK) in recognition of high standards and quality. All of the Center’s programs (Toddler, Preschool, Kindergarten, and School-Age) follow a comprehensive curriculum that is aligned with the Massachusetts Curriculum Frameworks, QRIS Guidelines and NAEYC’s criteria of developmentally appropriate practice. The School-Age program serves children ages 6-11 years starting with first grade. Two-way transportation is provided to all qualifying clients. After-school transportation is provided from the Lawrence Public Schools and full-time care during vacation weeks and summer is provided. The CCC accepts full-time vouchers, basic/contracted, Supportive Contracted slots accessed through DCF. Clients can also pay privately.
Head Start/Early Head Start (HS): currently serves an estimated 550 preschool children/families as well as over 100 toddlers/families through our Early Head Start Program, annually. HS works with a network of community agencies to provide comprehensive, high-quality, child and family development services to low-income, high-need, and high risk families in the Greater Lawrence area. Programs are fully licensed and accredited by NAEYC. Using a case management approach, HS provides individualized services that include parent education, training and counseling, as well as high quality early educational developmental services to our toddlers and preschool age children. HS offers a part day/school year option, and full day/full year option for working parents or parents attending school or job training. Parents are fully engaged in program oversight though our Policy Council and integrally engaged as volunteers and support school readiness goals as the primary teacher for their children.
Michael B. Christensen Family & Community Support Center (CSFC): in partnership with the Exchange Clubs of the Merrimack Valley, CFSC was established the Family Support Center in 1996 as part of the National Exchange Clubs campaign to prevent child abuse and neglect. The CFSC strives to unite key organizations to ensure that all children and families have access to high quality education and care. They work to increase families’ ability to nurture children, prevent child abuse and neglect, and foster self-sufficiency and empowerment through family education. The goals include:
a) increasing parental and child resiliency; b) helping develop a support network and concrete supports in time of need; c) helping parents understand child development while teaching effective parenting skills, and; d) developing social and emotional competency in all family members. The CFSC has an array of programs currently organized into the following areas: A. Education: Project FOCUS (Families in our Community United for Success) In collaboration with Lawrence Public Schools and a variety of community partners, this program seeks to increase student academic achievement at the South Lawrence East Community School though wrap-around services offered to students and their families.
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Community and Family Engagement (CFCE) This program provides support for families and children from before birth through school age, with a focus on strengthening families. It provides access to comprehensive services, child development information and educational opportunities to support the parent’s role as their child’s first teacher. In addition, the program provides family education; networking and leadership opportunities for families, including literacy based playgroups, story times and other interactive play groups; parent workshops, and information about local resources. A mainstay of CFCE is the Parent Child Home Program. GLCAC is the regional provider of this two-year program that, via two weekly home visits, helps parents understand the importance of reading, talking and playing with their young children in order to encourage healthy development and ensure children enter school ready to learn. B. Social Services: Parent Education Program: A 12-week course on parenting skills that includes weekly discussions and homework and focuses on various aspects of parenting, such as discipline, cultural traditions and ideologies (including physical abuse), and communication skills.
Parent-Aide/Case Management Program: Provides comprehensive services and fosters inter-agency coordination to support families with children up to age 18. Conducts extensive client assessments to identify family strengths and areas of necessity, and environmental factors; based on findings, service plans are developed which identify short and long range family goals. Services include: a) home management skills counseling; b) financial management training; c) family advocacy.
Supervised Visitation Center: In a safe, neutral and secure child-friendly environment, families involved with the Department of Children and Families (DCF) have coordinated visits between non-custodial relatives/parents and children.
Special Supplemental Food Program for Women, Infants, and Children (WIC): This program serves pregnant, breastfeeding, and post-partum women, infants and children up to 5 years of age who are deemed to be at ‘nutritional risk’. Staff provides nutrition and health education, individual counseling, breastfeeding support, and food checks for supplemental foods which families can use to purchase WIC approved nutritionally adequate foods. One of the program goals is to empower the participants to improve their own health situations and those of their families. We also determine that by providing WIC checks for the purchase of healthy food choices, we can enable families to stretch their dollars further to improve their financial situation. WIC provides special checks for participants to use at local Farmers Markets during the summer months. The WIC Program currently serves approximately 7,500 clients annually from three office locations: Lawrence, Methuen, and North Andover (which also serves Andover).
3. Workforce Development: Up until the new service model in the GLCAC 2015-2017 CAP, the education and training services have been provided primarily through individual programs in other service areas. In the restructured organization, GLCAC will provide workforce development services to directly address our mission of improving the self-sufficiency of our constituents. It is also intended to address a critical community need. The following programs will be developed in order to improve client opportunities to obtain and retain higher paying jobs, leading to greater financial stability:
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English Speakers of Other Languages (ESOL) existing class offerings will be expanded to include levels 2 and 3 so that clients will be further along the literacy spectrum and able to secure better employment and educational opportunities.
Adult Basic Education (ABE) includes reading, writing, math, and computer skills necessary in any job or career.
Financial Literacy Classes that will provide a better understanding of money management to ensure a more secure financial future. Topics will include: Spending Plans, Savings, Basic Banking, Credit, Identity Theft, “Needs vs. Wants" – with a focus on long term goal setting, and eventually, Investing.
Job Readiness Skills Training to include resume writing, interviewing skills, workplace etiquette, workplace expectations, etc.
Internships and Volunteer Engagement opportunities in a low-risk and non-threatening environment to practice the acquired skills and connect to vocational and occupational training.
Region 3 Early Education and Child Care Provider Professional Development (R3P) for educators who currently work at a Massachusetts Department of Early Education and Care (EEC) funded or licensed early education or out-of-school time program (including family day care). In partnership with North Shore Community College, the program: links participants to educational opportunities in the northeast region; develops and utilizes Individual Professional Development Plans; assists programs to achieve upward mobility on the QRIS; provides support for NAEYC or COA accreditation and Child Development Associate (CDA) attainment. The program also provides early educator and provider advising, mentoring, coaching, a free college degree program, limited ESOL, and continuing education courses.
4. Community Development: This new division incorporates a new program for developing affordable housing and a focus on revitalizing downtown Lawrence. The need for affordable housing was a top priority in the 2014 GLCAC CAN Survey. Stakeholder interviews confirmed that there is ample room for GLCAC to enter the field of affordable housing and that the City of Lawrence is interested in partnering with GLCAC around housing development and the revitalization of Downtown Lawrence. While the funding environment at the federal level is quite challenging, development of low-income housing is a priority at the state level. Further, affordable housing development will provide new unrestricted funds to support other GLCAC programs. Finally, GLCAC’s new Executive Director, Evelyn Friedman, is a recognized and respected leader in the housing and community development field and provides new competencies in affordable housing development for GLCAC. This division encompasses the following:
Affordable Housing Development – still one of the community’s most significant needs
Economic development (job creation) – jobs are the #1 need identified by 2014 CNA survey
Revitalization of downtown Lawrence through mixed used development
Development of open/green spaces
Internships within GLCAC (also connects to Workforce Development)
5. Housing Services: This division will be comprised of a number of current programs that provide housing-related services that will now be integrated and coordinated.
Low-income Home Energy Assistance Program (LIHEAP): LIHEAP is a fuel assistance program that provides residents with assistance to pay seasonal heating bills. Benefit levels are determined annually by the funding source .Approximately 9,500 individuals/families are served annually. Benefits are based on actual energy usage between November 1 and April 30 of each year. LIHEAP’s service area includes Andover, Lawrence, Methuen, North Andover, Reading and North Reading.
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Weatherization Assistance Program (WAP): This program was designed to assist low-income households in reducing their heating bills by providing home energy efficiency services. After a household is determined eligible through LIHEAP, a certified Energy Auditor completes an inspection of the home for energy, health and safety concerns. Necessary work is performed by licensed and insured contractors at no cost to the resident. Typical work includes air sealing, attic/and/or sidewall insulation, weather stripping and or minor repairs associated with weatherization work. The WAP service area includes: Andover, Lawrence, Methuen, North Andover, Reading, North Reading, Lowell, Dracut, Chelmsford, Billerica, Pepperell and Westford.
Heating Energy Assistance Retrofit Task Weatherization Assistance Program (HEARTWAP): This conservation program provides LIHEAP eligible households with emergency burner or heating system repair or replacement, heating system cleaning and tune-up, and oil tank replacement as needed.
National Grid Appliance Management Program (NGRID AMP): Provides clients with new refrigerators and freezers if deemed eligible by National Grid. New energy efficient lighting is also available to be installed free of charge. Also, waterbeds can be replaced with conventional bedding.
Lawrence Lead Abatement Program: A City of Lawrence Lead Hazard Control Grant Program. The City of Lawrence has received a fourth grant from the Office of Healthy Homes and Lead Hazard Control to conduct a Lead-Based Paint Hazard Control program. GLCAC is the contract awardee, providing oversight and support for implementation of this expanded program that provides lead-safe housing to the residents of Lawrence through community outreach, education, training and technical assistance. The program provides financial assistance for lead abatement renovations to income-eligible owner-occupants and to investor owners whose tenants meet the income guidelines. It also includes performance of Healthy Homes Rating System Assessments aimed at identifying safety and health hazards existing in the targeted low income housing involved in the program.
Merrimack Valley Lead Poisoning Prevention Program (MVLPPP): Promotes prevention of lead poisoning and provides intervention through lead screening and home visitation for children under age six. The environmental component of the program conducts home inspections in 61 cities and towns and makes recommendations to reduce lead exposure, with follow-up to see that lead violations are corrected. The MVLPPP also provides information and education to the general public, medical providers and community-based organizations in the Merrimack Valley.
Project Serving Elders Needs In Our Region (SENIOR): Provides home maintenance and repair services for Lawrence low-to-moderate income elderly and/or disabled residents to ensure the safety/accessibility of their homes and enable them to remain in those homes and live in dignity and with independence. The Project Coordinator does most of the repair work himself with occasional assistance on the larger projects from Youth Build, a non-profit partner.
6. Immigration Integration Services: This new division will provide services related to citizenship, immigration applications and workshops. Lawrence is a gateway city with a significant percentage of immigrants, particularly from the Dominican Republic. The demographics also reflect the client base at GLCAC. Navigating the US immigration system is complex and costly presenting barriers for qualified immigrants to move along a path to naturalized citizenship. Often, immigrants fall prey to unscrupulous lawyers and notary publics due in part to the dearth of trustworthy, reliable and affordable services, which the strategic assessment confirmed. Providing services that support immigrants integrating into their adopted society advances the GLCAC mission of improving the economic self-sufficiency of its
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constituents. Moreover, achieving the various steps along the path to US citizenship improves immigrants’ chances to integrate fully into US society. This includes access to higher paying work, educational opportunities, public services, participation in civic and community life, and overall enhancement of their quality of life. This division will include programs for:
Citizenship Classes
Immigration and citizenship applications & renewal assistance
Visa assistance
Workshops Legal Clinics and assistance
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VII. LINKAGES
GLCAC programs are known throughout the service area as a strong and responsive community partner. The agency collaborates with numerous organizations and individuals to maximize and coordinate services and resources that we cannot provide and that clients require, as identified in the 2014 GLCAC CNA survey. For the next three years, GLCAC will maintain existing partnerships and will seek out new collaborations in pursuit of opportunities for funding and expansion of services and new programs. The following pages provide a listing of existing linkages maintained by GLCAC programs. GLCAC Linkage Chart key: formal partnership (mou or moa) (LINES) informal partnership (LIGHT GRAY) financial (contract) (DARK GRAY)
Partnership/Linkage Organization name:
Type
AD
MIN
IST
RA
TIO
N
CH
ILD
CA
RE
CT
R
LIH
EA
P
LE
AD
WA
P
HE
AR
TW
AP
CF
SC
CO
NS
UM
ER
HE
AD
ST
AR
T
WIC
MV
LP
PP
CS
C
tota
l
A Best Abatement Inc. For Profit Business 1 1 2 A&M General Contracting
For Profit Business 1 1 2
Action Inc. NPO 1 1 2 AdCare Criminal Justice Services, Inc
For Profit Business 1 1 Advanced Energy Solutions
For Profit Business 1 1 2
Air Quality Experts Inc. For Profit Business 1 1
Amedal Faith Based 1 1 American Building Technology
For Profit Business 1 1 2
American Red Cross NPO 1 1 American Training Center/LARE
Post Secondary Institutions/Training 1 1 2
Amesbury Community Partnerships for Children
NPO 1 1
Andover Children’s Academy
For Profit Business 1 1 2
Andover Pediatric Dentisty For Profit Business 1 1
Andover Public Library Library local 1 1 1 3 Andover Speech Pathology
For Profit Business 1 1
Arbor Counseling NPO 1 1 Arlene Willette’s Family Child Care
For Profit Business 1 1 Arlington Community Trabajando
NPO 1 1 1 1 4 Asian Center of the Merrimack Valley, Inc.
NPO 1 1 1 1 1 5
Atlantic Weatherization For Profit Business 1 1 1 3
Atlas GlenMor Oil For Profit Business 1 1 1 3
Ballardvale Preschool For Profit Business 1 1
Best Western Hotel For Profit Business 1 1
Bethel Child Care For Profit Business 1 1 2 Birth to Three Center in Ipswich
NPO 1 1
Blue Skies Wellness, Inc. NPO 1 1
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Boston Community Capital NPO 1 1 Boston University School of Dental Medicine
Post Secondary Institutions/Training 1 1 2
Boys & Girls Club of Lawrence
NPO 1 1 1 1 4 Brazleton Touchpoint Center
For Profit Business 1 1
Bread and Roses Housing Housing consortium/collaboration 1 1 1 1 1 5
Brigham & Woman’s Hospital
Health Services 1 1 Build the Out of School Time Network (BOSTnet)
NPO 1 1 2
Cambodian Mutual Assistance Association
NPO 1 1
Cammie’s Family Day Care
For Profit Business 1 1
Carbonneau Insulation For Profit Business 1 1 2
Carlos Grocery For Profit Business 1 1 Carolina Convenience Store
For Profit Business 1 1
CEDAC NPO 1 1 2
Centro de Apoyo Familiar NPO 1 1 Child and Family Services, Inc.
NPO 1 1 1 3
Child Care Circuit NPO 1 1 1 1 1 5
Children’s Hospital Health Services 1 1 2 Children's Behavioral Health Initiative
State Government 1 1 Children's Friend and Family Services
NPO 1 1 2 Christ Church Children’s Center
Faith Based 1 1 City of Haverhill Division of Planning and Development
Local Government 1 1 2
City of Lawrence Department of Public Health
Local Government 1 1 1 1 1 1 6
City of Lawrence Department of Recreation
Local Government 1 1 1 3 City of Lawrence Housing Authority
Housing Authorities Local 1 1 1 1 1 5 City of Lawrence Mayor’s Health Task Force
Local Government 1 1 1 1 1 1 1 1 8
City of Lawrence Public Schools
School Districts 1 1 1 1 1 1 1 7 City of Lawrence Recycling Program
Local Government 1 1 2 City of Lawrence Veteran's Service
Local Government 1 1 2 City of Lowell Division of Planning and Development
Local Government 1 1 1 3
City of Methuen Division of Planning and Development
Local Government 1 1 1 3
City of Methuen Health Department
Local Government 1 1 2 City of Methuen Housing Authority
Housing Authorities Local 1 1 1 1 1 1 6 City of Methuen Public Schools
School Districts 1 1 1 1 1 5 Clarendon Family Child Care
NPO 1 1 2
Class/ArcGL NPO 1 1 2 Coastal Homebuyer Education, Inc.
NPO 1 1 Collaborative Regional Education Service and
School Districts 1 1
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Training
Columbia Gas of Massachusetts
For Profit Business 1 1 1 3
Comm Tank, Inc. For Profit Business 1 1 1 3 Comm. of MA Congress Sixth District - John Tierney
State Government 1 1 2
Comm. of MA Congress Third District - Niki Tsongas
State Government 1 1 1 1 4
Comm. of MA Dept. of Children & Families
State Government 1 1 1 1 1 1 1 7 Comm. of MA Dept. of Early Education and Care
State Government 1 1 1 1 4
Comm. of MA Dept. of Elementary & Secondary Education
State Government 1 1 1 3
Comm. of MA Dept. of Housing & Community Development
State Government 1 1 1 1 4
Comm. of MA Dept. of Labor
State Government 1 1 1 3
Comm. of MA Dept. of Public Health
State Government 1 1 1 1 1 5
Comm. of MA Dept. of Transitional Assistance
State Government 1 1 1 1 1 1 6
Comm. of MA Dept. of Youth Services
State Government 1 1 2 Comm. of MA Family Literacy Consortium
State Government 1 1 2 Comm. of MA Rehabilitation Commission
State Government 1 1 2 Comm. of MA Sept. of Family and Youth Services
State Government 1 1
Comm. of MA State Rep. EIGTHTEENTH ESSEX DISTRICT - James J. Lyons Jr.
State Government
1 1 1 3 Comm. of MA State Rep. FIFTHTEENTH ESSEX DISTRICT - Linda Campbell
State Government
1 1 1 1 1 5 Comm. of MA State Rep. FOURTEENTH ESSEX DISTRICT - Diane DiZoglio
State Government
1 1 1 1 1 5 Comm. of MA State Rep. SEVENTEENTH ESSEX DISTRICT - Frank Moran
State Government
1 1 1 1 4 Comm. of MA State Rep. SIXTEENTH ESSEX DISTRICT - Marcos Devers
State Government
1 1 1 1 1 5 Comm. of MA State Senator FIRST ESSEX - Kathleen O'Connor Ives
State Government 1 1 1 1 4
Comm. of MA State Senator FIRST ESSEX & MIDDLESEX DISTRICT - Bruce Tarr
State Government
1 1 1 3 Comm. of MA State Senator SECOND ESSEX & MIDDLESEX DISTRICT - Barry Finegold
State Government
1 1 1 1 1 5
Commonwealth Oil Inc. For Profit Business 1 1 1 1 4
Community Action Partnership
State Wide Associations/Collaborations
1 1 2
Community Connections NPO 1 1 1 1 4
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Community Day Charter School
School Districts 1 1 1 1 4
Community Giving Tree NPO 1 1 1 1 1 5 Community Health Education Center
Health Services 1 1 Community Team Works, Inc.
NPO 1 1 1 1 1 1 1 1 8
Compass for Kids NPO 1 1 2 Comprehensive Grammar School - Methuen
School Districts 1 1 2
Cooking Matters MA For Profit Business 1 1 2 Creative Mind Children's Center Groveland
For Profit Business 1 1 Dana-Farber Cancer Institute
Health Services 1 1 2
Danetti Insulation Co. For Profit Business 1 1
Days Inn Hotel For Profit Business 1 1
DiPietro Heating & Cooling For Profit Business 1 1 Early Childhood Directors Collaborative (ECDC)
Consortium/Collaboration 1 1
Eastern Bank Financial/Banking 1 1
El Rincon Supermarket For Profit Business 1 1 2 Elder Services of the Merrimack Valley
NPO 1 1 1 3
Elvis Variety For Profit Business 1 1 2
Emmanuel Market For Profit Business 1 1
Emmaus House NPO 1 1 1 1 4
Enterprise Bank Financial/Banking 1 1 2
Esperanza Academy Private School 1 1 1 3
Essex Art Center NPO 1 1
Essex County AEYC Consortium/Collaboration 1 1 1 3 Essex County Correction Services
State Government 1 1 2
Essex Market For Profit Business 1 1 1 3 Everett Mills Real Estate, LLC
For Profit Business 1 1 2 Exchange Clubs of the Merrimack Valley (8)
Service Clubs 1 1 2
Expended Food and Nutrition Extension Program
NPO 1 1
Family Development Charter School
School Districts 1 1 1 1 4 Family Services of the Merrimack Valley
NPO 1 1 1 1 1 1 6
Fantastic 4 Market & Deli For Profit Business 1 1 2
Farmer Dave For Profit Business 1 1
Fitchburg State College Post Secondary Institutions/Training 1 1
Food For the World Pantry NPO 1 1 1 1 4 Foster Kids of Merrimack Valley
NPO 1 1
Galloway Contracting For Profit Business 1 1 2
General Donovan School School Districts 1 1 1 1 4
Gigante Meat Market For Profit Business 1 1 2
Gil's Supermarket For Profit Business 1 1 2 Girl Scouts of Spar & Spindle Council
NPO 1 1 2
Girls Scouts of America NPO 1 1 2
Gomez Convenience Store For Profit Business 1 1 2
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Gomez Market For Profit Business 1 1 2
Gordon College Post Secondary Institutions/Training 1 1
Greater Haverhill Community Action Council
NPO 1 1 1 1 1 5
Greater Lawrence Family Health Center
Health Services 1 1 1 1 1 1 1 1 8 Greater Lawrence RVTS District
School Districts 1 1 2
Groundwork Lawrence NPO 1 1 1 1 1 1 6
Growing Years For Profit Business 1 1
Habitat for Humanity Housing consortium/collaboration 1 1 1 3
Haffner's Service Station For Profit Business 1 1 2
Hatch Learning For Profit Business 1 1 2 Haverhill Community Partnerships for Children
NPO 1 1
Health South Braintree Rehabilitation Hospital
Health Services 1 1
Healthy, Active, Living, Working Group
Consortium/Collaboration 1 1 1 1 4
Heat Quest For Profit Business 1 1 2
Henessey School School Districts 1 1 1 3
Holy Family Hospital Health Services 1 1 1 1 1 5
Home Depot For Profit Business 1 1 1 1 1 5
Home Energy Solutions For Profit Business 1 1
Home Health VNA Health Services 1 1 2
Home Program NPO 1 1 2 Horizons for Homeless Children
NPO 1 1 2
Imajine That For Profit Business 1 1 1 3 Institute for Environmental Education
For Profit Business 1 1 2
Internal Revenue Service Federal Government 1 1 1 3 International Child Care Center
For Profit Business 1 1 2
International Institute NPO 1 1 1 1 4
J&J Market For Profit Business 1 1 2 Jacqueline Mini Market Inc.
For Profit Business 1 1 2
Jacqueline Supermarket For Profit Business 1 1 2
James Hurley For Profit Business 1 1 Jericho Road Lawrence, Inc.
NPO 1 1 1 3
Jimenez Supermarket For Profit Business 1 1 2 JSI Center for Environmental Health Studies
For Profit Business 1 1
Junior Achievement Program
NPO 1 1
Kailey Market For Profit Business 1 1 Kannan & Pricone Plumbing
For Profit Business 1 1 2
Kathy Herward Preschool For Profit Business 1 1
Key Program NPO 1 1
Kiddie Korner For Profit Business 1 1 2
Kidstart Inc. NPO 1 1 2
Kindercare For Profit Business 1 1 2
KPR (Kevin Raymond) For Profit Business 1 1 2
L W Bills For Profit Business 1 1 2
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L. Lawrence Store LLC. For Profit Business 1 1 2 L’Davinci Child Care Center
For Profit Business 1 1
La Economia For Profit Business 1 1
La Vecina For Profit Business 1 1 Lakeshore Learning Materials
For Profit Business 1 1 2 Lawrence Community Connections, Inc.
NPO 1 1 2 Lawrence Community Television
For Profit Business 1 1 1 1 4 Lawrence Community Works
NPO 1 1 1 1 1 1 1 1 8
Lawrence Eagle Tribune For Profit Business 1 1 1 3 Lawrence General Hospital
Health Services 1 1 1 1 1 1 6
Lawrence History Center NPO 1 1 2
Lawrence Juvenile Court State Government 1 1 2
Lawrence Public Library Library local 1 1 1 1 1 5 Lawrence Training School, Inc.
For Profit Business 1 1 1 1 4 Lawrence/Methuen Community Coalition
NPO 1 1 1 1 4 Lawrence/Methuen Family Network
NPO 1 1 1 1 4
Lazarus House Faith Based 1 1 1 1 1 1 6 Learning, Loving, Living Preschool
For Profit Business 1 1 2 Lifelong Memories Learning Ctr
For Profit Business 1 1
Little Sprouts, Inc. (Andover)
For Profit Business 1 1 2
Little Sprouts, Inc. (Lawrence)
For Profit Business 1 1 1 3 Little Sprouts, Inc. (Methuen)
For Profit Business 1 1 2 Little Sprouts, Inc. (No. Andover)
For Profit Business 1 1 2
LJ Market For Profit Business 1 1
Local Initiative Support Corporation
Housing consortium/collaboration 1 1
Lupoli Companies For Profit Business 1 1 2
Maggie’s Family Child Care
For Profit Business 1 1
Mass Community Partnerships for Children
State Wide Associations/Collaborations 1 1
Mass Development Finance Agency
State Wide Associations/Collaborations 1 1
Mass Housing Investment Corp
Housing consortium/collaboration 1 1 1 3
Massachusetts Afterschool School Partnerships
State Wide Associations/Collaborations
1 1 2 Massachusetts Association of Day Care Agencies
State Wide Associations/Collaborations 1 1 2
Massachusetts Community Action Partnership
State Wide Associations/Collaborations
1 1 2
Massachusetts Energy Directors
State Wide Associations/Collaborations 1 1
Massachusetts General Hospital
Health Services 1 1 2
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Massachusetts Head Start Association
State Wide Associations/Collaborations
1 1 Massachusetts Health connector Authority
Health Services 1 1
MassHousing Finance Agency
Housing consortium/collaboration 1 1 2
Memorial Hall Library-Andover
Library local 1 1 1 3
Merrimack College Post Secondary Institutions/Training 1 1 1 1 4
Merrimack Valley Chamber of Commerce
State Wide Associations/Collaborations
1 1 1 1 1 5 Merrimack Valley Community Service Corp/Foster Grandparents
NPO 1 1
Merrimack Valley Housing Partnership
Housing Authorities Local 1 1 1 1 4
Merrimack Valley Oil For Profit Business 1 1 Merrimack Valley Partners in Service
NPO 1 1 Merrimack Valley Workforce Investment Board
Consortium/Collaboration 1 1 1 3
Merrimack Valley YMCA (Andover, Methuen, Lawrence, N. Andover)
NPO 1 1 1 1 1 1 1 7
Methuen Arlington Neighborhood, Inc.
Consortium/Collaboration 1 1 1 1 4 Methuen Community Kindergarten
For Profit Business 1 1 Methuen Karate Association
For Profit Business 1 1
Methuen Laundromat For Profit Business 1 1
Methuen Public Library Library local 1 1 1 1 4
Methuen Self Sufficiency NPO 1 1
Mi Pais Market, Inc. For Profit Business 1 1 Middlesex Community College
Post Secondary Institutions/Training 1 1
Mike Mammola For Profit Business 1 1
Mora Grocery For Profit Business 1 1
More than Wheels NPO 1 1 1 1 4 Movimiento PuertoRiqueno
NPO 1 1
Mrs. B’s Family Child Care For Profit Business 1 1
MSPCC NPO 1 1 1 1 1 1 6 National Association for the Education of Young Children
Consortium/Collaboration 1 1 1 3
National Association of Healthy Homes
Consortium/Collaboration 1 1 National Center for Healthy Housing
Consortium/Collaboration 1 1
National Exchange Club Service Clubs 1 1 National Grid Corporate Services
For Profit Business 1 1 National Head Start Association
Consortium/Collaboration 1 1
National Senior Network Consortium/Collaboration 1 1 Neighborhood Alliance Cooperation of America (NACA)
Consortium/Collaboration 1 1
Neighborhood Health Plan Health Services 1 1 2
Neighborhood Legal NPO 1 1 1 1 4
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Services, Inc.
Neighbors in Need NPO 1 1 1 1 1 5 Nella Lush’s Piccolaitalia (Family Child Care)
For Profit Business 1 1
Network Health Health Services 1 1 1 3
Nevins Memorial Library Library local 1 1 1 3 New England CPR & First Aid
Health Services 1 1 2 New England Head Start Association
Consortium/Collaboration 1 1 Newburyport Coordinated Family and Community Engagement
NPO 1 1
Noorigian Gas For Profit Business 1 1
North Shore Community College
Post Secondary Institutions/Training 1 1 2
Northeast Physician Recruitment Association
State Wide Associations/Collaborations
1 1 Northeast Readiness Center
NPO 1 1 Northeast Rehabilitation Health Network
health services 1 1 Northeast Tobacco Free Community Partnership
NPO 1 1
Northern Essex Community College
Post Secondary Institutions/Training 1 1 1 1 1 5
Notre Dame Education Center
Faith Based 1 1 1 1 1 5
Nstar For Profit Business 1 1
Papi Grocery Store For Profit Business 1 1 1 3
Parthum School School Districts 1 1
Paul Martin For Profit Business 1 1 2
Phoenix Academy School Districts 1 1 2 Pleasant Valley After School Program
School Districts 1 1
Polanco Market For Profit Business 1 1 2
Polar Bear For Profit Business 1 1
Popular Market For Profit Business 1 1 Professional Center for Child Development – Early Intervention Program
NPO 1 1 1 1 4
Project Home Again NPO 1 1 2
Psychological Center Health Services 1 1 1 1 1 5
Pueblo Supermarket For Profit Business 1 1 1 3
Pura & Alex For Profit Business 1 1 2
Quality Insulation For Profit Business 1 1 2
Raising a Reader NPO 1 1 1 3
Raquel Supermarket For Profit Business 1 1
Ray Croteau For Profit Business 1 1 2
Rhumbo Newspaper For Profit Business 1 1 1 1 1 1 1 7
Rivier College Post Secondary Institutions/Training 1 1
Roberto Clemente League NPO 1 1 2
S.M. Hodson For Profit Business 1 1 2 Salem State College University
Post Secondary Institutions/Training 1 1 2
Salvation Army Faith Based 1 1 2
Santos Grocery Store For Profit Business 1 1 2
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Semana Hispana NPO 1 1 1 1 4 Shawsheen Extended Day (SHED)
School Districts 1 1
Siglo Bente' Uno For Profit Business 1 1
Small Smiles Dental Clinic Health Services 1 1 1 1 1 5 Smart Kids Child Care Center
For Profit Business 1 1 Smarty Pants Academy, Inc.
For Profit Business 1 1
Smiles Dental Center Health Services 1 1 2
Smith Oil Company For Profit Business 1 1 2 South Bay Early Intervention
Early Intervention 1 1 1 1 1 5 South Bay Mental Health Services
Health Services 1 1 1 3
South Union Market For Profit Business 1 1
Sovereign Bank Financial/Banking 1 1 2 Special Education Parent Education Council
Consortium/Collaboration 1 1
Stoneham Fuel For Profit Business 1 1 2
Stop 1 Supermarket For Profit Business 1 1 2
Stories in the Streets NPO 1 1 2
Super Mas, Inc. For Profit Business 1 1
Tallman Eye Associates Health Services 1 1
TD Bank Financial/Banking 1 1 2 Teen Parents Child Care Programs (Lawrence High School)
School Districts 1 1 2
The ARC program Health Services 1 1
The Chapel School Faith Based 1 1 The Children’s Center -Methuen
Faith Based 1 1 2
The Community Group NPO 1 1 2 The Institute at Child Development & Education, Inc.
NPO 1 1 1 3
The Life Initiative Housing consortium/collaboration 1 1
The Mother Connection NPO 1 1 The Northeast STEM pipeline
State Wide Associations/Collaborations 1 1 2
Third Sector New England NPO 1 1 Town of Andover Housing Authority
Housing Authorities Local 1 1 2 Town of Andover Public Schools
School Districts 1 1 1 3 Town of North Andover Fire Department
Local Government 1 1 Town of North Andover Housing Authority
Housing Authorities Local 1 1 1 3 Town of North Andover Public Schools
School Districts 1 1 1 1 4 Triton Community Partnerships for Children
NPO 1 1
Tu Tierra For Profit Business 1 1 2 Tufts New England Medical Center
Health Services 1 1
USDept. of Education Federal Government 1 1 2
USDept. of Energy Federal Government 1 1 USDept. of Health and Human Services (ACF)
Federal Government 1 1
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USDept. of Housing and Urban Development
Federal Government 1 1 2
USSenator - Edward Markey
Federal Government 1 1 2 USSenator - Elizabeth Warren
Federal Government 1 1 1 1 4
Umass Extension Post Secondary Institutions/Training 1 1 2
UMass Lowell Post Secondary Institutions/Training 1 1 1 3
UMass Lowell STEM Network
Post Secondary Institutions/Training 1 1
United Way NPO 1 1 1 1 4
Urena Market For Profit Business 1 1 2
Valley Patriot Newspaper For Profit Business 1 1 Valley Works Career Center
State Wide Associations/Collaborations 1 1 1 1 1 1 6
Winn Development For Profit Business 1 1 2 Women's Resource Center Program
NPO 1 1 1 3
Working Cities Consortium/Collaboration 1 1
YouthBuild NPO 1 1 1 3
YWCA - FINA House NPO 1 1 1 1 1 5
YWCA - Oasis Program NPO 1 1 2 YWCA of Greater Lawrence
NPO 1 1 1 1 1 1 1 1 8
To address service gaps and new strategic directions identified through the CNA survey process:
In the area of Workforce Development, GLCAC will continue and enhance existing partnerships with adult education providers such as the Lawrence Adult Learning Center, Asian Center of the Merrimack Valley, Northern Essex Community College, and Notre Dame Education Center; and seek to expand the current collaborative work with Valley Works Career Center.
In the area of Affordable Housing and Community Development, GLCAC will pursue new partnerships and funding with organizations in the housing development space. Utilizing the professional expertise and knowledge of the housing market landscape of the Executive Director, we will maximize opportunities to improve affordable housing availability and community development.
In the area of Immigrant Integration Services, GLCAC will pursue new partnerships and funding with organizations that provide these opportunities. Existing collaborations with The Asian Center of the Merrimack Valley, Neighborhood Legal Services and others will be enhanced to provide more access for our clients.
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VIII. THREE YEAR GOALS AND STRATEGY DEVELOPMENT; EVALUATION OF NATIONAL GOALS, INDICATORS, & AGENCY OUTCOMES
THREE YEAR GOALS AND STRATEGIES TO ADDRESS IDENTIFIED PRIORITY AREAS:
The 3 year Needs Assessment and Community Action Planning process culminates in a definition of GLCAC goals and strategies that will be the focus for the next three years. These goals will be the catalyst for new initiatives, while concurrently continuing to deliver quality programs and services to clients in as GLCAC has done for the past 49 years. The program area goals will be supported by agency-wide goals, such as:
Creation of a new organizational structure (previously mentioned) that includes an Administrative division and six program divisions
Integrate Case Management and Service Coordination
Increase Staff Support and Resource Development
Develop of existing and new Linkages to support programs
Continued Public Relations and Marketing activities to increase agency visibility
Diversity and Inclusion
Organizational Improvement
Improved Board Governance
Fund Development The Strategic Planning committee, CAP Planning Committee, CEO and Board of Directors developed the goals and strategies from the community needs priority list, data research results that support the identified needs, and stakeholder interviews. Annual work plan activities will be derived from the 3 Year CAP, and categorized into CSBG National Indicators. Priority Area 1: Employment / Access to Good Jobs with Benefits: Issue Statement: In Greater Lawrence, many low-income residents do not have the English language/literacy skills, computer skills and basic math skills needed to obtain employment that will pay a living wage and/or offer opportunities for career advancement and a pathway to self-sufficiency.
Strategy Statement: Workforce development directly addresses GLCAC’s mission of improving the self-sufficiency of its constituents and addresses a critical community need, particularly in Lawrence, which has the highest unemployment rate and among the lowest per capita median household income in Massachusetts. Further, jobs were identified as the number one need in the CNA survey. GLCAC’s client profile indicates that many of its constituents do not have essential skills to access better and higher paying jobs. The long waiting lists for English for Speakers of Other Languages (ESOL) classes in Greater Lawrence indicate that the demand is greater than the supply. Additionally, there are few providers of job readiness skills in the Greater Lawrence area. Therefore, GLCAC plans to provide workforce development services, adult basic education (reading, writing, math, and computer and financial literacy skills); English speaking skills; and job readiness skills (i.e., resume writing, interviewing skills, financial literacy and social manners at the workplace) in an integrated and coordinated way. Providing these skills will improve GLCAC’s constituent’s opportunities to obtain and retain higher paying jobs, leading to greater financial stability.
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The desired high-level outcomes for the Workforce Development program include the following:
Clients acquire contextualized, comprehensive basic reading, writing, and speaking English skills to prepare them for the workplace and/or higher education.
Clients learn basic reading, writing, math and computer skills to prepare for GED certification.
Clients learn basic computer and financial literacy skills, how to write a resume, interview successfully for a job, and dress and behave appropriately at the workplace.
Longer term: acquisition of these skills will lead to clients obtaining and retaining a job, and therefore financial stability.
One Year Desired Outcomes/Goals:
Individualized assessment plans for clients (connecting to other GLCAC services). ESOL classes, levels one and two (two classes of ESOL and Job Readiness. Integration of ESOL curriculum with job readiness skills as well as other relevant
programming from the immigrant integration initiative, such as citizenship classes. An ABE curriculum that integrates financial and basic computer literacy with reading,
writing, and math skills, with several levels. Job readiness skill training that includes financial literacy. Program expansion to the current clients and Greater Lawrence community. A plan for a summer youth employment program.
Three Year Desired Outcomes/Goals:
ESOL classes will be expanded from level one to two- three levels. Continued integration of ESOL curriculum with job readiness skills as well as other
relevant programming from the immigrant integration initiative, ie. citizenship classes. Expanded job readiness skill training that includes financial literacy. Partnership with Northern Essex Community College to connect students to higher
education or college-level certificate programs. Students connected to vocational and occupational training, potential employers. Coaching and incentives for economic independence.
With regard to existing programs and integrated case management, GLCAC will also:
Seek new and continuation funding to support current in-house workforce development initiatives, such as: ESOL classes for Head Start Parents Bus Driver CDL Training Program for Head Start Parents Region 3 Professional Development (R3P) Lead Abatement Worker Training Renovation, Repair, and Painting Certification Training
Seek new and continuation funding for Family Support and Early Learning programs as a
support for parents who are working or in training programs, including: Child Care Center
Christiansen Community and Family Support Program Head Start and Early Head Start Program WIC Food and Nutrition Program
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Priority Area 2: Affordable Housing / Housing Assistance / Revitalization of Downtown Lawrence:
Issue Statement 1: In Greater Lawrence, the high cost of housing, aging housing stock and an inadequate supply of affordable housing units has placed a strain on the financial resources of low-income families and has increased homelessness and borderline homelessness. Vulnerable, unstably housed families also face numerous barriers to employment that keep them in poverty and at risk of homelessness. In 2000, 34.8% of Lawrence renters expended more than 35% of their household income on rent; according to ACS 2008-2012 data that percentage has increased to 52% expending more than 35% of their income on rent. Almost 61% of survey respondents indicated that access to affordable housing was a moderate to severe issue.
Strategy Statement 1: The 52% of income Lawrence homeowners and renters spend on housing is significantly over the recommended 30-35%. The need for affordable housing was a top priority in the 2014 CNA, given that waiting time for public and subsidized housing is three to five years and that Lawrence is on the top 10% of foreclosure rates in Massachusetts. Stakeholder interviews confirmed that there is ample room for GLCAC to enter the field of affordable housing and that the City of Lawrence is interested in partnering with GLCAC around housing development and the revitalization of Downtown Lawrence. While the funding environment at the federal level is quite challenging, development of low-income housing is a priority at the state level. Further, affordable housing development will provide new unrestricted funds to support other GLCAC programs. Finally, with the new Executive Director being a recognized and respected leader in the housing and community development field, there are new competencies in affordable housing development for GLCAC.
The desired high-level outcomes for the Affordable Housing and Revitalization of Downtown Lawrence program included the following:
Increased affordable housing for low-income families and GLCAC constituents.
Additional on-going funding source for other GLCAC programs and operations.
A higher quality space for the Child Care Center with opportunities for increased community visibility.
Improved place/green space to address health and wellness issues for families.
A step towards revitalization of the Lawrence downtown area.
A step towards improving the negative public image of the City of Lawrence.
Potential new job creation in Lawrence.
One Year Desired Outcomes/Goals
Initial development of a new a Child Care building, using land GLCAC already owns, which will include approximately 32 units of affordable rental housing for families, individuals, and seniors.
Board and Staff will have increased knowledge about the high level steps in developing affordable housing and the associated benefits.
GLCAC will have infrastructure and capacity-development for developing affordable housing.
Will have design, development plan, and architect—ready for submission for funding. Identification of one downtown property to acquire for mix-use development-retail and
affordable housing.
Three Year Desired Outcomes/Goals Completion of GLCAC new Child Care building, which includes approximately 30 units of
affordable rental housing for families, individuals, and seniors. Development of some of the GLCAC-owned land into a green space/play area for
children and families.
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Working relationship with the City of Lawrence for developing affordable housing and possibly retaining a housing developer.
An investigation of the development of affordable homes.
With regard to existing programs and integrated case management, GLCAC will also:
Continue to operate the LIHEAP Fuel Assistance Program, Weatherization Assistance & HEARTWAP Programs, Merrimack Valley Lead Poisoning Prevention Program, and Emergency Housing Assistance in order to support clients’ efforts to maintain safe and affordable housing.
Continue to partner with the City of Lawrence in the operation of its Lead Paint Hazard Abatement Program.
Continue to offer Housing Advocacy and Emergency Rental Assistance services within the GLCAC Community Service Center.
Issue Statement #2: Many low-to-moderate income senior citizens in Greater Lawrence are finding it exceedingly difficult to maintain their family homes in a safe and healthy condition. Inability to access maintenance and repair services that are affordable and reputable to perform various repairs and maintenance chores is forcing many seniors to give up their homes and go into subsidized housing or into expensive assisted living developments before there is a medical need for them to do so.
Strategy Statement 2: GLCAC will continue to operate Project SENIOR (Serving Elders Needs in Our Region) which provides low-income elderly and/or disabled residents assistance with accessibility-related renovations and safety-related home repairs/ maintenance. Opportunities for funding will be pursued so that the program may continue.
Priority Area 3: Immigrant Integration Services:
Issue Statement: Lawrence is a gateway city with a significant percentage of immigrants, particularly from the Dominican Republic. The demographics also reflect GLCAC’s constituent profile. Navigating the US immigration system is complex and costly presenting barriers for qualified immigrants to move along a path to US naturalized citizenship. Often, immigrants fall prey to unscrupulous lawyers and notary publics due in part to the dearth of trustworthy, reliable and affordable services, which the strategic assessment confirmed.
Strategy Statement: Providing services that support immigrants integrating into their adopted society advances GLCAC’s mission of improving the economic self-sufficiency of its constituents. Moreover, achieving the various steps along the path to US citizenship improves immigrants’ chances to integrate fully into US society. This includes access to higher paying work and educational opportunities and public services, participation in civic and community life, and overall enhancement of their and their families’ quality of life. The desired high-level outcomes for the Immigrant Integration Services program are as follows:
Immigrants are knowledgeable about current and future changes of US immigration law.
Immigrants will understand their eligibility to apply for various immigration statuses, i.e., legal permanent residency, US naturalized citizenship, Deferred Action for Childhood Arrivals (DACA).
Immigrants obtain the appropriate US immigration status as determined by their eligibility.
Qualified immigrants learn US civics and history to prepare them for their US naturalized citizenship test.
Immigrants are connected to and registered in GLCAC ESOL classes.
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One Year Desired Outcomes/Goals
Two one-day legal clinics at GLCAC, inviting pro bono lawyers and used to launch the new program with wide community visibility.
The ABCD model of immigration services provides a model for GLCAC’s new program. Citizenship classes and assistance with citizenship applications. Citizenship class students and participants of legal clinics will be connected with GLCAC
ESOL classes.
Three Year Desired Outcomes/Goals Citizenship classes. An immigration attorney is hired on staff. Certified by the Board of Immigration Appeals. Volunteers will be recruited and trained to work under immigration attorney’s supervision. Will provide legal assistance in completing US naturalized citizenship process, family
petitions, DACA, and any other immigration legal services as changes in the law occur. Immigrants will be connected to GLCAC ESOL classes.
Possible partnerships with Massachusetts Advocacy and Refugee Advocacy Coalition (MIRA) or the International Institute to measure demand and need.
With regard to existing programs and integrated case management, GLCAC will also:
Continue to operate the Constituent Services Division (formerly known as the Community
Service Center) to assist immigrant clients in their efforts to gain access to wrap-around services and supports that will assist them in obtaining citizenship, such as translations, application assistance, notarizations, etc.
Priority Area 4: Advocacy and Community Organizing:
Issue Statement: According to the national Community Action Agency standards, research shows that through engagement in community activities such as board governance, peer to peer leadership, advisory bodies, volunteering and other participatory means, “the poor build personal networks and increase their social capital so that they are able to move themselves and their families out of poverty.” Further, one of the new national standards is “Maximum Feasible Participation: Consumer Input and Involvement.” Thus, providing advocacy and leadership skills is a concrete way for GLCAC to advance its mission of economic self-sufficiency for its constituents.
Strategy Statement: By providing opportunities to obtain these skills, GLCAC clients will be better able to move from receiving services to acting on their own behalf and to impact broader change with others. Finally, there are few nonprofits in Greater Lawrence that help clients learn self-advocacy and community organizing skills, so there is not only room within the community to provide this program, but it will also distinguish GLCAC as an innovative, leading-edge Community Action Agency. The desired high-level outcomes for the Advocacy and Community Organizing program are the
following:
Coordinated and increased advocacy efforts that are already being implemented by GLCAC staff, increasing overall advocacy on behalf of programs and services.
GLCAC clients and other constituents have gained self-advocacy, leadership, governance, and collective advocacy skills.
A funnel for future GLCAC board members and new community leaders.
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Increased ability to help clients achieve self-sufficiency and engage in collective action to advocate for needed services and programs for the community.
Through advocacy efforts, increased ability for GLCAC to secure funding and support for needed GLCAC programs and initiatives.
One Year Desired Outcomes/Goals
A coordinated program that integrates current advocacy efforts by GLCAC staff and programs that are already engaged in e.g., Advocacy Days at the State House, campaigns engaging executive directors, coordinated by MASSCAP.
A training program in self-advocacy skills and a civics 101 class with a second level in leadership and group advocacy/community organizing skills for interested clients, former clients, or community members.
Partnerships with Massachusetts Immigrant and Refugee Advocacy Coalition (MIRA) and OISTE (a Latino organization focused on civic engagement and voter mobilization), and the Asian Center of Merrimack Valley.
Pilot program with a highly skilled coordinator, also integrating existing advocacy efforts. Three Year Desired Outcomes/Goals
GLCAC will have a coordinated program that integrates current and new advocacy efforts in which all GLCAC staff and programs are engaged.
A work-team of clients who have graduated from the training and are ready to collaborate with others in advocating for needed services or funding (e.g., at the State House); or advocate together for improvements in Greater Lawrence or working together in collective action around a specific project or initiative.
Additional Service Areas:
Issue Statement: In Greater Lawrence, low-to moderate income residents need a wide variety of individual and family services in order to support their efforts to achieve self-sufficiency and family stability, including services such as: community resource information and referrals, consumer protection, employment search, housing advocacy, housing search, credit repair, health care access, parent education, child abuse prevention services, etc.
Strategy Statement: Strategy: GLCAC will continue to offer client-focused supportive services provided by the:
Constituents Services Division
Community & Family Support Center
Massachusetts Health Connector Navigator Program
Merrimack Valley Lead Poisoning Prevention Program
VITA Income Tax Return Preparation Assistance Program
Community Action Plan Evaluation:
GLCAC is committed to ensuring that CSBG services are outcome driven and that a variety of evaluation methods are utilized to support program development, such as program outcomes, client statistics, funder reports, and customer satisfaction feedback. All programs use CSBG National Goals and Outcome Measures (NGOM). Twice a year the GLCAC, Planning Department prepares a progress report on agency activities related to the Goals and Strategies listed in the three year Community Action Plan. At the same time, the Planning Department also prepares a summary of the CSBG Annual Work Plan Progress Report. These progress reports are reviewed with the Board’s Planning & Evaluation Committee and the Agency’s Staff/Management Team
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to ensure that appropriate and timely action is being taken with regard to all NGOM. A plan is developed when any changes or corrective actions are indicated. The Planning Committee then shares these reports with the full Board along with any recommended changes or corrective actions. The Community Needs Assessment and the Internal Assessment are updated periodically throughout the term of the three year Community Action Plan as need indicates or pertinent new information becomes available. Twice a year the US Census and other new secondary data are reviewed to see if it needs to be incorporated into the Community Profile. In between these scheduled reviews, updated information would be sought if needed for a grant application or a program/agency report. During the biannual reviews, the Internal Needs Assessment is also reviewed to determine if any new information indicates a need to update that section of the Community Action Plan. In addition to the above, annually, during the quarter encompassing the months of April through June, Senior Staff and the Board review and reassess the following:
The agency’s Mission Statement to ensure that it is in line with the agency’s current goals and objectives;
The results of the Community Needs Assessment to ensure that the agency is offering programs and activities that address the identified needs of the service area population;
The results of the Internal Needs Assessment to ensure that issues raised have been properly addressed by the Board and/or Staff;
The agency’s Service Delivery System to ensure that the system adequately meetings the current needs of the service area population;
The CSBG Outcome Measures to ensure that they have changed to coincide with any new activities;
The three year Goals and Strategies to ensure that goals established in year one are still applicable;
The agency’s Funding Strategies to determine if fundraising efforts are on target and sufficient;
The agency’s Vision Statement to ensure that the agency’s vision is still appropriate. Any issues identified would be reported to the full Board of Directors at the end of the annual review along with recommendations to address those issues. National Goals, Indicators, and Outcome Measures:
The overarching goal of all GLCAC programs is to promote self-sufficiency. GLCAC uses NGOM as an accountability system for the agency. Each program has one or more goals and uses NGOM to monitor progress in improving the condition of life for low-income people, promoting self-sufficiency, or improving agency/program capacity. Reports on annual work plans are submitted to DHCD at the mid-year and end-year as required by CSBG. The following charts represent the CSBG National Goals, Indicators & Outcome Measures that GLCAC programming will address over the next 3 years:
GOAL 1: LOW-INCOME PEOPLE BECOME MORE SELF-SUFFICIENT (FAMILY)
Program / Activity Service
Category Description
Service Delivery
GLCAC Priority Issue
Outcome Measurement
Method
National Indicator
Id
National Indicator
Description
Summer Jobs For Youth
Employment Job
Placement #1:
Employment Client Tracking 1.1 A Employment
Lawrence Lead Abatement Worker Training Program
Employment Training & Job
Placement #1:
Employment Client Tracking
1.1 A, 1.1 B
Employment
65
Head Start Parent Training (ABE/ESOL)
Program
Education & Literacy
Adult Education
classes
#1: Employment
Client Tracking 1.2 A Employment
Supports
ESOL Education &
Literacy
Adult Education
classes
#1: Employment
Client Tracking 1.2 A Employment
Supports
ABE and Financial Literacy
Education & Literacy
Adult Education
classes
#1: Employment
Client Tracking 1.2 A Employment
Supports
Job Skills and Readiness Training
Education & Literacy
Adult Education
classes
#1: Employment
Client Tracking 1.2 A Employment
Supports
Computer Classes Education &
Literacy
Adult Education
classes
#1: Employment
Client Tracking 1.2 A Employment
Supports
Head Start Parent Training (CDL)
Program Employment Training
#1: Employment
Client Tracking 1.2 A Employment
Supports
Immigration Assistance
Employment Naturalization
Assistance #3:
Immigration Client Tracking 1.2 A
Employment Supports
CFSC - Education and Provider Support
(R3P) Employment Training
#1: Employment
Client Tracking 1.2 A Employment
Supports
Child Care Center Youth/Family Development
School-age child care
#1: Employment
Client Tracking 1.2 D Employment
Supports
Head Start Extended Day Care
Youth/Family Development
Early Education &
Care
#1: Employment
Client Tracking 1.2 E Employment
Supports
Child Care Center Youth/Family Development
Early Education &
Care
#1: Employment
Client Tracking 1.2 E Employment
Supports
MA Health Connector Navigator Program
Health Application Assistance
#1: Employment
Client Tracking 1.2 G Employment
Supports
LIHEAP Energy
Assistance Financial
Assistance #1:
Employment Client Tracking 1.2 J
Employment Supports
LIHEAP Energy
Assistance Financial
Assistance #1:
Employment Client Tracking 1.2 J
Employment Supports
LIHEAP Energy
Assistance Financial
Assistance #1:
Employment Client Tracking 1.2 K
Employment Supports
Consumer Protection Program
Income Management
Financial Assistance
Additional programs supporting path to self-sufficiency
Client Tracking 1.3 Economic Asset Enhancement and Utilization
Volunteer Tax Assistance Program -
VITA
Income Management
Financial Assistance
Additional programs supporting path to self-sufficiency
Client Tracking 1.3 A Economic Asset Enhancement and Utilization
GOAL 2: THE CONDITIONS IN WHICH LOW-INCOME PEOPLE LIVE ARE IMPROVED (COMMUNITY)
Program / Activity Service
Category Description
Service Delivery
GLCAC Priority Issue
Outcome Measurement
Method
National Indicator
Id
National Indicator
Description
Housing Development Housing
Assistance Financial
Assistance #2: Housing Client Tracking 2.1 C
Community Improvement and
Revitalization
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Weatherization Energy
Assistance Financial
Assistance #2: Housing Client Tracking 2.1 D
Community Improvement and
Revitalization
Weatherization Energy
Assistance Financial
Assistance #2: Housing Client Tracking 2.1 D
Community Improvement and
Revitalization
Lawrence Lead Abatement Program
Housing Assistance
Financial Assistance
#2: Housing Client Tracking 2.1 D Community
Improvement and Revitalization
MVLPPP Inspectional Services
Housing Assistance
Lead Inspections
#2: Housing Client Tracking 2.1 D Community
Improvement and Revitalization
GOAL 3: LOW-INCOME PEOPLE OWN A STAKE IN THEIR COMMUNITY (COMMUNITY)
Program / Activity Service
Category Description
Service Delivery
GLCAC Priority Issue
Outcome Measurement
Method
National Indicator
Id
National Indicator
Description
GLCAC, Inc. Volunteer Services
Other Volunteer
Opportunities #1
Employment Client Tracking 3.1 A
Community Enhancement
Head Start Policy Council
Resident Participation
Volunteer Opportunities
#4: Advocacy & Additional
programs supporting path to self-sufficiency
Client Tracking 3.2 A
Community Empowerment
thru Max. Feasible
Participation
Community Service Center - N Common
Neighborhood
Resident Participation
Collaboration
#4: Advocacy & Additional
programs supporting path to self-sufficiency
Linkages & Coordination
3.2 A
Community Empowerment
thru Max. Feasible
Participation
GOAL 4: PARTNERSHIPS AMONG SUPPORTERS AND PROVIDERS OF SERVICE TO LOW-INCOME PEOPLE ARE ACHIEVED (AGENCY)
Program / Activity Service
Category Description
Service Delivery
GLCAC Priority Issue
Outcome Measurement
Method
National Indicator
Id
National Indicator
Description
Family Support Center Child Abuse
Prevention Program
Linkages & Coordination
Partnership Agreements
#4: Advocacy
& Additional programs supporting
path to self-sufficiency
Linkages & Coordination
4.1 A
Expanding Opp'y thru Community-
Wide Partnerships
Project FOCUS Partnerships
Linkages & Coordination
Partnership Agreements
#4: Advocacy
& Additional programs supporting
path to self-sufficiency
Linkages & Coordination
4.1 A, 4.1 I, 4.1 J
Expanding Opp'y thru Community-
Wide Partnerships
67
Coordinated Family and Community
Engagement Council
Linkages & Coordination
Partnerships
#4: Advocacy
& Additional programs supporting
path to self-sufficiency
Linkages & Coordination
4.1 A, 4.1 B, 4.1 F, 4.1 I, 4.1 J, 4.1 L
Expanding Opp'y thru Community-
Wide Partnerships
Head Start Councils Youth/Family Development
Council Participation
#4: Advocacy
& Additional programs supporting
path to self-sufficiency
Linkages & Coordination
4.1 A, 4.1 B, 4.1 L
Expanding Opp'y thru Community-
Wide Partnerships
Head Start Faith-based Initiative
Youth/Family Development
Collaboration
#4: Advocacy
& Additional programs supporting
path to self-sufficiency
Client Tracking 4.1 B
Expanding Opp'y thru Community-
Wide Partnerships
LIHEAP Energy
Assistance Partnership Agreements
#2: Housing Linkages &
Coordination 4.1 F
Expanding Opp'y thru Community-
Wide Partnerships
GOAL 5: AGENCIES INCREASE THEIR CAPACITY TO ACHIEVE RESULTS (AGENCY)
Program / Activity Service
Category Description
Service Delivery
GLCAC Priority Issue
Outcome Measurement
Method
National Indicator
Id
National Indicator
Description
Agency Wide Public Relations Strategy
Other Develop PR
Plan
#4: Advocacy & Additional
programs supporting path to self-sufficiency
Other 5.1 Broadening the Resource Base
Development of a Fundraising Plan
Other Fund-raising
plan
#4: Advocacy & Additional
programs supporting path to self-sufficiency
Other 5.1 Broadening the Resource Base
Community Action Planning
Other Planning
Additional programs supporting path to self-sufficiency
Other 5.1 Broadening the Resource Base
GLCAC, Inc. - Broadening the Resource Base
Other Training
Additional programs supporting path to self-sufficiency
Client Tracking 5.1 E, 5.1 G
Broadening the Resource Base
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GLCAC, Inc. - Broadening the Resource Base
Other Training
Additional programs supporting path to self-sufficiency
Client Tracking 5.1 F, 5.1 H
Broadening the Resource Base
GOAL 6: LOW-INCOME PEOPLE, ESPECIALLY VULNERABLE POPULATIONS, ACHIEVE THEIR POTENTIAL BY STRENGTHENING FAMILY AND OTHER SUPPORTIVE SYSTEMS (FAMILY)
Program / Activity Service
Category Description
Service Delivery
GLCAC Priority Issue
Outcome Measurement
Method
National Indicator
Id
National Indicator
Description
Project SENIOR Senior
Programs Home
Repairs #2: Housing Client Tracking 6.1 A
Independent Living
LIHEAP Emergency Assistance
Emergency Assistance
Financial Assistance
#2: Housing Client Tracking 6.2 B Emergency Assistance
Community Service Center - Housing
Assistance - RAFT
Emergency Assistance
Financial Assistance
#2: Housing Client Tracking 6.2 C Emergency Assistance
Head Start Case Management (First
Aid)
Self Sufficiency
Adult Education
classes
Additional programs supporting path to self-sufficiency
Client Tracking 6.2 F Emergency Assistance
Merrimack Valley Lead Poisoning Prevention
Program Health
Lead Screening
#2: Housing Client Tracking 6.3 A-1 Child and Family
Development
Child Care Center Health Services
Health Health
Screenings
Additional programs supporting path to self-sufficiency
Client Tracking 6.3 A-1 Child and Family
Development
Head Start Health Services
Health Health
Screenings
Additional programs supporting path to self-sufficiency
Client Tracking 6.3 A-1 Child and Family
Development
Women, Infant, and Children WIC
Nutrition Food Voucher
Checks
Additional programs supporting path to self-sufficiency
Client Tracking 6.3 A-2 Child and Family
Development
Parent-Child Home Program
Youth/Family Development
Home Visiting
Additional programs supporting path to self-sufficiency
Client Tracking 6.3 A-3 Child and Family
Development
Child Care Center - Educational Services
Youth/Family Development
Early Education &
Care
Additional programs supporting path to self-sufficiency
Client Tracking 6.3 A-3 Child and Family
Development
69
Early Head Start Youth/Family Development
Early Education &
Care
Additional programs supporting path to self-sufficiency
Client Tracking 6.3 A-3 Child and Family
Development
Head Start Youth/Family Development
Early Education &
Care
Additional programs supporting path to self-sufficiency
Client Tracking 6.3 A-3 Child and Family
Development
Child Care Center - Educational Services
Youth/Family Development
School-age child care
Additional programs supporting path to self-sufficiency
Client Tracking 6.3 B-5 Child and Family
Development
Project FOCUS Youth/Family Development
Wrap-around services
Additional programs supporting path to self-sufficiency
Client Tracking 6.3 B-5 Child and Family
Development
Head Start Faith-based Initiative
Youth/Family Development
Adult Education
classes
Additional programs supporting path to self-sufficiency
Client Tracking 6.3 C Child and Family
Development
Family Support Center Parenting Education
Program
Education & Literacy
Parent Education
Additional programs supporting path to self-sufficiency
Client Tracking 6.3 C-1 Child and Family
Development
Child Care Center - Parent Education
Program
Youth/Family Development
Parent Workshops
Additional programs supporting path to self-sufficiency
Client Tracking 6.3 C-2 Child and Family
Development
Family Support Center Parent Aide Program
Youth/Family Development
Home Visiting
Additional programs supporting path to self-sufficiency
Client Tracking 6.3 C-2 Child and Family
Development
Family Support Center Case Management
Program
Self Sufficiency
Home Visiting
Additional programs supporting path to self-sufficiency
Client Tracking 6.3 C-2 Child and Family
Development
Benefit Enrollment Coordination system
Linkages & Coordination
Data Entry
Additional programs supporting path to self-sufficiency
Client Tracking 6.5 E Service Counts
Community Service Center Citizenship
Program
Linkages & Coordination
Application Assistance
#3: Immigration
Client Tracking 6.5 E Service Counts
WIC Child Support Referral
Youth/Family Development
Advocacy #4: Advocacy Client Tracking 6.5 E Service Counts
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Community Service Center - Housing
Assistance
Emergency Assistance
Application Assistance
#2: Housing
Client Tracking
6.5 E
Service Counts
Community Service Center - RAFT
Emergency Assistance
Financial Assistance
#2: Housing Client Tracking 6.5 E Service Counts
Community Service Center -Housing
Assistance
Emergency Assistance
Advocacy, Limited
Financial Assistance
#2: Housing Client Tracking 6.5 E Service Counts
Civic Engagement and Avocacy
Resident Participation
Advocacy #4: Advocacy Client Tracking 6.5 E Service Counts
IX. FUNDING STRATEGY
SOURCES OF FUNDING:
Through funds received from federal, state, private, and local sources, the GLCAC, Inc. administers programs focused on supporting the efforts of the economically disadvantaged to attain self-sufficiency. GLCAC has a history of successfully leveraging funds, thereby enabling us to diversify, pursue, and increase other sources of funding. Although Community Service Block Grant (CSBG) funds are only a small portion of the GLCAC budget, these funds support a portion of the salaries and fringe benefits of GLCAC, Inc. administrative and technology staff, rental of facilities for GLCAC, Inc. programs, and expenses such as travel, equipment, and conference fees relevant to Board governance, administration, fiscal management, planning and development. In addition, each year, CSBG funds enable the GLCAC, Inc. to leverage funding for continuation of existing programs and implementation of new programs, i.e. CSBG funds support the current GLCAC. Community Service Center - now to be titled “Constituent Services Division” - which provides a variety of integrated services, including advocacy, support, non-emergency and emergency services to low-income residents from the Greater Lawrence area. Of the total agency FY 2014 budget of $29,546,783; 67% of funds are derived from non-CSBG federal government sources, 10.7% from state government sources, 1.1% from CSBG, 16.2% from utility companies and the remaining 5% from local sources. In FY 2013 the ratio of non-CSBG dollars to CSBG dollars was $92 to $1.
71
GLCAC, Inc Funding Breakdown – FY 2014 – Current Organizational Structure
Energy Services, 35% $10,219,534.34
Head Start, 22% $6,606,826.39
Child Care, 8% $2,265,918.89
WIC, 20 % $5,891,563.00
Community & Family Support, 4%
$1,231,813.01
Culinary Services, 2% $563,493.12
Social Services, 2 % $500,593.48
Education/Training, >1%
$100,218.33
Lead Paint, > 1% $258,435.53
Housing, 0% $133,298.91
Administration, 6% $1,775,088.00
GLCAC, Inc Funding Breakdown – FY 2014 – New Organizational Structure
72
GLCAC DONORS 2009-2013:
3M Foundation Exchange Clubs of Merrimack Valley Merrimack Valley Partners Service
AAA of Merrimack Valley Federacion Hispana de Deportes Milk N It
Agnes M. Lindsay Trust Marie Finelli Tyrone Mitchell
Amelia Peabody Foundation Franklin Square House Foundation, Inc. Sue Mitchell
A.P. Michaud Insurance Agency, Inc. Evelyn Friedman Moran Realty Group
Asi Canta Puerto Rico Frito Lay Erin Mulcahy
Adaluz Balbuena Gigante Meat Market Maureen Mulcahy
Baseball Tomorrow Fund
Greater Lawrence Family Health Center
Nathaniel and Elizabeth P. Stevens Foundation
Bay Ring Communications Henry Lebensbaun National Grid
Bonanza Market Julie Ann Holmes Neighborhood Health Plan
BOSTnet Homefront SENIOR Care LLC Northeast Physician Recruiter Association
Boston Medical Center Paul Iannuccillo Network Health
Carilyn Caraballo Insurance Professionals of New England New Balance
Catherine McCarthy Memorial Trust International Institute New Balance Factory Outlet
Tracey Chalifour Victor Jarvis New England Exchange Clubs
Charles Pringle Foundation Jenet Management, LLC New England Inpatient Specialists
Priscilla Chavez Judge Daniel Appleton White Fund Ada Nilvia Ficas
Children's Investment Fund Jump Start NiSource Charitable Foundation
Cisco Foundation Jupiter IV, LLC Non Profit Transitions, LLC
Citizen's Energy Kannan & Pricone Plumbing & Heating, Inc. North Reading Transportation
Clipper Ship Foundation HelenAnn Knepper North Shore Community College
Commonwealth Motors Kohl's Department Store Northern Essex Community College
Gail Compagnone Christine Kuzmitski Peter O'Dowd
Conlon Products, Inc. Lawrence Celebration Committee Gregorio Otega
Corporate Benefit Plans, LLC Lawrence Downtown Parking Association Joseph Parolisi
Costa Eagle Communications Liberty Mutual Foundation Maureen Pasek
Billy Crayone Georgina Lightfoot Patriot Ambulance
D'Ambrosio, LLP Olien Lu Pentucket Bank
Randall L. Davis, DMD Jocelyn Martinez Poland Springs
Anne D’Errico Victor Martinez The Produce Connection
Difruscia Law Office Massachusetts Technology Council Jose Rivera
Double N, Inc. Marianne Matatall Maggie Rivera
Eastern Bank Charitable Foundation Cynthia Mazella Robert M. Birmingham Trust
Edward S. & Winifred G. Moseley Foundation Chung-Ling Matthes Richard Robichaud
Enterprise Bank MD Management Company, LLC Maria Rosati
Esperanza Academy, Inc. Metropolitan Credit Union David Rost
Essex County Community Foundation Amdery Mejia Yvonne Salcedo
Greater Lawrence Summer Fund Marisa Melendez Salvatore's
Merrimack Valley General Fund Millie Melendez Fred Shaheen
Webster Family Fund Theresa Melendez Shaheen Brothers
Luis Estevez Noemi Mena Sovereign Bank (Santander)
Exchange Club of Salem NH Merrimack Valley Federal Credit Union Staples
73
Stride-Rite State and Federal Funders
Super Mas, Inc. American Recovery and Reinvestment Act of 2009
Super Stop & Shop #496 City of Lawrence
Steve & Lisa Sussman
City of Lawrence Community Development Block Grant
Rosa Talero City of Lowell Community Development Block Grant
Target - Methuen
City of Methuen Community Development Block Grant
Target Foundation Commonwealth of Massachusetts:
Tech-Print, Inc. Dept. of Children and Families
Laura Torla Dept. of Early Education and Care
Toshiba Business solutions, Inc. Dept. of Elementary and Secondary Education
Unitarian Universalist Church Of Andover Dept. of Public Health
United Way of Massachusetts Bay and Merrimack Valley
Dept. of Housing & Community Development
Steve Vega Health Connector Authority
Wal-Mart Office of the Attorney General
United States of America:
Dept. of Agriculture
Dept. of Education
Dept. of Health and Human Services
Dept. of Housing and Urban Development
New Funding Strategies for 2015-17 Community Action Plan: Over the next three years, GLCAC will continue to pursue and secure all of the current grants, contracts and funding sources that are currently in the revenue mix. Recent and gradual reductions in government funding have created the need to develop additional sources of revenue and a comprehensive fund development plan. The new and expanded programs also present opportunities for GLCAC to see new funding sources. In order to secure new funding sources, a professional fundraiser was added to the leadership team in spring 2013 to pursue more traditional fundraising methods such as grants from private sources, individual giving, event fundraisers, etc. For Fiscal Year 2014, GLCAC has already made progress - receiving funding from five new sources totaling $161,204. In June 2014, GLCAC was accepted to be a United Way partner for the 2015-2017 funding cycle, with an award of $150,000. The agency also produced an Annual Report for the first time, which was presented at the inaugural Annual Report to the Community event in May 2014. In addition, the Executive Director has extensive experience and skills leveraging diverse funding sources, tax credits and more for affordable housing development at non-profits and the municipal level that will help create new revenue streams. The following are key strategies and goals for funding:
74
New Child Care Center and Family Housing Project For the new 20,000 square foot Child Care Center that will be built on the current GLCAC owned site:
The Total Development Costs are projected to be $6,945,000 GLCAC has already applied for $300,000 in predevelopment resources from the
Children’s Investment Fund (CIF) - to be used for Architectural, Engineering, Legal, Appraisal, and Development Consultant costs
For the Projected 32 unit Family Housing that will be constructed on top of the new Child Care Center:
The Total Development Costs are projected to be $8,500,000
GLCAC has already applied for $1,000,000 in predevelopment funding from Community Economic Development Assistance Corporation - to be used for Architectural, Engineering, Legal, Appraisal, and Development Consultant costs
Other Funding Short term goals:
Create a GLCAC Board Development Committee to participate in fundraising initiatives
Create a “Culture of Philanthropy”, including Board, Leadership, and Staff, through trainings, committees, and client/agency success stories.
Identify and solicit new foundation, state, and federal grants and contracts to support new programs and other initiatives.
Prospect, solicit, and cultivate new individual donors.
Implement two personalized direct mail appeals for the year.
Improved record keeping of in-kind donations
Distribute quarterly newsletters to partners, vendors, other constituent groups.
Develop an individual donor prospect identification and cultivation plan.
Plan a 50th Anniversary fundraising event that includes corporate sponsorships.
Other Funding Three year outcome goals:
GLCAC will have a well-organized fund development program an procedures by which all
philanthropic activities are carried out efficiently and effectively with the highest ethical standards.
GLCAC will have a “Culture of Philanthropy” within the organization and with external constituents.
GLCAC will have implemented a fund development plan that raises unrestricted, program specific and capacity-building support through grants, contracts, individual donations, events and income-producing programs and projects.
GLCAC will have a consistent brand with consistent messaging for all print materials, social media, e-communications, and outreach activities that support effective fund development.
All GLCAC Board members will be actively engaged in fundraising activities to help support the organization.
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X. End Notes i Benita Danzing, Jetta Bernier Child Poverty in Massachusetts: a Tale of Three Cities: Lawrence, New Bedford and Springfield (Boston: Massachusetts Citizens for Children, 2010) ii Ibid
iii Ibid
iv Phillip Granberry PhD, Sarah Rustan, MA, Faye Karp, MS Latinos in Selected Areas: Lawrence and Methuen
(January 2013) v Ibid
vi Merrimack Valley Housing Report. Volume 7, Issue 4 April 2014
vii
Data Available online at http://www.huduser.org/datasets/fmr/fmrs/fy2010_code/2010summary.odn viii
Ibid ix Available online at http://en.wikipedia.org/wiki/Soft_skills
x Altarum Institute “Early Outcomes: Impact of the New WIC Foods” Policy Briefs and additional information available
online at www.altarum.org/obesityresources; www.fns.udsa.gov/WIC; www.healthyeating.org; www.jneb.org xi Massachusetts Department of Children and Families Child Maltreatment Statistics
xii
MA Health Connector Authority Health Care Reform 2011 Progress Report
xiii
Ibid xiv
United States Environmental Protection Agency 2010 Healthy Communities Grant Program: Project Summaries Urban Environmental Program in New England Report xv
Merrimack College Urban resource Institute The Context of Health in Lawrence Massachusetts xvi
Massachusetts Department of Environmental Protection Activity and use Limitation Submittals available online at http://db.state.ma.us/dep/cleanup/sites/search.asp xvii
CSBG Organizational Standards xviii
GLCAC CSBG FY 2013 Annual Workplan Final Report xix
Judy Freiwirth Psy.D. and Elena Letona Ph.D. Nonprofit Solutions Associates Strategic Assessment as submitted
to GLCAC, Inc. August 2013 xx
Areavibes.com, which uses data from US Census, ACS, and Council For Community and Economic Research
xxi Massachusetts Department of Elementary and Secondary Education
xxii
Lawrence Public Schools website: http://www.lawrence.k12.ma.us/about-lps/lps-turnaround xxiii
GLCAC CSBG FY 2013 IS Report xxiv
Massachusetts Housing Partnership website: http://www.mhp.net/vision/resources.php?page_function=detail&resource_id=605 xxv
NIQCA Community Action Agency Self-Assessment Manual, Copyright MASSCAP, Inc. April 17, 2013
