GLCAC Strategic Plan Final Version - redesign3. Family Support and Early Learning – Integrates all programs focused on family support and early learning, such as Head Start and Women,

2014-2017

Strategic Plan

Nonprofit Solutions Associates

The Greater Lawrence Community Action Council, Inc.

Strategic Plan

2014-2017

Prepared by Nonprofit Solutions Associates

Judy Freiwirth, Psy.D., Principal

Maria Elena Letona, Ph.D, Associate

www.NonprofitSA.com


305 Essex Street, Lawrence MA 01840

(978) 681-4900

www.glcac.org

Like GLCAC on Facebook: www.facebook.com/GLCACInc

Follow of Twitter: @GLCACInc

Creating Opportunity: Ending Poverty

February 2014

Dear Friends,

For 48 years the Greater Lawrence Community Action Council Inc. has been dedicated to

serving our area’s most vulnerable families and individuals with programs that provide benefits

to stave off the effects of poverty. Programs and policies change with time, as they should, and

GLCAC chose to examine its direction and vision.

Recently, the board and staff of GLCAC embarked on an in-depth strategic planning

process that examined the current and projected needs of our community and our

constituents. We talked with many stakeholders, program participants and partners. We

reviewed current data and future trends. We looked at our current programs and considered

new directions.

From the input of all we have forged a new direction for the agency as outlined in this

strategic plan. We think our new direction moves us from a benefit-support agency to an

agency that provides a pathway for people to move from dependence to self-sufficiency. As

President Obama has said, “Income inequality is the defining issue of our time.” We have put in

place a grand agenda to help our constituents obtain the tools to change their trajectory and

climb out of poverty and into the middle class.

We thank all who helped us with their thoughts and gave of their time. We welcome

your comments and feedback on our new plan sent to [email protected] and look forward to

working with you in the future.

Sincerely,

William J. Buckley Evelyn Friedman

President Executive Director

Greater Lawrence Community Action Council Strategic Plan

2014-2017

Table of Contents

Executive Summary ................................................................................................... i

I. Introduction ............................................................................................................ 1

II. Methodology ........................................................................................................... 3

III. Key Strategic Questions ......................................................................................... 4

IV. Summary of Strategic Assessment ......................................................................... 7

V. Revised Mission, Tag Line, Organizational Values ................................................. 9

VI. Three Year Organizational and Community Vision .............................................. 10

VII. New Service Model and Continuum of Care ........................................................ 11

VIII. New Programmatic Directions ............................................................................. 15

A. Workforce Development ................................................................................ 15

B. Affordable Housing and Revitalization of Downtown Lawrence .................... 17

C. Immigrant Integration Services ...................................................................... 18

D. Advocacy and Community Organizing ............................................................ 20

E. Economic Development and Health and Wellness ......................................... 22

IX. Current Program Directions for Christensen and Community Services Center ... 22

X. Organizational and Governance Improvement .................................................... 23

A. Diversity and Inclusion ...................................................................................... 23

B. Public Perception and Branding ....................................................................... 25

C. Board Governance ............................................................................................ 28

D. Organizational Management, Structure, Practices .......................................... 30

XI. Fund Development ................................................................................................ 33

XII. Strategic Plan as a Management and Governance Tool; Plan for Evaluating

Outcomes, Monitoring and Updating .................................................................. 35

XIII. Appendix .............................................................................................................. 36

i

Executive Summary

I. Introduction

ounded in 1965 as part of the federal “War on Poverty”, the Greater

Lawrence Community Action Council (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 engaged the consulting team of Dr. Judy

Freiwirth, Principal of Nonprofit Solutions Associates and Dr. Elena Letona to

assist the organization in this planning process.

F

GLCAC Strategic Plan 2014-2017

ii

GLCAC opens

pathways to

stability and

prosperity for

people in

need, and

prepares them

to make

decisions that

will positively

affect their

lives.

The strategic decisions included the following:

• A revised mission statement and tag line

• A statement of organizational values and a three-year community and organizational

vision

• A new service model that facilitates continuum of care for constituent, case

management, and integration of programs

• The development of four new program directions that include: 1) workforce

development; 2) affordable housing and revitalization of downtown Lawrence; 3)

immigrant integration services; and; 4) advocacy and community organizing

• 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

II. Revised Mission, Tag Line, Organizational Values

GLCAC’s revised mission statement and Tag Line are as follows:

“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.“

Tag Line: Creating Opportunity: Ending Poverty

GLCAC strives for the following 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

III. GLCAC’s Three Year Vision Statements

Organizational Vision

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,


iii

continually improving and innovating our

programming, using cutting-edge and evidenced-

based practices to better meet our community’s

needs.

Greater Lawrence Community Vision

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.

IV. New Service Model and Organizational

Structure for GLCAC

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’s current and

prospective clients. A new organizational structure with a set of Divisions was adopted and

includes the following:

1. Coordinated Integration/Centralized case management to connect and support clients

in accessing multiple services within GLCAC and other partners.

2. Constituent Services – Centralized intake to keep track of clients’ outcomes of internal

and external referrals and to house the new organizing and advocacy program direction.

3. Family Support and Early Learning – Integrates all programs focused on family support

and early learning, such as Head Start and Women, Infants, and Children (WIC).

4. 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’s

clients to access better educational and employment opportunities.

5. Community Development - A new division that will focus on developing affordable

housing and economic development initiatives to revitalize downtown Lawrence.

6. Housing Services – Integrates all current programs such as weatherization, fuel

assistance, lead poisoning prevention and other housing services programs.

7. 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.


iv

V. New Programmatic Directions

A. Workforce Development

GLCAC will provide workforce development services to directly address GLCAC’s mission of

improving the self-sufficiency of its constituents. It is also intended to address a critical

community need, particularly in Lawrence, which has the highest unemployment rate and

among the lowest per capita median household income in Massachusetts. The following

new programs will be developed in order to improve constituents’ opportunities to obtain

and retain higher paying jobs, leading to greater financial stability.

• Adult basic education, which includes, 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.

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, such as 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

B. Affordable Housing and Revitalization of Downtown Lawrence

Affordable housing remains one of the most significant community needs, particularly in

Lawrence, with waiting lists of three to five years for public and subsidized housing and

holding one of the highest foreclosure rates in the state. With significant support from


• All new divisions will be organized and have a Division Director who provides

leadership to the division and develops a cohesive, well-functioning division (that

meets regularly as a team) to ensure a cohesive, continuum of care model for clients;

Division Directors will meet regularly as a team with other Senior Directors to ensure

well-integrated management and coordination.

• A coordinated, client integration team (case management) will provide case

management for GLCAC clients, assisting them in accessing services both within GLCAC

and in the community, and working closely with them to ensure eventual self-

sufficiency.


v

external stakeholders and with the Executive Director’s extensive experience in affordable

housing, GLCAC decided to embark on this new direction.

Three- Year Desired Outcomes

• Completion of GLCAC new Child Care building, which provides higher quality space,

including approximately 30 units of affordable rental housing for low-income families,

individuals, and seniors.

• Development of some of the GLCAC-owned land into a greenspace/play area for children

and families.

• A working relationship with City of Lawrence for developing affordable housing and

possibly a housing developer.

• An investigation of the development of affordable homes.

C. Immigrant Integration Services

GLCAC will provide a range of legal orientation and services, and citizenship classes, and will

connect clients with ESOL classes to support immigrants on their journey towards full

integration into United States society.


vi


• GLCAC will offer 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 U.S. naturalized citizenship process, family

petitions, DACA, and any other immigration legal services as changes in the law occur.

• Immigrants will be connected to GLCAC’s ESOL classes.

• Possible partnerships with Massachusetts Advocacy and Refugee Advocacy Coalition

(MIRA) or the International Institute to measure demand and need.

D. Advocacy and Community Organizing

To empower GLCAC’s constituents, give them a voice, develop their leadership and create

the opportunities for collective action, GLCAC will integrate its current advocacy efforts and

develop new training programs in civics and self-advocacy skills. In addition, GLCAC will

develop a community organizing program in which clients will use their skills in collective

action, advocating for needed services and programs for the community.


vii


• GLCAC will have a coordinated program that integrates current and new advocacy efforts

in which GLCAC staff and programs are engaged.

• A work-team of clients who have graduated from the training and are ready to work

together to join 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.

VI. Organizational and Governance Improvement

A. Diversity and Inclusion

The organization is interested in increasing its diversity within both the Board and Senior

Staff to reflect is the constituency GLCAC serves. GLCAC is also interested in developing a

more inclusive organizational culture.


Staff:

• GLCAC will have a welcoming, inclusive organizational culture that is aligned with its values

for diversity and inclusion.

• GLCAC will have aligned its policies and practices to include values of inclusion and

diversity, (e.g., performance evaluations.)

• At least one-half of the 20 members of the GLCAC leadership team will be people of color

(this includes the new Division heads, directors and senior staff).

Board:

• The Board will have a board culture that is inclusive, welcoming, and engaging of all board

members; this includes its board and committee meetings. The Board’s composition will be

reflective of the diversity of the constituency GLCAC serves.


viii

This strategic plan will be a “living

document” that is flexible and

continually revised

B. Public Perception and

Branding

Since the visibility needs will

change after the

implementation of the

projected goals and

strategies during the first

year, a second-year plan will

be designed at that time.

One-Year Desired Outcomes/Goals

• GLCAC will have a positive visible presence in the community through regular local media

coverage and social media.

• GLCAC will have a consistent branding, including a consistent logo, print materials, e-

communications, social media aligned with its new mission statement and organizational

values.

• GLCAC will have a dynamic, up-to-date website with fresh content on a monthly basis and

will have an effective social media presence that will engage its constituents in interactive

ways.

• There will be an effective intranet system that connects all staff and improves internal

communication.

• GLCAC will have an annual report that reflects its accomplishments and raises GLCAC’s

visibility to the community.

C. Board Governance


• The Board will reflect the constituent population that it serves in terms of diversity,

particularly in terms of ethnic and racial backgrounds

• The Board will have an inclusive culture that is welcoming, and develops and encourages

new and emerging leadership.

• Every Board member will be knowledgeable about, and fulfill their responsibilities and

expectations as a member of the Board.

• Board meetings will have a high level of participation from all board members, with a

priority focus on strategic issues and decisions, with minimal reporting

• Every Board member will be an active, contributing member of a Board Committee

• The Board will be cohesive and aligned with a shared vision for GLCAC’s future

• The Board will have 100% participation in giving to GLCAC

• The Board will have 100% participation in at least one fundraising activity, including

identification and cultivation of donors

• The Board will be engaged in continuous improvement and training


ix

D. Organizational Management, Structure, and Practices


• Organizational Restructuring Into six operating Divisions

• Coordinated Client Integration/Centralized Case Management

o A team of case managers will work with clients to develop individualized assessments, help

them in accessing needed services both within GLCAC and in the community, and provide

them with a continuum of care/pathway towards self-sufficiency.

• Program Outcome Measurement and Continual Program Improvement

o All programs will have an outcome measurement system, which includes collecting data and

(Continued on next page)

(Continued from previous page)

measuring outcomes on a regular basis and using the data to improve programs.

• Supervisor Skill Training and Continuing Education for Staff

o As a component of being a learning organization, supervisors will be knowledgeable and use

current evidence-based effective in their management of their programs; staff will have

evidence-based and cutting edge knowledge and skills to implement their programs.

VII. Fund Development Strategy


• 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.

This strategic plan will be a “living document” that is flexible and continually revised depending

upon external and internal changes, new needs, and unforeseen developments. It will be used

as a working management tool, to assist staff in program development, implementation, and

outcome measurement. The Board will use this plan as a guide for implementing board

development and for their monitoring and evaluation of the plan.

-End-


1

GreaterLawrenceCommunityAction

CouncilInc.

Strategic Plan 2013-2017

I. Introduction

he Greater Lawrence Community Action Council (GLCAC) is a well-established, multi-

service anti-poverty nonprofit, which provides a wide variety of comprehensive services

to the residents of Greater Lawrence. GLCAC was created in 1965 as part of the federal

“War on Poverty” and in part of a national network of about 1000 community action agencies

across the United States. GLCAC has over 27 different programs, providing services in the

following areas: family support and early learning services, housing and energy services,

education and training, and health-related services. Each year, GLCAC serves over 29,000

residents of Lawrence, Methuen, Andover and North Andover.

T


2

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 engaged the

consulting team of Dr.

Judy Freiwirth, Principal of

Nonprofit Solutions

Associates and Lead

Consultant and Dr. Elena

Letona, Associate Consultant, to assist GLCAC in a comprehensive strategic planning process.

The planning process actively engaged board, staff, and key community stakeholders.

This plan is the final product of GLCAC’s strategic planning process. Framed around key

strategic questions that guided the process, the plan describes the planning methodology, the

strategic assessment conducted to provide context to and inform the strategic decision-making

process; and the decisions made by GLCAC’s board and staff leadership regarding the key

strategic planning questions. These decisions include the following:

• A revised mission statement and tag line

• A statement of organizational values and a three-year community and organizational

vision

• A new service model of continuum of care and integration of programs

• Four new program directions that include: 1) workforce development; 2) affordable

housing and revitalization of downtown Lawrence; 3) immigrant integration services;

and; 4) advocacy and community organizing

• Improvements in several current programs to better align them to the new service

model

• Organizational and governance improvement

• Fund development to support the new directions and programs

Where appropriate, the plan identifies one-year and three year desired outcomes as well as key

strategies.


3

II. Methodology

he Consultants worked closely with a Strategic Planning Team throughout the process to

help design and coordinate the planning. The Team was comprised of seven GLCAC

Board members, seven staff members, and one external stakeholder-- a senior

staffperson from the United Way of Massachusetts Bay and Merrimack Valley. The Consultants

also worked closely with the Executive Director and a Senior Staff Team to further help design

and implement the process.

The major steps of the process included the following:

• Identification of the key strategic questions

• Design and Implementation of a comprehensive strategic assessment that included a

multi-method approach, including 29 interviews with key external stakeholders,

individual interviews with board and staff members, group interviews with the Board,

research, mapping of existing services in GLCAC’s service area, and data collection from

an half-day discussion with the full staff

• A strategic plan assessment report that was distributed to the Board and staff with

findings and consultant recommendations; discussion of implications of the findings and

recommendations with the Strategic Planning Team

• Development of specific proposals for new and revised programmatic directions

T


4

With each of the new

potential programs,

there were specific

key questions to

answer through the

assessment and

discussions.

• A revised mission statement and the development of an organizational and community

impact vision

• A one-day decision-making Strategic Planning Retreat with the Board and senior staff in

September to determine GLCAC’s future directions

• Development of one and three year goals/outcomes and strategies for each strategic

direction

• A Strategic Plan that will be used to: a) guide the Board and staff in implementing the

strategic directions, and; b) assist the Board and staff in monitoring, evaluating, and

updating the plan

• An executive summary, which will be used to distribute to the external stakeholders and

other sectors of the community, for fund development, and other external purposes.

III. Key Strategic Questions

he strategic questions

are as follows:

A. Mission, Vision, Theory of Change

• How do we define “self-sufficiency” and

“empowerment” so that there is a shared

understanding with board and staff? Do the

existing programs reflect this definition?

• Who is GLCAC’s constituency? Is the

constituency low-income residents in the four

communities of Lawrence, Methuen, Andover,

and North Andover or all income levels?

• What is the theory of change for GLCAC?

• What is GLCAC’s overall 3-year vision for itself

as an organization and for the communities it

serves?

B. External Trends:

• What are the external trends that will impact

current and future programming?

C. Current Programs:

Most of the current GLCAC will remain the same and are core to GLCAC such as Early

Learning Services (childcare center, Head Start); Energy Services (HEARTWAP, LIHEAP,

Weatherization); Health & Nutrition (WIC). The strategic assessment focused on two of the

current programs: The Michael D. Christensen Community and Family Support Center and

the Community Service Center. GLCAC was interested in the following key questions:

T


5

•••• What are these programs providing?

•••• What are indicators of success?

•••• To what extent do these programs contribute to self-sufficiency?

•••• Should we be doing social work? If so, why?

D. Possible New Programmatic Directions for GLCAC

GLCAC also identified a number of possible new programmatic directions that it wanted to

explore. With each of the new potential programs, there were specific key questions to answer

through the assessment and discussions.

1) Workforce Development: which includes English for Speakers of Other Languages

(ESOL), Adult Basic Education (ABE), General Educational Development (GED), and job

skill training

• Who is providing these services in the Greater Lawrence region?

• What are the gaps in the area?

• How does it address self-sufficiency?

• What should be GLCAC’s niche and role in this work?

• Should GLCAC develop job-readiness skills training?


6

• Should GLCAC build from what are we doing now and develop into training

programs?

2) Economic Development (creating jobs)

• What are other groups doing in this area?

• Should GLCAC develop small businesses in order to create jobs? Is that a role for

GLCAC? (e.g., developing a network of family day care providers or work with

bodegas?)

3) Housing Development

• What are the needs and gaps? Who else is doing housing development?

• What might be a good model for this work?

• If GLCAC develops a housing development program, should we start by using

GLCAC’s own properties – such as the childcare center or one of the mills?

4) Health & Wellness

• Since health impacts financial/family stability, should GLCAC be offering health and

wellness programs? Is this GLCAC’s role?

• How do we best use our current competencies to develop this work (WIC,

Christensen Center)?

• Should we consider a program focused on obesity prevention?

• Should we develop our own program or work within one of the existing coalitions

(Mayor’s health task force, which focuses on medical issues or Healthy Active Living

Working Group, which focuses on fitness and food)?

5) Advocacy/Community Organizing

• Should GLCAC develop an advocacy role, especially in relationship to advocating for

services or related issues for its constituents (e.g., food stamp cuts, minimum wage,

immigration reform, homelessness prevention)?

• If yes, how should GLCAC be a leader in advocacy efforts, including already existing

coalitions such as MASSCAP?

• If so, what might that look like and how will it be supported?

• Should GLCAC do this work in collaboration with other groups and if so, who?

6) What is the public perception of GLCAC and how should GLCAC increase its branding

and visibility?

• What is GLCAC’s niche?

• What makes GLCAC unique and special?

• How do we tell that story and to whom?

• How do we communicate the changes resulting from the strategic planning process?

7) Staff and Board Diversity and Inclusion

• What do we want the senior staff and board composition to look like if it is to reflect

the community or constituency it serves and why?


7

• Should the board/staff reflect current & potential constituency (low-income

residents) or total population of service geography?

• How do we best include and support people of color on the Board to be full

participants?

• How do we best develop new leaders of color within the senior staff? What are the

barriers to doing so and how can GLCAC reach those goals?

IV. Summary of Strategic Assessment

n order to provide context and inform the key strategic decision-making, a comprehensive

assessment was conducted. A multi-method approach to the assessment was used which

included:

• Research, including a mapping of Greater Lawrence’s nonprofit infrastructure as it

related to one of the key strategic questions: new programmatic directions for GLCAC;

• An extensive organizational document review, including research and findings from the

GLCAC FY 2012-2014 Community Action Plan;

• Twenty-six individual interviews with both internal (board, staff) and external

stakeholders (including community leaders, elected officials, other nonprofits). Current

and potential clients were not interviewed or surveyed for the strategic assessment,

since they were part of an extensive community resident survey conducted as part of

Community Assessment process conducted in 2011; a total of 1624 residents living in

GLCAC’s four service areas responded to the survey;

• A group interview with Board, and;

• A half-day session with the full staff that consisted of small group discussions focused on

the strategic questions.

I


8

The needs in Greater

Lawrence to lift

people out of poverty

and revitalize the

local economy

outweigh the depth

and breadth of

Greater Lawrence’s

current

organizational

infrastructure.

The strategic assessment considered the challenges and opportunities in GLCAC’s environment

as well as in each of the proposed new programmatic directions. It also focused on some of

GLCAC’s current programs to determine their alignment to GLCAC’s mission and their potential

for future alignment in light of expected changes in strategic direction. Key organizational

functions, such as governance, diversity and inclusion; and organizational management,

structure and practices were evaluated. Finally, the assessment included an evaluation of

GLCAC’s public perception to help inform a renewed communications strategy.

2011.

The full strategic assessment, including an analysis of

external trends, is included in the Appendix. Key

assessment findings revealed the following:

• Economic trends continue to point to Lawrence

having the highest unemployment rate in

Massachusetts as well as dire economic indicators

related to poverty and income level. The need for

affordable housing continues to be a critical need for

the Greater Lawrence region, as the waiting time for

public and subsidized housing is three to five years.

These trends and others confirmed the need for GLCAC

to address these needs in more significant ways.

• Funding trends, while challenging, could favor

GLCAC due to its potential ability to take programs to

scale, particularly in new program areas.

• The new Executive Director Evelyn Friedman

brings a tremendous amount of credibility and

optimism to GLCAC. Her experience and expertise are well respected and well-known by

GLCAC’s key external stakeholders.

• GLCAC’s Mission Statement could be revised or updated to reflect a more proactive

approach to addressing poverty.

• Two current programs could be improved or re-structured to more closely align with

GLCAC’s core mission and increase integration with a new service model that provides a

continuum of care.

• The needs in Greater Lawrence to lift people out of poverty and revitalize the local

economy outweigh the depth and breadth of Greater Lawrence’s current organizational

infrastructure. GLCAC could fill an important void in the following new program areas:

o Workforce Development with a focus on the provision of ESOL and its

integration with job readiness skills

o Affordable Housing

o Economic Development through projects that revitalize downtown Lawrence

o Immigrant integration services


9

o Advocacy and community organizing

• GLCAC could improve its service provision by providing clients with more effective

pathways towards measurable economic self-sufficiency. A restructuring of programs to

achieve an integration of current and new proposed programming in order to provide

clients an integrated and more comprehensive continuum of care.

• GLCAC could implement a range of organizational and governance improvements to

strengthen its leadership and management capacity; capitalize on its core

competencies; and position itself to implement its new strategic directions.

V. Revised GLCAC Mission, Tag Line, and Organizational Values

he following revised mission statement and tag line were adopted:

“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.“

Tag Line:

Creating Opportunity: Ending Poverty

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10

Organizational Values

The following organizational values were adopted by GLCAC:

We strive for the following 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

VI. Three-Year Vision For GLCAC

he following community vision and three-year organizational vision was adopted:

GLCAC Three Year Organizational Vision

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.

Greater Lawrence Community Vision

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.

T


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VII. New Service Model of Continuum of Care & Integration of Programs

ne of the long standing issues for GLCAC has been its multitude of siloed programs, with

little integration or coordination between and among programs. The new

administrative leadership was very interested in finding a way to integrate GLCAC

programs more fully, facilitating more effective outcomes. The strategic planning process

offered a new opportunity to integrate the programs, leading to more effective services for

GLCAC’s current and prospective clients. GLCAC decided to cluster its programs into several

coordinated and integrated divisions that will meet regularly as an integrated program. A new

level of directors for each division will also meet regularly in order to integrate and coordinate

on a wider scale. The new divisions are as follows:

• Administration

• Coordinated Client Integration (Case Management) Team

• In order to create a more integrated continuum of care model, a centralized case

management system will be developed that will connect and help support and coach

new and existing clients access and use multiple services within GLCAC and through

partners.

• Constituent Services (formerly Community Service Center)

GLCAC will have an intentional centralized intake, which tracks the outcomes of internal and

external referrals- both the success and challenges. It will also include some of the existing

“outlier” services, such as the Navigator program (connecting constituents to health care

through Affordable Health Care Act), Homecorp, and a consumer protection program. In

addition, the new advocacy and community organizing program (as described later in the

plan) will be located in this division. These services will replace the current Community

Services Center, which has operated in a siloed fashion.

• Family Support and Early Learning

This new division will include the following programs that will be well coordinated and

integrated. Each of these programs focuses on supporting families and children and includes

similar types of programs.

• Head Start

• Christensen Community & Family Support Center (including all of its existing programs

except for the current professional development program for family day care providers

which will be moved to the economic development division)

• Child Care Center

• Women, Infants and Children (WIC) Nutrition Program (including health and wellness)

• Workforce Development

This division will be highly integrated and coordinated, including connecting to the

Immigrant Integration division. The components include the following:

• ESOL (accessible to Head Start staff, parents as well)

O


12

• ABE, including financial literacy (accessible to Head Start parents as well)

• GED

• Job readiness skill training

• Computer training

• Internal internships and volunteer engagements

• Community Development

This new division includes a new program for developing affordable housing and a focus on

revitalizing downtown Lawrence. It includes the following:

• Housing Development

• Economic development (job creation)

• Revitalization of downtown Lawrence through mixed used development

• Development of open green spaces

• Internal internships within GLCAC (also connects to Workforce Development

Division)

• Housing Services

This division will be comprised of a number of current programs related to providing

housing-related services and will now be integrated and coordinated.

• Home Energy Assistance Program

• Weatherization Assistance Program

• Heating Energy Assistance Retrofit Task Weatherization Assistance Program

• Merrimack Valley Lead Poisoning Prevention Program

• Project SENIOR (home repairs and maintenance for low-to moderate-income seniors

and disabled residents)

• Immigrant Integration Services

This new division will provide services related to citizenship, immigration applications and

workshops. It will include one-day legal clinics (see description later in plan)

• Citizenship

• Assistance with immigration and citizenship applications & renewals

• Visa assistance

• Workshops

The following describes the projected future restructuring:


13


14


• All new divisions will have a Division Director who provides leadership to the division and

develops a cohesive, well-functioning division (that meets regularly as a team) to ensure a

cohesive, continuum of care model for clients.

• The Division Directors will meet regularly as a team with other Senior Directors to ensure

well-integrated management and coordination.

• A coordinated, client integration team (case management) will provide case management

for GLCAC clients, assisting them in accessing services both within GLCAC and in the

community, and working closely with them to ensure eventual self-sufficiency.

One Year Desired Outcomes

• Family Support, Constituent Services, and Housing Support will be developed into well-

functioning Divisions, with a Division Director.

• Each Division will meet regularly to coordinate and integrate programs.

• A Project Manager will be hired to help develop and organize the new projected programs.

• GLCAC will have a well-coordinated, integrated case management team.

• All staff will be connected and using one organizational-wide intake system.

Key Strategies for Year One

• Hire a temporary Project Manager to develop the new programs, including the Workforce

Development, Immigration Integration Services and Advocacy and Community Organizing

programs.

• The Project Manager will also develop a new Centralized Case Management Team.

• Hire a Family Support Division Director.


15

Jobs were identified as

the number one

need in GLCAC’s

Community Action

Plan.

VIII. New Programmatic Directions

LCAC will develop the following new programs:

• Workforce Development

• Affordable Housing and Revitalization of Downtown Lawrence

• Immigration Integration Services

• Advocacy and Community Organizing

A fifth new program with a focus on economic development will be put on hold, but revisited

during year two of the strategic plan.

A. Workforce Development

Rationale:

Work force development directly addresses GLC’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 GLCAC’s Community Action

Plan1. 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 constituents opportunities to

obtain and retain higher paying jobs, leading to greater financial stability.

To advance a workforce development initiative at GLCAC, the following programs were

approved and will be designed and implemented in an integrated way: ESOL, Job Readiness:

English for Careers; Adult Basic Education, and Financial Literacy.

The desired high-level outcomes for the workforce development program include the following:

1 Greater Lawrence Community Action Council’s Community Action Plan FY 2012-2014

G


16

• People acquire contextualized, comprehensive basic reading, writing, and speaking English

skills to prepare them for the workplace and/or higher education.

• People learn basic reading, writing, math and computer skills to prepare them for GED

certification.

• People 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 obtaining and retaining a job, and

therefore financial stability.


• 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, such as 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

One Year Desired Outcomes/Goals

• Individualized assessment plans for constituents (also for ABE, connecting to other GLCAC

services)

• ESOL classes, levels one-two (two classes of ESOL and Job Readiness- target 20 per class)

• 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


• Hire Project Manager to develop ESOL, ABE, and Job Readiness program.

• Fundraise for program.

• Market program to current clients.

• Conduct staff training to increase knowledge about the program, how their clients will

benefit and desired outcomes.

• Develop a plan for a summer youth employment program


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B. Affordable Housing and Revitalization of Downtown Lawrence

Rationale:

Homeowners in the Greater Lawrence area spend 62% of their income and renters 52% on

housing, which is significantly over the recommended 30%. The need for affordable housing

was a top priority in GLCAC’s Community Assessment, given that waiting time for public and

subsidized housing is three to five years and that Lawrence has one of the highest 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, 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.

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 GLCAC as a whole

• 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


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• 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 greenspace/play area for

children and families.

• Working relationship with the City of Lawrence for developing affordable housing and

possibly a housing developer.

• An investigation of the development of affordable homes


• Initial development of a new a Child Care building, using land GLCAC already owns,

which includes approximately 30 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 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.


• Conduct a housing development overview training for board and staff regarding the

benefits of developing affordable housing and some of the high level steps involved in

development.

• Hold a discussion with the Board regarding what type of affordable housing GLCAC should

be engaged in given its core competencies (e.g., family, individual, shelter, transitional,

etc.).

• Hire an architect and project manager.

• Develop a design and development plan.

• Meet with politicians and city officials to gain support.

C. Immigrant Integration Services

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

U.S. immigration system is complex and costly presenting barriers for qualified immigrants to


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move along a path to U.S. 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 GLCAC’s mission of improving the economic

self-sufficiency of its constituents. Moreover, achieving the various steps along the path to U.S.

citizenship improves immigrants’ chances to integrate fully into U.S. 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 high-level outcomes for the immigrant integration services program are the following::

• Immigrants are knowledgeable about current and future changes of U.S. immigration law.

• Immigrants will understand their eligibility to apply for various immigration statuses, i.e.,

legal permanent residency, U.S. naturalized citizenship, Deferred Action for Childhood

Arrivals (DACA).

• Immigrants obtain the appropriate U.S. immigration status as determined by their

eligibility.

• Qualified immigrants learn U.S. civics and history to prepare them for their U.S.

naturalized citizenship test.

• Immigrants are connected to and registered in GLCAC’s ESOL classes.


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• 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 U.S. naturalized citizenship process, family

petitions, DACA, and any other immigration legal services as changes in the law occur.

• Immigrants will be connected to GLCAC’s ESOL classes.

• Possible partnerships with Massachusetts Advocacy and Refugee Advocacy Coalition

(MIRA) or the International Institute to measure demand and need.


• 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’s

ESOL classes


• Meet with Millie Arbaje-Thomas, Deputy Director of Field Operations at ABCD for advice on

setting up the Division and programs.

• Identify attorneys who can participate in the one-day legal clinics.

• Identify and hire a project manager to help design and implement the new Division and its

programs.

D. Advocacy and Community Organizing

Rationale:

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


21

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. 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 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 board members and new community leaders

• 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.


• GLCAC will have a coordinated program that integrates current and new advocacy efforts

in which GLCAC staff and programs are engaged.

• A work-team of clients who have graduated from the training and are ready to work

together to join 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.


• A coordinated program that integrates current advocacy efforts by GLCAC staff and

programs are already engaged in- e.g., Advocacy Days at the State House, campaigns

engaging executive directors, coordinated by MASSCAP (the statewide association of

community action agencies).

• A training program in self-advocacy skills and a civics 101 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.

• A pilot program with a highly skilled coordinator, which also integrates existing advocacy

efforts.


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• Document all current advocacy efforts in the organization.

• Conduct staff training in advocacy skills and community organizing 101.

• Provide training for the Board, including an overview of the new advocacy/community

organizing program.

• Hire a program coordinator, with expertise in community organizing.

• Integrate several sessions of self-advocacy skills in existing client meetings

E. Economic Development and Health and Wellness

Given the amount of new program development already projected in this plan, GLCAC decided

to place the economic development work on hold and revisit developing economic

development programs over the next few years. It was decided to integrate health and

wellness into the current programs, rather than develop a separate program during this next

three-year period.

IX. Current Program Directions for Christensen Community and

Family Support Center and Community Services Center

he senior staff identified the Christensen Center and the Community Services Center as

two programs to include as part of the strategic assessment, since there was strong

interest in integrating these programs into the new continuum of care service model.

The following describes the one-year outcomes/goals and key strategies.


• The Christensen Center will become a program of a new Family Support and Early Learning

Division in order to better integrate programs and provide a more effective continuum of

care for families.

• Each component of the Christensen Center will be well defined with clear program and

constituent outcomes

• There will be a clear, defined and more integrated working relationship between GLCAC

and the Advisory Board for the Christensen Center

• The current GLCAC Visitation Center will be housed at another agency in Lawrence

• The professional support component will be integrated with the education component of

the Center

• The name “Community Services Center” will no longer be used and the programs will now

be part of a “Constituent Services” Division, with the addition of new programs.

T


23


• Continue to hold meetings with the Christensen Center Advisory Board to better integrate

and align goals with the rest of GLCAC.

• Identify potential agencies and explore moving the Visitation Center to another agency.

• Identify desired program outcomes for the Christensen Center, develop a logic model and

system for measuring outcomes (as part of larger GLCAC outcome measurement initiative).

X. Organizational and Governance Improvement

a. Diversity and Inclusion

The organization is interested in increasing its diversity within both the Board and Senior Staff to

reflect is the constituency GLCAC serves. GLCAC is also interested in developing a more inclusive

organizational culture. The three-year outcomes, one-year outcomes and strategies are

described below:


24


Staff:

• GLCAC will have a welcoming, inclusive organizational culture that is aligned with its

values for diversity and inclusion.

• GLCAC will have aligned its policies and practices to include values of inclusion and

diversity, (e.g., performance evaluations.)

• At least one-half of the 20 members of the GLCAC leadership team will be people of

color (this includes the new Division heads, directors and senior staff).

Board:

• The Board will have a board culture that is inclusive, welcoming, and engaging of all

board members; this includes its board and committee meetings.

• The Board’s composition will be reflective of the diversity of the constituency GLCAC

serves.


Staff:

The staff will engage in a diversity/inclusion initiative that includes:

• A diversity/inclusion audit

• A series of facilitated discussions with staff regarding diversity, inclusion, values, and

privilege

• A review of GLCAC structures, policies, practices to ensure inclusion and diversity issues

are reflected and integrated.

• The next two-three hires at the manager level and/or senior director level will be people

of color who meet the job qualifications

Board:

• There are currently three openings on the Board; the priority will be placed on recruiting

three people from communities of color

• The Board will be inclusive and welcoming to all board members; the amount of

engagement by all board members, especially at board meetings, will have increased.


Staff:

• Hire staff of color for the next two to three hires at the manager and/or senior level who

meet the job qualifications.

• Engage a consultant or consulting team to assist GLCAC’s staff in a diversity/inclusion

initiative. This should include:

o Conduct an organizational diversity/inclusion audit regarding staff perceptions,

awareness, and understanding of issues of diversity, inclusion, values, privilege

o Hold a series of facilitated discussions with staff in different configurations regarding

the issues above to increase awareness and greater inclusion practices within the

staff

Continued on next page


25

Continued from previous page

o Review identified GLCAC structures, policies, practices to ensure inclusion and

diversity issues are integrated and reflected (e.g., performance evaluation tools,

meeting process, public materials on website, etc.)

Board:

• Actively recruit three additional board members of color so that the board is more

reflective of the diversity of the people it serves.

• Design board meetings to be more welcoming and engaging for all board members

through strategic discussion and active facilitation.

b. Public Perception and Branding

GLCAC is currently working with a communications consultant to assist them in branding and

increasing their public visibility. Since the needs will change after the implementation of the

projected goals and strategies during the first year, a second-year plan will be designed at that

time.


26

GLCAC will

have a

positive

visible

presence

in the

community

through

regular

local

media

coverage

and social

media.


• GLCAC will have a positive visible presence in the community through regular local media

coverage and social media.

• GLCAC will have a consistent branding, including a consistent logo, print materials, e-

communications, social media aligned with its new mission statement and organizational

values.

• GLCAC will have a dynamic, up-to-date website with fresh content on a monthly basis.

• GLCAC will have an effective social media presence that will engage its constituents in

interactive ways

• There will be an effective intranet system that connects all staff and improves internal

communication.

• GLCAC will have an annual report that reflects its accomplishments and raises GLCAC’s

visibility to the community.


27


• Print Materials

• Review and redesign print and collateral material so they are consistent with GLCAC

mission, values, and program guidelines.

• Logo and Branding

• Develop new logo based on new mission statement and tag line.

• Ensure each program is using new logo and mission statement,

• Media

• Provide support to staff to attract media to GLCAC events such as the Winter Festival,

Resource Fair, and Head Start opening day.

• Provide support to staff for events sponsored by others but held at GLCAC such as

Navigator events.

• Develop and distribute frequent press releases to the media

• Issue stories related to annual and special events and months

• Create stories for the website and print media for special subjects such as Annual

Nutrition Month etc.

• Legislative

• Support Legislative meetings and visits

• Assist with reaching out to public officials for meetings and visits to GLCAC

• Website:

• Review and update each program page of the GLCAC website

• Write new content for the main page of the website monthly.

• Social Media

• Update Facebook and LinkedIn pages on a weekly basis

• Regular postings to Twitter

• Internal Communications

• Complete intranet implementation

• Annual Report

• Create an annual report and distribute along with strategic plan in Spring of 2014 at a

community-wide meeting


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c. Board Governance


• The Board will reflect the constituent population that it serves in terms of diversity,

particularly in terms of ethnic and racial backgrounds

• The Board will have an inclusive culture that is welcoming, and develops and encourages

new and emerging leadership.

• Every Board member will be knowledgeable about, and fulfill their responsibilities and

expectations as a member of the Board.

• Board meetings will have a high level of participation from all board members, with a

priority focus on strategic issues and decisions, with minimal reporting

• Every Board member will be an active, contributing member of a Board Committee

• The Board will be cohesive and aligned with a shared vision for GLCAC’s future

• The Board will have 100% participation in giving to GLCAC

• The Board will have 100% participation in at least one fundraising activity, including

identification and cultivation of donors

• The Board will be engaged in continuous improvement and training


• Composition

o Three new board members of color who have the identified needed competencies

will have joined the Board.

• Inclusion:

o The Board will be more inclusive and welcoming to new and continuing members

o Board meetings will be highly interactive including all board members in the

strategic discussions.

• Board Member Agreement:

o Every GLCAC Board Member will have signed a board agreement that describes the

responsibilities and expectations for board members, including active participation

in at least one board committee.

• Board Meeting Improvement:

o Board members will be informed, have read reports sent prior to board meetings

and fully prepared to engage in strategic discussions and decisions.

o Board meetings will be highly interactive, with every board member participating

o Board meetings will be focused on strategic discussions and decisions, with minimal

verbal reporting.

• Board Training (programmatic and fund development)

o The Board will have increased knowledge about some of the new programmatic

directions, in preparation for continued strategic discussions and decisions,

including affordable housing, advocacy and community organizing, workforce

development, and changes in immigration policy impacting current and potential

clients.

o Board will have increased knowledge about philanthropy and their role as board

members in fund development.


29


• Board Composition and Recruitment:

o Identify needed competencies for the board and recruit for the three current

openings on the Board; the priority will be qualified candidates from communities of

color to reflect the GLCAC’s constituent/client base to which it serves.

• Inclusion, Orientation and Mentoring System

o Continue with orientations for new board members and the newly instituted mentor

practice

o Hold periodic discussions within the Board about its inclusion practices—evaluating

and developing specific strategies for improving its group process, ability to work

together as a cohesive team, and success in creating a welcoming environment for

every Board member.

• Board Member Agreement:

o Design and implement a GLCAC Board Member agreement that describes the

responsibilities and expectations for board members, including active participation

in at least one board committee.

• Board Meeting Improvement:

o Send board packets out to board members at least one week prior to the Board

meetings, with expectation of board members reading all material prior to the

meetings.

o Design a meeting structure that decreases the amount of verbal reports and includes

substantial strategic discussion and decision-making by the Board and/or training on

strategic topics outlined in the strategic plan.

• Goal Setting and Board Retreats:

o Organize two board retreats (off-site) a year to: a) set and evaluate yearly goals for

the Board; b) discuss substantive strategic issues, and; c) build a cohesive working

team.

• Board Training & Continuous Improvement:

o Conduct board training in fund development

o Conduct periodic board training on board improvement issues as well as strategic

planning topics (affordable housing, advocacy, workforce development).


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d. Organizational Management, Structure, and Practices


• Organizational Restructuring Into Divisions

o There will be six new operating Divisions and new programs within GLCAC’s

organizational structure, including: 1) Family Support and Early Learning; 2)

Constituent Services, and; 3) Housing Services, 4) Immigrant Integration Services,

5) community Development, and; 6) Workforce Development.

o There will be new Division Directors and regular Division Meetings in order to

build a cohesive and integrated team of programs.

o Staff will have adjusted to organizational changes.


o A team of case managers will work with clients to develop individualized

assessments, help them in accessing needed services both within GLCAC and in

the community, and provide them with a continuum of care/pathway towards

self-sufficiency.

• Program Outcome Measurement and Continual Program Improvement

o All programs will have an outcome measurement system and will be collecting

data and measuring outcomes on a regular basis.

o All programs will be using data findings to improve programs.

• Supervisor Skill Training and Continuing Education for Staff:

o As a component of being a learning organization, supervisors will be

knowledgeable and use current evidence-based effective in their management

of their programs.

o Staff will have evidence-based and cutting edge knowledge and skills to

implement their programs.


• Organizational Restructuring Into Divisions

o Three new divisions created and well-functioning: 1) Family Support and Early

Learning; 2) Constituent Services, and; 3) Housing Services.

o There will be new Division Directors and regular Division Meetings in order to build a

cohesive and integrated team of programs.

o A new program development plan for the following projected divisions: 1)

Workforce Development (ESOL, ABE, and Job Training); 2) Immigration Integration

Services; and 3) Advocacy/Community Organizing.

o Staff will have adjusted to organizational changes.

Continued on next page


31

Continued from previous page


• A team of case managers will work with clients to develop individualized assessments,

help them in accessing needed services both within GLCAC and in the community, and

provide them with a continuum of care/pathway towards self-sufficiency.

• Program Outcome Measurement

• All managers will be trained in outcome measurement as first step in this initiative

• Mangers will have created Managers to begin process of designing desired outcomes

and logic models for their programs.

• Increased Senior Management direct communication with Programs and Increased Staff

Morale

• Senior Management will have an understanding of key management issues and a plan to

address them (e.g., training, teambuilding).

• Supervisor and Multiple Program or Division Training:

• Managers will have increased supervisory and coaching skills

• Increased knowledge and skills for staff within divisions and increased cohesion and

integration of programs.

• Increased Internal Communication

• Staff is knowledgeable about new developments and changes within GLCAC.

• All Staff Interactional Convenings

• Staff is engaged in contributing and problem solving regarding organizational

improvement issues as they arise.


• Organizational Restructuring into Divisions:

o Begin process of restructuring the programs into new, integrated Divisions.

o Begin with creating three divisions for Year I: Family Support & Early Learning,

Constituent Services, and Housing Services; Year II complete restructuring.

o Assist staff with adjusting to organizational change issues resulting from the

restructuring.

o Hire a Project Manager to help design and develop new programs within the

following projected Divisions: 1) Workforce Development (ESOL, ABE, and Job

Training); 2) Immigration Integration Services, and; 3) Advocacy/Community

Organizing.

o Begin process of hiring or promoting for Division Directors.

o As part of the move to a continuum of integrated care model, hold regular

divisional meetings for phase one of restructuring.

Continued on next page.


32

Continued from previous page.

• Coordinated Care Integration/Case Management

o Organize a Case Management Team that will coordinate and augment a

continuum of care and ongoing support for clients- helping them access needed

services both within GLCAC and in the community and in moving toward self-

sufficiency.

• Outcome Measurement

o Begin training in outcome measurement for managers as first step in this

initiative.

o Managers to begin process of leading a process with their staff in designing

desired outcomes and logic models for their programs.

• Increased Senior Management direct communication with programs

o Executive Director, Chief Operating Officer, and the new Human Resources

Director will meet with all programs, without program directors to check in with

staff and assess some of the issues raised at the staff day (including a fear of

repercussions from managers, etc.).

o Senior Management will develop plan to address any management concerns

raised.

o Include an interactive comment area on the new intranet site

• Supervisor and multiple program Training:

o Conduct supervisory/coaching training for managers, utilizing current evidence-

based effective practices to help improve supervisory skills and competencies.

o Conduct cross-training between programs within the new divisions to increase

knowledge and skills and build integration within the new Divisions.

• Increased internal communication:

o Increase written staff communication regarding agency changes and new

developments through email, internal newsletters, and staff pages on website.

• All Staff Interactional Convenings

o Hold one-two all staff highly interactional convening’s for the first year in order

to help staff adjust to the major changes occurring within the organization.


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Foundation grants will help

support the new projected

programs and other

initiatives described in

this strategic plan.

XI. Fund Development

LCAC currently relies heavily on grants and contracts with governmental and non-

governmental sources. The primary funders include the U.S. Department of Health and

Human Services, the U.S.

Department of Education, the Massachusetts

Department of Public Health, Columbia Gas,

and the National Grid. Recent and gradual

reductions in governmental funding have

created the need to develop additional

sources of revenue and develop a more

comprehensive fund development plan. The

new and expanded programs also present

opportunities for GLCAC to see new sources.

The following is based on the GLCAC Fund

Development Plan.

G


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• 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.


• Raise a minimum of $125,000 in philanthropic support during FY 2014 through the

following:

• Foundation grants that will help support the new projected programs and other

initiatives described in this strategic plan.

• Direct mail appeals, special events, corporate gifts and sponsorships, and state and

federal grants and contracts, and an individual donor cultivation and development plan.

• The Board will be educated about fund development strategies and their role in

engaging in the fund development activities; Board members will be engaged in at least

one fund development activity.


• Identify and solicit new foundation, state, and federal grants and contracts to support

new programs and other initiatives described in Strategic Plan.

• Create an annual report.

• Implement two personalized direct mail appeals for the year.

• Distribute quarterly newsletters and annual report with giving reply envelopes.

• Develop an individual donor prospect identification and cultivation plan.

• Plan an annual GLCAC event.

• Develop plan for a corporate matching gift program.

• Conduct board training in fund development strategies.


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XII. The Strategic Plan as a Management and Governance Tool; Plan

for Evaluating Outcomes, Monitoring, and Updating

his strategic plan will be a “living document” that is flexible and continually revised

depending upon external and internal changes, new needs, and unforeseen

developments. It is intended to be a working management tool which senior staff will

use on a consistent basis to assist in program development, implementation, and outcome

measurement.

The GLCAC Board will use this plan as a guide for implementing strategies for which the Board is

responsible, such as Board Development. In addition, the plan will help the Board in their

evaluation of overall implementation strategies described. The Board will review the

organization’s progress with implementation on a bi-annual basis.

At the conclusion of each year of the plan, the Board and Senior Staff will come together in a

retreat setting to review outcomes and progress with the plan (successes and challenges),

discuss environmental and organizational trends and changes that have implications for GLCAC,

and update the strategic plan. Following the retreat, the Executive Director and Senior Staff

will develop an implementation plan for the upcoming year of the strategic plan.

T


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XIII. Appendix:

a. Strategic Planning Team

b. List of External Stakeholders for Strategic Assessment

c. Strategic Assessment (available upon request)

d. Implementation Plan (with benchmarks, timetable, funding potential, budget

projections, action steps)


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Appendix A: GLCAC Strategic Planning Team

Board Members:

1. Tom Perrault, Board Chair

2. Susan Brunnette

3. Gilda Duran

4. Victor Jarvis

5. Victor Martinez

6. Cynthia Mazella

7. Maria Rosati

Staff:

1. Evelyn Friedman, Executive Director

2. Rosa Talero, Chief Operating Officer

3. Tracey Chalifour, Director of Planning and Development

4. Maureen Mulcahy, former Director of Planning & Program Dev./Social Services

5. Rebecca Sarver, WIC Program Director

6. Anne D’Errico, Director of Head Start

7. Rick Robichaud, Director of Finance & Administrative Services

External:

1. Diane Franz, Senior Director of Community Impact, United Way of Massachusetts Bay

and Merrimack Valley


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Appendix B: External Key Informant Stakeholders:

1. Rafael Abislainman, Executive Director; Merrimack Valley Workforce Investment

Board

2. Milly Arbeje, Director of Field Operations; Action for Boston Community

Development (Boston’s community action council)

3. Pedro Arce, Vice President; Business Banking Group, Eastern Bank

4. Jim Barnes, Community Development Director, City of Lawrence

5. Joe Bevilacqua, President, Merrimack Valley Chamber of Commerce

6. June Black, Legislative Aide to Representative Tsongas

7. Patrick Blanchette, Director of Economic Development, City of Lawrence

8. Sister Eileen Burns, Executive Director; Notre Dame Education Center

9. Joe Diamond, Executive Director; Massachusetts Association of Community Action

Programs

10. Markus Fisher, Executive Director; Boys and Girls Club

11. Diane Franz, Senior Director-Community Impact; United Way of Mass Bay and

Merrimack Valley

12. Karen Frederick, Community Teamwork Initiative, Lowell (Lowell Community action

council)

13. Lane Glen, President; Northern Essex Community College

14. Steve Ives, Executive Director; Lawrence YMCA

15. Jason Kauppi, GLCAC Public Relations consultant

16. Betsy Leeman, Asian Center of Merrimack Valley

17. Vilma Lora, Co-Director of Women Services; YWCA/Head of Mayor’s Coalition

18. Jeff Riley, Superintendent; Lawrence public schools

19. Dave Tibbetts, President; Merrimack Valley Economic Development Council

20. Keith Thibault, Chief Development Officer; Southwestern Community Services

(Community action council in New Hampshire)

21. Dave Welbourne, CEO; Essex County Community Foundation


305 Essex St., 4

th Floor

Lawrence MA 01840

Phone; (978) 681-4900

Fax: (978) 681-4949

Web: www.glcac.org

Email: [email protected]

Documents

GLCAC Strategic Plan Final Version - redesign3. Family Support and Early Learning – Integrates all programs focused on family support and early learning, such as Head Start and Women,