You could feel the burst of joy, appreciation, and excitement spread throughout the room when First Lady Michelle Obama presented us with one of the 2016 National Arts & Humanities Youth Program (NAHYP) Awards. Many gathered for our live viewing party to celebrate all of the hard work of our staff, students, and community that has made our Youth Development Program (YDP) such a success.

The National Arts and Humanities Youth Award recognizes 12 outstanding programs from across the country. It is the Nation’s highest honor “for out-of-school arts and humanities programs that celebrate the creativity of America’s young people, particularly those from underserved communities.” As an awardee, we will receive a $10,000 grant as well as “a full year of capacity-building and communications support;” allowing us to further strengthen our mission – to empower and engage individuals and families to improve their lives through high-quality affordable housing, education, and arts programs – by continuing to provide a unique opportunity that prepares young people for their futures.

Our YDP students come to us from communities all over Boston, including the South End, Roxbury, Dorchester, and Mattapan with the drive to develop their leadership abilities, confidence, positive relationships, and job skills. We provide these youth participants with a platform to grow by opening high-quality arts & humanities learning experiences to them.

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MOTIVATED THREATS, HARASSMENT AND VIOLENCE

BOSTON – Following reports of harassment and intimidation of racial, ethnic and religious minorities, women, LGBTQ individuals and immigrants since Election Day, Attorney General Maura Healey today announced that her office has established a new hotline for Massachusetts residents to report such incidents.

“In Massachusetts, we will protect people’s rights, fight discrimination and keep people safe,” said AG Healey. “There are reports from around the country following the election that people have been targeted and subjected to conduct that imperils safety and civil rights. Today, I am establishing a hotline for residents to report bias-motivated threats, harassment, and violence. Such conduct has no place in Massachusetts.”

The hotline will be managed by attorneys and staff in the AG’s Office. While not every incident will be appropriate for legal action, the AG’s Office will be tracking reports and appropriate matters may be referred to local law enforcement or the Attorney General’s Criminal Bureau.

Any Massachusetts resident who has witnessed or experienced bias-motivated threats, harassment or violence may call the Attorney General’s Hotline at 1-800-994-3228 or fill out a civil rights complaint form at this link. Residents may also contact the AG’s Office through its social media platforms, including Facebook and Twitter.

Potential hate crimes – including bias-motivated assault, battery, and property damage – should also be reported to the local police in the first instance. Residents who fear for their immediate safety should call 911. 

Most hate crimes are prosecuted by the local District Attorney’s Office. However, in some cases, the offender may also be prosecuted civilly, either in addition to criminal charges or instead of criminal charges, by the AG’s Office under the Massachusetts Civil Rights Act (MCRA).

The MCRA protects the rights of all residents and visitors to Massachusetts to be free from bias-motivated threats, intimidation, and coercion. The MCRA protects the right to use public parks and transportation, walk on public streets, attend school, live peacefully, and enjoy other basic rights. Under the MCRA, the Attorney General may bring legal action against a perpetrator who threatens, intimidates, or coerces another person on the basis of that person’s membership in a protected group (e.g., race, national origin, religion, age, gender, gender identity, sexual orientation, or disability) or protected activity (e.g., exercising the right to vote or the right to associate).

Whether it’s potential hate crimes, housing discrimination, or wage theft, the AG’s Office encourages immigrant communities to come forward with their concerns without fear of reprisal based on immigration status.

For more information, visit the Attorney General’s Office website.

Due to the unprecedented drought conditions in Massachusetts this summer, Governor Charlie Baker and Lieutenant Governor Karyn Polito have announced a Massachusetts Drought Emergency Loan Fund to assist the state’s farms and agriculture-related small businesses affected by these conditions.

Farms and small businesses impacted by the drought can apply for micro-loans of $5,000 to $10,000 from the Massachusetts Growth Capital Corporation (MGCC), which will make up to $1 million in loan funds available, according to state officials.

“This new loan fund will provide affordable working capital loans to small businesses, including family farms grappling with a downturn in business caused by this prolonged drought,” said Housing and Economic Development Secretary Jay Ash. “Additionally, we are activating all of our business development channels, to remind consumers that Massachusetts farmers markets and farm stands still have top-quality produce for sale, and they have our full support.”

MGCC is responsible for funding the loan, managing the loan portfolio, collecting payments and overseeing all decision-making regarding loan approval.

“We are pleased to offer support to struggling family farms and related businesses hit hard by the drought,” said Larry Andrews, President of MGCC. “Our team will provide prompt review of each application and work to help local farmers in need.”

“This financial support will help farm-related businesses regain financial stability and recover from lost revenue due to the drought,” said Nam Pham, Assistant Secretary of Business Development and International Investment.

According to the U.S. Drought Monitor, much of Massachusetts experienced ‘severe drought’ conditions this summer, while a few places reached ‘extreme drought’ status.

In August, Energy and Environmental Affairs (EEA) Secretary Matthew Beaton, issued this information about the drought conditions in portions of Massachusetts.

Officials estimate the Massachusetts Drought Emergency Loan Fund will run through November 2016. For more information and an online application, visit MassGCC.com or call 617-337-2803.

The Board of Directors of Asian Community Development Corporation (ACDC), a 29-year-old nonprofit developer in Boston, has selected Angie Liou as Executive Director.  Angie officially assumes this role on Monday, August 22, after having served as the Acting Executive Director since July 2015.

“I am truly humbled and grateful for the Board’s belief in me, and thank them for their support over the past year.  I am excited for this opportunity to continue to deepen and expand ACDC’s work in the Asian American community in Greater Boston.  As residents experience the pressures of gentrification and displacement, innovative community development strategies are required to ensure that working families and immigrants can continue to thrive in our communities, ” said Liou.  

Under Angie’s leadership in the past year, ACDC has increased capacity to offer housing counseling and financial wellness program in Malden; organized civic engagement initiatives reaching more than 3,000 registered Asian voters in the Greater Boston area; opened the new, affordable rental development at One Greenway to 95 families; as well as begun construction of 51 affordable condo units in Chinatown.

Previously, Angie served as the Director of Real Estate, overseeing ACDC’s development projects, such as One Greenway, which received more than 4,400 rental applications. Angie has more than 10 years of experience in affordable housing development.  She has worked as a consultant and project manager in Seattle and Philadelphia assisting nonprofits in implementing their vision of providing safe and affordable housing, and has served as the project lead on over $95 million worth of developments.

Janelle Chan, ACDC’s outgoing Executive Director, leaves her longtime position at ACDC to serve as an executive on the real estate team of the Massachusetts Bay Transportation Authority (MBTA).  “I have known no greater professional challenge and personal gratification than from our affordable housing and community building work thus far.  In my new role at the MBTA, which is one of the largest landowners in Massachusetts, I hope to spur the creation of community-transforming projects that are sustainable and transit-oriented,” said Chan.

The Board of Directors voted to bring Angie on as the Executive Director.  Paul W. Lee, ACDC’s Board President and founding Board Member, reflected on the decision: “Angie's outstanding work as our Director of Real Estate and as Acting Executive Director for the past year while Janelle was on leave for a Loeb Fellowship at Harvard University has clearly demonstrated that she is ready to lead ACDC.  We are very excited to have Angie's professional talents and her passion for our community as ACDC continues to pursue our mission to build affordable housing and preserve and enhance our community.” 

Lee added, “Under Janelle's leadership, ACDC achieved recognition as one of the Commonwealth's leading community development corporations. During this time, Janelle also emerged as a strong and effective community advocate and leader. While we are very sorry to lose her to the MBTA, the entire Greater Boston community will benefit from Janelle's commitment to better align the MBTA's real estate activities to the needs of our communities.”

A conversation between Kris Anderson and Kavya Sekar.

1. How did you and Fenway CDC get involved with Boston Children’s Hospital?

Boston Children’s asked FCDC to serve on a community advisory board to help advise the hospital on its efforts to improve the health and well-being of families in the Fenway neighborhood, especially low-income and minority families which are most impacted by health and healthcare inequities.

2. What assets do you bring to the board coming from a Community Development Corporation? 

​From my many years as an employment specialist, case manager and counselor and through my work with the Fenway Family Coalition, I bring a detailed understanding of both the strengths and needs of Fenway families as well as the ability and credibility to advocate on behalf of those families.  

a.  What other kinds of organizations are on the advisory board and how do you all work together? What assets do the different types of organizations bring to the table? 

Other members of the CAB include representatives of the Mayor’s Office, Boston Public Health Commission (BPHC), Boston Public Schools (BPS), Mission Hill Neighborhood Housing Services, Jamaica Plain Coalition, Smart from the Start, Sociedad Latina, Roxbury Boys and Girls Club and the South End Community Health Center, as well as unaffiliated residents of Fenway, Mission Hill, Jamaica Plan and Roxbury.  All of the community-based CAB members were asked to join because of their knowledge of and ability to advocate for their community, so there is a great deal of camaraderie and a sense of common purpose. The city agencies on the CAB include the major child-service organization in the city, BPS, and the City’s public health organization, BPHC, both of which have a detailed understanding of the strengths and gaps in services for children and families as well as the policies that impact children and families. The community-based representatives work well with the city agency representatives and see our work together as an opportunity to leverage their resources and clout to improve the quality of life in the neighborhoods surrounding the hospital.

b.  How do the different types of organizations on the board come into agreement for how to best promote health in the community? 

CAB members play an active role in developing the hospital’s triennial community needs assessment, which is intended to identify the most pressing community health needs. CAB members do so by advising the hospital directly and by coordinating focus groups to enable the hospital to hear directly from the families that the needs assessment is designed to serve. Decision-making within the CAB about how to prioritize community health investments is done through consensus, which has worked well and reflects our common interest.

3.     For Fenway CDC, what is the relationship between community development and health? How does the Community Health Initiative fit into your mission as an organization?
 
Six years ago, through the Binney St. Community Health Initiative, Boston Children’s’ and FCDC agreed to provide funding for my position and to expand my responsibilities to include advising families living in FCDC- managed housing on eligibility for and accessing of government benefits, social services, health insurance and healthcare, in addition to employment counseling. The role, now referred to as Director of Community Programs also works in the capacity of a Resident Services Manager, which is closer to a traditional Community Health Worker role in that I connect families with medical, social, government and employment services that promote their overall health and well-being. I also coordinate educational workshops that bring Boston Children’s experts into the community to provide parents with information on everything from managing their child’s asthma to parenting a teen. In addition, I, along with my CAB colleagues, have spent the past year advocating with and educating the hospital about the need to address affordable housing as a public health issue.  This has resulted in the hospital joining a broad-based coalition that is advocating for legislative changes that will address children’s health, hunger and homelessness. It has also resulted in Boston Children’s forming a collaboration with Massachusetts Law Reform Institute and Horizons for Homeless Children to better identify and connect homeless patient families with the services and resources they need to stabilize their lives and maintain their health. In addition, Boston Children’s recently entered into an unprecedented agreement with Mission Hill Neighborhood Housing Services to provide Housing Creation Linkage funds for a 45-unit affordable family housing development before the Boston Children’s project that would generate the Housing Linkage has received all the necessary State approvals, placing the funds 100% at-risk. So, in addition to expanding the range and quality of services available to FCDC resident families, this partnership fits into FCDC’s mission as an advocate for increasing and diversifying the resources available for affordable housing. 

a.  Does your work on community health precede the relationship with Children’s- if so, how? What were you doing before to connect community development to health? 

FCDC’s partnership with Boston Children’s has helped us to recognize that health doesn’t begin in the doctor’s office or the hospital, but in the homes, schools, neighborhoods and workplaces. Using that definition, I’ve been working to improve community health for a number of years by coordinating the Walk to Work Program, a partnership with the Longwood Medical Area hospitals to train and employ community residents for careers in the health sector. 

4. What programs at Fenway CDC have resulted from your involvement in the community health initiative? How has being involved with Children’s shaped your organization’s work? 

Participation in the Community Health Initiative has resulted in a 50% increase in Fenway Family Coalition membership, in part, through additional offerings such as Fenway CDC’s first health fair and through hospital-supported workshops on asthma, nutrition, infant health, adolescent health, mental health, smoking cessation, Weight Watchers, CPR and Zumba.  In addition, we’ve established a walking club, which, among other things, is promoting an increased sense of community among residents. 

5.  What advice do you have for other CDCs for working with hospitals on community health initiatives and serving on advisory boards for hospital community programs? 

One major way that healthcare institutions/organizations can play a part in community development activities beyond their traditional role of providing health care services is by supporting asset-building programs and affordable housing initiatives. These are areas where healthcare organizations are involved in direct community development activities. Of course, when forming an advisory board, you need to understand its purpose, but you also need to know what specific skills to seek. My advice in working with hospitals on community health initiatives and serving on advisory boards for hospital community programs would be to look for individuals with diverse skills, expertise and experience. You want members to be problem-solvers who are quick studies, have strong communications skills and are open minded. Getting a heavyweight on your Advisory Board can be a big bonus and will give you credibility, but not always. It’s also important to have members who are going to spend the time to give you thoughtful and candid advice, who represent and reflect the community, are well-connected and willing to make introductions to community members who are in the trenches doing the grassroots organizing and outreach for those community residents who are in dire need of our resources the most.   

Residents at Harborlight House in Beverly resoundingly said, “we want to stay,” as the facility faced increasingly difficult financial circumstances and the need for significant rehabilitation.  Harborlight Community Partners set out to not only preserve the affordability of Harborlight House, but also improve it to better accommodate the needs of an increasingly frail population. Last year, Harborlight House received a $4 million tax-exempt bond to renovate the House’s 30 units as well as ensure each unit’s affordability for another 30 years.  But the CDC is trying to provide more than just an affordable home.

Harborlight Community Partners developed an integrated services and housing model that ensures seniors are able to age in place, maintaining their independence as long as possible while accessing needed medical services.  Thanks to the renovations at Harborlight House, seniors will now have better and more accessible units, with the addition of their own kitchenettes.  At the heart of Harborlight House, common areas and a porch allow for people to gather, and the dining room is being expanded to safely accommodate the mobility equipment of residents.  Seniors also have in-house care service, thanks to a partnership with Element Care and Associated Home Care.
 
Furthermore, Harborlight Community Partners supports a newly formed residential advisory council that can provide feedback on program operations as well as advocating for affordable housing across Harborlight’s service area, which spans from Lynn to Rockport.  The goal is to build relationships and partnerships that will lead to a more holistic approach to low-income elder housing on the North Shore.

Fundamentally, what unites Harborlight Community Partners’ work is a deep commitment to dignified and well maintained housing that engages elders and creates meaningful and sustainable opportunities for low-income people.  In fact, they are looking to expand their affordable housing model across their service area.  As affordable housing for our communities’ elderly becomes an increasingly critical issue, Harborlight Community Partners plans to work with MACDC and others to spread this model across the Commonwealth and beyond. 

Check out the complete 2016 GOALs Report and past GOALs Reports

From its beginning nearly 50 years ago, a core goal of the community development field was to attract investment capital into places and for people historically excluded, or worse, harmed by traditional capital streams and financial products. Over the years, CDCs developed the expertise to put capital to use in low-income neighborhoods to build housing, to start local businesses, to help first-time homebuyers secure safe mortgages, and to help low-income families begin to save money and build assets that can propel them forward. To do these things well, of course, CDCs need capital and investment to establish the professional expertise necessary to wisely attract and deploy capital in the neighborhoods and towns across the Commonwealth.

In 2012, the Community Investment Tax Credit (CITC) was enacted to do just that, by spurring more private support for CDCs.  The CITC, which offers donors a 50% refundable state tax credit for donations made to participating CDCs, was launched in 2014 and has already resulted in significant new funding for CDCs, which is building capacity and increasing our impact.

In 2014, the CITC program generated $4.7 million and last year the number grew to $8.3 million, making it the largest CDC capacity building program in Massachusetts history.  Last year, over 1,500 donations were made to 48 organizations, with more than 1,000 of them coming from individual donors. Indeed, individuals gave $3.2 million to CDCs in 2015.  Prior to the CITC, most CDCs received very few donations from individuals, relying instead on earned revenue, along with government, foundation, and corporate funding.  CITC is enabling us to diversify our funding, build new partnerships with individuals and local businesses, and leverage greater impact for the community. 

The program has been a win-win for donors and CDCs alike. For Joanne Campbell, Executive Director of Valley CDC in Northampton, “The CITC Program has been a great success in building our capacity as a CDC.”  And in the words of one donor, “It was 
very enticing, and I have to say I feel great about how far the dollars for an individual donor can get stretched.”  Said another, “it made sense to invest locally!”

We could not agree more. 

Check out the complete 2016 GOALs Report and past GOALs Reports

When Linda and her two sons finally connected with Community Teamwork, they had been homeless and moved among shelters in Boston, Bedford, and Leominster. In Lowell, Linda found a way to turn things around and received the inspiration, motivation, and wrap-around services she needed.

What Linda and her family needed first was permanent housing.  Once Community Teamwork was able to get Linda’s family settled in a home, the housing specialist visited Linda regularly to help her adjust.  In Community Teamwork-fashion, Linda and her housing specialist had a conversation that led to connecting Linda with a Secure Jobs caseworker. At Community Teamwork’s Resource Center, the caseworker helped Linda identify her own interests and skills that could lead to gainful employment. It was clear that Linda had the education and experience, but she needed the connections, confidence, and direction to make it all work. After their conversation, it was Linda’s choice to apply for a position in the Fuel Assistance department at Community Teamwork.  She did and was hired for the job!

Linda’s success story is one of many to have emerged from Community Teamwork’s participation in the Secure Jobs program, a new statewide program to link housing, social service, and workforce development agencies together in an effort to help low-income individuals find and sustain employment. Community Teamwork now has partnerships with five vocational schools and the Lowell Career Center in order to provide high quality education and training opportunities.  The combination of stable housing and employment services is proving to be a powerful formula for transforming the lives of people like Linda.

But Community Teamwork does not stop there.  They also provide students with office-appropriate attire via their SuitAbility program and administer 
a flexible fund that is available for unforeseeable, one-time expenses, like a parking ticket or supplies for work, which might otherwise halt a client’s progress. Finally, Community Teamwork helps their clients to navigate the various government agencies in order to obtain food stamps, childcare vouchers, or other needed resources. 

In the end, Linda remembers that it was the human connections at Community Teamwork that made her feel ready to take steps forward in her life. Community Teamwork has been more than influential - Linda now feels “there’s nothing I can’t accomplish.”

Check out the complete 2016 GOALs Report and past GOALs Reports

While the Greater Boston region has one of our nation’s strongest economies, the same cannot be said for the entire state. Unemployment is higher in Western Massachusetts and incomes are lower as the region struggles to adapt to the new economy. Thankfully, the Franklin County CDC has developed a flexible and customized array of services to support the long-term economic vitality of Western Mass by helping locally-owned businesses start, grow, and thrive. 

Each year, Franklin County CDC (FCCDC) works with over 300 entrepreneurs to help develop and grow their businesses, and they are continually expanding and adapting their programs to meet the needs of their region.  More than 20 years ago, they established the Venture Center in Greenfield as a small business incubator.  A few years later, the CDC established the Western Massachusetts Food Processing Center, which provides the facilities and equipment for culinary businesses to not only prepare their products, but also to package and prepare them for distribution.  More recently, thanks to funding from the Massachusetts Growth Capital Corporation, the CDC formed a regional partnership with MACDC Members, Valley CDC and Hilltown CDC, to provide small business technical assistance and lending to the broader region, from Northampton, to the Hilltowns, to the Northern Berkshires.  

And just this year, the CDC established the Pioneer Valley Grows Investment Fund to enable local residents to invest in local businesses.  So far, the CDC has raised $650,000 from dozens of local investors and those dollars have been reinvested in four local companies – with six more in the pipeline. 

The CDC also has a new program to help their clients reach new and larger markets. Expanding on the Western Massachusetts Food Processing Center’s work, FCCDC encouraged many local growers and processors to connect to the recently opened Boston Public Market. Eight Franklin County CDC-supported businesses now either have a booth or sell their goods through other vendors in the new market. They also hope to encourage more regional sales through the market, or develop a way to rotate in producers and collaboratively use the space.  Helping businesses in Western Massachusetts to access the Boston market will help lessen the economic inequities between the Eastern and Western parts of our Commonwealth.

Each year, the CDC strives to find new and creative ways to build their local economy.  It’s not easy, but, as John Waite, Franklin County CDC’s Executive Director says, “This is what we do.”

Check out the complete 2016 GOALs Report and past GOALs Reports