MACDC Members Come Together for Annual Lobby Day at the State House

MACDC Members from across the state traveled to the State House on Tuesday, May 3 for our annual Lobby Day, urging legislators to support funding for small business development, foreclosure prevention counseling and housing programs, while also pressing for passage of strong economic development legislation.  This year’s event was a bit different than in the past, with the Luncheon Program dedicated to briefing legislators on the success of the Community Investment Tax Credit Program.  Senator O’Conner Ives, co-chair of the Jt. Committee on Community Development and Small Business, hosted the CITC briefing, which included remarks by Chrystal Kornegay, Undersecretary of the Department of Housing and Community Development, Joanne Campbell of Valley CDC and Jess Andors of Lawrence Community Works. 

Lobby Day also provided an opportunity for the MACDC Board to meet directly with Governor Charlie Baker.  The meeting provided MACDC with an opportunity thank the Governor for his support of many MACDC priorities and to briefing him about the success of CITC.  Our discussion also focused on his economic development legislation, the Massachusetts Food Trust program, and the need to support both community scale rental housing and new homeownership development.

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

Long before Kendall Square’s emergence as the center of the Biomedical Industry in Greater Boston, Just-A-Start (JAS) was an engine of its own. JAS’s Biomedical Careers Program has prepared 25-30 low-income students annually since 1992. With over 500 graduates placed in industry jobs and a 77% in-industry placement rate, JAS’s success has not gone unnoticed. In 2015, the Biomedical Careers Program received a $200K grant from J.P. Morgan Chase and JAS acquired new equipment for the program.

Even though the industry is filled with young people, most of JAS’s students are in their 30s, 40s, and 50s. Some found the program through Cambridge Housing Authority outreach and others are unemployed individuals with training vouchers. Many are immigrants, some have college degrees, and all of them make a commitment to participate in the program five hours a day, Monday through Friday, for nine months. They cover subjects like genetics, immunology, human anatomy, and chemistry, in addition to hearing from guest speakers and going on facility tours. For Sajan, after emigrating from Nepal in 2009, the program offered a way to build his skills and familiarity with the latest technology, so that he could get a job in a cancer research position. As a cancer survivor himself and former pharmaceuticals researcher in Nepal, Sajan says he is now much more optimistic about establishing a career here. 

According to Program Manager Felipe Gomez, it is not uncommon for students to emerge with a transformed sense of self. They are more confident and knowledgeable when it comes to their abilities in math and science. But more than that, Gomez remarks that students feel respected, empowered, and proud of their work. For Jennifer O’Donnell, one of the program’s teachers, the strength of the program lies in the connections that students make with each other, alums, staff, and industry leaders. O’Donnell knows that the family atmosphere JAS creates is one of the reasons the students feel ready to persevere despite the challenging curriculum. Students know that there is a place for them at JAS and in the industry.

With rents rising and unspent funds set aside to help with housing, we knew we had to act,” says Daria Gere, Executive Director at Waltham Alliance to Create Housing (WATCH).  The city of Waltham passed its Community Preservation Act (CPA) in 2005.  In the past 10 years, between the local property tax surcharge and state distributions, Waltham’s CPA generated $30 million, at least 10% of which is for affordable housing. WATCH and its Tenant Action Group (TAG) decided it was time to organize to create the political will and pressure to spend CPA funds to help low-income tenants living in Waltham. 

TAG and WATCH wrote a proposal for a CPA-funded Tenant-Based Rental Voucher Program. With almost 6,000 households income-eligible for the voucher and 5% of the City’s residents living in overcrowded or substandard housing, the need in Waltham is pressing. Fueled by their own experiences, tenant leaders organized phone banks and a letter writing campaign. WATCH sent hundreds of letters to the Waltham City Council from residents, allies, and 15 organizations. On 3 different occasions, WATCH brought over 20 tenants and allies to testify to City Council.

One resident to testify was Getty, a mother of a 9-year-old child with special needs who wanted to help the City Council understand the difficult choices she faces. “I work 20 hours a day to support my son and myself. Right now, I am about to be homeless because I couldn’t find [a new] place to live,” she said, noting that she was unable to pay her rent after her roommate moved out. Because her son has special needs, she can’t move to another town and put him in a new school environment. Other residents, like Getty, also shared their stories.  And the City Council listened. 

On January 26th, 2016, the City Council passed the CPA Voucher program. Upon approval of the contract between the City and the Waltham Housing Authority, Waltham will provide a 3-year rental voucher to 50 of the City’s lowest income households. The voucher will ensure that tenants’ rents are only 30% of their income. While more permanent low-income housing options are needed, this was a huge step forward that only happened because of the community organizing efforts of WATCH, and the residents of Waltham.

Check out the complete 2016 GOALs Report and past GOALs Reports

The nonprofit executive director as "heroic martyr"—committed, overworked, trying to do ever more with the same or shrinking resources—doesn't serve the organization and may dissuade new generations of potential leaders from taking over, attendees at a panel discussion in Boston were told earlier this week.

Articulating the sentiment was Hez Norton, director of partnership and leadership initiatives at Third Sector New England (TSNE), speaking on "The Future of Nonprofit Leadership" at Boston University's Questrom School of Business, who presented key findings from a TSNE nonprofit leadership survey completed last year.

Other panelists, as well as many among the 50 attendees, agreed with Norton.

Said Danny LeBlanc, chief executive officer of the Somerville Community Corporation for the last 15 years, "We role model things I wouldn't want to emulate if I were 30."

Shirronda Almeida, director of the Mel King Institute for Community Building in Boston, concurred, observing that because Millennials, those born from 1982 through 2002, are looking to make an impact and less interested in functioning within traditional organizational hierarchies, current nonprofit leaders need to reduce stress from the top job and focus more on what type of organization they want to leave behind.

While the event was organized to stimulate discussion on a key survey finding—that 64% of nonprofit leaders across New England, and 78% in Boston, said they intend to retire within five years—panelists acknowledged that numerous regional and national surveys for at least the past 15 years have developed similar projections, which have yet to materialize.

Jennifer Aronson, senior director of program and nonprofit effectiveness at The Boston Foundation, said nonprofits have not yet seen a massive leadership turnover, because many Baby Boomer nonprofit leaders are not ready to retire. 

"They feel they're on the side of good and push themselves," she said, which results in leaders protecting the organization as it is today instead of thinking about the best way to make an organizational impact. She added, "We say we can do more with less, but that's not realistic."

One possible response, Aronson suggested, is for nonprofits to practice leadership sharing, which helps more people within the organization more fully understanding how it functions.

Another response is for nonprofits to learn to say "no" to funders who underfund projects. 

"Nonprofits need to be realistic regarding what it costs to do programs, and reject funding if it is not enough," said Norton, himself a former nonprofit executive director who changed the direction of his career because "the work takes its toll."

Key findings from the TSNE Leadership New England report included the following:

• 58% of nonprofit leaders and 62% of nonprofit board members said their organizations do not have any type of succession plan in place. 
   
• Two-thirds of leaders (64%) and half of board members (52%) said they do not believe there is someone on the staff who could succeed the executive.
   
• One-third (32%) of all leader and board respondents said they believe there is enough “bench strength” in their organizations, that is, “people who can step into leadership/management roles if and when needed.”
   
• 35% of Massachusetts nonprofit leaders said it is essential to have support for developing succession plans, and slightly more (37%) said it is essential to provide funds for developing professional staff.
   
• 60% of Massachusetts nonprofit leaders earn $99,000 per year or less.

Republished from www.massnonprofit.org

We have had a lot going here at HCP lately.

We are working every day to provide good, safe, and affordable housing all around the North Shore.

This is housing for retired, fixed income seniors, people with disabilities, and working families.

This is housing that, as a community, as a county, and as a state, we need more of and in varying forms.

Currently, HCP is working through a court process for a Wenham project (Maple Woods), as we passionately defend our permit to build 60 affordable senior units. The legal process is hard, expensive, and time consuming. While we pour ourselves into this struggle, the human and financial resources expended preclude us from working in other ways and in other communities to help people who need it.

HCP is also looking into and contemplating new housing in Hamilton, Beverly, and Rockport. There will be much more on these potential projects in the near future. This is not easy.  The hurdles are difficult to navigate, be they complicated financial structures, addressing environmental concerns, being strategic in planning for human needs into the coming decades, and more. But the most distressing hurdle is the one which became very evident on busy Route 1A, as we begin to explore a new project.  This discriminatory and erroneous sign, in reference to a potential mixed use family and elder development, is the hurdle which most saddens us, gives us pause, but ultimately, strengthens our resolve.

In the midst of myriad meetings, late nights, emails, phone conversations, and too many cups of coffee, I was profoundly struck by two things, which not just gave me pause, but stopped me in my tracks.
1.One, a plea for help. We received an email last week from a family. Essentially, the email stated….We have children. We work full time at a local health care facility. We are in a local homeless shelter. We have first and last months rent. We can move in anytime……While we receive these emails daily, this one came in the midst of our preparation for court regarding Maple Woods. The email came in as we think about and talk with other communities about what it will cost to pursue unit creation for this working family and too many others who reach out to us. But most poignantly, It came just before this afore mentioned sign was erected.
2.The next moment came as I told my seven year old daughter about the email from the family. It was told in part to explain to my child where dad had been all week and why. Her response was, without hesitation, “Dad….they could live with us!”

I was trying to teach her something…my daughter. Instead she is teaching all the rest of us.   “Dad…they could live with us…..”

So how about it North Shore? Can they live with us? Can teachers, firefighters, nurses, retirees, carpenters, office staff, and others live with us?

If we want them to live with us, then we all need to stand up and say so.

Good people of good will need to use their voices in each community on the North Shore and say that it is good and right and responsible for us to make housing available across the region for our elders, our disabled neighbors, our children, our employees and those upon whose services we depend.

So how about it? What are you going to do about it now that it is on your mind? Please do something. It’s time to do something. Do what you can do to help make this happen.

You can do it.

~ Andrew

On March 11th the Massachusetts Growth Capital Corporation held its annual Small Business Technical Assistance Grantee Mid-year meeting at Babson College in Wellesley, MA.  MACDC President Joe Kriesberg, a board member of MGCC, attended the event along with more than a dozen MACDC member organizations that participate in the technical assistance program.

“The attendees represented the “best of the best” of small business assistance providers from across the Commonwealth and it is a privilege to have MGCC partnering with their efforts” said Larry Andrews, President and CEO of MGCC.

Mr. Kriesberg was there to talk to the grantees and participants about MACDC's current legislative advocacy efforts to retain funding for the program in the FY 2017 state budget.  He noted that Governor Baker is supporting the program and we have strong allies in the House and Senate. At the same time, he urged everyone to contact their legislators to ensure continued funding.

The meeting also provided an opportunity for small business support organizations to network, share best practices and hear from organizations that can help strengthen their programs.  Claudia Green, Executive Director of English for New Bostonians, shared an informative and inspiring presentation on the resources available for English as Second Language (ESL) and English for Speakers of Other Languages (ESOL) startups and entrepreneurs.  NewVue Communities Director of Small Business Assistance, Ray Belanger, talked about how their organization methodically and strategically expanded its program to serve the entire North Central Mass region.  Finally, the Lawyers’ Committee for Civil Rights and Economic Justice and the Conservation Law Foundation provided information on how they can provide businesses with free  legal resources.  

MGCC's Small Business Technical Assistance Grant program is designed to complement and enhance the traditional public and private small business assistance network by providing technical assistance or training programs for underserved and disadvantaged businesses with 20 employees or fewer.  The grant recipients, which are selected in a competitive process, include community development corporations, micro-lenders and chambers of commerce. MGCC awarded grants to 30 organizations across the Commonwealth in Fiscal Year 2016.