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<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14
Chairwoman<br />
Deborah Penta<br />
Executive Director<br />
Jill C. Dagilis<br />
Deputy Director<br />
Priscilla A. Holmes<br />
Earned <strong>Inc</strong>ome Tax<br />
Credit (EITC)<br />
East African <strong>Community</strong><br />
Outreach (EACO)<br />
Energy Conservation<br />
Fuel Assistance<br />
Head Start<br />
Millbury<br />
508.865.5037<br />
Oxford/Webster<br />
508.987.0829<br />
Southbridge<br />
508.765.9544<br />
Southbridge/MacKinnon<br />
508.765.4738<br />
Spencer<br />
508.885.5811<br />
Early Head Start<br />
Southbridge<br />
508.765.4738<br />
Healthy Families of Southern<br />
<strong>Worcester</strong> County<br />
Southbridge<br />
508.909.0061<br />
Individual Development<br />
Accounts (IDA)<br />
South County <strong>Community</strong><br />
Partnership<br />
Oxford<br />
508.987.0829<br />
Supplemental Nutrition<br />
Assistance Program<br />
(SNAP)<br />
<strong>Worcester</strong> <strong>Community</strong><br />
Connections Coalition<br />
Resource & Referral Center<br />
Youth Jobs & Education<br />
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
WORCESTER COMMUNITY ACTION COUNCIL, INC.<br />
484 Main Street, 2 nd Floor ♦<strong>Worcester</strong> ♦ Massachusetts ♦01608-1810<br />
Telephone: 508.754.1176 ♦ Fax: 508.754.0203 ♦ Website: www.wcac.net<br />
July 29, 2011<br />
Mr. Gerald Bell, Manager of <strong>Community</strong> Services<br />
Department of Housing and <strong>Community</strong> Development<br />
100 Cambridge Street, Suite 300<br />
Boston, MA 02114<br />
Dear Mr. Bell:<br />
On behalf of the <strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>.’s (WCAC) Board of Directors and<br />
staff, I am pleased to provide you with the agency’s three-year <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> for FY<br />
2012 – 2014.<br />
WCAC’s Board Chairwoman Deborah Penta and I submitted a Letter to the Editor of the<br />
<strong>Worcester</strong> Telegram & Gazette on April 13, 2011. Excerpts within this introduction lay the<br />
foundation for the agency’s priorities, advocacy, and new strategic plan.<br />
President Barack Obama, during his State of the Union address, stated that federal cuts to the<br />
<strong>Community</strong> Services Block Grant (CSBG) funding are part of a unique opportunity to right our<br />
fiscal ship and begin to reduce our massive deficits and debt. Cutting this program support for<br />
community action agencies is an attack on over 20.7 million income-limited children, seniors,<br />
veterans and families across the country. This is unreasonable and unacceptable.<br />
The <strong>Community</strong> <strong>Action</strong> network is comprised of 1,100 nonprofit service providers nationwide,<br />
and it is one of the most significant and comprehensive approaches by the federal government to<br />
provide a safety net and build economic security for struggling Americans. <strong>Worcester</strong><br />
<strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. (WCAC) receives this funding and currently services over<br />
72,000 people in 49 Central Massachusetts communities.<br />
As a direct result of the economic downturn, more people are at our doors seeking services today<br />
than in the agency’s 46-year history. This is a 50% swell from 47,000 people served just five<br />
years ago. Cutting CSBG funds would dismantle a responsive, holistic program that began as the<br />
War on Poverty and has helped millions of Americans live decent lives at a time when the<br />
difference between the rich and the poor has grown exponentially.<br />
Last year, WCAC’s CSBG funding--$644,000, representing less than 3% of the total agency<br />
budget leveraged $24 million in program funding from federal, state, local and private funding<br />
sources to deliver 21 programs in education, employment, energy and asset development to<br />
72,000 income-limited households! These programs will not exist or have anywhere near the<br />
impact they do without the core funding that is CSBG. More cuts are proposed to other important<br />
community action programs--the Low-<strong>Inc</strong>ome Home Energy Assistance Program and Head<br />
Start, which provides early education and care to thousands of families nationally and to 348<br />
WCAC children alone. WCAC’s fuel assistance program has grown over the last five years from<br />
10,000 households applying to over 16,000 applying in FY 2011. This trend is an indicator of the<br />
crushing need for help.<br />
Since 1965, WCAC has provided economic self-sufficiency programs and emergency services
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
including fuel assistance; adult and early childhood education; job skills training; summer jobs for youth;<br />
weatherization; housing and food assistance; financial education and tax assistance programs; and other<br />
interventions that give people the tools to build careers, own homes, pay taxes, give back to their communities and<br />
stabilize their lives. CSBG supports all of these programs. Further, we do our work with a strong network of over<br />
100 partners in this region crossing every sector, who refer to and rely on WCAC for services from state and local<br />
government to business, health, education, faith and neighborhood groups.<br />
We hear from some administrative and elected officials that they do not think <strong>Community</strong> <strong>Action</strong> Agencies (CAAs)<br />
are accountable or effective. We invite doubters to visit WCAC to witness the demand for and scope of our services,<br />
to understand our commitment to business-centric approaches and best practice programs, and to see the throngs of<br />
people working to stabilize their lives. Our customers are seniors, young families and veterans, folks with<br />
disabilities and people in foreclosure, lifelong workers who are now unemployed, and youth who are homeless or<br />
living in shelters. Many are in crisis and struggling to make decisions about paying for rent, heat, medications, or<br />
food. If you were in this situation, what would you do? Where would you turn?<br />
WCAC funding must be supported. Difficult budget deliberations are under way at the federal level. We understand<br />
the need to tighten financial belts, but let us be fair and equitable with the programs to be cut. CSBG is a drop in the<br />
bucket within the entire federal budget; however, the programs it supports, and additional resources that it brings to<br />
bear for services, are far-reaching, impactful, and support the country’s most vulnerable people. Is cutting an<br />
effective safety net during this economic firestorm truly the unique opportunity to right our fiscal ship? CSBG, Head<br />
Start and LIHEAP funding must be maintained at reasonable levels; otherwise, who will provide services and<br />
programs to our customers?<br />
We look forward to working with the Department of Housing and <strong>Community</strong> Development’s <strong>Community</strong> Services<br />
Staff on the next three-year chapter of WCAC’s history!<br />
Sincerely,<br />
Jill C. Dagilis Deborag Penta<br />
Executive Director Chair, Board of Directors
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Strategic <strong>Plan</strong> 2012- 2014<br />
WORCESTER COMMUNITY ACTION COUNCIL, INC. (WCAC) - MISSION<br />
STATEMENT<br />
WCAC’s mission statement was discussed and revised at the May 23, 2011 Strategic <strong>Plan</strong>ning<br />
Board meeting: “Helping people move to economic self-sufficiency through programs,<br />
partnerships, and advocacy.” It is a memorable and concise statement scaled back from “to<br />
stimulate change in the fundamental causes of poverty and to create and provide opportunities<br />
for economic self-sufficiency through services, partnerships, and advocacy.”<br />
COMMUNITY PROFILE<br />
General<br />
WCAC serves the City of <strong>Worcester</strong> and 43 surrounding towns--Auburn, Barre, Boylston,<br />
Brimfield, Brookfield*, Charlton*, Douglas, Dudley*, East Brookfield*, Hardwick, Holden,<br />
Holland, Hubbardston, Grafton, Lancaster, Leicester, Milford, Millbury, Monson*,New<br />
Braintree, North Brookfield*, Northborough, Northbridge, Palmer, Oakham, Oxford*,Paxton,<br />
Princeton, Rutland, Shrewsbury, Southbridge*, Spencer*, Sterling, Sturbridge*, Sutton, Upton,<br />
Uxbridge, Wales, Warren*, Webster*, West Boylston, West Brookfield*, and Westborough.<br />
While CSBG funds activities only within the city limits, WCAC actively seeks to better serve the<br />
towns with more comprehensive services. This is particularly true for the area referred to as<br />
South County (the 13 towns marked with asterisks above), as several of these towns have higher<br />
levels of poverty, unemployment and high school dropout rates, and adolescent births than the<br />
state averages.<br />
<strong>Worcester</strong>, formerly an industrial city, is known as the “Heart of Massachusetts” for its central<br />
location. With an area of 37.5 square miles, it has a population density of almost 5,000 per<br />
square mile. Designated as one of the state’s “Gateway Cities” in a 2007 MassINC report (of the<br />
same name) that called for greater focus on 11 older cities around the state, the past<br />
manufacturing leader has emerged strong in advanced manufacturing, information technology,<br />
biotechnology, health care, green energy, and medical research. Eleven colleges and universities,<br />
one medical school, one business school, and one veterinary school serve the area. Rail and bus<br />
service connect <strong>Worcester</strong> with Boston and, to a lesser extent, points north, west and south. The<br />
city is the cultural center of Massachusetts, offering 40 cultural and historic attractions.<br />
<strong>Worcester</strong> remains a strongly residential city of distinct neighborhoods, waterways, and green<br />
space. Residents have access to 1,200 acres of city-owned parkland. Forty-four public schools<br />
educate approximately 24,192 children, including a growing number of immigrants and students<br />
with language and other needs. For more on education, please see the section dedicated to this<br />
topic herein.<br />
The service area towns range in size from rural New Braintree (2009 population: 1,135) to more<br />
suburban Shrewsbury (2009 population: 33,973), and fewer than half have populations over<br />
10,000. <strong>Inc</strong>ome levels in these towns are also diverse ranging from poverty to quite affluent. The<br />
area has seen considerable growth in recent years, as Massachusetts residents have moved west,<br />
seeking more affordable housing than is available in eastern Massachusetts. Transportation data
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
demonstrate significant increases in travel time to work, illustrating the dependency of residents<br />
on jobs outside the area. The recent rise in consumer prices, particularly for gasoline, heating<br />
fuel and food, will continue to critically affect residents of these towns. In a January 6, 2011, The<br />
Boston Globe article, census figures from 2009 state that 1 in 6 Americans struggle in poverty,<br />
and for people residing in the Northeast due to geographical variations in costs of living have a 1<br />
in 5 chance of being poor.<br />
WCAC Service Area Poverty Rates<br />
Individuals Living in<br />
Poverty<br />
Families Living in Poverty<br />
Brookfield 2.4% 0%<br />
Charlton 3.5% 2.9%<br />
Dudley 6.4% 6.0%<br />
East Brookfield 8.1% 7.5%<br />
Monson 19.0% 18.9%<br />
North Brookfield 5.1% 4.0%<br />
Oxford 5.6% 4.0%<br />
Southbridge 14.6% 13.4%<br />
Spencer 5.6% 2.1%<br />
Sturbridge 6.6% 3.9%<br />
Warren 5.7% 3.4%<br />
Webster 14.3% 12.8%<br />
West Brookfield 7.3% 3.1%<br />
South County Average 8.0% 9.0%<br />
Douglas 2.1% 1.4%<br />
Grafton 6.2% 1.5%<br />
Milford 7.0% 5.9%<br />
Millbury 3.0% 1.8%<br />
Northbridge 4.3% 3.6%<br />
Sutton 1.3% 0.6%<br />
Upton 3.6% 1.6%<br />
Uxbridge 6.6% 5.7%<br />
Blackstone Valley Average 4.3% 2.8%<br />
<strong>Worcester</strong> City 17.9% 13.9%<br />
MA 10.1% 7.0%<br />
Data was compiled from the 2005-2009 American <strong>Community</strong> Survey performed by the U.S. Census<br />
Bureau retrieved January 3, 2011.
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Demographics <strong>Worcester</strong> South Blackstone MA WCAC*customers<br />
City County∞ Valley†<br />
Population 178,397 8,818 13,734 6,511,176<br />
Median Age 34.7 years 41.2 years 38.9 years 36.5 years<br />
Female-headed<br />
households<br />
16% 11.3% 10.0% 11.9% 59.9%<br />
Caucasian 78.6% 95.5% 95.3% 82.9% 75.2%<br />
African-American/Black 9.2% 0.85% 1.1% 6.1% 11.5%<br />
Hispanic 18.1% 4.1% 2.5% 8.3% 31.3%<br />
American<br />
Less than 0.2% 0.10% 0.2% 0.3%<br />
Indian/Alaskan Native 0.5%<br />
Asian 5.3% 0.85% 1.4% 4.8% 8.3%<br />
Native Hawaiian/Pacific 0.1% Less than Less than 0.1% Less than 0.1%<br />
Islander<br />
0.05% 0.05%<br />
Other 4.5% 0.85% 1.0% 5.6% 2.7%<br />
Speak a language other 31.1% (48% 7.5% 9.3% 20.4%<br />
than English at home Spanish,<br />
52% other,<br />
6% do not<br />
speak<br />
English<br />
well)<br />
Immigrant population 18.8% and<br />
rising<br />
3.4% 6.8% 14.1%<br />
People with disabilities<br />
(over age 5)<br />
25% 13.9%<br />
Percentage of population<br />
that are veterans<br />
8.0% 11.6% 9.7% 8.7%<br />
*WCAC data compiled from Octopia Household Characteristics report – Dates of service 11/1/2009-9/30/2010.<br />
Data from 2010-2011 is nearly identical.<br />
∞South County data reflects demographics averages for the following 13 towns: Brookfield, Charlton, Dudley, East<br />
Brookfield, Monson, North Brookfield, Oxford, Southbridge, Spencer, Sturbridge, Warren, Webster, and West<br />
Brookfield.<br />
†Blackstone Valley data reflects demographic averages for the following 8 towns: Douglas, Grafton, Millbury,<br />
Milford, Northbridge, Sutton, Uxbridge, and Upton.<br />
MA, <strong>Worcester</strong> City, South County, and Blackstone Valley data is from the 2005-2009 American <strong>Community</strong><br />
Survey.<br />
Please refer to Appendix A for breakdown of demographics for individual towns in WCAC’s<br />
service area.
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
The median income of households in <strong>Worcester</strong> in 2009 was $45,944 vs. $65,304 for Massachusetts.<br />
Median Family income was $57,257 vs. $62,363 for the United States. The per capita income (in 2009<br />
inflation-adjusted dollars) was $24,213 for <strong>Worcester</strong> compared to $27,041 for the United States.<br />
Thirteen point nine percent (13.9%) of families live below the poverty level with 17.9% of individuals<br />
living below the poverty level in <strong>Worcester</strong>. In comparison, 9.9% of families and 13.5% of individuals<br />
in the United States live in poverty.<br />
According to WCAC data collected via Octopia on 9/30/2010, forty-one percent (41%) of families<br />
served by the agency have income at or below the poverty rate with forty-seven (47%) of families<br />
living between 100% - 200% of the poverty level. Also forty-two percent (42%) of households receive<br />
Supplemental Security <strong>Inc</strong>ome and forty-seven percent (47%) are receiving Supplemental Nutritional<br />
Assistance Program (SNAP) benefits. Data for 2011 show a similar trend with 40.0% of the<br />
individuals served by the agency below the poverty level with forty-six (46%) of families living<br />
between 100% and 200% of the poverty level. In 2009 the overall poverty level in the United States<br />
stood at 15.7% of those surveyed by the US Census. (Yen, 2011)<br />
Housing<br />
According to the 2009 US Census Bureau statistics, the city of <strong>Worcester</strong> has a total of 77,314 housing<br />
units, of which 11.7% were vacant, 39.7% were single unit structures, and 60.3% were in multi-unit<br />
structures. WCAC weatherization program efforts demonstrate the original need for energy efficiency<br />
measures for the area’s older housing stock. The homeowner vacancy rate is 2.5%, while the rental<br />
vacancy rate is 9.3%. Half of all housing units were built before 1939, and only 8.4% were built since<br />
1990 of which 1.4% have been built since 2005. 48.9 percent of <strong>Worcester</strong>’s 68,249 households live in<br />
owner-occupied units, and 51.1% live in rental units.<br />
Median monthly costs of housing were $1,803 for the 24,569 owners with a mortgage and $580 for<br />
8,778 owners without a mortgage. Median monthly housing cost for renters was $842. While rent in<br />
<strong>Worcester</strong> is lower than in Massachusetts overall, lower incomes and a higher poverty level make<br />
housing less affordable. Forty-eight point nine percent (48.9%) of all renters, 44.1% of all owners with<br />
a mortgage, and 27.9% of owners without a mortgage spend more than 30% of their monthly<br />
household income on housing. The <strong>Worcester</strong> Housing Authority administers almost 2,000 federal-<br />
and state-based rental housing vouchers subsidizing rental expenses in private housing. <strong>Worcester</strong>’s<br />
subsidized housing units (9,591) are12.9% of the 74,383 units compared with the state’s 9.1% of<br />
2,692,186 units. Although home ownership rates have improved for all racial and ethnic groups (from<br />
9% to 15% for Hispanics and from 4% to 18% among Blacks), they are still less than one-third the rate<br />
for Whites. The city of <strong>Worcester</strong> did not propose a moratorium, but supported the moratorium which<br />
was imposed by the state.<br />
Lead paint is also an issue: HUD data in the City of <strong>Worcester</strong>’s 2001-2006 Strategic <strong>Plan</strong> found the<br />
pool of units that could contain lead-based paint hazards to be much higher for extremely low-income<br />
households (n=9,000) than for very low-income households (n=4,690) or low-income households<br />
(n=3,560). For FY 2010, the HUD Median Family Level is set at $64,400.<br />
The Fair Market rent for a two bedroom apartment in <strong>Worcester</strong> County is $922 a month and $1103 for<br />
a three bedroom apartment. A minimum wage earner in <strong>Worcester</strong> would have to work 89 hours per<br />
week to afford a two bedroom apartment or 106 hours per week for a three bedroom apartment<br />
according to analysis by The National Low <strong>Inc</strong>ome Housing Coalition in 2009.
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Central Massachusetts Housing Alliance reports that in January of 2010, 1,400 people are staying on<br />
the street, in emergency shelter, transitional housing, or emergency hotels in <strong>Worcester</strong> County during<br />
their point-in-time (PIT) count. <strong>Inc</strong>luded in this number are over 300 homeless families. It is further<br />
estimated that there are an additional 3,000 persons in families with children that are living in doubled<br />
up housing situations because they lack a home of their own. In their PIT study in 2011, there was a<br />
7.5% percent decrease in homelessness in the city compared to 2010, with 1,315 people in shelters or<br />
on the streets around the county (Hammel, 4/15/2011).<br />
Employment: Labor force, Industries, Job Readiness<br />
According to the 2005-2009 American <strong>Community</strong> Survey by the US Census Bureau, approximately<br />
91,122 <strong>Worcester</strong> residents (63.2% of the civilian population) were in the labor force. Five percent<br />
(5%) of the civilian population was unemployed, compared with 4.5% for Massachusetts. Of the 48<br />
towns in the WCAC’s service area, almost half exceed the state unemployment rate. Nearly 95% of<br />
women in the civilian labor force were employed. Sixty-four percent (64%) of parents with children
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
In the US Census 2005-2009 survey, 14.9% of city households had no access to a vehicle for private<br />
use (compared with 7.8% for <strong>Worcester</strong> County). While available secondary data do not specifically<br />
point out this factor as a barrier to employment, it must be considered when coupled with the limited<br />
public transit options available (see Growth and Regional Development).<br />
Education (K-12)<br />
Reflecting the city’s demographics, <strong>Worcester</strong>’s student body looks significantly different than the<br />
state average in areas such as ethnicity and family income.<br />
Enrollment by Race/Ethnicity (2010-11)<br />
Race % of District % of State<br />
African American 13.6 8.2<br />
Asian 8.1 5.5<br />
Hispanic 38.3 15.4<br />
Native American 0.3 0.2<br />
White 36.5 68.0<br />
Native Hawaiian, Pacific Islander 0.0 0.1<br />
Multi-Race, Non-Hispanic 3.1 2.4<br />
Selected Populations (2010-11)<br />
Title % of District % of State<br />
First Language not English 43.2 16.3<br />
Limited English Proficient 31.8 7.1<br />
Low-income 70.1 34.2<br />
Special Education 20.9 17.0<br />
Free Lunch 63.6 29.1<br />
Reduced Lunch 6.5 5.1<br />
Mass Department of Education 2010-11<br />
<strong>Worcester</strong>’s 2010 per pupil expenditure of $13,101 was slightly higher than the state average of<br />
$13,055. The city’s ninth to twelfth grade drop-out rate (3.8%) is higher than Massachusetts’ rate<br />
(2.9%). Likewise, <strong>Worcester</strong>’s 4-year graduation rate of 71.4% is lower than the state’s 82.1%. In both<br />
cases, poorer outcomes for <strong>Worcester</strong> special education students than the state averages skew the data<br />
negatively. <strong>Worcester</strong>’s in-school suspension rate of 9.1 and out-of-school suspension rate of 12.8 are<br />
much higher than the state figures of 3.7 and 6.0, respectively. <strong>Worcester</strong>’s retention rate is 3.6<br />
compared with the state’s 2.1%. A 2007 report of the Center for Labor Market Studies at Northeastern<br />
University stated that out of school teens in <strong>Worcester</strong>, especially dropouts, fared worse than state and<br />
national counterparts with an employment to population ratio of 13%.<br />
<strong>Plan</strong>s of high school graduates for attendance at 2-year or 4-year colleges vary in comparison with<br />
state averages, with the highest number of <strong>Worcester</strong> students opting for 2-year public colleges. Rates<br />
of <strong>Worcester</strong> students planning to attend 4-year public college or 2-year private college are similar to<br />
the state averages (4-year public: <strong>Worcester</strong> 21%, state 28%; 2-year private: <strong>Worcester</strong> 1%, state 1%).<br />
Rates of <strong>Worcester</strong> students planning to attend 4-year private college or 2-year public college are quite<br />
different (4-year private: <strong>Worcester</strong> 19%, state 32%; 2-year public: <strong>Worcester</strong> 40%, state 21%).
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Health<br />
<strong>Worcester</strong> residents in the 2010 Department of Public Health report, were about the same as<br />
Massachusetts residents to report fair to poor health 2007-2009 (12.2% vs. 12.3%), to be current<br />
smokers (17.4% vs. 15.8%), and to be overweight (61.2% vs. 58.2%) . Injury rates are somewhat<br />
higher than state rates for motor vehicle-related deaths, suicide or homicide. Total deaths for <strong>Worcester</strong><br />
residents age
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Economic revitalization in the city has been mixed, with major city developments such as the<br />
downtown CitySquare progressing slowly, more market-driven change in the Shrewsbury Street and<br />
Canal District areas steadily increasing dining and entertainment options, and developers bringing<br />
market-rate and affordable housing to vacant or Brownfield properties.<br />
<strong>Worcester</strong> is served by commuter rail from Union Station to Boston. A December 2006 Train Audit by<br />
the MBTA indicated ridership doubled since 1995 (from 5,085 to 9,252). Ridership is increasing again<br />
with rising fuel prices, and city officials are negotiating with track owners CSX to increase the number<br />
of trips. The Peter Pan Bus Company also offers 20 daily trips to Boston from Union Station. The<br />
<strong>Worcester</strong> Regional Transit Authority (WRTA) provides the <strong>Worcester</strong> area with bus and para-transit<br />
services. FY10 rides totaled 3,283,799 (3.39% increase over FY 09) on 22 fixed bus routes, most of<br />
which originate at City Hall. The WRTA credits the increase to ease of use, additional tickets utilized,<br />
the economy, more frequency of some routes, better route scheduling, new buses and more outreach to<br />
the public. At the same time, budget woes have resulted in service reductions--especially to outlying<br />
towns.<br />
CSBG Funding Area vs. Service Area<br />
For many years, CSBG has provided funding for WCAC to deliver programming to <strong>Worcester</strong><br />
residents, while WCAC programming serves residents in outlying towns, as well, particularly in South<br />
County. (See Appendix B for WCAC’s service area map). To date, WCAC has funded these programs<br />
through other means, including foundations, corporate donors, and contracts. As part of this strategic<br />
planning process, WCAC conducted research about the issues and demographics affecting those living<br />
in outlying towns and discovered that there are significant pockets of poverty throughout South<br />
County, particularly in Southbridge and Webster. Over 619,153 people reside in these 49 towns and<br />
require an increasing number of services. Funding reductions, unfunded state and federal mandates,<br />
lack of transportation, and other challenges prevent WCAC from being as impactful as it could and<br />
should be. As a result, WCAC is requesting that the current CSBG funding formula be<br />
adjusted/increased to reflect the large service area to provide the full continuum of services to residents<br />
living in these towns.<br />
PRELIMINARY PLANNING<br />
As early as February 24, 2010, during WCAC’s Annual Meeting, Executive Director Jill Dagilis<br />
reviewed and provided copies of the current Strategic <strong>Plan</strong>ning Progress Report for the Board of<br />
Directors’ and asked them to prepare for a discussion of projects and programs at the April 2010 board<br />
meeting. The Board of Directors were informed at the April meeting that the Director of <strong>Plan</strong>ning and<br />
Development, along with the CSBG Program Manager, would be presenting a Results-Oriented<br />
Management and Accountability (ROMA) and CSBG National Goals and Indicators information<br />
session in June 2010 at an offsite location to update all board members on the process of developing<br />
the three-year <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong>, creating annual work plans and projected outcomes, and the<br />
timeline for reporting to DHCD. This training was highly successful, and the Executive Director then<br />
led the Board through an exercise of identifying the strengths and challenges of the programs.<br />
WCAC’s Program Committee, comprised of Board members and staff, evaluated all agency programs<br />
over 2009 and 2010 to measure whether program goals were meeting the agency mission, and the<br />
Committee concluded that the current programs were appropriate as they aligned with WCAC’s work.<br />
Additionally, the Committee recommended that basic needs for clients, particularly food stamp<br />
enrollment, be included in the upcoming Strategic <strong>Plan</strong>.
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
In early September 2010, the WCAC issued an RFP for a Strategic <strong>Plan</strong>ning Consultant in preparation<br />
of the upcoming FY12-14 <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong>ning process. The RFP was posted on the WCAC<br />
website and mailed to three (3) consultants. After a thorough review of the two responses on<br />
September 24, 2010, NewEra4Nonprofits was selected, and a service contract executed.<br />
WCAC’s Board Chairwoman was initially interviewed in November 2010 to provide input into the<br />
planning process, particularly as it relates to Board involvement, and communicated the FY2009-2011<br />
strategic planning process to all board members.<br />
Throughout this time period, given the uncertain economic climate, both WCAC staff and Board<br />
Members determined that “basic needs” was an area in which the WCAC must continue and<br />
strengthen. [It should be noted that, with the expiration of CSBG ARRA (American Recovery and<br />
Reinvestment Act) funds in FY2010, WCAC, with FY11 CSBG funds, retained a part-time SNAP staff<br />
and carried the contracted Central Mass Housing Alliance housing specialist for limited hours each<br />
week. The CSBG ARRA funds provided WCAC an opportunity to test the effectiveness of these<br />
additional “basic needs” programs and determined that, even at a minimum, these services must be<br />
available to the customers.]<br />
WCAC’s Strategic <strong>Plan</strong>ning Team held weekly and/or monthly meetings since that time, and minutes<br />
of the meetings are included in the Appendix C of this document.<br />
With President Barak Obama’s televised announcement in January 2011 that CSBG funding was a<br />
possible program to cut to balance the federal budget, WCAC’s Board of Directors asked that the<br />
strategic planning process be put on hold until the funding decisions were made at the national and<br />
state levels. During the months following, over 1,000 community action agencies (CAAs) across the<br />
nation, directed by the National <strong>Community</strong> <strong>Action</strong> Foundation (NCAF), raced to provide “ program<br />
needs” documentation and its correlating annual accomplishments/outcomes, statistics on people<br />
served, and dollars leveraged by CSBG. CAAs were asked to contact state and local legislators,<br />
constituents, and local, regional, and state partners to help with an electronic and hard copy letter<br />
writing campaign to the President to demonstrate the incredible gap that would be left if both the<br />
Republicans and Democrats voted to eliminate CSBG funding, which is core to all CAAs.<br />
WCAC’s Executive Director mailed Gerald Bell, Manager of <strong>Community</strong> Services Program at the<br />
Department of Housing and <strong>Community</strong> Development (DHCD), an updated progress report on the<br />
timeline for the three-year Strategic <strong>Plan</strong>’s completion on May 12, 2011. Although the Development<br />
Team and the NewEra4 Nonprofits Consultant were confident that the <strong>Plan</strong> would be completed by<br />
August 1, 2011, much of the efforts needed to be scaled back. For example, the three focus groups in<br />
<strong>Worcester</strong> were compressed into one public meeting, with email invitations to partners. Following the<br />
focus groups, emails with survey links were sent to those who did not attend, to ensure that the agency<br />
had as much input to the planning process as possible. The two focus groups scheduled for each of<br />
the South County and Blackstone Valley Corridors were changed to one public meeting at each<br />
location.<br />
While WCAC was grappling with the likely possibility of CSBG budget cuts, it also looked at ways to<br />
improve efficiencies, assess programs similar to those offered by other agencies, and generate revenue,<br />
especially in a post-ARRA environment.
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
COMMUNITY NEEDS ASSESSMENT<br />
WCAC’s planning process for FY2012-2014 started with expectations of holding multiple focus<br />
groups in the City of <strong>Worcester</strong> and in several Corridor towns. As mentioned earlier, with the<br />
President’s offer to eliminate CSBG funding that supports many basic needs’ programs and the<br />
resulting decision from WCAC’s Board of Directors to “pause” the project, WCAC was able to hold<br />
fewer public forums. However, this did not prevent WCAC from reaching hundreds of constituents,<br />
staff, business and faith leaders, nonprofit organization directors, elected officials, and other<br />
stakeholders.<br />
A separate Board of Directors Strategic <strong>Plan</strong>ning meeting was held on May 23, 2011 to complete and<br />
establish priorities to position the agency for the next three years. Discussion centered on: What does<br />
WCAC look like and how did we get here? Twelve of the 21 Board members were able to participate.<br />
Audiences To Engage<br />
In its initial plan, WCAC intended to engage as many of the following audiences as possible:<br />
• CAP Agencies -- MASSCAP, some or all of the 24 CAP Agencies<br />
• WCAC: Board, Staff and Constituents -- especially <strong>Worcester</strong> <strong>Community</strong> Connections<br />
Coalition, fuel assistance, IDA, energy, GED students, Head Start families, and the East<br />
African Outreach Center program participants<br />
• Faith/Interfaith and Minority <strong>Community</strong>: Catholic Charities, Lutheran Social Services,<br />
<strong>Worcester</strong> Interfaith, congregations and clergy groups, particularly minority and store front<br />
churches. Asians -- churches, Southeast Asian Coalition. Africans: churches, African Center.<br />
Albanians: churches.<br />
• Public Schools and the Colleges of <strong>Worcester</strong> Consortium (comprised of Clark University,<br />
College of the Holy Cross, Assumption College, <strong>Worcester</strong> State University, WPI, Becker<br />
College, Massachusetts College of Pharmacy and Health Sciences, Quinsigamond <strong>Community</strong><br />
College, Anna Maria College, Tufts Vetinary School, and others).<br />
• Non-profit organizations: <strong>Community</strong> Development Corporations -- Oak Hill, Main South, East<br />
Side, <strong>Worcester</strong> Common Ground; Home Ownership Center, <strong>Worcester</strong> <strong>Community</strong> Housing<br />
Resources, Central MA Housing Alliance, <strong>Worcester</strong> Housing Authority, Abby’s House, PIP<br />
Shelter. Healthcare -- Family Health, Great Brook Valley Health Center, Pernet, UMass<br />
Memorial, St. Vincent Hospital, Central MA Health Foundation. Neighborhood centers --<br />
Friendly House, Quinsigamond Village, South <strong>Worcester</strong>, Henry Lee Willis Center, Centro las<br />
Americas. Elderly: Lutheran Social Services, <strong>Worcester</strong> Senior Center, Central MA Agency on<br />
Elders, Elder Home Care, Catholic Charities, elder housing complexes. Youth: HOPE<br />
Coalition, Youth Center, Nativity School, Boys & Girls Club, Girls <strong>Inc</strong>., Big Brothers/Sisters,<br />
YOU, <strong>Inc</strong>. Other -- United Way’s United Service Executives Group, Daybreak, YWCA, AIDS<br />
Project <strong>Worcester</strong>, <strong>Worcester</strong> County Food Bank, <strong>Worcester</strong> Communities of Care.<br />
• Business community: <strong>Worcester</strong> Regional Chamber of Commerce, Blackstone Valley Chamber<br />
of Commerce, First Wednesday Group, smaller business associations around the city.
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• City officials: Veterans, Human Rights, Public Works, Public Schools, Workforce Central,<br />
Housing/Neighborhoods, Economic Development, Elder Affairs, Office of Disabilities, Public<br />
Health, Youth Office, Neighborhood Services, police, fire, school committee members, Central<br />
Mass Workforce Investment Board, city councilors, plus local legislative delegation.<br />
• Southbridge and South County (Center of Hope, Town of Southbridge), Blackstone Valley<br />
Corridor (Chamber of Commerce and Education Foundation), and other outlying towns.<br />
• Returning military: MA Veterans Shelter, Veteran’s Office.<br />
WCAC was able to include all of these groups in the strategic planning process either through focus<br />
groups, surveys, or interviews.<br />
Prior to dissemination, surveys were reviewed and edited by the senior management staff at WCAC.<br />
These were then distributed to and collected from the respective parties. All surveys were posted on an<br />
on-line site, which people accessed using a link distributed via email.<br />
Customer surveys were developed and disseminated in English, Spanish, Vietnamese, and Swahili and<br />
made available in hard copy at all WCAC program sites, where they were distributed by staff. The<br />
customer surveys were also available, in 4 languages, on the website: www.wcac.net. Surveys were<br />
emailed to 209 community organizations, 9 city departments, 6 energy contractors, and 94 summer<br />
jobs employers, in <strong>Worcester</strong> County, as well as 32 elected officials, and 7 area funders. Emails were<br />
also sent to the Blackstone Valley Chamber of Commerce to distribute among its business contacts, as<br />
well as the <strong>Worcester</strong> Area Chamber of Commerce who also dispersed it among its members.<br />
Surrounding town officials were also notified about our strategic planning process. One hundred<br />
eighty-two consumers completed surveys, as did 5 youth clients, 76 staff, 18 board members, and 43<br />
agency representatives. Only two elected officials/legislators and one funder responded. After initial<br />
contact, two reminders were sent to ensure that we captured a variety of responses. (See Appendix D<br />
for copies of all surveys).<br />
PRIMARY DATA COLLECTION<br />
The methods and strategies used for primary data collection were as follows:<br />
Surveys<br />
NewEra4Nonprofits drafted 3 different survey instruments – 2 customer (one specifically tailored to<br />
GED students) and one staff. Focus group questions were used for the 3 focus groups, board surveys,<br />
nonprofits offering similar services, and those agencies unable to attend the three public hearings. The<br />
only people to see completed surveys were those who entered, synthesized, and analyzed the data,<br />
which included Sarah Lange, Principal and Founder of NewEra4Nonporifts, a Clark University<br />
graduate professor, and several Clark graduate interns who entered data.<br />
In April 2011, when WCAC was authorized by the Board of Directors to continue with the Strategic<br />
<strong>Plan</strong>ning process, the <strong>Plan</strong>ning Team distributed customer surveys, held focus groups, emailed focus<br />
group questions, engaged the Board by conducting Key Informant Interviews, and contacted legislative<br />
officials. As noted in the update to Gerald Bell, <strong>Community</strong> Services Unit Manager, one challenge<br />
that occurred during this budgetary crisis period is that many of WCAC’s nonprofit partners were also<br />
embroiled in their own fight for state and federal funds, which caused them to pull back and focus on
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
their own budgetary issues. Partners often did not have the time to fully participate in extra meetings<br />
with WCAC.<br />
WCAC staff distributed customer surveys, which were collected in a closed box. Staff completed their<br />
own electronic surveys, and links to the online survey were disseminated to hundreds of people in<br />
local, regional, and state organizations. Because of the compressed timeframe, the collection and data<br />
synthesis became a much larger feat to complete. NewEra4Nonprofits consultant had originally<br />
planned to have graduate students enter data (at a greatly reduced cost), but many were unavailable due<br />
to the ending of spring term in the first week of May.<br />
All surveys were posted on SurveyMonkey.com, an Internet-based company that provides users with<br />
the ability to construct, enter, tabulate and analyze survey data. For surveys that were completed by<br />
hand, data was entered into the appropriate survey instrument on the website and tallied by the<br />
software on the site.<br />
Focus Groups<br />
At its November 2010 meeting, the Strategic <strong>Plan</strong>ning Committee crafted five key questions to ask<br />
each focus group. These were as follows:<br />
1) What are the most pressing needs families in Central MA face?<br />
2) Do you feel the safety net for people living in poverty is working? Yes No<br />
Why or why not?<br />
3) What are WCAC’s strengths?<br />
4) What challenges do you think WCAC faces?<br />
5) Do you have ideas about creative partnerships or collaborations that would help WCAC<br />
strengthen and/or expand the safety net for low-income people?<br />
6) What do you think are the three primary causes of poverty for families living in Central MA?<br />
Copies of these questions were disseminated to area legislators, representatives from local funding<br />
entities who were unable to attend a focus group, as well as numerous businesses and nonprofits who<br />
completed the questions electronically. These questions were also emailed to the Board of Directors to<br />
complete prior to the May 23 focus group discussion.<br />
Four legislators responded and the data was entered into and tabulated on SurveyMonkey.com. One<br />
funder responded to the survey, and six participated in the focus group.<br />
Between late April and early June, WCAC held eight focus groups: three in the external “community”<br />
(<strong>Worcester</strong>, Southbridge, and Milford proper) and three with internal stakeholders. Invitations to the<br />
community focus groups were issued to representatives from non-profit, public and religious<br />
organizations and were held as follows: <strong>Worcester</strong> invited 82 individuals (4/20, 18 people); Blackstone<br />
Valley invited 77 individuals (4/27, 14 people) and South County invited 60 (4/29, 13 people).<br />
Internal focus groups were held in the East African Center (4/25, 6 people), with the <strong>Worcester</strong><br />
<strong>Community</strong> Connections Parent Center (5/17, 11 people), the Head Start Policy <strong>Council</strong> (5/10, 7<br />
people), and with the GED/JEC client group (4/27, 18 people). A focus group was also incorporated<br />
into WCAC's annual staff day (6/9, 109 people) All community focus groups were facilitated by<br />
NewEra, with WCAC staff (Executive Director and/or Deputy Director, Director of <strong>Plan</strong>ning and<br />
Development, CSBG Manager, and Special Projects Coordinator) in attendance. WCAC staff<br />
conducted the other internal focus groups.<br />
Tabulation of Focus Group Data
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Since the same questions were asked of all focus group participants, data was synthesized from all<br />
groups into one document, noting when the same – or a similar – response was made more than once<br />
so that the responses would be weighed accordingly. This data was later synthesized with data<br />
collected through the interview process and compared with survey data.<br />
Interviews<br />
WCAC board members conducted key stakeholder interviews with three individuals. These individuals<br />
were asked the same five questions posed to each focus group so that the data collected would be<br />
comparable. The content of these interviews echoed the findings of the survey and focus group results.<br />
Results of Primary Data Analysis<br />
More than 300 individuals participated in the strategic planning process. Participants identified the<br />
following issues as affecting WCAC's consumers the most on a daily basis across the board: Housing,<br />
Jobs, and Food Insecurity. Other issues identified as most pressing included Heating Costs, English<br />
Language Deficiency, Health Insurance/Health Care, and Transportation.<br />
A summary of data from the customer and other agency surveys can be found in Appendix E. So few<br />
youth, elected officials/legislators and funders responded that data was not tabulated; however, the<br />
individuals responding from these groups echoed the sentiments expressed by others.<br />
Secondary Data Collection<br />
For the duration of the strategic planning process, WCAC staff collected reports, articles, and other<br />
periodicals that related to the programs and services offered, as well as emerging trends and data. Once<br />
priorities were selected, the consultants sifted through the material to identify topic-appropriate<br />
materials and conducted additional research to fill gaps. The secondary data echoed the findings<br />
revealed through primary data collection efforts, leading WCAC to move directly into the construction<br />
of detailed workplans. Please see Appendix F for a list of the secondary data sources that were used.<br />
INTERNAL NEEDS ASSESSMENT<br />
Surveys were distributed to all 21 WCAC Board members and 120 staff. Board members were asked<br />
to answer the same five questions as focus group participants. Staff were given a more extensive and<br />
detailed survey. As mentioned, New Era designed the board and staff surveys, which were then<br />
reviewed, edited, and approved by the senior management at WCAC. Seventy-six of 120 staff<br />
responded. Of 21 board members, 18 returned surveys. Summaries of findings can be found in<br />
Appendix G.<br />
Selection of Priorities<br />
Staff responses: Primary themes emerged from WCAC staff surveys as “very important” services for<br />
WCAC customers:<br />
<strong>Inc</strong>reasing affordable housing units<br />
Addressing homelessness<br />
Providing GED and ESL classes<br />
Providing information and applications for SNAP (food stamps)<br />
Helping customers access food<br />
Providing fuel assistance<br />
Helping to weatherize homes to lower heating costs<br />
Helping with job search and placement<br />
Providing budgeting help
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Providing support, information, and education to parents<br />
Helping to connect with other community resources<br />
A major concern from all programs was the lack of funding, budget cuts, and providing more services<br />
with less staff and smaller budgets.<br />
External responses: After careful consideration of the data collected through the strategic planning<br />
process from multiple constituent groups, and in light of the current economic climate and the<br />
uncertain times ahead, the board and senior management team at WCAC selected the priorities<br />
outlined below for the next three years.<br />
The organization has decided to continue delivering its current scope of services to the same number of<br />
people -- provided CSBG funding remains the same -- while taking the first year of the strategic plan<br />
to conduct in-depth research and make some important decisions around WCAC's niche, capacity,<br />
competition and partnership potential in the <strong>Worcester</strong> area. This process will also include exploring<br />
opportunities for instituting a sliding fee scale for some programs and other revenue-generating<br />
strategies. Program planning and development for Year Two and Year Three will be based on the<br />
outcomes of this evaluation. In Year One, WCAC's programming priorities are as follows:<br />
• Housing/homelessness -- since this is not a direct service offered by WCAC, the organization<br />
will continue to address this issue through advocacy, partnership and referral. As previously<br />
mentioned, the “testing” of a contracted part-time CMHA housing specialist with CSBG<br />
ARRA funds was so successful, that WCAC will consider funding the contract for FY12.<br />
WCAC will continue to offer Moderate Deleading Training. WCAC is also changing the focus<br />
of its IDA program, which will help reduce some of the demand at <strong>Worcester</strong>-area family<br />
shelters.<br />
• Energy/weatherization -- the organization will continue to offer fuel assistance, weatherization,<br />
AMPS, Energy Wise, HEARTWRAP and Moderate Deleading Training. In the next three<br />
years, WCAC will pilot a new program, offering financial literacy to the 66% of fuel assistance<br />
clients who are not elderly (who are most often on a fixed income), starting first with repeat<br />
customers. Over the course of the next year, WCAC will evaluate existing curricula and select<br />
one that will work best for its consumers, then train staff to utilize it with a pilot group of our<br />
16,000 fuel assistance customers. The pilot program will feature snacks and child care to<br />
reduce barriers to participation and will offer an incentive -- such as a grocery store gift card --<br />
to motivate people to complete it.<br />
• Workforce development and education -- WCAC has developed a niche in youth workforce<br />
development for youth ages 14-24 who have not been able to complete a traditional high school<br />
program or have multiple high-risk challenges. WCAC will continue to offer GED preparation,<br />
pre-employment skills training, education and career counseling, job and internship placement<br />
assistance, life skills workshop, case management and summer jobs opportunities. In the<br />
coming year, WCAC will gather relevant information on this topic -- particularly as it relates to<br />
emerging jobs -- and use the outcomes of this work to explore new partnerships to expand<br />
services. WCAC will continue to strengthen its strong relationships with <strong>Worcester</strong> Public<br />
Schools and Quinsigamond <strong>Community</strong> College to foster educational partnerships and nextstep<br />
strategies for participants.
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
One of the innovative strategies that WCAC intends to explore during Year One is the creation<br />
of employment agreements with some of the Commonwealth's larger employers, such as<br />
Staples, TJX, Imperial Distributors, and Goya Foods. Several years ago, the MA Clubhouse<br />
Coalition developed an innovative employment model in which larger companies employ their<br />
consumers -- people suffering from persistent and significant mental illness -- with<br />
Clubhouse staff providing support as the individual transitions into regular employment.<br />
Adapting such a model for WCAC's high-risk youth consumers provides a way to link WCAC's<br />
workforce development to "real" jobs, which will increase the likelihood of success for this<br />
population.<br />
• Asset development -- WCAC will continue to offer SNAP (Supplemental Nutrition Assistance<br />
Program), IDA (Individual Development Account), EITC (Earned <strong>Inc</strong>ome Tax Credit), and<br />
Moderate Deleading Training as means through which clients can improve their economic<br />
status. Fuel assistance and weatherization programs also promote this goal, as well as the<br />
addition of financial literary to the fuel assistance program. In prior years, the IDA program’s<br />
goal has been to help customers save for the down payment on a house, save for higher<br />
education, or start a business. Given the current economic climate and forecast, however,<br />
WCAC and MASSCAP will seek to change the state/federal focus of its IDA program to<br />
helping customers save for things such as the down payment on an apartment or the purchase of<br />
a car, as transportation is a major issue for our consumers. Further, helping people save for the<br />
down payment on an apartment will also help reduce the number of families who may<br />
otherwise not have shelter.<br />
• Capacity building: continuous organizational self-improvement -- WCAC will continue to<br />
engage in organizational capacity building to ensure continuous quality improvement, utilizing<br />
tools and organizations such as NIQCA, ROMA, and the DHCD assessment processes, as well<br />
as NCAF, CAPLAW, and MASSCAP to identify areas for change. WCAC will continue to<br />
evaluate and update policies and procedures across the organization. WCAC will evaluate data<br />
gathered via Octopia to identify changes in its consumer population and identify emerging<br />
trends. The organization will continue to utilize a case management approach and provide<br />
referrals to other organizations to provide consumers with a broader range of services through<br />
the DHCD-piloted Benefits Enrollment Coordinated System (BECS) in which WCAC<br />
participates. Internal capacity building efforts will also include ongoing board and staff<br />
training, education, and skill-building.<br />
One of the exciting, cutting-edge strategies that WCAC will explore during Year One of the<br />
strategic plan is the establishment of a "backroom" operations center which would provide<br />
services to <strong>Worcester</strong> non-profits for a fee. Such services might include Human Resources,<br />
Health Insurance, Payroll, IT/Technology, Marketing/Communications, and/or Job Postings.<br />
Modeled in a similar fashion to the <strong>Worcester</strong> College Consortium, such a center would reduce<br />
administrative costs for small- to mid-sized non-profits whose missions parallel WCAC’s,<br />
thereby allowing them to focus limited resources on direct services to target audiences. The<br />
goal is for the Center to also generate revenue for WCAC. WCAC has held preliminary<br />
discussions with several area funders who are intrigued by the idea. WCAC will reach out to<br />
DHCD for technical assistance and research Best Practice CAAs nationally for service models<br />
to replicate.
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
What became clear through the strategic planning process is that WCAC is viewed as a key<br />
leader in the non-profit sector in <strong>Worcester</strong> County. Non-profits, foundations, and business<br />
leaders look to the agency to take a lead role in advocating for positive change, particularly as it<br />
relates to issues that affect <strong>Worcester</strong>'s most vulnerable populations. To this end, WCAC has<br />
decided to adopt the following strategies:<br />
1. Engage in strategic legislative work that will have a positive impact on WCAC clients.<br />
For example, the current fuel assistance program is constructed in such a way that<br />
eligible clients may not have enough assistance to fill their oil tank, which defeats the<br />
purpose of the program. WCAC could choose to address such an issue to ensure client<br />
needs are met.<br />
2. Engage in educational efforts designed to have a positive impact on service delivery and<br />
coordination, particularly as it relates to WCAC consumers, such as safety net services,<br />
educational and workforce pathways, and financial literacy. Strategic educational<br />
efforts will be directed at consumers, non-profit agencies, city officials, private and<br />
corporate foundation leaders, business leaders, and legislators.<br />
3. Convene 2-3 forums per year with area non-profits to discuss a particular issue; for<br />
example, workforce development. At these forums, WCAC will share the findings of<br />
the Year One research it conducts with key stakeholders to expand partnerships,<br />
collaboration, the scope of services available, and/or increase the number of people<br />
served. The results of our research will also be posted on the WCAC website and will<br />
serve as the foundation for a media campaign, aimed at educating the general public<br />
about the issues that affect WCAC and its consumers.<br />
WCAC will also hold discussions with key city officials to share the findings of the community needs<br />
assessment and to explore the possibility of aligning the investment of CDBG funds accordingly, while<br />
seeking new resources to augment public funds.<br />
The needs in South County and the Blackstone Valley continue to be significant. WCAC will explore<br />
the idea of having staff travel to key partner locations in the area on a regular basis to enable residents<br />
without transportation to access services. WCAC’s fuel assistance program outreach is an excellent<br />
strategy that can be modeled for other program services. There is also a significant demand for services<br />
among newcomer groups. WCAC will continue to partner with local agencies such as Lutheran Social<br />
Services, Southeast Asian Coalition, and the East African Outreach Center to facilitate referrals.<br />
Goals for Years Two and Three will be focused on implementing new initiatives based on the research<br />
findings in Year One, sustaining emergency programs (LIHEAP, SNAP, and referrals) despite<br />
anticipated budget restrictions, pursuing additional national funders and increasing the agency’s<br />
unrestricted revenue base, and continuing to explore ways in which to build organizational capacity.<br />
SERVICE DELIVERY SYSTEM<br />
After careful consideration of the data collected through the strategic planning process from multiple<br />
constituent groups, and in light of the current economic climate and the uncertain times ahead, the<br />
board and senior management team at WCAC decided to offer the following programs for the next<br />
three years:
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
• Education<br />
• Workforce development and employment<br />
• Energy/weatherization<br />
• Asset development<br />
• Housing/homelessness<br />
• Capacity Building – continuous self-improvement<br />
Embedded in each of these core areas is a strong research component centered on learning similar<br />
programs at other agencies (who is our competition and who does it best –cost effective, timely, and<br />
outcome centered), how we can support smaller nonprofits (can we offer backroom services such as<br />
payroll, human resource assistance?), our programs/services in turning lives around (what do<br />
national/regional longitudinal studies show as success about a particular strategy?), who are larger<br />
regional and national “asset partners” that support the agency’s mission (will the faith community or<br />
larger businesses/corporations monetarily support or provide in-kind goods and services to leverage<br />
agency funding?), and what risk-taking ventures will provide a higher percentage of economic success<br />
for the agency’s customers (will establishing take-home meals for a small fee for Head Start families<br />
encourage better nutrition and eating habits while generating revenue?). These and other explorations<br />
will ensure that WCAC continues to be a competent, competitive, and responsive leader that is making<br />
a concrete difference in the lives of people we serve.<br />
Current WCAC programs and services include:<br />
Program Service Description Method<br />
Education GED-WINGS GED and preemployment<br />
skills<br />
training for 16-21<br />
year-old at-risk<br />
youth who have<br />
dropped out of high<br />
school.<br />
Program Service<br />
Description Method<br />
Project Excel GED and<br />
employment<br />
preparation program<br />
for 16-21 year-old<br />
youth. Additional<br />
services include: job<br />
development, case<br />
management,<br />
computer training,<br />
community service,<br />
and life skills<br />
Pre TABE tests<br />
Classroom<br />
instruction<br />
<strong>Community</strong> Service<br />
GED testing<br />
Pre TABE tests<br />
Classroom<br />
instruction<br />
<strong>Community</strong> Service<br />
GED testing
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
training.<br />
Program Service Description Method<br />
Employment Summer jobs for<br />
youth: Youthworks<br />
Job & Education<br />
Center<br />
Program Service Description Method<br />
Energy Fuel Assistance The Low <strong>Inc</strong>ome<br />
Home Energy<br />
Assistance Program<br />
(LIHEAP) assists<br />
low income<br />
households with<br />
heating bills.<br />
Program Service Description Method<br />
Weatherization Helps incomeeligible<br />
homeowners and<br />
renters afford heat<br />
and improve heating<br />
efficiency.<br />
Assists<br />
homeowners, who<br />
receive Fuel<br />
Assistance, in the<br />
repair or<br />
replacement of<br />
home heating<br />
<strong>Inc</strong>ome-eligible<br />
verification,<br />
Applications,<br />
Interview<br />
Pre-employment<br />
training, Job<br />
placement<br />
Job monitoring, Pay<br />
roll<br />
5-week preemployment<br />
skills<br />
trng, job placement,<br />
follow-up<br />
Outreach and direct<br />
mailing<br />
In-house initiative<br />
Field verification<br />
<strong>Inc</strong>ome-eligible<br />
verification<br />
Vendor payments<br />
for fuel and energy<br />
bills<br />
LIHEAP eligible<br />
and prioritized<br />
General heat waste<br />
audit<br />
Weatherization<br />
measures<br />
LIHEAP eligible<br />
Emergency services<br />
Annual maintenance<br />
System upgrades
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Early Head Start<br />
systems. This<br />
program is only for<br />
homeowners.<br />
This program<br />
assesses appliances,<br />
especially<br />
refrigerators, for<br />
repair/replacement.<br />
This program<br />
upgrades lighting<br />
fixtures, light bulbs,<br />
and refrigerators.<br />
Through an 8-hour<br />
moderate risk lead<br />
abatement<br />
classroom training<br />
participants will be<br />
equipped/trained to<br />
make their home or<br />
property lead safe.<br />
Utility discount rate<br />
eligible<br />
Usage audit<br />
Replace bulbs and<br />
refrigerator<br />
LIHEAP eligible<br />
Audit for allowable<br />
measures<br />
Light bulb<br />
replacement<br />
Install insulation<br />
Outreach and<br />
enrollment<br />
Lead training<br />
classes<br />
Certification<br />
Program Service Description Method<br />
Youth/ Family Head Start A preschool <strong>Inc</strong>ome-eligible<br />
program, located in approved<br />
5 sites in Southern Pre-K training<br />
<strong>Worcester</strong> County, Childcare<br />
provides services to Transportation<br />
low-income Nutrition<br />
families.<br />
Parent GED<br />
Operates as a homebased<br />
model serving<br />
48 families in<br />
Southern <strong>Worcester</strong><br />
County and a child<br />
care option in<br />
collaboration with<br />
the Tri-<strong>Community</strong><br />
<strong>Inc</strong>ome-eligible<br />
approved<br />
Pre-K training<br />
Childcare<br />
Transportation<br />
Nutrition<br />
Parent GED
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Healthy Families of<br />
Southern <strong>Worcester</strong><br />
County<br />
South County<br />
<strong>Community</strong><br />
Partnerships<br />
Housing<br />
YMCA.<br />
Assists first-time<br />
parents aged 21 and<br />
under, from<br />
pregnancy through<br />
their child's third<br />
birthday. Parents<br />
learn skills and<br />
practices to ensure a<br />
healthy pregnancy.<br />
Provides<br />
information,<br />
referrals, education,<br />
and programs for<br />
families with<br />
children from birth<br />
to age 8.<br />
Provides referrals to<br />
CDCs, public<br />
housing, courtlandlord/tenant<br />
dispute<br />
Program Service Description Method<br />
SNAP (food<br />
stamps)<br />
Assists incomeeligible<br />
community<br />
members in<br />
enrolling for food<br />
stamps to purchase<br />
nutritional food for<br />
their families.<br />
Home visits to<br />
pregnant and<br />
parenting teens<br />
Nutrition<br />
Teach parenting<br />
skills<br />
Provide childcare to<br />
Head Start families<br />
Referred by other<br />
agency programs;<br />
walk-ins<br />
<strong>Inc</strong>ome-eligible<br />
Outreach to<br />
community<br />
Intake forms<br />
Food stamps<br />
Program Service Description Method<br />
Asset<br />
Building/<strong>Inc</strong>ome<br />
Management<br />
Individual<br />
Development<br />
Account (IDA)<br />
Assists low-income<br />
families in<br />
developing weekly<br />
saving plans<br />
directed toward a<br />
down payment<br />
and/or closing costs.<br />
Recruitment through<br />
WCAC programs<br />
<strong>Inc</strong>ome-eligible<br />
6-week financial<br />
literacy training<br />
Monthly meetings/<br />
trainings<br />
Saving account/
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Earned <strong>Inc</strong>ome Tax<br />
Credit (EITC)<br />
LINKAGES AND STRATEGIES<br />
Provides pro bono<br />
tax assistance to<br />
low-income<br />
individuals and<br />
families; prepare<br />
and submit state and<br />
federal tax returns<br />
accrual<br />
Assistance with<br />
asset purchase<br />
Postcards mailed to<br />
LIHEAP customers;<br />
info available at all<br />
WCAC locations,<br />
multimedia<br />
campaign<br />
Based on the input WCAC received at Focus Groups and through the surveys, WCAC will continue to<br />
pursue and plan for a citywide “Funders Dialogue,” strategic meetings with the public schools and<br />
higher education linking education to “real” jobs, developing training centers with Quinsigamond<br />
<strong>Community</strong> College (QCC), building a bilingual internship program with local colleges, strengthening<br />
certificate programs, and working with state agencies to increase service/benefit coordination and<br />
change policy (e.g., time limits for cyclical services).<br />
The WCAC will continue to serve on the Regional Interagency on Housing and Homelessness,<br />
participate in the Promise Neighborhood strategy with the Main South CDC and Clark University,<br />
serve on the working committee of the <strong>Worcester</strong> Housing Authority’s “A Better Life” pilot, and<br />
reopen dialogues with the Grafton Job Corps, <strong>Worcester</strong> Public Schools, QCC, Training Resource of<br />
America, and Job One to expand business partners for the summer and year-round jobs programs, as<br />
well as build a more comprehensive jobs and education training program.<br />
The Institute for Energy and Sustainability (IES) is an umbrella network that is locally and regionally<br />
focused. Comprised of a diverse membership including the Lieutenant Governor, Congressman James<br />
McGovern, leaders from WPI and Clark University, the City of <strong>Worcester</strong>, energy contractors, public<br />
utilities, and grassroots organizations, it conducts research on green jobs, delivers energy forums to<br />
engage the community, and continues to secure grant-awarded projects (most recently, IES secured<br />
electric car chargers for the City’s Public Works electric cars). WCAC, with its strong weatherization<br />
and fuel assistance programs, was asked to serve on this committee and has been a keynote speaker at<br />
several events.<br />
WCAC will continue its important work in outreaching to financial institutions--banks and credit<br />
unions--to develop a financial literacy curriculum that, beginning with a pilot program for fuel<br />
assistance customers, will be integrated into each of the agency’s programs. At the same time, WCAC<br />
will continue to expand its cadre of EITC volunteers who are instrumental in delivering the EITC<br />
program.<br />
During the first year of exploration, WCAC will reach out to area congregations, convene a forum of<br />
area clergy, identify issues of concerns, and establish additional partnerships. In its first year workplan,<br />
WCAC will also outreach to Center of Hope, United Way, the Town of Southbridge, and Boys/Girls
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Club in South County and two organizations in the Blackstone Valley Corridor to strengthen their<br />
partnerships and look for ways to expand its programs to these areas.<br />
WCAC will build upon an initial analysis of its Head Start program and review service demands,<br />
staffing needs, and best sites to locate centers and operational efficiencies. Further, continued critical<br />
research around relocating two Head Start facilities in Southbridge, along with the <strong>Community</strong><br />
Partnership and Healthy Families of Southern <strong>Worcester</strong> County programs, into one Southbridge<br />
location will occur in Year One. Talks are underway with Quinsigamond <strong>Community</strong> College (QCC)<br />
regarding the co-location of the College with WCAC (that are strong partners with a vested interest in<br />
the same customers). Creating efficiencies between our education and training programs, pathways to<br />
higher education, and possibly create a “learning lab” for QCC students in the Early Education track<br />
via WCAC’s Head Start program.<br />
Newcomer groups--including Catholic Charities, Southeast Asian Coalition, Lutheran Social Services,<br />
Pernet, Family Health and Edward M. Kennedy Health Centers, and the East African Outreach<br />
Center—will be approached to develop more streamlined referral systems with WCAC—especially for<br />
newcomers.<br />
NATIONAL INDICATORS, OUTCOMES AND EVALUATION<br />
1. Issue: How can WCAC help strengthen its delivery of youth and family educational programs?<br />
Strategy Statement: Education<br />
The growing employment sectors in <strong>Worcester</strong> and Central Massachusetts are construction,<br />
manufacturing, wholesale and retail, financial activities, professional and business services, and leisure<br />
and hospitality. Forecasts indicate that staff levels will be maintained in transportation, utilities, and<br />
information and other services. While many entry-level jobs may exist in these industries -- and more<br />
will open up as the economy improves -- the at-risk youth served through the education programs at<br />
WCAC have not obtained their GED, which will shut them out of many jobs. Existing GED and ABE<br />
programs in <strong>Worcester</strong> and across the Commonwealth are<br />
insufficient to meet demand. WCAC has developed a niche in<br />
youth education and employment, particularly serving high-risk,<br />
low-income youth, including probationers, and newly-released<br />
ex-offenders. WCAC will continue to offer education to these<br />
groups and will explore new partnerships with other Central MA<br />
organizations to expand its offerings. WCAC will also build a<br />
seamless connection between its education and workforce<br />
development programs to provide these youth with the best<br />
Senator Richard T. Moore reads to WCAC<br />
Head Start children.<br />
chances possible of obtaining employment.<br />
Priority #1 – Education<br />
GED and ESL Activities National Performance Indicators<br />
1. Assess <strong>Worcester</strong>-wide GED/ESL programs. 1.2B: Completed ABE/GED and received<br />
2. Expand GED to include adults and pre-GED<br />
to address students testing at or below 7 th grade<br />
level.<br />
certificate or diploma.<br />
1.2B: Completed ABE/GED and received<br />
certificate or diploma.
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
3. Expand the number of educational pathways<br />
for youth and young adults interested in<br />
pursuing jobs, higher education, and military<br />
service with local community colleges and<br />
technical schools.<br />
2.1I: Accessible or increased educational and<br />
training placement opportunities for lowincome<br />
people in the community, including<br />
vocational, literacy, and life skill training,<br />
ABE/GED, and post-secondary education.<br />
Head Start National Performance Indicators<br />
1. Expand South County Head Start GED/ESL. 2.1I: Accessible or increased educational and<br />
training placement opportunities for lowincome<br />
people in the community, including<br />
vocational, literacy, and life skill training,<br />
ABE/GED, and post-secondary education.<br />
2. Determine future location of Head Start in 2.1F: Accessible, safe and affordable childcare<br />
Southbridge by meeting with realtors, or child development placement opportunities<br />
community organizations, and town<br />
for low-income families created or saved from<br />
administration.<br />
reduction or elimination.<br />
2.2B: <strong>Inc</strong>rease in the availability or<br />
preservation of community facilities.<br />
3. Review entire Head Start program and<br />
secure additional funding to serve 95 children<br />
on waiting lists.<br />
4. Grow the “democracy” curriculum into a<br />
program “unit” to present to all customers to<br />
ensure they are familiar with the importance of<br />
voting.<br />
6.3 A3: Children participate in pre-school<br />
activities to develop school readiness skills.<br />
2.1I: Accessible or increased educational and<br />
training placement opportunities that are<br />
available for low-income people in the<br />
community, including vocational, literacy, and<br />
life skill training, ABE/GED, and postsecondary<br />
education.<br />
2. Issue: How can WCAC assist low-income residents -- particularly high-risk youth -- move toward<br />
self-sufficiency through workforce development and employment?<br />
Strategy Statement: Workforce Development and Employment<br />
Two complementary needs in terms of jobs and youth exist within the service area: a significant<br />
number of minority high school drop-outs who need education and workforce development services,<br />
and the need to develop a skilled workforce to supplement/replace an aging workforce. High school<br />
dropout and 4-year high school graduation rates for <strong>Worcester</strong> are worse than Massachusetts rates, and<br />
out-of-school teens here have been found to fare worse than their state or national counterparts. WCAC<br />
has developed a niche in serving high-risk youth who have dropped out of high school.<br />
Through its education, workforce development and Summer<br />
Youth Employment programs, WCAC is meeting the educational and<br />
employment needs of inner-city teens who have thus far been<br />
unable to succeed in a traditional high school setting. Many of the<br />
teens that partake in the summer jobs program also enroll in GED and<br />
workforce development programs at the agency. WCAC will<br />
continue to focus on youth needs for pre-employment training and<br />
experience, job placement, and increased employment supports.<br />
WCAC will also seek to expand private sector involvement with job<br />
Summer jobs program participant<br />
Pauline Nyandwi.
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
preparation and placement generally and through its role in the Workforce Investment Board and the<br />
City Manager’s Youth Advisory Board. National data continues to demonstrate the barrier that<br />
temporary jobs -- often obtained to put food on the table -- can pose to full time employment. WCAC<br />
will maintain outreach for food stamps enrollment to encourage and enable individuals to seek fulltime<br />
employment. Given the highly successful ARRA-funded Job & Education Center that served over<br />
100 highly at-risk youth in 2009, WCAC offered a scaled-down version of the program when the<br />
CSBG ARRA funds expired. Fifty (50) at-risk young people ranging from 16-24 years old entered the<br />
program in cohorts of 10 participants. Thirteen (13) secured full- or part-time jobs, 21 either<br />
completed their GED, entered higher education or a certificate program, or entered the military. Based<br />
on the demand for the program and its tested positive outcomes, WCAC will continue this program,<br />
dependent upon CSBG funds available.<br />
Priority #2 – Employment<br />
Pre-Employment National Performance Indicators<br />
1. Strengthen computer skills by hiring<br />
computer instructor to equip GED students<br />
with skills needed to compete in the job<br />
market so students can obtain higher level<br />
employment opportunities.<br />
2. Re-assess current curriculum for soft<br />
skills/pre-employment training.<br />
3. Work with education institutions to train<br />
and certify students in childcare programs and<br />
early childhood educations for Head Start<br />
programs.<br />
1.2A: Obtained pre-employment<br />
skills/competencies required for employment<br />
and received training program certificate or<br />
diploma.<br />
1.2A: Obtained pre-employment<br />
skills/competencies required for employment<br />
and received training program certificate or<br />
diploma.<br />
1.2A: Obtained pre-employment<br />
skill/competencies required for employment and<br />
received training programs certificate or<br />
diploma.<br />
Job Placement National Performance Indicators<br />
1. Solicit additional funding for Youthworks<br />
wages to expand the number of youth and<br />
jobs.<br />
2. Coordinate with partner agencies to<br />
institutionalize year-round Youthworks<br />
coordinator position<br />
3. Expand diverse multi-sector employers for<br />
database.<br />
2.1B Accessible living wage jobs created or<br />
saved from reduction or elimination in the<br />
community.<br />
4.1A: Number of nonprofit organizations<br />
WCAC works with to promote family and<br />
community outcomes.<br />
2.1B: Accessible “living wage” jobs created or<br />
saved from reduction or elimination in the<br />
community.<br />
Private Sector Partnerships National Performance Indicators<br />
1. Coordinate partners (i.e., WIB, <strong>Worcester</strong><br />
Regional Chamber of Commerce) to develop<br />
a formal advisory board of private sector<br />
employers to assist with job preparation and<br />
placement.<br />
2. Communicate with Workforce Central to<br />
identify other WIA funded programs and<br />
waiting lists.<br />
2.1B: Accessible “living wage” jobs created or<br />
retained in the community.<br />
4.1A: Number of nonprofit organizations<br />
WCAC works with to promote family and<br />
community outcomes.
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Employment Supports<br />
1. With College Consortium, explore a paid<br />
internship program for bilingual student<br />
tutors.<br />
2. Identify wraparound services to support job<br />
& education participants.<br />
Weatherization performed by Bob<br />
Frigon of HouseWarmers.<br />
1.2A: Obtained pre-employment<br />
skills/competencies required for employment.<br />
4.1A: Number of non-profit organizations<br />
community action actively works with to<br />
expand resources and opportunities in order to<br />
achieve family and community outcomes.<br />
3. Issue: How can WCAC best aid low–income residents to become more energy efficient?<br />
Strategy Statement: Energy<br />
WCAC will devote efforts to increasing energy efficiency. While fuel assistance applications are rising<br />
overall, poverty rates in South County towns illustrate need for greater assistance. WCAC will explore<br />
the possibility of partnering with South County agencies to enroll<br />
area residents in fuel assistance and to offer weatherization. Energy<br />
conservation and efficiency will ultimately result in a decreased<br />
level of energy insecurity, which negatively affects not only family<br />
finances, but also health and well-being. Energy audits and<br />
weatherization programs are proven methods of identifying and<br />
addressing high yield activities that will save households money.<br />
Priority #3 – Energy<br />
Fuel Assistance National Performance Indicators<br />
1. <strong>Inc</strong>rease the accessibility of LIHEAP in the<br />
Southern and Western areas through satellite<br />
outreach sites staffed by partnering agencies.<br />
2. Integrate the Benefits Enrollment and<br />
Coordination System into the LIHEAP intake<br />
process<br />
3. Continue educational efforts on benefits of<br />
weatherization to reduce demand for LIHEAP<br />
and improve energy efficiencies.<br />
6.2B: Emergency vendor payments, including<br />
fuel/energy bills.<br />
4.1M: Number of statewide associations or<br />
collaborations community action actively<br />
works with to expand resources and<br />
opportunities to achieve family and<br />
community outcomes.<br />
2.1D: Safe and affordable housing units<br />
preserved or improved through construction,<br />
weatherization, or rehabilitation achieved by<br />
community action activity or advocacy.<br />
Energy Conservation National Performance Indicators<br />
1. <strong>Inc</strong>rease weatherization effectiveness<br />
through advanced building diagnostics at time<br />
of initial audit.<br />
2.1D: Safe and affordable housing units<br />
preserved or improved through construction,<br />
weatherization, or rehabilitation achieved by
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
2. <strong>Inc</strong>rease National Grid AMP audit<br />
production by completing yearly goals ahead of<br />
schedule showing capacity for additional units,<br />
which will increase admin revenue.<br />
3. <strong>Inc</strong>rease WCAC’s role in the LEAN Multifamily<br />
and Energywise programs through cross<br />
training DOE auditors, which will increase<br />
admin revenue.<br />
4. Assist low-income households to reduce<br />
energy burden and access alternative energy<br />
sources by increasing alternative energy<br />
projects.<br />
community action activity or advocacy.<br />
2.1D: Safe and affordable housing units<br />
preserved or improved through construction,<br />
weatherization, or rehabilitation achieved by<br />
community action activity or advocacy.<br />
5.1: Number of staff attending trainings that<br />
increase agency capacity to achieve family and<br />
community outcomes.<br />
6.2B: Number of low-income individuals or<br />
families served by community action that<br />
sought emergency assistance and the<br />
percentage of those households for which<br />
assistance was provided including emergency<br />
vendor or utility payments funded by LIHEAP<br />
or other public and private sources.<br />
4. Issue: How can WCAC increase asset development, with the goal of helping people obtain<br />
permanent housing, purchase a computer and/or car?<br />
Strategy Statement: Asset Development<br />
WCAC will focus its asset development activities on helping people establish Individual Development<br />
Accounts (IDAs) with the goal of saving enough to move into an apartment, purchase a car, computer<br />
or other item (ex: occupational certification) that will help them<br />
move toward self-sufficiency. Asset development will be further<br />
enhances through WCAC's pilot program, offering<br />
financial literacy to repeat fuel assistance customers who are not<br />
elders. WCAC will also continue to offer Earned <strong>Inc</strong>ome Tax<br />
Credit (EITC) assistance, which often helps low-income<br />
residents reclaim hundreds of dollars. Recognizing that asset<br />
development is a crucial building block of self-sufficiency for all<br />
ages, WCAC will include both youth and adult customers in<br />
these efforts.<br />
Priority #4 – Asset Development<br />
Massachusetts Lt. Governor Timothy P.<br />
Murray at WCAC’s VITA/EITC<br />
program kick off on January 28, 2011.<br />
Asset Development National Performance Indicators<br />
1. Expand IDA program.<br />
1.3B2: Number and percentage opening an<br />
IDA or other savings account.<br />
2. Explore ways to include youth, purchasing 1.3B1: Number and percent demonstrating<br />
automobiles, and other assets.<br />
ability to complete and maintain a budget for<br />
over 90 days.<br />
3. Re-assess financial literacy curriculum and 1.3B2: Number and percentage opening an<br />
develop plan for integration into all agency IDA or other savings account.<br />
programs<br />
1.3B1: Number and percent demonstrating<br />
ability to complete and maintain a budget for<br />
over 90 days.
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
4. Implement and expand annual EITC<br />
program by recruiting more volunteers and<br />
outreaching to a larger audience.<br />
1.3A.1: Number and percent of participants in<br />
tax preparation programs who identify any type<br />
of Federal of State tax credit and the<br />
aggregated dollar amount of credits.<br />
Lead Abatement National Performance Indicators<br />
1. Develop effective marketing and expand<br />
outreach for Moderate Risk Deleading<br />
Training to increase the number of trainings<br />
offered.<br />
2. Establish lasting partnerships with other<br />
nonprofits, city and town officials, realtors,<br />
banks, and contractors to increase attendance<br />
of Moderate Risk Deleading Training by 25%.<br />
2.1D: Safe and affordable housing units in the<br />
community preserved or improved through<br />
construction, weatherization or rehabilitation<br />
achieved by community action or advocacy.<br />
4.1A,C,K: Number of organizations WCAC<br />
works with to promote family and community<br />
outcomes.<br />
Expand Housing Assistance National Performance Indicators<br />
1. Maintain existing housing partnerships and<br />
foster new housing partnerships to increase<br />
referrals.<br />
5. Issue: How can WCAC build organizational capacity?<br />
4.1A: Number of nonprofit organizations<br />
WCAC works with to promote family and<br />
community outcomes.<br />
Strategy Statement: Capacity Building<br />
WCAC recognizes that expanded organizational capacity results from increasing total program dollars<br />
and diversity of sources as well as developing partnerships with public, private and other nonprofit<br />
sector entities. WCAC plans to continue strong marketing and outreach efforts and to expand<br />
fundraising efforts, as well as consider revenue-generating strategies and the institution of a sliding fee<br />
scale with some programs. Partnerships with other agencies will be fostered to build relationships,<br />
systems across agencies, policies, programs, and funding that increase WCAC’s and its partners’ own<br />
organizational capacity to serve low-income families and individuals. WCAC will continue to evaluate<br />
and improve its own performance, as well as provide training, education and skill-building<br />
opportunities to staff and board members. Staff surveys and focus groups identified budget limitations,<br />
unfunded state and federal program mandates, and limited staff as challenges for optimal program<br />
delivery.<br />
It should be noted that National Indicators under this category are very limited, but are noted where<br />
applicable.<br />
Other Revenue<br />
1. Maintain and expand new fundraising,<br />
marketing, and outreach efforts.<br />
2. Explore and implement revenue generating<br />
business to generate unrestricted dollars for the<br />
agency.<br />
4.1K: The number of financial/banking<br />
institutions community action actively works<br />
with to expand resources and opportunities to<br />
achieve family and community outcomes.
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Strategic Partnerships<br />
1. Build organizational capacity through<br />
increased peer relationships, interagency<br />
systems, policies, programs, and funding.<br />
2. Assist/ mentor peer nonprofits serving<br />
immigrant at-risk youth populations to address<br />
gaps in services.<br />
3. Continue to participate in the federallyfunded<br />
pilot Promise Neighborhood Initiative<br />
as program supports.<br />
4. Convene funding discussions with public,<br />
private, and philanthropic funders on service,<br />
operational, management and general,<br />
facilities, and program efficiencies.<br />
5. Re-engage the Legal Aid <strong>Community</strong> to<br />
participate in housing/tenant/landlord rights<br />
programs.<br />
Efficiencies<br />
1. Investigate the consolidation of several Head<br />
Start sites and Healthy Families of Southern<br />
<strong>Worcester</strong> County programs into one location<br />
in Southbridge.<br />
Information & Referral<br />
1. Convene meetings with reputable sector<br />
organizations (e.g., Interfaith, <strong>Community</strong><br />
Legal Aid, transportation) to build strategic<br />
pathways and wraparounds for customers.<br />
2. Implement the pilot Benefits Enrollment<br />
Coordination System (BECS) to ensure that<br />
services are available for all referred.<br />
3. Post all first-year research and findings on<br />
WCAC website to share information and<br />
inform the community that WCAC seeks to<br />
ensure that it is accountable and responsible.<br />
Internal Assessment<br />
1. Participate in NIQCA and DHCD<br />
assessment and prepare workplan for HR<br />
enhancements, policy and procedures review,<br />
and best practice strategies.<br />
4.1A, K: Number of nonprofit organizations<br />
and financial banking institutions community<br />
agency work with to promote family and<br />
community outcomes.<br />
4.1A: Number of nonprofit organizations<br />
community agencies work with to promote<br />
family and community outcomes.<br />
2.2E: <strong>Inc</strong>rease or preservation of<br />
neighborhood quality of life resources.<br />
4.1A,G,K: Number of nonprofit organizations,<br />
consortiums/collaborations, and<br />
financial/banking institutions community<br />
action actively works with to expand resources<br />
and opportunities to achieve family and<br />
community outcomes.<br />
1.2H: Number of low-income participants<br />
obtaining safe and stable housing.<br />
2.2B: <strong>Inc</strong>rease in the availability or<br />
preservation of community facilities.<br />
4.1A,B:Number of non-profit and faith-based<br />
organizations community action actively<br />
works with to expand resources and<br />
opportunities in order to achieve family and<br />
community outcomes.<br />
4.1M: Number of state-wide associations or<br />
collaborations community action actively<br />
works with to expand resources and<br />
opportunities in order to achieve family and<br />
community outcomes.<br />
2.2E: <strong>Inc</strong>rease or preservation of<br />
neighborhood quality of life resources.<br />
4.1M: Number of state-wide associations or<br />
collaborations community action actively<br />
works with to expand resources and<br />
opportunities in order to achieve family and<br />
community outcomes.
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
THREE-YEAR FUNDING STRATEGY<br />
To ensure its autonomy and sustainability,<br />
WCAC strives to achieve an ever-expanding<br />
and diverse base of funding diversity. To this<br />
end, the agency continually researches and<br />
explores new sources of funding, including<br />
foundation, corporate, government and<br />
individual sources. Since the hire of an<br />
Organizational Development Administrator in<br />
November 2006, the following fundraising<br />
efforts have been institutionalized:<br />
• An Annual Campaign with 100% board<br />
giving: this has generated over $20,000<br />
WCAC staff say thank you.<br />
Grainger Industrials support WCAC’s Job and Education<br />
Center.<br />
each year for the past 4 years. (FY11 secured $24,000.)<br />
• An Annual <strong>Action</strong> Hero Award event during National <strong>Community</strong> <strong>Action</strong> Month in May that<br />
raises approximately $11,000 in unrestricted funds, results in extensive media coverage and<br />
promotes community awareness about the agency and its programs/services, cultivates new<br />
corporate relationships, and is recognized by <strong>Worcester</strong> City <strong>Council</strong> via proclamations of<br />
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> Month;<br />
• Hosts Annual Legislative Forums in January/February to brief local representatives and<br />
senators on state and federal proposed grant needs as they relate to the agency’s programs;<br />
• Continually seek new revenue streams to the agency: in FY09 $224,899, FY10, $55,044, and<br />
FY11 to date, $36,040 was secured (in restricted and unrestricted funds).<br />
• Website updates and monthly press releases will continue, as these are necessary not only for<br />
current information about our services and agency, but also to stimulate unexpected monetary<br />
donations to the agency by people who have participated in the programs, received services, or<br />
have had relatives helped by WCAC.<br />
• In FY11, an agency-wide “Thank<br />
You” campaign was developed<br />
because of the most generous<br />
outpouring of dollars and in-kind<br />
goods and services as a way to thank<br />
our community supporters. Each<br />
month, a donor theme is selected,<br />
and donors are thanked on our<br />
website, with an electronic thank you<br />
certificate emailed to them. This<br />
simple, yet amazing strategy<br />
continues.<br />
• Continuous monitoring of state and federal budgets.<br />
• Outreach to new corporate donors will be expanded in<br />
both South County and the Blackstone Valley<br />
Corridor to cultivate partnerships, program sponsors, and possible jobs for youth.<br />
Once priority goal areas for the strategic plan were identified, research was conducted to identify<br />
prospective funders for each area, using the Associated Grantmakers of MA database and the on-line
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Foundation Center Directory, the Religious Funders Guide, as well as Internet research. A list of<br />
prospective funders can be found in Appendix H. Once the strategic plan is approved, WCAC staff will<br />
move forward in pursuit of additional funding. During the first year of the strategic plan, WCAC will<br />
also exploring the feasibility of instituting a sliding fee scale for some services, as well as other<br />
revenue-generating opportunities. Once Year One research is complete, WCAC will conduct research<br />
to identify regional and national funders who will support its new initiatives.<br />
VISION STATEMENT<br />
Phrases that will/have guided the development of our new mission statement and strategic plan<br />
include:<br />
"commitment to service excellence"<br />
"accountability"<br />
"reliability"<br />
"trusted partner"<br />
"moving people to self-sufficiency"<br />
EVALUATION<br />
WCAC will develop annual CSBG workplans and budgets aligning with ROMA formatting. Although<br />
not required, WCAC will continue its practice of developing internal workplans that capture qualitative<br />
program information that its Board of Directors deem valuable and informative. Should CSBG<br />
funding be reduced, the agency will scale back to condensed programming.<br />
CONCLUSION<br />
WCAC has a long and proud track record serving and advocating for low-income people in Central<br />
Massachusetts. The agency stands ready to face the complex challenges ahead: global, national, and<br />
local economic storms, a crushing demand for services, the need to maximize limited resources<br />
through creative and strategic programs and partnerships, and the call to action from our customers and<br />
partners to be a lead advocate and convener to address the problems associated with poverty. We will<br />
continue to help pave the way for self-sufficiency opportunities for those we serve. We must do this<br />
through strong partnerships, with best business practices, a commitment to service excellence, and a<br />
great staff and board team!
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Appendix A:<br />
Demographics
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
<strong>Community</strong> Demographic Data<br />
Data Gathered on American Fact Finder 1/3/2011 2005-2009 American <strong>Community</strong> Survey<br />
<strong>Worcester</strong> Auburn Barre Boylston Brimfield Brookfield<br />
Population: 178,397 16,473 5,599 4,365 3,800 3,409<br />
Media Age 34.7 41.8 42.40% 4.31 42.2 46.1<br />
Female-headed households 16% 9.50% 10.60% 5.70% 11.60% 8.20%<br />
Caucasian 78.60% 96.30% 99.10% 96% 99.10% 98.70%<br />
Afican-American/Black 9.20% 0.20% 0.00% 0.00% 0.40% 0.40%<br />
Hispanic 18.10% 1.20% 1.40% 2.80% 0.60% 0%<br />
American Indian/Alaska<br />
Native 0.20% 0.30% 0.00% 0.10% 0% 0%<br />
Asian 5.30% 1.50% 0.00% 2.80% 0% 0%<br />
Native Hawaiian/Pacific<br />
Islander 0.10% 0.10% 0.00% 0% 0% 0.50%<br />
Other 4.50% 0.80% 0.90% 0.50% 0.60% 0.30%<br />
Speak a language other than<br />
English at home 31.10% 6.90% 4.30% 8.50% 4.80% 3.60%<br />
Immigrant Population 18.80% 5.50% 1.40% 5.40% 3.30% 1.80%<br />
% of pop that are vets 8.00% 11.10% 9.90% 9% 17.60% 12.80%<br />
<strong>Inc</strong>ome & Poverty <strong>Worcester</strong> Auburn Barre Boylston Brimfield Brookfield<br />
Median <strong>Inc</strong>ome $45,944 $34,844 $32,438 $48,372 $39,806 $31,768<br />
Median household income $57,257 $80,264 $72,539 $85,642 $74,355 $65,036<br />
Per capita income $24,213 $30,163 $30,570 $46,572 $29,561 $28,826<br />
Median earning for workers $28,881 $34,678 $39,303 $47,312 $39,991 $34,453<br />
Households receiving<br />
earnings 75.20% 80.50% 82.60% 84.90% 82% 84.90%<br />
Retirement income (other<br />
than ss) 13.90% 22.00% 21.80% 13.30% 21.10% 20%<br />
Social Security <strong>Inc</strong>ome 25.40% 33.60% 28.80% 22.80% 28.40% 28.20%<br />
Average SS income $12,938 $7,502 $13,339 $18,655 $17,246 $18,063<br />
Living in poverty 17.90% 6.10% 6.80% 1.50% 4% 2.40%<br />
Living in poverty w/ children 13.90% 3.60% 6.90% 2.50% 1.80% 0%<br />
Female-headed households<br />
w/ incomes below poverty<br />
level 36.40% 10.00% 38.10% 0.00% 9% 0%<br />
Households receiving SSI 7.20% 3.00% 3.50% 1.80% 2.20% 3.50%<br />
Households receiving cash<br />
assistance 4.30% 1.80% 5% 2.10% 0% 0.80%<br />
Households receiving food<br />
stamps 13.60% 3.50% 2.60% 1.10% 6.50% 1.50%
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Charlton Douglas Dudley<br />
E.<br />
Brookfield Grafton Hardwick<br />
Population: 12,596 8,020 11,041 2,141 17,535 2,682<br />
Media Age 39.7 38.1 39 42.2 35.7 42.6<br />
Female-headed households 9.70% 8.70% 7.30% 10.80% 9.20% 10.20%<br />
Caucasian 98.10% 96.7 94.3 99.60% 89.40% 98.10%<br />
Afican-American/Black 0.10% 0.50% 0.60% 0% 2.30% 1.80%<br />
Hispanic<br />
American Indian/Alaska<br />
3.90% 0.70% 2.80% 0% 3% 1.30%<br />
Native 0% 0.30% 0.30% 0% 0% 0%<br />
Asian<br />
Native Hawaiian/Pacific<br />
0.30% 0% 1.10% 0% 7.20% 0%<br />
Islander 0% 0% 0% 0% 0% 0%<br />
Other<br />
Speak a language other<br />
0.70% 1% 2.30% 0% 0.50% 0%<br />
than English at home 5% 4.80% 10.20% 1.40% 13.70% 4.10%<br />
Immigrant Population 3.80% 3.30% 6.80% 1.40% 10.50% 3.40%<br />
% of pop that are vets 11.80% 7.50% 13.30% 11.30%<br />
E.<br />
7.20% 12.50%<br />
<strong>Inc</strong>ome & Poverty Charlton Douglas Dudley Brookfield Grafton Hardwick<br />
Median <strong>Inc</strong>ome $58,114 $38,676 $36,563 $34,107 $51,474 $20,208<br />
Median household income $86,857 $85,325 $69,255 $68,438 $89,649 $58,359<br />
Per capita income $33,040 $33,016 $27,076 $29,797 $39,531 $28,248<br />
Median earning for workers<br />
Households receiving<br />
$46,066 $43,182 $30,800 $38,993 $48,031 $32,232<br />
earnings<br />
Retirement income (other<br />
87.90% 93.10% 85.30% 84.40% 88.50% 75.60%<br />
than ss) 14.10% 8.70% 14.80% 22% 17.60% 18%<br />
Social Security <strong>Inc</strong>ome 24% 11.50% 25.30% 30.90% 19.30% 43.90%<br />
Average SS income $16,004 $15,899 $14,398 $16,180 $15,260 $12,799<br />
Living in poverty 3.50% 2.10% 6.40% 8.10% 6.20% 6.90%<br />
Living in poverty w/ children<br />
Female-headed households<br />
w/ incomes below poverty<br />
2.90% 1.40% 6% 7.50% 1.50% 3.60%<br />
level 9.70% 12.70% 11.90% 47.60% 3.30% 15.10%<br />
Households receiving SSI<br />
Households receiving cash<br />
2.10% 3.10% 2.10% 0.80% 3.50% 2.80%<br />
assistance<br />
Households receiving food<br />
1.20% 0.70% 1.40% 2.80% 1.20% 0%<br />
stamps 1.60% 0.70% 4.80% 4.60% 3% 6%
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Holden Holland Hubbardston Lancaster Leicester Milford<br />
Population: 17,491 2,563 4,439 7,026 11,100 27,636<br />
Media Age 41.6 39.9 42.3 37.3 39.9 37.8<br />
Female-headed<br />
households 7.50% 12.90% 5.20% 10% 12.10%<br />
Caucasian 95.80% 95.9 95.90% 85.70% 93% 88.90%<br />
Afican-American/Black 0.50% 0% 0% 7.80% 2.70% 1.40%<br />
Hispanic 1.40% 0.60% 3.20% 5.70% 2.10% 8.70%<br />
American Indian/Alaska<br />
Native 0.10% 0.70% 0.10% 0.20% 0% 0.50%<br />
Asian 2.40% 1.40% 0.70% 2.60% 1.80% 1.50%<br />
Native Hawaiian/Pacific<br />
Islander 0% 0% 0% 0% 0% 0.10%<br />
Other 0.30% 0% 2.50% 1.60% 1.30% 5.20%<br />
Speak a language other<br />
than English at home 10.10% 2.50% 2.60% 8.90% 8.80% 27%<br />
Immigrant Population 7.10% 2.70% 3% 6.30% 4.60% 19.90%<br />
% of pop that are vets 10.90% 10.90% 13.40% 7% 12.10% 8.10%<br />
<strong>Inc</strong>ome & Poverty Holden Holland Hubbardston Lancaster Leicester Milford<br />
Median <strong>Inc</strong>ome $46,362 $34,769 $25,114 $33,304 $38,750 $34,839<br />
Median household<br />
income $84,745 $73,125 $76,440 $80,956 $72,074 $80,381<br />
Per capita income $36,484 $29,450 $30,329 $30,151 $28,177 $30,017<br />
Median earning for<br />
workers $44,170 $36,176 $42,825 $35,304 $37,166 $33,577<br />
Households receiving<br />
earnings 82.90% 89.60% 83.80% 80.50% 81.60% 85.10%<br />
Retirement income (other<br />
than ss) 20.40% 13.40% 15.40% 17% 22.70% 16%<br />
Social Security <strong>Inc</strong>ome 28.50% 21.20% 21.60% 23.10% 32% 23.40%<br />
Average SS income $16,119 $13,279 $13,874 $16,198 $13,632 $14,960<br />
Living in poverty 3.90% 7% 9.80% 8.60% 4.20% 7%<br />
Living in poverty w/<br />
children 2.50% 3.70% 4% 5.50% 1.90% 5.90%<br />
Female-headed<br />
households w/ incomes<br />
below poverty level 7% 21.50% 22.20% 16.60% 5.60% 25%<br />
Households receiving SSI 1.90% 4.10% 5.10% 2.20% 3.50% 2.60%<br />
Households receiving<br />
cash assistance 1% 1% 1.10% 1.50% 1.80% 1.90%<br />
Households receiving<br />
food stamps 1.70% 5.60% 1% 3.30% 3.20% 4.90%
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
New N.<br />
Millbury Monson Braintree Brookfield Northborough<br />
Population: 13,628 2,170 1,104 5,048 14,732<br />
Media Age<br />
Female-headed<br />
41.6 40.6 38.4 40 39.5<br />
households 12.60% 13.40% 5% 8.60% 7.70%<br />
Caucasian 95.60% 96% 99.50% 96.60% 90.30%<br />
Afican-American/Black 0.20% 0% 0% 0% 0.50%<br />
Hispanic<br />
American Indian/Alaska<br />
2.50% 5.90% 1.40% 0.90% 2.80%<br />
Native 0% 1% 0% 0.40% 0.10%<br />
Asian<br />
Native Hawaiian/Pacific<br />
2% 0% 0% 0.00% 6.50%<br />
Islander 0% 0% 0% 0% 0%<br />
Other<br />
Speak a language other<br />
0.70% 0% 0.40% 0% 1.50%<br />
than English at home 7.80% 0% 3.80% 4% 11.60%<br />
Immigrant Population 4.20% 0% 0.40% 1.90% 10.30%<br />
% of pop that are vets 10.60% 12.10% 7% 10.30% 8.20%<br />
New North<br />
<strong>Inc</strong>ome & Poverty Millbury Monson Braintree Brookfield Northborough<br />
Median <strong>Inc</strong>ome<br />
Median household<br />
$34,846 $30,756 $44,808 $30,125 $41,712<br />
income $71,635 $57,588 $87,813 $69,439 $101,272<br />
Per capita income<br />
Median earning for<br />
$32,093 $25,196 $30,016 $29,221 $42,799<br />
workers<br />
Households receiving<br />
$38,349 $28,942 $37,448 $36,469 $47,086<br />
earnings<br />
Retirement income (other<br />
82.50% 80.10% 88.10% 78.70% 86.50%<br />
than ss) 15.20% 12.10% 16.90% 15.50% 18%<br />
Social Security <strong>Inc</strong>ome 27.40% 21.90% 24% 26.90% 22.50%<br />
Average SS income $14,739 $10,988 $16,266 $13,261 $15,784<br />
Living in poverty<br />
Living in poverty w/<br />
3% 19% 4.50% 5.10% 5.50%<br />
children<br />
Female-headed<br />
households w/ incomes<br />
1.80% 18.90% 3.40% 4% 4.50%<br />
below poverty level 6.20% 45.70% 0% 15.90% 23.70%<br />
Households receiving SSI<br />
Households receiving<br />
1.40% 2.70% 7.90% 3.80% 2%<br />
cash assistance<br />
Households receiving<br />
1.20% 3% 2.10% 1.50% 1.20%<br />
food stamps 4.10% 7.40% 5.80% 2.80% 1.30%
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Northbridge Oakham Oxford Palmer Paxton Princeton<br />
Population: 14,587 1,914 13,813 13,153 4,786 3,539<br />
Media Age 38.6 41.3 39.2 40.9 40.6 44.1<br />
Female-headed households 12.50% 10.70% 10.70% 10% 12.10% 3.20%<br />
Caucasian 97.70% 97.70% 97.60% 97.30% 95.70% 96.30%<br />
Afican-American/Black 0.30% 0% 0.50% 0.40% 1.80% 2.40%<br />
Hispanic 2.30% 2.50% 2.60% 1.40% 0.80% 0%<br />
American Indian/Alaska<br />
Native 0% 0.40% 0% 0% 0% 0%<br />
Asian 101% 0% 0.90% 0.50% 1.80% 1.30%<br />
Native Hawaiian/Pacific<br />
Islander 0% 0% 0% 0.10% 0% 0%<br />
Other 0.50% 0.70% 0.30% 0.20% 0.30% 0%<br />
Speak a language other than<br />
English at home 6.10% 5.40% 8.60% 6.70% 6.20% 1.90%<br />
Immigrant Population 4.40% 3.80% 4.40% 3.10% 5.60% 3.10%<br />
% of pop that are vets 12.90% 10.30% 12.10% 13% 8.70%<br />
<strong>Inc</strong>ome & Poverty Northbridge Oakham Oxford Palmer Paxton Princeton<br />
Median <strong>Inc</strong>ome $40,793 $38,750 $30,900 $26,178 $46,394 $53,618<br />
Median household income $72,292 $75,000 $66,322 $51,154 $92,552 $95,781<br />
Per capita income $31,283 $29,048 $29,113 $27,115 $33,435 $39,334<br />
Median earning for workers $40,062 $35,489 $36,255 $32,164 $37,917 $42,848<br />
Households receiving<br />
earnings 87.60% 92.70% 82.50% 76.60% 80.70% 90.70%<br />
Retirement income (other<br />
than ss) 14.70% 10.70% 17.20% 19.60% 18.40% 12.60%<br />
Social Security <strong>Inc</strong>ome 24.30% 21.50% 25.40% 31.50% 35.80% 20%<br />
Average SS income $16,472 $13,700 $14,262 $14,716 $18,016 $17,950<br />
Living in poverty 4.30% 4.10% 5.60% 10.10% 1.40% 2.40%<br />
Living in poverty w/ children 3.60% 1.10% 4% 7.70% 1.30% 1.50%<br />
Female-headed households<br />
w/ incomes below poverty<br />
level 3.20% 5% 14.20% 18.30% 0% 0%<br />
Households receiving SSI 2.50% 3.10% 2.60% 2.60% 1.60% 1.60%<br />
Households receiving cash<br />
assistance 2.60% 2% 1.60% 3% 1.70% 1%<br />
Households receiving food<br />
stamps 4% 3.80% 4.10% 10.30% 0.40% 4.70%
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Rutland Shrewsbury Southbridge Spencer Sterling<br />
Population: 7,847 33,888 17,516 12,032 7,789<br />
Media Age 37.4 38.3 36.1 42.2 42<br />
Female-headed<br />
households 7.50% 7.50% 18.90% 9.30% 6.70%<br />
Caucasian 96.80% 82.50% 88.20% 93.80% 99.10%<br />
Afican-American/Black 1% 2% 2.60% 0.60% 0%<br />
Hispanic 1.50% 2.40% 25.20% 5.40% 0.80%<br />
American Indian/Alaska<br />
Native 0% 0% 0.10% 0.30% 0%<br />
Asian 1.80% 13.30% 2% 0% 0.30%<br />
Native Hawaiian/Pacific<br />
Islander 0% 0% 0.10% 0% 0%<br />
Other 0% 1% 2.50% 3.90% 0.10%<br />
Speak a language other<br />
than English at home 5.10% 19.80% 28% 8.40% 3.10%<br />
Immigrant Population 4.40% 17% 5.50% 2% 2.10%<br />
% of pop that are vets 11.50% 8% 11.70% 13.60% 11.20%<br />
<strong>Inc</strong>ome & Poverty Rutland Shrewsbury Southbridge* Spencer* Sterling<br />
Median <strong>Inc</strong>ome $43,162 $43,212 $29,007 $30,094 $37,478<br />
Median household income $85,053 $83,608 $42,550 $61,484 $100,019<br />
Per capita income $30,259 $36,790 21,332 $28,889 $39,701<br />
Median earning for workers $37,340 $44,379 $28,494 $36,458 $50,357<br />
Households receiving<br />
earnings 91% 82.90% 75.10% 76.10% 85.10%<br />
Retirement income (other<br />
than ss) 13.10% 17.30% 16.60% 17.20% 24.50%<br />
Social Security <strong>Inc</strong>ome 17.40% 24% 33% 30.70% 26.70%<br />
Average SS income $15,713 $15,095 $13,080 $16,026 $15,363<br />
Living in poverty 5.10% 3.60% 14.60% 5.60% 3.30%<br />
Living in poverty w/<br />
children 4.90% 2.20% 13.40% 2.10% 1.70%<br />
Female-headed<br />
households w/ incomes<br />
below poverty level 7.40% 8.90% 31.90% 5.30% 15%<br />
Households receiving SSI 0.30% 2.40% 5.50% 3.80% 1.80%<br />
Households receiving cash<br />
assistance 2.20% 0.90% 4.70% 3.40% 0%<br />
Households receiving food<br />
stamps 4.80% 1.80% 16.30% 7.50% 0.50%
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Sturbridge Sutton Upton Uxbridge Wales Warren<br />
Population: 8,826 9,124 6,602 12,737 2,143 5,248<br />
Media Age 40.4 39.6 41.6 38.4 41.1 42.5<br />
Female-headed households 11% 6.80% 8.90% 9% 6.20% 16.40%<br />
Caucasian 94.90% 98.90% 98.50% 96.90% 97.10% 97.70%<br />
Afican-American/Black 0% 0.50% 0% 0.30% 0.60% 0.80%<br />
Hispanic 3% 1.70% 0.40% 0.90% 0% 0.50%<br />
American Indian/Alaska<br />
Native 0% 0% 0% 0% 0.70% 0%<br />
Asian 3.40% 0.60% 1.30% 1.70% 0% 0%<br />
Native Hawaiian/Pacific<br />
Islander 0% 0% 0% 0% 0% 0%<br />
Other 0% 0% 0% 0.10% 0% 0.50%<br />
Speak a language other than<br />
English at home 6.20% 6.40% 2.90% 5.10% 1.60% 4.70%<br />
Immigrant Population 3.50% 5.10% 3% 3.70% 2.90% 3.50%<br />
% of pop that are vets 10.50% 11.50% 8.30% 11.40% 15% 13.80%<br />
<strong>Inc</strong>ome & Poverty Sturbridge Sutton Upton Uxbridge Wales Warren<br />
Median <strong>Inc</strong>ome $38,589 $38,385 $37,875 $44,784 $38,947 $37,270<br />
Median household income $72,628 $107,949 $102,604 $80,479 $60,132 $54,009<br />
Per capita income $35,566 $39,861 $41,316 $31,792 $29,440 $27,087<br />
Median earning for workers $42,631 $43,866 $48,883 $41,394 $33.59 $32,484<br />
Households receiving<br />
earnings 83.40% 90.50% 87.70% 85.70% 89.30% 84.80%<br />
Retirement income (other<br />
than ss) 15.40% 16% 13.30% 13.20% 16.80% 16.80%<br />
Social Security <strong>Inc</strong>ome 28.10% 21% 23.20% 23.40% 24.30% 26.50%<br />
Average SS income $15,750 $15,770 $13,518 $15,178 $14,004 $15,544<br />
Living in poverty 6.60% 1.30% 3.60% 6.60% 4.50% 5.70%<br />
Living in poverty w/ children 39.00% 0.60% 1.60% 5.70% 2.80% 3.40%<br />
Female-headed households<br />
w/ incomes below poverty<br />
level 21.90% 7.30% 0% 31.20% 5.60% 11%<br />
Households receiving SSI 0.90% 4.50% 1.40% 1.80% 3.20% 11%<br />
Households receiving cash<br />
assistance 0.90% 1.70% 1.10% 1.70% 0.50% 1.90%<br />
Households receiving food<br />
stamps 2.90% 3.50% 0.90% 2.40% 3.70% 8.70%
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
W. Boylston W. Brookfield Westborough<br />
Population: 8,090 3,883 18,427<br />
Media Age 40.8 46.5 39<br />
Female-headed households 9.10% 10.60%<br />
Caucasian 93.80% 95.40% 79.80%<br />
Afican-American/Black 4.40% 2% 2.10%<br />
Hispanic 6.30% 0% 2.80%<br />
American Indian/Alaska<br />
Native 0% 0% 0.10%<br />
Asian 0.30% 2.60% 15.60%<br />
Native Hawaiian/Pacific<br />
Islander 0% 0% 0%<br />
Other 1.50% 0% 0.20%<br />
Speak a language other than<br />
English at home 8.20% 6.10% 22.80%<br />
Immigrant Population 3.30% 4.00% 20.90%<br />
% of pop that are vets 10.20% 9.60% 7.90%<br />
<strong>Inc</strong>ome & Poverty W. Boylston W. Brookfield Westborough<br />
Median <strong>Inc</strong>ome $44,358 $28,693 $52,989<br />
Median household income $82,688 $61,610 $96,623<br />
Per capita income $29,182 $30,118 $43,187<br />
Median earning for workers $36,425 $35,491 $55,432<br />
Households receiving<br />
earnings 77.60% 80.80% 85.30%<br />
Retirement income (other<br />
than ss) 27.60% 21.50% 14.80%<br />
Social Security <strong>Inc</strong>ome 32.90% 33.20% 23.50%<br />
Average SS income $14,412 $13,565 $17,212<br />
Living in poverty 2.10% 7.30% 4.30%<br />
Living in poverty w/ children 2.50% 3.10% 1.30%<br />
Female-headed households<br />
w/ incomes below poverty<br />
level 19.10% 6.30% 16.10%<br />
Households receiving SSI 1% 1.40% 1.50%<br />
Households receiving cash<br />
assistance 1.20% 2% 1.10%<br />
Households receiving food<br />
stamps 1.30% 2.10% 2.60%
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Appendix B:<br />
WCAC Service Area<br />
Map
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Appendix C:<br />
<strong>Plan</strong>ning + Development<br />
Board Meeting Minutes
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
August 2010<br />
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. (WCAC)<br />
Internal Strategic <strong>Plan</strong>ning Process<br />
FY2012-2014<br />
TIMELINE<br />
WCAC Senior Management discussion about upcoming SP process.<br />
Corresponded with DHCD regarding new/revised guidelines on the SP<br />
process. Response was “no significant deviations.”<br />
Developed RFP for Strategic <strong>Plan</strong>ning Consultant. Reviewed Southern<br />
New England Nonprofit Consultant Directory. Due date 9/24/10.<br />
8/26/10 Posted RFP on website and sent letters to:<br />
Jay W. Vogt, Peoplesworth (no response)<br />
Sarah Lange, NewEra4Nonprofits (response)<br />
Suzanne Buglione, <strong>Community</strong> Build (response)<br />
September 2010<br />
9/24/10 Reviewed two submitted RFPs received on 9/24/10 and completed a<br />
comparison, selected NewEra4Nonprofits because of history and cost<br />
($20,000 less!).<br />
October 2010<br />
Met with Sarah Lange to review service contract and expectations.<br />
Service agreement executed effective 10/18/10 – 9/1/11.<br />
10/25/10 Presented a brief overview to the Board of Directors, along with an<br />
abbreviated list of timeline, activities, and deliverables.<br />
S<strong>Plan</strong>ning Team (Development group) corresponded with S. Lange<br />
regarding moving up the timeline because of the holidays.<br />
11/5/10 S<strong>Plan</strong>ning Team met with S. Lange regarding changes in surveys,<br />
demographics, and review about capturing primary data. Clark Graduate<br />
School Professor Susan Millette discussed the importance of using<br />
WCAC Octopia data to draw assumptions prior to dispersing surveys.<br />
Focus groups were discussed. Survey translations: Swahili, Vietnamese,<br />
and Spanish. Reduce number of surveys. Assume no state dollars! Will<br />
most likely need translator for focus groups.<br />
11/18/10 Met with S. Lange and S. Millette to review revised surveys. Question:<br />
How do you innovate in a basic needs environment? Consistency in<br />
listing programs on website, brochures and other ephemera. S. Lange<br />
reported on conversation with Board Chair: consider revising mission<br />
statement so that it is measurable.
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
11/29/10 Director of <strong>Plan</strong>ning and Development presented more detailed<br />
activities, timeline and deliverables to the 8 AM Executive Committee.<br />
S<strong>Plan</strong>ning Team reviewed all agency constituents to establish focus<br />
group invitees.<br />
December 2010<br />
12/1/10 S<strong>Plan</strong>ning Team attended mandatory DHCD CAP <strong>Plan</strong>ning 10:00 AM –<br />
1:30 PM at DHCD. Presented “Board Involvement” from last strategic<br />
plan.<br />
January 2011<br />
12/20/10 S<strong>Plan</strong>ning Team met with Executive Director. Discussed: How to budget<br />
for SP/Focus Groups. <strong>Plan</strong>s to contact all organizations/businesses, keep<br />
sessions to 1hr, group participants by theme. Can we post SP progress on<br />
website? How will we measure the significance of an issue vs. how well<br />
that sector is represented?<br />
S<strong>Plan</strong>ning Team tightened up customer survey questions; survey to be<br />
sent to Emily McLaughlin at DHCD and S. Lange. Focus Groups: Group<br />
participants more broadly but by theme (i.e. combine<br />
health/housing/food). <strong>Plan</strong> on conducting groups in Feb/March ’11.<br />
<strong>Inc</strong>lude a group of Program Managers/Education staff. Invited<br />
participants will be contacted via email.<br />
1/6/11 S<strong>Plan</strong>ning Team met with S. Lange. Made minor edits to customer<br />
survey, board and staff surveys anticipated. Final drafts of focus group<br />
questions, other agency funder, and elected official surveys completed.<br />
Survey Monkey drafts anticipated for all. Discussed: Translation services<br />
provided by Lutheran Social Services or Family Health Center for<br />
Vietnamese and Swahili. Spanish will be done by Clark U student.<br />
Identified nine focus groups, plan for meeting locations, times and<br />
facilitators. Reviewed timelines and deadlines, submit first materials to<br />
DHCD by 1/14/11.<br />
1/7/11 S<strong>Plan</strong>ning Team discussed and edited SP budget and reviewed other<br />
documents due to DHCD by 1/14/11.<br />
Budget has been revised by Director of Finance for salary amounts, S.<br />
Lange hours to be added, determine how many board members have<br />
participated in each event/will participate in future events. Do we need to<br />
include associated costs? (Photocopying, printing, translation, postage,<br />
binding, etc.) Ballpark $5k. Do we need to bump up hours?<br />
1/27/11 Executive Director and S<strong>Plan</strong>ning Team met with S. Lange. Discussed:<br />
scheduling of focus groups, who will attend, who will facilitate. Three<br />
groups will be held at <strong>Worcester</strong> Public Library. Executive Director to<br />
lead USE Group, tentative March 18; Deputy Director to lead Education<br />
staff, internal youth, East African Outreach Center, and <strong>Community</strong><br />
Connections Coalition; Board Chair to lead <strong>Worcester</strong> Chamber of<br />
Commerce; South County and Blackstone Valley groups TBD. Board
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
facilitation/training? Awaiting DHCD to approve surveys for translation,<br />
email focus group invitations soon.<br />
February 2011 Board of Directors voted to put S<strong>Plan</strong>ning on hold due to pending federal<br />
CSBG cuts. Notified all previously contacted constituents of focus group<br />
postponement.<br />
March 2011 S<strong>Plan</strong>ning on hold due to pending federal CSBG cuts.<br />
April 2011<br />
3/31/11 Executive Director and S<strong>Plan</strong>ning Team met with S. Lange to discuss<br />
how to proceed with scaled back version of SP.<br />
Discussed: customer survey distribution; combining all three <strong>Worcester</strong><br />
focus groups into one; facilitation of South County, Blackstone Valley<br />
and youth focus groups; contacting key stakeholders holders and SP<br />
update at 6/27/11 board meeting.<br />
S<strong>Plan</strong>ning Team acknowledged the short timeframe and developed<br />
strategies to distribute surveys.<br />
4/6/11 S<strong>Plan</strong>ning Team emailed all three previously invited <strong>Worcester</strong><br />
organizations/businesses to participate in a single condensed focus group<br />
held on 4/20/11.<br />
4/20/11 <strong>Worcester</strong> focus group held at <strong>Worcester</strong> Public Library. Group included<br />
invitees from all three previously invited groups, faith,<br />
health/housing/food, and youth/education. Executive Director and<br />
S<strong>Plan</strong>ning Team attended. S. Lange facilitated group. All participants<br />
unable to attend were emailed questions for quick and easier responses.<br />
Ongoing customer surveys distributed and collected daily. Board surveys<br />
emailed. Customer surveys (English, Spanish, Vietnamese, and Swahili)<br />
posted on website.<br />
4/25/11 East African Outreach Center focus group held at WCAC offices. Led by<br />
the Deputy Director and Director of <strong>Plan</strong>ning and Development.<br />
4/27/11 Blackstone Valley focus group held at Millbury Federal Credit Union.<br />
Attended by Executive Director and S<strong>Plan</strong>ning Team. S. Lange<br />
facilitated group.<br />
GED/Job and Education Center focus group held at WCAC offices.<br />
Attended by Special Projects Coordinators. Deputy Director facilitated<br />
group.<br />
4/29/11 South County focus group held at MacKinnon Head Start site. Attended<br />
by Deputy Director, S<strong>Plan</strong>ning Team, Head Start staff, Director of<br />
Healthy Families of Southern <strong>Worcester</strong> County. S. Lange facilitated<br />
group.
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
May 2011<br />
June 2011<br />
Targeted listservs were provided with electronic surveys.<br />
5/10/11 <strong>Worcester</strong> <strong>Community</strong> Connections Coalition focus group held at<br />
WCAC offices. Attended by Special Projects Coordinator. Deputy<br />
Director facilitated group.<br />
5/17/11 Head Start Policy <strong>Council</strong> focus group held at Oxford Head Start site.<br />
Attended by Head Start Director and staff, and Special Projects<br />
Coordinator. Deputy Director facilitated group.<br />
5/23/11 Board of Directors focus group held. Attended by Executive Director,<br />
Director of <strong>Plan</strong>ning and Development, Executive Administrative<br />
Assistant, and Special Projects Coordinator. S. Lange facilitated group.<br />
6/9/11 Staff Development Day: ~120 WCAC staff participated in 1-hour focus<br />
groups at <strong>Worcester</strong> State University. Each group facilitated by a staff<br />
member with a second staff member as scribe. Groups discussed the<br />
same five questions asked of all previous focus groups.<br />
6/22/11 S<strong>Plan</strong>ning Team met with S. Lange and S. Millette. Discussed: Survey<br />
findings and prepared for board presentation.<br />
6/27/11 S. Lange presented findings of all SP surveys and focus groups to Board<br />
of Directors. Discussed: small sampling of customers served<br />
participated, but findings are believed to be characteristic of the whole;<br />
basic needs reiterated in all findings as desired agency focus; what is our<br />
niche? Are other organization in our service area providing the<br />
same/similar services? Who is doing it the best? Are there opportunities<br />
for collaboration?; evaluate all programs over the next 6-8 months for<br />
performance; WCAC should not consider adding any programs in the<br />
near future – CSBG budget as a consideration for all programs; consider<br />
adding a small fee for service; what organizations could rent our soon to<br />
be empty office space? Must have a similar mission.<br />
7/21/11 Executive Director and S<strong>Plan</strong>ning Team met with S. Lange.<br />
Discussed: Extension of August 1 DHCD deadline. Top 5 priority areas,<br />
WCAC’s strongest areas and how to improve them: youth job<br />
development, Head Start, asset development; need to increase financial<br />
literacy, civics, voting, across the agency; look heavily at partnerships,<br />
duplication of services and how we can best work together; new grant<br />
and revenue generating program opportunities; re-working of mission<br />
statement and creating a visioning statement.
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. (WCAC)<br />
Internal Strategic <strong>Plan</strong>ning Process<br />
FY2012-2014<br />
MEETING MINUTES<br />
Friday September 24, 2010<br />
Attended by: Executive Director<br />
Director of <strong>Plan</strong>ning & Development<br />
CSBG Manager<br />
Reviewed: Two submitted RFP’s for SP Consultant. Sarah Lange, NewEra4Nonprofits was chosen due<br />
to history and substantially lower cost.<br />
Monday October 25, 210<br />
Attended by: Executive Director<br />
WCAC Board of Directors<br />
Director of <strong>Plan</strong>ning & Development<br />
Presented: An overview of SP process with an abbreviated list of timeline, activities, and deliverables.<br />
See Board of Directors’ meeting notes (attached).<br />
Monday November 5, 2010<br />
Attended by: Director of <strong>Plan</strong>ning & Development<br />
CSBG Manager<br />
Special Projects Coordinator<br />
NewEra4Nonprofits Consultant<br />
Clark University Graduate Professor<br />
Discussed: All surveys: customer, funder, board, other agency, staff/internal elected official<br />
- Survey issues to consider:<br />
o Culturally are people comfortable filling out surveys? (paper, oral etc.)<br />
o Should we have a separate South County survey?<br />
o Do customers of one program know other services we offer?<br />
o Keeping language consistent across all surveys<br />
o Consider language/reading level of survey participants<br />
- Focus groups should be answering questions about “pressing needs” and “safety net”<br />
- Larger Qs to look at:<br />
o What are our agency priorities?<br />
� Building a safety net<br />
� Expanding in-depth programs?<br />
� Keeping our heads above water?<br />
� Changing/creating partnerships?<br />
- Survey revisions.<br />
Thursday November 18, 2010<br />
Attended by: Director of <strong>Plan</strong>ning & Development<br />
CSBG Manager<br />
Special Projects Coordinator<br />
NewEra4Nonprofits Consultant
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Clark University Graduate Professor<br />
Discussed: How could Octopia be utilized for pulling data?<br />
- How can we demonstrate we are fulfilling our mission? How can we re-word the mission to be<br />
measurable?<br />
- Should SP be moved out of board time? Separate committee/meeting? We think no.<br />
- Survey revisions.<br />
Monday November 29, 2010<br />
Attended by: Executive Director<br />
WCAC Board of Directors Executive Committee<br />
Director of <strong>Plan</strong>ning & Development<br />
Presented: More detailed activities, timeline and deliverables. See Executive Committee meeting notes<br />
(attached).<br />
Monday December 20, 2010<br />
Attended by: Executive Director<br />
Director of <strong>Plan</strong>ning & Development<br />
CSBG Manager<br />
Special Projects Coordinator<br />
Discussed: Budget<br />
- How is SP being budgeted for?<br />
o Staff<br />
o Board – executive & program committees<br />
o Volunteer in-kind<br />
o Printing<br />
o Translations<br />
- Focus Groups<br />
o Decision to contact all organizations/companies on master focus group list<br />
o Limit focus groups to 1 hour limit – additional info can be submitted through<br />
writing<br />
o Hold groups with a theme (education, energy etc.) and have like organizations<br />
attend – additional orgs can attend if missed out on their own theme<br />
o Have Anne B. send an email blast to all her contacts<br />
o <strong>Inc</strong>lude health, food & shelter together<br />
o Create a media group<br />
- Questions to think about<br />
o How will we measure the significance of an issue vs. how well represented that<br />
sector is?<br />
o How do we get an accurate representation of groups despite who shows up?<br />
o Can we keep SP updates on the website? Meeting dates, timeline etc.<br />
Monday December 20, 2010<br />
Attended by: Director of <strong>Plan</strong>ning & Development<br />
CSBG Manager<br />
Special Projects Coordinator<br />
Discussed: Focus Groups
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
- Group themes more tightly<br />
o Keep youth separate<br />
o Add media group<br />
o Add USE group<br />
- <strong>Plan</strong> on holding groups in Feb/March<br />
- Focus group of program managers/education staff<br />
- Will contact orgs via email for focus groups<br />
- Customer Survey revisions made<br />
Thursday January 6, 2011<br />
Attended by: Director of <strong>Plan</strong>ning & Development<br />
CSBG Manager<br />
Special Projects Coordinator<br />
NewEra4Nonprofits Consultant<br />
Discussed: Finalized customer survey<br />
- S. Lange will finalize and draft staff and board surveys based from customer survey<br />
- S. Lange will create Survey Monkey links for each<br />
- Focus group questions have been finalized. Other agency, funder and elected official surveys<br />
will be same as focus group questions.<br />
- Need to secure translation service for Vietnamese and Swahili through Lutheran Social<br />
Services or Family Health Center, Clark student is doing Spanish<br />
- Identified 9 focus groups & discussed holding sessions<br />
o Faith – Library – possibly a Thurs morning<br />
o Youth & Education – Library – possibly a Thurs morning<br />
o Health, Housing & Food – Library – possibly a Thurs morning<br />
o Business groups – Deb Penta?<br />
o South County groups<br />
o Blackstone Valley groups – Donna to contact Jeannie Hebert<br />
o Energy groups – Jill & Donna<br />
o USE group – Jill to put on schedule<br />
o Staff/internal – Development team & Priscilla<br />
• would like to be done session by April 14 th<br />
- Town demographic information given to S. Lange<br />
- Reviewed timelines & deadlines<br />
- First materials to be submitted to DHCD by Jan 14 th<br />
Friday January 7, 2011<br />
Attended by: Director of <strong>Plan</strong>ning & Development<br />
CSBG Manager<br />
Special Projects Coordinator<br />
Discussed: strategic plan budget.<br />
- Budget has been revised by Director of Finance for salary amounts<br />
- S. Lange hours to be added<br />
- Determine how many board members have participated in each event/will participate in future events<br />
- Do we need to include associated costs? (Photocopying, printing, translation, postage, binding etc.)<br />
Ballpark $5,000<br />
- Do we need to bump up hours?
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Thursday January 27, 2011<br />
Attended by: Executive Director<br />
Director of <strong>Plan</strong>ning & Development<br />
CSBG Manager<br />
Special Projects Coordinator<br />
NewEra4Nonprofits Consultant<br />
Discussed: Scheduling of focus groups, who will attend, who will facilitate<br />
-3 focus groups to be held at <strong>Worcester</strong> Public Library<br />
- Faith<br />
- Youth & Education<br />
- Housing/Health & Food<br />
- Thursday February 24, 2011 9-10:30<br />
- Thursday March 3, 2011 9-10:30<br />
- Thursday March 10, 2011 9-10:30<br />
- Executive Director to lead USE Group (tentative March 18 th )<br />
- Deputy Director to lead education staff, internal youth, East African Outreach Center and<br />
<strong>Community</strong> Connections<br />
- Board Chair to lead Chamber of Commerce group<br />
- South County and Blackstone groups TBD<br />
- Board facilitation/training?<br />
- Awaiting DCHD to approve surveys for translation<br />
- Can board member Thuha Le refer us to someone who can translate Vietnamese for a reduced<br />
rate?<br />
- Email focus group invites late January & again early February<br />
Thursday March 31, 2011<br />
Attended by: Executive Director<br />
Director of <strong>Plan</strong>ning & Development<br />
CSBG Manager<br />
Special Projects Coordinator<br />
NewEra4Nonprofits Consultant<br />
Discussed: Proceeding with scaled back strategic planning<br />
- Customer surveys have been translated from English to Vietnamese, Spanish and Swahili<br />
- Customer surveys were distributed to program managers on 3/30/11 and need to be emailed to<br />
Sarah to be linked to our website<br />
- Proposed April morning focus group at YWCA for all constituents, need to book room and<br />
email all invitees, will try to get board participation/facilitation<br />
- Hold South County Policy <strong>Council</strong> focus group (Joyce)<br />
- Hold Blackstone Valley focus group (Jeannie Hebert)<br />
- Hold youth focus group (Priscilla) Sarah will draft youth questions<br />
- Contact key stakeholders<br />
- Present strategic plan progress to board during June 27, 2011 meeting<br />
Wednesday April 20, 2011<br />
Attended by: Executive Director<br />
Director of <strong>Plan</strong>ning & Development<br />
CSBG Program Manager<br />
Special Projects Coordinator
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
NewEra4Nonprofits Consultant<br />
Clark University Graduate Professor<br />
<strong>Worcester</strong> Focus Group – held at <strong>Worcester</strong> Public Library. See focus group minutes.<br />
Monday April 25, 2011<br />
Attended by: Director of <strong>Plan</strong>ning & Development<br />
CSBG Manager<br />
East African Outreach Center Focus Group – held at WCAC Offices. See focus group minutes.<br />
Wednesday April 27, 2011<br />
Attended by: Executive Director<br />
Director of <strong>Plan</strong>ning & Development<br />
CSBG Program Manager<br />
Special Projects Coordinator<br />
NewEra4Nonprofits Consultant<br />
Blackstone Valley Focus Group – held at Millbury Federal Credit Union. See focus group minutes.<br />
Friday April 29, 2011<br />
Attended by: Deputy Director<br />
Director of <strong>Plan</strong>ning & Development<br />
CSBG Program Manager<br />
Special Projects Coordinator<br />
NewEra4Nonprofits Consultant<br />
South County Focus Group – held at MacKinnon Head Start site. See focus group minutes.<br />
Tuesday May 10, 2011<br />
Attended by: Deputy Director<br />
Special Projects Coordinator<br />
<strong>Worcester</strong> <strong>Community</strong> Connections Coalition Focus Group – held at WCAC offices. See focus group<br />
minutes.<br />
Thursday May 12, 2011 – Provided Gerald Bell, DHCD, with progress updates for SP.<br />
Tuesday May 17, 2011<br />
Attended by: Deputy Director<br />
Special Projects Coordinator<br />
Head Start Policy <strong>Council</strong> Focus Group – held at Oxford Head Start site. See focus group minutes.<br />
Monday May 23, 2011<br />
Attended by: Executive Director<br />
Director of <strong>Plan</strong>ning & Development<br />
Executive Administrative Assistant<br />
Special Projects Coordinator<br />
NewEra4Nonprofits Consultant<br />
Board of Director Focus Group – See Board of Directors’ meeting notes (attached).<br />
Thursday June 9, 2011<br />
Attended by: All WCAC staff
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
WCAC Staff Development Day, Staff Focus Groups – held at <strong>Worcester</strong> State University. See staff<br />
focus group minutes.<br />
Wednesday June 22, 2011<br />
Attended by: Executive Director<br />
Director of <strong>Plan</strong>ning & Development<br />
CSBG Manager<br />
Special Projects Coordinator<br />
NewEra4Nonprofits Consultant<br />
Clark University Graduate Professor<br />
Discussed: Survey and focus group finding findings<br />
- Finding account for .5% of clients served – skewed data<br />
- All respondents echo basic needs.<br />
- Can we pick up a smaller non-profit and address their admin needs/ WCCC moving out<br />
- Need to look at program duplication in the region, who’s doing the same things? Who does it<br />
best? Which is our niche?<br />
- Prepared for June 27 Board Meeting<br />
Monday June 27, 2011<br />
Attended by: Executive Director<br />
Executive Administrative Assistant<br />
Special Projects Coordinator<br />
NewEra4Nonprofits Consultant<br />
Board of Director Meeting – See Board of Directors’ meeting notes (attached).<br />
NewEra4Nonprofit Consultant’s notes:<br />
-Board of Directors has decided to take the first six months of the Strategic <strong>Plan</strong> to answer the<br />
following questions:<br />
- What is WCAC’s niche?<br />
- What is our exsisting capacity?<br />
- Who else is doing what we’re doing? How effective are they?<br />
- What’s our partnership potential?<br />
- What opportunities do we have to generate revenue/fees?<br />
- Based on the answers yielded by these questions during the first six months of the Strategic <strong>Plan</strong> the<br />
Board of Directors will decide which, if any, of the following strategies they want to adopt:<br />
- Advocacy around policy change<br />
- Serving as a convener around problems/issues<br />
- Integrating financial literacy across WCAC programs<br />
- <strong>Inc</strong>reasing our network of partners<br />
- <strong>Inc</strong>reasing efficiency by offering “back office” services for <strong>Worcester</strong> nonprofits
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Thursday July 21, 2011<br />
Attended by: Executive Director<br />
Director of <strong>Plan</strong>ning & Development<br />
CSBG Manager<br />
Special Projects Coordinator<br />
NewEra4Nonprofits Consultant<br />
Discussed: Top 5 priority areas determined by customer, staff and other agency surveys<br />
Customer Staff Other agency<br />
1. Heating costs 1. Housing 1. Housing<br />
2. Housing 2. Jobs 2. Jobs<br />
3. Jobs 3. Heating costs 3. Food insecurity<br />
4. Health Insurance 4. English deficiency 4. Transportation<br />
5. Food insecurity 5. Food insecurity 5. Health care<br />
- Note that we will address food insecurities and housing through referrals but that it is not our niche.<br />
- Requested extension from upcoming August 1 deadline from DHCD, extension needed in order to<br />
gain full board approval of documents for submission. Waiting for approval, next board meeting<br />
August 22, 2011.<br />
- Move forward in all planning based on 2008 CSBG funding levels (~$560K)<br />
- <strong>Inc</strong>lude NIQCA/DHCD review into capacity building<br />
- Youth job development:<br />
- Who else is doing what we’re doing? Where can we form creative partnerships? Grafton Job<br />
Corps.? Training Resources of America?<br />
- Consider approaching large local corporations (Staples, TJX, Goya) about how partnerships<br />
for jobs<br />
- Push on our established employers for larger commitments and opportunities for permanent<br />
jobs<br />
- Asset Development:<br />
- Restructure IDA program for smaller goals saving for a car, apartment or computer?<br />
- Weave financial literacy training across all agency programs, introduce financial literacy<br />
training to all customers who walk in our doors, especially target repeat/revolving door<br />
customers<br />
- Create an incentive for attending financial literacy training (ex: participants will be entered in<br />
a drawing for $500 grocery store gift card)<br />
- Revenue generating possibilities:<br />
- Provide backroom operations for other <strong>Worcester</strong> nonprofits<br />
- Additional childcare services through head start sites<br />
- Summer camp<br />
- Food preparation and nutrition courses<br />
- Childcare/Head Start:<br />
-How do we expand childcare?<br />
- Reach out to <strong>Worcester</strong> Head Start/<strong>Worcester</strong> Public Schools<br />
-<strong>Inc</strong>rease advocacy, voting, civics, financial literacy throughout programs.<br />
- Research – pilot and risk-taking initiatives<br />
- Marketing:<br />
- Talk to Penta Communications about potential entering into social media.
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
- Talk to Chris Sawyer about designing a window display demonstrating people helping<br />
people.<br />
- Consider:<br />
- End of summer celebration for summer jobs youth<br />
- Considering faith based grant opportunities (often for social services and basic needs)<br />
- Having students do research: Possibly students of Laurie Ross or Susan Millette at Clark<br />
University<br />
- Reworking the mission statement shorter/tighter: “Helping people move to self-sufficiency.” –<br />
Needs board approval.<br />
- Theme for the year ahead: “A Year of Excellence” focus on accountability, commitment,<br />
trust….incorporate these themes in the Vision Statement.<br />
- Quarterly forums with partners<br />
- Looking at more national grant opportunities<br />
- Who are our biggest partners, should they come in and directly present to our board?<br />
- <strong>Worcester</strong> Interfaith<br />
- <strong>Worcester</strong> County Food Bank<br />
- Central MA Housing Alliance<br />
- Who are our biggest asset partners?<br />
- <strong>Worcester</strong> Public Schools<br />
- Quinsigamond <strong>Community</strong> College<br />
- Faith organizations<br />
- Corporate businesses<br />
- Messaging/community conversations – accountability<br />
- Next steps:<br />
- Capacity building = always improving<br />
- Having conversations with all partners, who is doing the same thing? How can we work<br />
together? What linkages are there? How can we work together to be strong as a whole?<br />
- Board development/training/involvement<br />
- Have board guests around themes: Jobs (WIB), Energy (city), housing (city)<br />
- Position research on website
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Attendees:<br />
Board Chair Deb Penta<br />
Jack Foley<br />
Barbara Haller<br />
Yary Jaen<br />
Kathy Johnson<br />
Mike Keegan<br />
Jozefina Lantz<br />
Thuha Le<br />
Melissa Madera<br />
Jean Perkins<br />
Gladys Rodriguez-Parker<br />
Don Xenos<br />
Staff:<br />
Jill Dagilis<br />
Lisa Johnson<br />
Priscilla Holmes<br />
MacKenzie D’Assis<br />
Donna McGrath<br />
Facilitator: Sarah Lange, Consultant<br />
WCAC Board of Director’s Strategic <strong>Plan</strong>ning Meeting<br />
Monday May 23, 2011<br />
5:30 p.m.<br />
Sarah presented a sampling of data to date. Much discussion centered on the growing immigrants in<br />
the community. J. Lantz said the large influx of Iraqis will continue into next year (alone with<br />
Burundi). These are very educated people (doctors, professionals) who speak English well. She<br />
explained that there are many immigrants/refugees who are Lottery Visa people who show up<br />
anywhere, so there is always a mix.<br />
The 5 top concerns from the collected data were similar among the different groups of constituents.<br />
Sarah led a visioning exercise.<br />
What would it take to earn WCAC the non-profit of the year award?<br />
- Seeing less of the same people because we’re staying true to our mission and moving<br />
customers up and out of poverty<br />
- Great reviews from state and government, no compliance issues<br />
- Entrepreneur program<br />
- Improve/diversify funding sources<br />
- Year round jobs for youth<br />
- Constant youth summer jobs funding/plenty of jobs to go around<br />
- Expanding our partner/employers base<br />
- Teaching youth the technology they need<br />
- Expanding our geographic reach<br />
- Affordable childcare
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
- Close relationships with corporate partners for childcare; work with businesses to help resolve<br />
issue. Many employers want to offer work-based childcare<br />
- A new immigrant center share expertise, information, don’t chase after immigrants, let them go<br />
to the center<br />
- Job training<br />
- Sharing resources with other similar organizations<br />
- WCAC should be leaders in the discussion of merger-economic efficiencies; WCAC at t<br />
crossroads and needs to be sensitive; explore conversations with smaller “like” agencies that<br />
relate to core mission. Don’t want to come across as “gobbling” small agencies; come at them<br />
as an agency that can help. Better coordinated service. Funders want this and may drive this<br />
with financial support.<br />
- Merging with smaller non-profits that share the sane ideals and goals<br />
- Meet with smaller agencies, how can we help them? What do they need?<br />
Words about WCAC/its mission/vision:<br />
- Empowerment - Learning<br />
- Training - Compassion<br />
- Self-sufficiency - Assets<br />
- Poverty/anti-poverty - Advocacy<br />
- Hope - Customers<br />
- Education - <strong>Community</strong><br />
- Optimism - Assist<br />
- Independence - Integrity<br />
- Care - United<br />
- Change - Quality<br />
- Devoted<br />
Much discussion about not using words with negative connotation such as poverty, poor, anti-poverty<br />
and to just focus on the positive and moving forward. How to make the shift from cyclical services?<br />
Goal is to never stigmatize, but recognize there are problems, but that should not give up hope.
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Appendix D:<br />
Survey and Focus Group<br />
Instruments
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong><br />
Customer Survey<br />
We need your help! The <strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong> (WCAC) is gathering input from the people who<br />
use its programs and services in order to do some planning for the next three years. Please complete this survey<br />
while you’re here today. If you need help completing this survey, please ask a WCAC staff person. When you’re<br />
done, you can hand it to the receptionist, who will seal it in an envelope. All the information you share will remain<br />
confidential. Thanks for helping us with this project!<br />
1. What are the biggest issues you and/or your family face on a daily basis? Please check all that apply.<br />
Affordable/safe housing<br />
Food insecurity<br />
Educational opportunities<br />
Need my GED<br />
Need to learn/improve my English<br />
Heating costs<br />
Childcare/after-school care<br />
Job opportunities/job skills/unemployment/under-employment<br />
Personal or family safety<br />
Health Insurance<br />
Healthcare<br />
Transportation<br />
Immigration status<br />
Discrimination<br />
Other:_________________________<br />
2. In each section, please rank the services in terms of how important they are to you when dealing with the that<br />
particular issue.<br />
SAFE & AFFORDABLE HOUSING Very<br />
Help you save to buy a house<br />
<strong>Inc</strong>rease the # of units of affordable housing<br />
Provide rental assistance<br />
Prevent foreclosure<br />
Prevent homelessness<br />
Address homelessness<br />
Other:<br />
Important<br />
HEALTH AND NUTRITION Very<br />
Important<br />
Provide information & applications for food stamps (SNAP)<br />
Access to health insurance<br />
Access to health care<br />
Access to food<br />
Other:<br />
Somewhat<br />
Important<br />
Somewhat<br />
Important<br />
Not<br />
Important<br />
Not<br />
Important
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
JOBS AND MONEY Very<br />
Important<br />
Provide job training<br />
Help with job search and placement<br />
Organize summer jobs for youth<br />
Provide savings programs for individuals (IDAs)<br />
Provide programs to help with credit issues<br />
Provide budgeting help<br />
Provide help with tax preparation<br />
Other:<br />
EDUCATION Very<br />
Important<br />
Provide GED classes<br />
Provide ESL (English as a Second Language) classes<br />
Help with translation<br />
Other:<br />
FUEL/ENERGY/HEATING Very<br />
Important<br />
Provide fuel assistance<br />
Help weatherize homes to lower heating bills<br />
Programs that help people who are behind on their heating bill<br />
Replace people’s old appliances with Energy Star appliances<br />
Retrofit/replace old heating systems to lower heating bills<br />
Other:<br />
YOUTH AND FAMILY Very<br />
Important<br />
Provide support, information and education to parents<br />
Help people connect with other community resources<br />
Prenatal/infant care and support for teen mothers<br />
Provide Early Head Start (ages 0-3)<br />
Provide Head Start (ages 3-pre-K)<br />
Provide help paying for childcare<br />
Provide affordable summer daycare/camp in Southern<br />
<strong>Worcester</strong> County<br />
Other:<br />
Somewhat<br />
Important<br />
Somewhat<br />
Important<br />
Somewhat<br />
Important<br />
Somewhat<br />
Important<br />
Not<br />
Important<br />
Not<br />
Important<br />
Not<br />
Important<br />
Not<br />
Important
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
3. Which services have you used at WCAC in the past 12 months? Please check all that apply.<br />
GED classes<br />
Employment training/assistance<br />
Career counseling<br />
Job and internship placement<br />
Life Skills workshops<br />
YouthWorks (summer jobs for youth)<br />
Early Head Start (ages 0-3)<br />
Head Start (ages 3-pre-K)<br />
Fuel Assistance<br />
Weatherization<br />
AMPS (replacing old appliances)<br />
HEARTWAP (heating system repair)<br />
Deleading training<br />
Help with overdue heating bills<br />
SNAP (food stamps)<br />
IDA (individual savings account)<br />
Earned <strong>Inc</strong>ome Tax Credit (free tax<br />
preparation)<br />
<strong>Worcester</strong> <strong>Community</strong> Connections<br />
Coalition<br />
Resource & Referral Center<br />
Start Our Success (helping policereferred<br />
young adults get a job)<br />
GED classes (Excel, WINGS)<br />
Partners with Parents<br />
(Oxford/Webster/Southbridge)<br />
Job & Education Center<br />
4. Finally, we’re asking you to provide some information about yourself that will help us make sure we’re<br />
running the right programs, offering the right services, and whether we need to hire staff who speaks a<br />
different language. This information will be kept confidential.<br />
a) How familiar are you with WCAC?<br />
1 2 3<br />
very somewhat not at all<br />
b) What is the zip code where you live? ______________<br />
c) How do you get to WCAC? Bus Cab My own car Get a ride from friend or family<br />
Walk Other:____________<br />
d) How convenient is WCAC’s current location?<br />
1 2 3<br />
very somewhat not at all<br />
e) Is there adequate parking? Yes No - Please explain: _______________________________<br />
f) Is there adequate space to meet with staff? Yes No<br />
g) Is there enough privacy when you meet with staff? Yes No<br />
h) How old are you?<br />
under 16 16 – 20 21 – 30 31 – 40 41 – 50 51 -64<br />
65+<br />
i) What is your gender? Male Female Transgender<br />
j) What language do you feel most comfortable receiving services in? Please check all that apply.<br />
English Spanish Polish Vietnamese<br />
Khmer Russian Swahili Arabic<br />
Albanian Other:___________________
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
k) Are you a newcomer to the United States? How Yes – What is your country of origin?________<br />
No<br />
l) Do you have a high school diploma or GED? Yes No<br />
m) Are you employed? Yes -- Please circle: Full time or Part time No<br />
n) Are you a parent? Yes -- and I have ___ children, ages:_______ No<br />
Are you a single parent? Yes No<br />
o) Please describe your current living situation:<br />
I own my home I rent my home<br />
I live with family I live with a friend/friends<br />
I live in a residential program or shelter I am currently homeless<br />
Other: __________________<br />
How long have you been in your current living situation? _____________ weeks/months/years<br />
p) What was your total family income in 2009?<br />
Under $6,000 $6,000 - 10,000 $10,001 – 15,000<br />
$15,0001 – 20,000 $20,0001 – 25,000 $25,001 – 35,000<br />
$35,001 – 50,000 more than $50,000<br />
q) Where do you get information about resources in the community? Please check all that apply.<br />
TV Radio Newspaper Internet Phone book Bus ads<br />
Church/synagogue Health care provider Library<br />
Other:______________<br />
THANKS FOR YOUR TIME!<br />
Please return your survey to the receptionist, or mail it to:<br />
New Era - 210 Park Avenue, Suite 205, <strong>Worcester</strong>, MA 01609<br />
64
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong><br />
La encuesta cliente<br />
¡Necesitamos su ayuda! El Consejo Acción de la Comunidad de <strong>Worcester</strong> (WCAC) está recogiendo<br />
información de los usuarios de los programas y servicios de WCAC para prepararse por los próximos<br />
tres años. Por favor, completa esta encuesta hoy. Si necesita ayuda pregúntale al personal de WCAC.<br />
Cuando termine, entrégalo a la recepcionista quien va a encerrarlo en un sobre. Toda la información<br />
que comparte permanecerá confidencial. ¡Gracias para su ayuda con este proyecto!<br />
1. ¿A diario, que son los mayores asuntos para usted y su familia? Marque los que son pertinente.<br />
La vivienda segura y asequible<br />
La inseguridad de comida<br />
Las oportunidades educacionales<br />
Necesita mi GED<br />
Necesita aprender/mejorar mi ingles<br />
El coste de calefacción<br />
Cuidado de niños/ cuidado después escuela<br />
Las oportunidades de empleo/competencias laborales de empleo/desempleo<br />
La seguridad personal y familiar<br />
Seguro de enfermedad<br />
Cuidado de salud<br />
Transporte<br />
Estatus de inmigración<br />
Discriminación<br />
Otro:_________________________<br />
2. Clasifique los servicios de cada sección y márcalos según su importancia<br />
La vivienda segura y asequible Muy<br />
Ayuda para ahorrar en su propia casa<br />
Aumenta los números de vivienda asequible<br />
Proporciona ayuda de alquilar<br />
Previene la ejecución hipotecaria<br />
Previene la ejecución hipotecaria<br />
Dirige los temas de ayuda a las personas sin hogar<br />
Otro:<br />
importante<br />
Salud y Nutrición Muy<br />
importante<br />
Proporciona la información y la solicitud de cupones de<br />
alimentos (SNAP)<br />
Acceso a seguro de enfermedad<br />
Acceso a cuidado de salud<br />
Acceso a comida<br />
Otro:<br />
Poco<br />
importante<br />
Poco<br />
importante<br />
No<br />
importante<br />
No<br />
importante<br />
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Trabajo y Dinero Muy<br />
importante<br />
Proporciona la capacitación laboral<br />
Ayuda con la búsqueda de trabajo y de colocación<br />
Dispone trabajo de verano para los jóvenes<br />
Proporciona programas de ahorro para individuos (IDAs)<br />
Proporciona programas de ayuda para personas con asuntos<br />
de crédito<br />
Proporciona ayuda con el presupuesto<br />
Proporciona ayuda con la preparación de impuestos<br />
Otro:<br />
Educación Muy<br />
Importante<br />
Proporciona clases de GED<br />
Proporciona clases de ESL<br />
Ayuda con traducciones<br />
Otro:<br />
Combustible/Energía/Calefacción Muy<br />
Importante<br />
Proporciona asistencia de combustible<br />
Ayuda con la climatización de la casa para bajar la factura de<br />
la calefacción<br />
Programas de ayuda para pagar facturas de calefacción que<br />
todavía no se han pagado<br />
Sustituye electrodomésticos viejos con electrodomésticos de<br />
Energy Star<br />
Cambia sistemas viejos de calefacción por nuevos más<br />
eficientes para bajar las facturas de la calefacción<br />
Otro:<br />
Jóvenes y La Familia Muy<br />
Importante<br />
Proporciona apoya, información y educación a los padres<br />
Ayuda a la gente con otros recursos de la comunidad<br />
Cuidado prenatal/infantil y apoyo para madres adolescentes<br />
Proporciona Early Head Start (0-3 de edad)<br />
Proporciona Head Start ( 3-pre K de edad)<br />
Proporciona ayuda para pagar el cuidado de los niños<br />
Proporciona el cuidado diario de niños y campamentos durante<br />
los meses de verano a precio asequible en el condado del sur<br />
de <strong>Worcester</strong><br />
Otro:<br />
Poco<br />
Importante<br />
Poco<br />
Importante<br />
Poco<br />
Importante<br />
Poco<br />
Importante<br />
No<br />
Importante<br />
No<br />
Importante<br />
No<br />
Importante<br />
No<br />
Importante<br />
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3. ¿Cual son los servicios de WCAC que ha usado en los anteriores 12 meses? Marque los que son pertinente.<br />
Clases de GED<br />
Asistencia/capacitación laboral<br />
Consejos de orientación laboral<br />
Colocación de trabajo y aprendizaje<br />
Taller de habilidades practicas<br />
YouthWorks (trabajo para los jóvenes<br />
en el verano))<br />
Early Head Start (0-3 de edad)<br />
Head Start (3- pre-K de edad)<br />
Asistencia de combustible<br />
Adaptación al clima<br />
AMPS (cambia los electrodomésticos<br />
viejos)<br />
HEARTWAP (reparaciones de los<br />
sistemas de calefacción)<br />
Practicas a quitar el plomo<br />
Ayuda cuando las facturas de<br />
calefacción están sin pagan<br />
SNAP (cupones de alimentos)<br />
IDA (cuentas individuales de ahorro)<br />
Earned <strong>Inc</strong>ome Tax Credit<br />
(Preparación de los impuestos)<br />
<strong>Worcester</strong> <strong>Community</strong> Connections<br />
Coalition (Coalición de las conexiones<br />
del condado de <strong>Worcester</strong>)<br />
Resource & Referral Center (El centro<br />
de recursos y referencias)<br />
Comenzamos Nuestro Éxito<br />
(ayudando los jóvenes con referencias<br />
de la policía obtener trabajo)<br />
Clases de GED (Excel, WINGS)<br />
Socios con los padres<br />
(Oxford/Webster/Southbridge)<br />
El centro de trabajo y educación<br />
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4. Finalmente, nos gustaría saber si usted nos proporcionaría información para ayudarnos a decidir sobre el<br />
futuro de nuestros programas.<br />
a) ¿Cuál es su familiaridad con WCAC?<br />
1 2 3<br />
Muy poco ningún<br />
b) ¿Que es su código postal?_________________<br />
c) ¿Cómo llega a WCAC? Autobús Taxi Propio coche Le lleva un amigo o familia<br />
Camina Otro:____________<br />
d) ¿Esta WCAC bien situado?<br />
1 2 3<br />
Si Poco No<br />
e) ¿Hay estacionamiento adecuado? Si No<br />
Si no, explica porque no por favor: ____________________________<br />
f) ¿Hay espacio suficiente para reunirse con el personal de WCAC Si No<br />
g) ¿Hay suficiente privacidad cuando se reúne con el personal de WCAC? Si No<br />
h) ¿Cuántos años tiene?<br />
Menos de 16 16 – 20 21 – 30 31 – 40 41 – 50<br />
51 -64 65+<br />
i) ¿Cuál es su género? Hombre Mujer Transgénero<br />
j) ¿En qué idioma se siente usted la mayoría de los recibir cómodos los servicios? Verifique por favor<br />
todo que aplica.<br />
Ingles Español Polaco Vietnamés Khmer<br />
Ruso Swahili Árabe Albanes<br />
Otro:___________________<br />
k) ¿Es usted un recién llegado a los Estados Unidos?<br />
Si - ¿Cual es su país de origen?_____________ No<br />
l) ¿Tiene un diploma de escuela secundaria o GED? Si No<br />
m) ¿Esta usted empleado?<br />
Si -- por favor marque: __tiempo completo o __tiempo parcial<br />
No<br />
n) ¿Es usted un padre?<br />
Si - ¿Cuántos hijos tiene? _____ ¿Cuántos años tiene?_________ No<br />
¿Es usted un padre soltero? Si No<br />
o) Describe su situación de vivienda:<br />
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<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Dueño de mi propia casa Alquilo mi casa<br />
Vivo con mi familia Vivo con amigo/amigos<br />
Vivo en un programa residencial o refugio Estoy sin hogar<br />
Otro: __________________<br />
¿Por cuantas semanas, meses o años ha viviendo en esta situación?_____________<br />
p) ¿Qué fue sus ingresos familiares totales en 2010??<br />
Menos de $6,000 $6,000 - 10,000 $10,001 – 15,000<br />
$15,0001 – 20,000 $20,0001 – 25,000 $25,001 – 35,000<br />
$35,001 – 50,000 más que $50,000<br />
q) ¿De dónde saca usted la información acerca de los recursos en la comunidad?<br />
TV Radio Periódico Internet Agenda<br />
anuncios en el autobús Iglesia/sinagoga Proveedor de cuidado de salud<br />
Biblioteca Otro:______________<br />
¡Gracias para su paciencia!<br />
Por favor, entregue su encuesta a la recepcionista o envía por correo a:<br />
New Era- 210 Park Avenue, Suite 205 <strong>Worcester</strong>, MA 01609<br />
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<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong><br />
Utafiti wa Mteja<br />
Tunahitaji msaada wako! Jumuiya ya Utekelezaji wa Baraza ya <strong>Worcester</strong> (WCAC) ina kusanya maoni kutoka<br />
kwa watu ambao wanatumia programu zake na huduma za kusaidia shirika yetu kuendeleza programu ambayo<br />
inakidhi mahitaji katika jamii yetu. Tafadhali kamilisha utafiti huu wakati uko hapa leo. Kama unahitaji msaada<br />
kukamilisha utafiti huu, tafadhali uliza mfanyakazi wa WCAC . Wakati umalizapo, wajilisha barua kaa karani, na<br />
atayiweka kwenye bahasha. Habari zote umepatiana zitawekwa siri. Shukrani kwa ajili ya kutusaidia sisi na mradi<br />
huu!<br />
5. Ni masuala gani makubwa wewe na / au familia yako munapatana nayo kila siku? Tafadhali angalia zote<br />
zinazotumika.<br />
Kupata nyumba kwa beyi nafuu /makazi salama<br />
Uhaba wa chakula<br />
Fursa ya elimu<br />
Haja ya GED yangu<br />
Haja ya kujifunza / kuboresha kiingereza changu<br />
Gharama ya kuweka joto kwenye nyumba<br />
Huduma ya watoto/ huduma ya watoto baaada ya shule<br />
Nafasi za kazi/ ujuzi wa kazi/ukosefu wa kazi/chini ya ajira<br />
Binafsi au usalama wa familia<br />
Bima ya afya<br />
Huduma ya afya<br />
Usafiri<br />
Hali yako ya uhamiaji<br />
Ubaguzi<br />
Nyingine: _________________________<br />
6. Katika kila sehemu, Tafadhali peyana cheo kwa kila huduma na jinsi muhimu kwako kwa kukabiliana na suala<br />
hilo.<br />
USALAMA & NYUMBA ZA GHARAMA NAFUU Muhimu<br />
Kukusaidia kuweka fehda ya kununua nyumba<br />
Kuongezea vyamba vya nyumba ya ghalama nafuu<br />
Kutoa msaada wa kukodisha<br />
Kuzuia ukomeshaji wa haki ya kukomboa<br />
Kuzuia kutokua na makazi<br />
Kushughulikia mambo ya kutokua na makazi<br />
Nyingine:<br />
Sana<br />
AFYA NA KULA BORA Muhimu<br />
Sana<br />
Kutoa taarifa na maombi kwa ajili ya misaada ya<br />
chakula(SNAP)<br />
Njia ya kufikia bima ya afya<br />
Njia ya kufikia huduma ya afya<br />
Upatikanaji wa chakula<br />
Nyingine:<br />
Muhimu<br />
Kiasi<br />
Muhimu<br />
Kiasi<br />
Si<br />
Muhimu<br />
Si<br />
Muhimu<br />
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<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
KAZI NA FEDHA Muhimu<br />
Sana<br />
Kutoa mafunzo ya kazi<br />
Msaada wa kutafuta kazi na upangaji<br />
Kuandaa makazi kwa vijana wakati<br />
Wa majira wa joto<br />
Kutoa mipango ya akiba kwa watu binafsi (IDAs)<br />
Kutoa mipango kusaidia na masuala ya mikopo<br />
Kutoa msaada wa bajeti<br />
Kutoa musaada kwa maandalizi ya kodi<br />
Nyingine:<br />
ELIMU Muhimu<br />
Sana<br />
Kutoa mafunzo ya GED<br />
Kutoa mafunzo ya kiingereza kama lugha ya pili<br />
Msaada wa kusaidia kutafsiri<br />
Nyingine:<br />
MAFUTA/NISHATI/ JOTO Muhimu<br />
Sana<br />
Kutoa msaada wa mafuta<br />
Msaada wa kupunguza gharama ya kuchemusha nyumba<br />
Mipango ya kusaidia watu ambao wako nyumba kwa kulipa bili<br />
zawo za kuchemusha nyumba<br />
Kubadirisha vifaa muze na vile vya kisasa<br />
Kubadirisha vifaa muze vya joto ili gharama ya joto iyende cini<br />
Nyingine:<br />
VIJANA NA FAMILIA Muhimu<br />
Sana<br />
Kutoa msaada , habari na elimu kwa wazazi<br />
Kuwasaidia watu kuungana na rasilimali nyingine za jamii<br />
Kabla ya kujifungua/ huduma kwa watoto wachanga na<br />
kuwasaidia wasichana wadogo ambao wana watoto<br />
Kutoa elimu ya mwanzo (myaka 0-3)<br />
Kutoa elimu ya mwanzo (myaka 3-kabula-K)<br />
Kutoa msaada kwa kusaidia kwa malipo ya huduma ya watoto<br />
Kutoa huduma nafuu kwa wakati wa joto/ kambini kwa mkoa wa<br />
kusini wa <strong>Worcester</strong><br />
Nyingine:<br />
Muhimu<br />
Kiasi<br />
Muhimu<br />
Kiasi<br />
Muhimu<br />
Kiasi<br />
Muhimu<br />
Kiasi<br />
Si<br />
Muhimu<br />
Si<br />
Muhimu<br />
Si<br />
Muhimu<br />
Si<br />
Muhimu<br />
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<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
7. Ni huduma gani ambayo umetumia kwa WCAC kwa miezi 12 iliopita? Tafadhali angalia zote zinazotumika.<br />
Madarasa ya GED<br />
Mafunzo ya kazi / msaada<br />
Ushauri wa kazi<br />
Kazi na kuwekwa kwenye vitendo<br />
Ma semina ya ujuzi wa maisha<br />
Kazi za vijana(makazi ya vijana kwa<br />
wakati wa majira)<br />
Elimu ya mwanzo (miaka 0-3)<br />
Elimu ya mwanzo(miaka 3-kabla-K)<br />
Msaada wa mafuta<br />
Ya hewa<br />
AMPS (kubadilisha vifaa nze)<br />
HEARTWAP (kubadilisha vifaa vya<br />
joto)<br />
Mafunzo ya kutoa rangi mbaya<br />
Usaidizi kwa bili za joto zilizo pita<br />
SNAP (kuponi ya chakula)<br />
IDA (akaunti ya akiba kwa binafsi)<br />
Kurudishiwa kodi kwa mapato<br />
(maandalizi ya kodi kwa bure)<br />
<strong>Worcester</strong> <strong>Community</strong> Connections<br />
Coalition<br />
Rasilimali & Vituo vya malezeo<br />
Maanzishi ya mafanikio yetu(Kusaidia<br />
polisi-kufahamisha vijana kupata kazi)<br />
Madrasa ya GED (Excel, WINGS)<br />
Kushiriki pamoja na wazazi<br />
(Oxford/Webster/Southbridge)<br />
Kazi na vituo vya elimu<br />
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8. Hatimaye,Tunakuuliza kutoa taarifa kuhusu wewe mwenyewe ambayo itatusaidia kuhakikisha ya kwamba<br />
tuna mipango ya haki, na kama tunatoa huduma za haki, na kama tunahitaji kuajiri wafanyakazi ambao<br />
wanaongea lugha tofauti. Habari hii itakuwa siri.<br />
a) Jinsi gani unaitambua WCAC?<br />
1 2 3<br />
Sana kiasi Si fahamu<br />
b) Ni zip code gani ambapo unaishi? ______________<br />
c) Jinsi gani unafika kwenye WCAC? Basi Taxi Gari yangu kupata lifti kutoka kwa rafiki au<br />
familia Kutembea Nyingine:____________<br />
d) Ni jinsi gani inafaa eneo la WCAC?<br />
1 2 3<br />
Sana Kiasi Si fahamu<br />
e) Je, kuna maengesho ya kutosha? Ndiyo Apana- Tafadhali eleza:<br />
_______________________________<br />
f) Je, kuna nafasi ya kutosha unapokutana na wafanyakazi? Ndiyo Apana<br />
g) Je, kuna faragha ya kutosha wakati unapokukutana na wafanyakazi? Ndiyo Apana<br />
h) Una umri gani?<br />
Chini ya 16 16 – 20 21 – 30 31 – 40 41 – 50<br />
51 -64 65+<br />
i) Ni nini jinsia yako? Kiume Kike Mageuzi<br />
j) Lugha gani wewe kujisikia vizuri zaidi katika huduma ya kupokea? Tafadhali angalia zote zinazotumika.<br />
Kiingereza Kihispania Polish Kivietinamu Khmer<br />
Urusi Swahili Kiarabu Kialbeni : Nyingine ______________<br />
k) Je, wewe ni mgeni humu Amerekani? Jinsi gani Ndiyo – Nini nchi yako ya asili?____________<br />
Apana<br />
l) Je, una diploma ya sekondari au GED? Ndiyo Apana<br />
m) Je, wewe kuajiriwa? Ndiyo -- Tafadhali weka mduara: Muda kamili or Sehemu ya muda<br />
Apana<br />
n) Je, wewe ni mzazi? Ndiyo – na niko na watoto wa_____, myaka:_______ Apana<br />
Je, wewe ni mzazi mmoja? Ndiyo Apana<br />
o) Tafadhali eleza maisha yako ya sasa:<br />
Mimi mwenye nyumba yangu Mimi na kodi nyumba yangu<br />
Mimi huishi na familia Mimi huishi na rafiki / marafiki<br />
Mimi huishi kwa mipango ya makazi au malazi ya kusaidiwa Sasa sina makao<br />
Nyingine: __________________<br />
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<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Muda gani umekuwa katika hali ya sasa?_____________ Majuma / Miezi/ Miaka<br />
p) Kwa jumla familia yako muri pata mapato mangapi kwa mwaka 2010?<br />
Chini ya $6,000 $6,000 - 10,000 $10,001 – 15,000<br />
$15, 0001 – 20,000 $20, 0001 – 25,000 $25,001 – 35,000<br />
$35,001 – 50,000 Juu ya $50,000<br />
q) Wapi unapata taarifa kuhusu rasilimali katika jamii? Tafadhali angalia zote zinazotumika.<br />
TV Radio Gazeti Internet Kitabu cha simu<br />
Matangazo kwenye basi Kanisa / sinagogi Mtoa huduma wa afya<br />
Maktaba Nyingine: _____________<br />
ASANTE KWA MUDA WAKO!<br />
Tafadhali rudidsha utafiti wako kwa mhudumu wa mapokezi, au tuma baruwa :<br />
New Era - 210 Park Avenue, Suite 205, <strong>Worcester</strong>, MA 01609<br />
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<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong><br />
Tham Khảo Ý Kiến Của Quý Vị<br />
Chúng tôi cần sự giúp ñỡ của quý vị! WCAC ñang tập họp ý kiến của quý vị, những người tham gia và<br />
nhận phục vụ ñể giúp chúng tôi mở rộng chương trình hầu ñáp ứng nhu cầu của cộng ñồng chúng ta.<br />
Xin vui lòng hoàn tất bản tham khảo này trong khi quý vị ñang ở ñây. Nếu quý vị cần giúp ñiền bản<br />
tham khảo này, xin hỏi nhân viên WCAC. Khi quý vị ñã hoàn tất xin vui lòng trao cho thư ký, họ sẽ<br />
dán bao thư lại. Tất cả những tin tức quý vị chia sẽ, sẻ ñược giữ bí mật. Cám ơn quý vị ñã giúp ñỡ.<br />
1. Những vấn ñề gì sau ñây quý vị hoặc gia ñình thường gặp phải? Có thể chọn hết nếu có<br />
Nhà với giá vừa phải/an toàn<br />
Thức ăn không hợp vệ sinh<br />
Cơ hội tốt về giáo dục<br />
Cần bằng trung cấp bổ túc<br />
Cần học/cải tiến tiếng Anh của tôi<br />
Trợ cấp tiền sưởi<br />
Giữ trẻ/giữ trẻ sau giờ học<br />
Cơ hội trong việc làm/kỹ năng trong việc làm/thất nghiệp/không ñủ việc làm<br />
Sự an toàn cho bản thân và gia ñình<br />
Bảo hiểm sức khỏe<br />
Chăm sóc sức khỏe<br />
Phương tiện giao thông<br />
Tình trạng di dân<br />
Kỳ thị<br />
Những vấn ñề khác_________________________<br />
2. Trong mỗi phần, Xin ñánh giá mức quan trọng của các dịch vụ khi quý vị cần ñối ñầu với những<br />
vấn ñề sau.<br />
AN TOÀN & NHÀ CỬA GIÁ PHẢI CHĂNG<br />
Giúp quý vị tiết kiệm ñể mua nhà<br />
Tăng số nhà ở với giá phải chăng<br />
Trợ giúp tiền thuê nhà<br />
Ngăn chặn tịch thu nhà<br />
Ngăn chặn tình trạng vô gia cư<br />
Giải quyết tình trạng vô gia cư<br />
Những vấn ñề khác:<br />
Rất quan<br />
trọng<br />
SỨC KHỎE VÀ DINH DƯỠNG Rất quan<br />
trọng<br />
Cung cấp thông tin và ñơn xin phiếu thực phẩm<br />
Giúp xin bảo hiểm sức khoẻ<br />
Giới thiệu bác sĩ chăm sóc sức khỏe<br />
Giúp xin thực phẩm<br />
Những vấn ñề khác:<br />
Hơi quan<br />
trọng<br />
Hơi quan<br />
trọng<br />
Không<br />
quan trọng<br />
Không<br />
quan trọng<br />
7
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
VIỆC LÀM VÀ TÀI CHÁNH Rất quan Hơi quan Không<br />
Huấn nghệ ( dậy nghề)<br />
Giúp tìm việc và xin việc làm<br />
Sắp xếp việc làm mùa hè cho thanh thiếu niên<br />
Chương trình giúp cá nhân ñể dành (IDAs)<br />
Chương trình giúp về các vấn ñể của thẻ tín dụng<br />
Chương trình giúp dự thảo tài chánh<br />
Chương trình giúp khai thuế<br />
Những vấn ñề khác:<br />
trọng trọng quan trọng<br />
GIÁO DỤC Rất quan<br />
trọng<br />
Chương trình lớp học lấy bằng trung cấp phổ thông<br />
Chương trình học tiếng Anh (ESL)<br />
Giúp thông dịch<br />
Những vấn ñề khác:<br />
NHIÊN LIỆU/ NĂNG LƯỢNG/ SƯỞI Rất quan<br />
trọng<br />
Chương trình trợ giúp tiền sưởi<br />
Giúp bơm hơi ấm vào nhà ñể giảm tiền sưởi<br />
Chương trình trợ giúp những gia ñình thiếu tiền sưởi<br />
Thay ñồ gia dụng ñiện cũ với ñồ gia dụng Energy Star<br />
Tân trang/thay ñổi hệ thống sưởi củ ñể giảm tiền sưởi<br />
Những vấn ñề khác:<br />
TRẺ EM VÀ GIA ðÌNH Rất quan<br />
trọng<br />
Chương trình giúp ñỡ, cung cấp thông tin và hướng dẫn<br />
cho phụ huynh<br />
Giúp mọi người kết nối với dịch vụ khác trong cộng<br />
ñồng<br />
Chăm sóc trước khi sanh/ấu nhi và hổ trợ những người<br />
mẹ tuổi vị thành niên<br />
Chương trình Head Start cho các em (tuổi từ 0-3)<br />
Chương trình Head Start cho các em (tuổi từ 3-5)<br />
Chương trình trợ giúp trả tiên giữ trẻ<br />
Chương trình giữ trẻ mùa hè/trại hè giá phải chăng trong<br />
khu vực phía Nam <strong>Worcester</strong><br />
Những vấn ñề khác:<br />
Hơi quan<br />
trọng<br />
Hơi quan<br />
trọng<br />
Hơi quan<br />
trọng<br />
Không<br />
quan trọng<br />
Không<br />
quan trọng<br />
Không<br />
quan trọng<br />
7
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
3. Các dịch vụ nào sau ñây quý vị ñã sử dụng tại WCAC trong 12 tháng qua? Có thể chọn hết nếu có.<br />
lớp bổ túc trung cấp<br />
Trợ giúp tiền nợ cho sưởi<br />
Huấn nghệ/ giúp tìm việc làm<br />
Phiếu thực phẩm<br />
Tư vấn nghề nghiệp<br />
Tài khoản ñể dành của cá nhân<br />
Việc làm và việc làm thực tập<br />
Giúp khai thuế miễn phí<br />
Những lớp học về kỹ năng sống<br />
Kết nối với cộng ñồng trong<br />
Việc làm mùa hè cho thiếu niên<br />
<strong>Worcester</strong><br />
Chương trình Head Start (tuổi 0-3)<br />
Trung tâm thông tin & Giới thiệu<br />
Chương trình Head Start (tuổi 3-5)<br />
Chương trình giúp cảnh sát tìm việc<br />
Chương trình trợ giúp tiền sưởi<br />
cho các em thanh thiếu niên<br />
Bơm chất giữ ấm cho nhà<br />
Lớp bổ túc trung cấp (Excel, WINGS)<br />
Thay ñồ gia dụng ñiện cũ<br />
Hợp tác với phụ huynh<br />
Sữa chữa hệ thống sưởi cũ<br />
(Oxford/Webster/Southbridge)<br />
Hướng dẫn về tẩy chì<br />
Trung tâm tìm việc & giáo dục<br />
4. Cuối cùng, chúng tôi yêu cầu quý vị cung cấp một số thông tin về bản thân ñể giúp chúng tôi<br />
ñảm bảo rằng chúng tôi ñang có một chương trình phù hợp với quý vị, và cũng cho chúng tôi<br />
biết rằng chúng tôi có cần thêm nhân viên nói ngôn ngữ của quý vị không? Những thông tin<br />
quý vị chia sẻ, sẽ ñược giữ bí mật.<br />
a) Quý vị có quen thuộc với WCAC không?<br />
1 2 3<br />
rất quen quen ít Không quen<br />
b) Mã số (zip code) vùng nơi quý vị ñang sống? ______________<br />
c) Quý vị ñi ñến WCAC bằng cách nào? Xe buýt Taxi Xe của quý vị ði bộ<br />
Bạn hoặc gia ñình ñưa ñến Cách khác:______<br />
d) ðịa ñiểm hiện tại của có thuận tiện không?<br />
1 2 3<br />
Rất tiện Không tiện mấy Không tiện<br />
e) Chổ ñậu xe có thoải mái không? Có Không – Xin giải thích: ____________________<br />
f) Chỗ gặp nhân viên làm việc có thoải mái không? Có Không<br />
g) Khi gặp nhân viên quý vị có ñược sự riêng tư không? Có Không<br />
h) Quý vị bao nhiêu tuổi?<br />
dưới16 16 – 20 21 – 30 31 – 40 41 – 50 51 -64 65+<br />
i) Giới tính của quý vị? Nam Nữ Chuyển ñổi giới tính<br />
j) Ngôn ngữ nào quý vị cảm thấy thoải mái khi nhận phục vụ ? Xin chọn hết nếu có.<br />
Tiếng Anh Tây Ban Nha Ba Lan Việt Nam<br />
Cam Bốt Nga Swahili Ả Rập<br />
Albanian Nước khác:___________________
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
k) Quý vị mới ñịnh cư tại Hoa Kỳ phải không? Vâng – ðất nước của quý vị là<br />
gì?________ Không<br />
l) Quý vị có bằng trung học hoặc trung học bổ túc không? Có<br />
Không<br />
m) Quý vị có việc làm không? Có -- Xin khoanh tròn: Toàn thời gian hoặc Bán<br />
thời gian Không<br />
n) Quý vị là phụ huynh? ñúng – và tôi có _____ con Tuổi:_________<br />
Không<br />
Quý vị là phụ huynh ñơn? ñúng Không<br />
o) Xin cho biết hoàn cảnh sống hiện tại của quý vị:<br />
Tôi có nhà riêng Tôi ở nhà mướn<br />
Tôi sống với gia ñình Tôi sống với bạn<br />
Tôi sống trong chương trình nhà ở chung hoặc tạm trú Hiện tại tôi không<br />
có nhà<br />
hoàn cảnh khác: __________________<br />
Quý vị sống hoàn cảnh này ñã bao lâu rồi? ___________________<br />
tuầ�n/tháng/năm<br />
p) Thu nhập của gia ñình quý vị trong năm 2010 là bao nhiêu?<br />
Dưới $6,000 $6,000 - 10,000 $10,001 – 15,000<br />
$15,001 – 20,000 $20,0001 – 25,000 $25,001 – 35,000<br />
$35,001 – 50,000 hơn $50,000<br />
q) Quý vị thường lấy thông tin về các dịch vụ trong cộng ñồng từ ñâu? Xin chọn hết<br />
nếu có.<br />
Tivi Máy phát thanh Báo chí Trên mạng<br />
Bác sĩ<br />
Niên giám ñiện thoại Quảng cáo trên xe buýt Nhà<br />
thờ/giáo hội<br />
Thư viện Nơi khác:______________<br />
CÁM ƠN THỜI GIAN CỦA QUÝ VỊ!<br />
Xin vui lòng ñưa bản tham khảo này cho thư ký, hoặc gởi tới:<br />
New Era - 210 Park Avenue, Suite 205, <strong>Worcester</strong>, MA 01609
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong><br />
Staff Survey<br />
As many of you know, WCAC is conducting a strategic planning process. This process is designed<br />
to help us set a course for the next three years and fulfill our mission. As part of this effort, we’re<br />
gathering input from all staff members about the issues our clients are facing and the services we<br />
provide. Please complete and return this survey within the next two weeks. All information you<br />
share will be sent directly to Sarah Lange, strategic planning consultant, and will remain entirely<br />
confidential. Thanks for your participation!<br />
Date:_____________<br />
Name: __________________________________________________<br />
Position/title:______________________________________________<br />
9. Please check the issues that affect our customers on a daily basis:<br />
Affordable/safe housing<br />
Food insecurity<br />
Educational opportunities<br />
Need a GED<br />
Need to learn/improve their ability to speak/write English<br />
Heating costs<br />
Childcare/after-school care<br />
Job opportunities/job skills/unemployment/under-employment<br />
Personal or family safety<br />
Health Insurance<br />
Healthcare<br />
Transportation<br />
Immigration status<br />
Discrimination<br />
Other:_________________________<br />
10. CLIENT SERVICES -- in the chart below, please check the frequency with which you see<br />
families struggling with the following problems:<br />
Problem/Issue 51% or more<br />
of families<br />
Staying in their home<br />
Finding safe, affordable housing<br />
Paying rent or mortgage<br />
Unsafe housing<br />
Homelessness/Couch surfing<br />
Overcrowded housing<br />
Unable to afford fuel<br />
Unable to pay other utilities<br />
Less than<br />
50% of<br />
families<br />
A small % of<br />
families<br />
Not an issue
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Housing not energy efficient<br />
Problem/Issue 51% or more<br />
of families<br />
Purchasing enough food for<br />
family<br />
In food crisis more than<br />
twice/year<br />
Finding quality childcare<br />
Affording childcare<br />
Finding before/after school care<br />
Affording before/after school care<br />
Financial instability<br />
Lack of budgeting skills<br />
Unemployed/underemployed<br />
Lack of education and/or<br />
readiness/marketable skills<br />
No desire to work<br />
Inadequate insurance coverage<br />
Need help with parenting skills<br />
Non-English speaker/needs ESL<br />
Substance abuse<br />
Domestic violence<br />
Mental Health<br />
Social isolation<br />
Court involvement<br />
DCF involvement<br />
Other:<br />
Less than<br />
50% of<br />
families<br />
A small % of<br />
families<br />
Not an issue<br />
11. In each section, please rank the services we provide in terms of how important they are in<br />
terms of helping our clients improve the quality of their lives.<br />
SAFE & AFFORDABLE HOUSING Very<br />
Helping our customers save to buy a house<br />
<strong>Inc</strong>reasing the # of units of affordable housing available<br />
Providing rental assistance<br />
Preventing foreclosure<br />
Preventing homelessness<br />
Addressing homelessness<br />
Other:<br />
Important<br />
Somewhat<br />
Important<br />
Not<br />
Important
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
HEALTH AND NUTRITION Very<br />
Important<br />
Providing information & applications for food stamps<br />
(SNAP)<br />
Helping our customers access health insurance<br />
Helping our customers access health care<br />
Helping our customers access food<br />
Other:<br />
JOBS AND MONEY Very<br />
Important<br />
Providing customers job training<br />
Helping customers with job search and placement<br />
Organizing summer jobs for youth<br />
Providing savings programs for individuals (IDAs)<br />
Providing programs to help customers with credit issues<br />
Providing budgeting help<br />
Providing help with tax preparation<br />
Other:<br />
EDUCATION Very<br />
Important<br />
Providing GED classes<br />
Providing ESL (English as a Second Language) classes<br />
Helping with translation<br />
Other:<br />
FUEL/ENERGY/HEATING Very<br />
Important<br />
Providing fuel assistance<br />
Helping to weatherize homes to lower heating bills<br />
Programs that help people who are behind on their<br />
heating bill<br />
Replacing people’s old appliances with Energy Star<br />
appliances<br />
Somewhat<br />
Important<br />
Somewhat<br />
Important<br />
Somewhat<br />
Important<br />
Somewhat<br />
Important<br />
Not<br />
Important<br />
Not<br />
Important<br />
Not<br />
Important<br />
Not<br />
Important
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Retrofitting/replacing old heating systems to lower<br />
heating bills<br />
Other:<br />
YOUTH AND FAMILY Very<br />
Important<br />
Providing support, information and education to parents<br />
Helping people connect with other community resources<br />
Providing prenatal/infant care and support for teen<br />
mothers<br />
Providing Early Head Start (ages 0-3)<br />
Providing Head Start (ages 3-pre-K)<br />
Providing help paying for childcare<br />
Providing affordable summer daycare/camp in Southern<br />
<strong>Worcester</strong> County<br />
Other:<br />
12. How convenient is WCAC’s current location for its customers?<br />
1 2 3<br />
very somewhat not at all<br />
13. Is there adequate parking? Yes No - Please explain:<br />
_______________________________<br />
14. Is there adequate space to meet with your clients? Yes No<br />
15. Is there enough privacy when you meet with clients? Yes No<br />
Somewhat<br />
Important<br />
16. What languages do you hear our customers speaking? Please check all that apply.<br />
English Spanish Polish Vietnamese<br />
Khmer Russian Swahili Arabic<br />
Albanian Other:___________________<br />
17. Have you seen an increase in the number of newcomers you’re serving? Yes No<br />
If yes, what countries are they from?<br />
18. What do you see as WCAC’s key strengths?<br />
Not<br />
Important
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
19. What challenges do you think the organization faces in its efforts to help people move out of<br />
poverty?<br />
20. What are the strengths of your program?<br />
21. What challenges affect your program’s ability to function effectively?<br />
14. Are there any skills or trainings you feel you need/are interested in? Please explain:<br />
15.Please let us know about the following by circling your response on the chart below:<br />
Degree to which I can<br />
access a computer at<br />
work<br />
Frequently Occasionally Never<br />
Degree to which<br />
computer problems are<br />
resolved<br />
Frequently Occasionally Never<br />
Degree to which I feel<br />
well-informed of events,<br />
rules, etc. that affect my<br />
job<br />
Frequently Sometimes Rarely Never<br />
Working conditions Excellent Good Fair Poor<br />
Degree to which I am Very familiar Somewhat Unfamiliar<br />
familiar with the full<br />
continuum of programs<br />
familiar<br />
Frequency with which I<br />
meet with my supervisor<br />
Monthly Bi-weekly Weekly Other:<br />
Degree to which I know<br />
senior managers<br />
Very well Somewhat Not at all<br />
Degree to which I<br />
understand agency<br />
policies/procedures<br />
Very well Somewhat Not sure<br />
I would know where to go<br />
with a problem like sexual<br />
harassment,<br />
discrimination, etc.<br />
Yes No<br />
How well served are<br />
customers for whom<br />
English is not their<br />
primary language?<br />
High Medium Low
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Please use this space to provide specific feedback on any of the above:<br />
16.Lastly, we ask that you provide some information about yourself, which will help us gain a better<br />
understanding of the people that participated in our planning process. As previously mentioned, all<br />
data will be kept confidential.<br />
a) How long have you worked at WCAC?<br />
less than 1 year 1-5 years 6 – 10 years more than 10 years<br />
b) What is your gender?<br />
Male Female Transgender<br />
c) What is your age?<br />
21 – 30 31 – 40 41 – 50 51+<br />
d) How would you describe or identify yourself? Please check all that apply.<br />
White/Caucasian (non Hispanic) Hispanic/Latina<br />
African American/Black Asian American<br />
African Asian<br />
Native American/Alaskan Native Hawaiian or Pacific<br />
Islander Other (please describe)________ Multi-Racial<br />
e) Where do you live?<br />
<strong>Worcester</strong> Elsewhere:______________________<br />
17.Please feel free to add any other information that you feel would be helpful:<br />
THANKS FOR YOUR TIME!<br />
Please return your survey to Sarah Lange:<br />
E-mail - Sarah@newera4nonprofits.com<br />
“Snail” mail: New Era - 210 Park Avenue, Suite 205, <strong>Worcester</strong>, MA 01609
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong><br />
Focus Group Questions<br />
1. What are the most pressing needs families in Central MA face?<br />
2. Do you feel the safety net for people living in poverty is working?<br />
Yes No<br />
Why or why not?<br />
3. What are WCAC’s strengths?<br />
4. What challenges do you think WCAC faces?
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Appendix E:<br />
Results of Primary<br />
Data Analysis
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
KEY DATA SETS FROM CUSTOMER SURVEY<br />
With some Comparison to Other Agency and Staff Findings<br />
Biggest issue faced on a daily basis?<br />
Customers<br />
1. Heating cost 57.2% (n=103)<br />
2. Housing 54.4% (n=98)<br />
3. Jobs 45.0% (n=81)<br />
4. Health Insurance 31.7% (n=57)<br />
5. Food Insecurity 28.3% (n=51)<br />
6. Transportation 25.6% (n=46)<br />
7. Childcare 24.4% (n=44)<br />
8. Educational Opport. 23.9% (n=43)<br />
Staff Other Agency<br />
1. Housing 90.8% 1. Housing n=24<br />
2. Job 86.8% 2. Jobs n=22<br />
3. Heating 88.2% 3. Food insecurity n=17<br />
4. English deficiency 76.3% 4. Transportation n=11<br />
5. Food insecurity 73.7% 5. Health Care n=10<br />
6. Education 73.7% 6. Education n=8<br />
Clearly, there is significant agreement around the key issues affecting WCAC's<br />
constituents.<br />
Customers: Services used at WCAC (in the past 12 months)<br />
1. Food stamps 44.0% (n=59)<br />
2. Fuel Assistance 43.3% (n=58)<br />
3. Head Start 20.9% (n=28)<br />
4. Overdue Heat 17.2% (n=23)<br />
5. GED 16.4% (n=22)<br />
Customers: Access to Services<br />
1. By own car 51.5% (n=85)<br />
2. Walk 24.8% (n=41)<br />
3. Bus 17.6% (n=29)<br />
Customers: 90.5% of the respondents state that they are not newcomers<br />
Staff: 75% of staff state that they see an increase in newcomer clients<br />
Customers: 39.9% of the respondents state that they are very familiar with WCAC<br />
services while 44.6% state that they are somewhat familiar
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Total number of participants: 43<br />
OTHER AGENCY SURVEY<br />
Partial data set<br />
Do you feel the safety net for people living in poverty is working?<br />
25% said yes<br />
75% said no, for the following reasons:<br />
Verge of being homeless (n= 11)<br />
Lack of resources/ budget cuts (n=11)<br />
Jobs/ underemployment (n=5)<br />
Advocacy in the system(n=5)<br />
Waiting for GED/training (n=3)<br />
Oil Heat ( n=3)<br />
Crime (n=3)<br />
Food insecurity (n=3)<br />
ESL/translation (n=2)<br />
Need food pantry (n=2)<br />
Lack of empathy/ understanding<br />
poverty<br />
substance abuse<br />
poverty level set too low<br />
health care<br />
fraudulent use of system<br />
clothing<br />
child rearing<br />
lack of public transportation<br />
What do you see as WCAC's strengths?<br />
Mission/Help to empower vulnerable people (n=15)<br />
Energy/oil heat assistance (n=10)<br />
Good staff (n=8)<br />
Good local support/good reputation(n=6)<br />
Summer jobs (n=4) youth career training (n=4)<br />
Network/collaborate to other community agencies(n=4)<br />
Diverse members(n=3)<br />
Advocacy(n=3)<br />
Strong leadership (n=2)<br />
Strong programs (n=2)<br />
Location(n=2)<br />
Other (n=1): Legal, SNAP, Head Start, GED, Housing, Wrap around services, Ask for<br />
community input/survey
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
What challenges do you think WCAC faces?<br />
Lack of funding (n=24)<br />
<strong>Inc</strong>rease demand (n=5)<br />
Need creative long term planning/ diversification (n=4)<br />
Staffing needs (n=3)<br />
Lack of caring in the community (n=2)<br />
Developing partnership (n=2)<br />
Other (n=1): Misunderstanding of WCAC's strengths/program advocacy accessible<br />
location consider outsources/too many focus areas<br />
Do you have ideas about creative partnerships?<br />
Non profits getting together/ co-locate (n=2)<br />
UMASS/ memorial/ health services (n=2)<br />
Look at multiple needs of families (n=2)<br />
United Way EOHHS USE committee<br />
Collaborate with public schools, youth serving agencies<br />
Provide clients local services<br />
Housing<br />
Pre-apprentice programs<br />
Basic computer literacy<br />
Youth
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
WCAC Strategic <strong>Plan</strong> Focus Group Minutes<br />
<strong>Worcester</strong> – held at <strong>Worcester</strong> Public Library 4/20/11<br />
Blackstone Valley – held at Millbury Federal Credit Union 4/27/11<br />
GED/JEC Students – held at WCAC Offices 4/27/11<br />
South County – held at MacKinnon Head Start site 4/29/11<br />
<strong>Worcester</strong> <strong>Community</strong> Connections Coalition Parent Center – held at WCAC Offices<br />
5/10/11<br />
Head Start Policy <strong>Council</strong> – held at Oxford Head Start site 5/17/11<br />
1. WCAC Strategic <strong>Plan</strong> Focus Group<br />
1. Challenges facing families<br />
WORCESTER<br />
- Jobs<br />
o Fewer jobs<br />
o Need jobs that provide stable income over time<br />
o There are issues around job readiness/job skills<br />
o Summer jobs for youth<br />
- Transportation<br />
- Mentoring and advice<br />
- Where to go for help, referrals (need to do outreach)<br />
- Access to healthcare<br />
- Need to identify where the jobs are and then provide training (ex: CNAs)<br />
- Need to provide core academic skills for the jobs of today and tomorrow<br />
- Parenting training and support<br />
- Financial training – money management, budgeting, savings, etc.<br />
- Free/affordable child care<br />
BLACKSTONE<br />
- Basic needs are not being met<br />
- Maintaining family values is difficult, families don’t know how to cope with<br />
uncertain times and need more resources than ever<br />
- Unemployment high<br />
- Difficulty adjusting budgets – need to learn how to budget in a poor economy<br />
- High School drop-out rate is climbing<br />
- Younger people are feeling entitled to services (ex: I received $x for fuel<br />
assistance last year so I SHOULD be getting that much this year). – Need to teach<br />
to budget and not expect<br />
- ACCESS TO TRANSPORTATION!<br />
o Towns need federal money to provide public transportation<br />
o Blackstone Valley is larger than Metro West and is difficult to have bus<br />
lines that work for such a large region.<br />
o Towns should partner with <strong>Council</strong>s on Aging to provide public<br />
transportation
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
- Families do not know where to get info, many do not have the internet and have<br />
their phones disconnected<br />
- There should be an easy database of services<br />
- Many customers say “we didn’t know your services were there.”<br />
- Radio and TV may be the best means of letting people know about resources b/c<br />
many more people access these than newspapers/internet etc.<br />
o Suggestion: have PSA for services taped and distribute to many local<br />
access stations to be aired for free, many elders watch these stations.<br />
- Need for ESL classes is growing.<br />
GED/JEC<br />
- Babysitting needs for student enrolled – can’t afford to have someone watch their<br />
children<br />
- Need for free childcare classes, depending on vouchers<br />
- Great need for additional GED instructors/tutors, students are at different levels<br />
and many get frustrated having to wait for individual attention<br />
- Transportation<br />
o For those who have cars there is a difficult paying for parking, would like<br />
parking paid for<br />
o Greater need for bus passes – system should be evaluated for who receives<br />
passes<br />
o Growing concern about gas prices<br />
o Difficulty getting to class and getting food home from food pantries<br />
- Gym memberships in high demand, students cannot afford the cost of<br />
memberships on their own<br />
- Greater need for textbooks<br />
- Health Insurance education – students are uncertain about who qualifies for what<br />
and how to go about applying.<br />
- Food – food stamps are inadequate, “give you things people don’t eat” students<br />
throw away food pantry food they don’t like. Great need for fresh fruits,<br />
vegetables and meat.<br />
- Concern about minimum wage not being enough to survive on.<br />
- Need for ESL classes<br />
SOUTH COUNTY<br />
- Teen jobs<br />
- Enough jobs for everyone – blue collar, factory<br />
- Need for job readiness – soft skills, vocational training esp. w/ out-of-school and<br />
homeless youth<br />
- Homelessness due to job loss<br />
- Transportation – limits job options<br />
- Domestic violence<br />
- Teen pregnancy<br />
- Can’t get to free programs b/c of transportation<br />
- Regionalization pushes services away<br />
- Need for bilingual services, esp. Spanish
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
- Bilingual mental health services<br />
- Bilingual medical services<br />
- Culturally competent services<br />
- Access to primary care, difficult even with MA Health<br />
- Dental services<br />
- GED classes – long waiting list<br />
- Need for night GED classes<br />
- Need for childcare for GED students<br />
- Need for Spanish GED classes<br />
- Affordable and emergency housing<br />
- Legal service assistance – evictions, child support, divorce, custodial issues<br />
- Adult Basic Ed classes<br />
- Need to better education on how to access services<br />
- No one knows about 2-1-1, refers to Boston, not helpful<br />
- Affordable family activities and cultural enrichment<br />
WCCC PARENT CENTER<br />
- Childcare<br />
o Not enough affordable slots<br />
- Affordable housing<br />
o Wait list for Section 8 is years long<br />
- Domestic violence<br />
- Food<br />
o Food stamps does not give enough<br />
- Jobs<br />
- Legal assistance<br />
o Court fees, community services<br />
HS POLICY COUNCIL<br />
- Free & affordable family recreation and activities<br />
- Improved communication of available resources & services, comprehensive info<br />
guide<br />
o Parent website of resources & info, resource directory, sharing of info &<br />
getting the word out<br />
- Adult education- parenting, GED<br />
- Parent involvement & motivation<br />
- Affordable afterschool programs<br />
- Fuel assistance<br />
- Food stamps<br />
- Affordable housing<br />
- Job seeking assistance – Pre-employment training: resume writing, interview<br />
skills<br />
- <strong>Community</strong> service projects for youth<br />
- Assistance with utilities & other necessities<br />
- Transportation<br />
- Energy & money saving tips & info
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
- Affordable daycare that takes vouchers<br />
- Daycare provided during parent GED classes<br />
- Notary Public services<br />
- Political/civics education<br />
2. Do you feel the safety net for people living in poverty is working?<br />
WORCESTER<br />
- Youth falling through net once they age out of certain programs<br />
- GLBTQ teen community needs greater support<br />
- Undocumented immigrants fall through netting due to fear of discovery<br />
- Children who change from school to school due to unstable housing and family<br />
stability are often lost and need further wrap around services<br />
- Availability of affordable housing can split families apart<br />
- A need for more after-school activities and jobs for youths to keep them out of<br />
trouble, especially in the summer.<br />
- Lack of healthy food, lack of transportation to the grocery store, cause health<br />
issues.<br />
- Language barrier/need for ESL<br />
- Technical divide: <strong>Worcester</strong> area has many colleges/medical institutions and high<br />
tech jobs that residents may not qualify for. Residents cannot find work and<br />
become second class citizens.<br />
- Too many small organizations. There is no one point person or organization for<br />
each issue. No one is actually responsible for their cause because there is always<br />
another organization to pass to.<br />
- Worry about funding to provide services. Recommendation: organizations tighten<br />
services and provide more focused targeted services rather than many broader<br />
ones.<br />
- Organizations need to know what services each other provides, need for interagency<br />
communication.<br />
- Better system reviews: are organizations providing similar services? Should<br />
organizations join and leverage? What gaps can community partners find?<br />
BLACKSTONE<br />
- Safety net is at a turning point, the system needs to change because needs are<br />
exploding<br />
- A lot of services are being held at goodwill, if 1 person left their position the net<br />
could break<br />
- Feeling people’s desperation<br />
- Loss of hope among youth, don’t care about college because it isn’t an option,<br />
right now youth are concerned with survival and living day to day<br />
- The way that the media shares governmental decisions to the masses isn’t<br />
working, many are misinformed. People need the facts without political jargon<br />
- Services and resources need to be headed by a large entity.
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
- We don’t need to have the answers but we need to know where to direct people to<br />
find them.<br />
- MA has #2-1-1 to get information about services, many are unaware this exists<br />
- Regionalization is not always a good idea because so many problems are local<br />
and need to be dealt with on a local level.<br />
SOUTH COUNTY<br />
- Families don’t trust the system and are afraid to get help<br />
- Fear of losing their children<br />
- Fear of jail<br />
- Fear of hospitalization<br />
- Fear of legalities<br />
- Fear of losing benefits<br />
- Need for advocacy and case management<br />
- Discrimination of services due to age or language spoken<br />
- Domestic violence less openly spoken about, less likely to reach out for services<br />
- Pregnant mother and father aren’t a “family” yet and cannot get family services<br />
- Services far away, not worth leaving life behind to get them<br />
- Young minority males are underserved<br />
- Elders are afraid to ask for help and don’t want to take services from others<br />
- Elders are leery of services and just say no if they don’t know the program<br />
WCCC PARENT CENTER<br />
- No! Safety net is not working! Eligibility guidelines are too difficult<br />
HS POLICY COUNCIL<br />
- Not enough available info on services and how to get them, lack of communication<br />
- Strict and often changing guidelines and restrictions, difficult to navigate<br />
Welfare<br />
Food Stamps – cuts<br />
DTA<br />
- Difficult transition from welfare to work<br />
- Need to be self-motivated and persistent to make the system work<br />
3. What do you see as WCAC's strengths?<br />
WORCESTER<br />
- Quality leadership<br />
- 1 st agency referral for those facing poverty in Central MA (besides housing)<br />
- “WCAC is a place with a shared vision to a healthy community.” – Dr. Boone<br />
- 21 st century model for jobs for youths<br />
- Strong referral for insurance enrollment assistance<br />
- WCAC will be around in 10, 20+ years, no other agency in our community with<br />
that much funding and leadership, critical to our community
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
BLACKSTONE<br />
- Access to resources<br />
- Global view – can look at data and see where we can get the biggest bang for our<br />
buck<br />
- People never regret calling WCAC – customer respect is huge!<br />
- Great staff<br />
- Keep updated and relevant stats and data.<br />
GED/JEC<br />
- Offers multiple services<br />
- Really care where you are going in life<br />
- Quality step-by-step teaching<br />
SOUTH COUNTY<br />
- Staff commitment<br />
- Strong outreach, try to engage more and more people<br />
- Variety of programs – constantly proactive of needs, services and funding<br />
- Openness to collaborations and info sharing<br />
- Variety of clients and communities served<br />
- Mission driven<br />
- Education as pathway out of poverty<br />
- Resourceful working with the money we have<br />
WCCC PARENT CENTER<br />
- Well known by word-of-mouth<br />
- # of people the agency reaches<br />
- Strong programs<br />
- Education programs<br />
- Parent Center<br />
- Fuel Assistance<br />
- EITC<br />
- “Always there to help”<br />
- Small blue resource guide is great to keep on hand<br />
- Wide variety of needs all serviced in 1 stop shop<br />
- Takes people through social supports available to them all in 1 place<br />
- Gives people tools to help themselves<br />
HS POLICY COUNCIL<br />
- HS & EHS<br />
- Resource book<br />
- Workshops<br />
- Childcare<br />
- Brings out self-esteem and confidence<br />
- Encourages parent involvement<br />
- Ease of child enrollment
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
- Job seeking assistance<br />
- Easy to talk to, have your voice heard, get feedback<br />
- Fuel assistance<br />
- Free <strong>Inc</strong>ome Tax prep w/ flexible hours<br />
- Weatherization<br />
- IDA<br />
- Summer youth programs<br />
- Food Stamp applications – alternative to Welfare Office<br />
4. What challenges do you think WCAC faces?<br />
WORCESTER<br />
- Revolutionary change<br />
- More time is being spent on internal efforts (funding & mission issues) and less<br />
on delivering actual services<br />
- “What is our new normal, and how do we define our work within that?”<br />
- Constantly demanded to do more with less.<br />
- Crisis vs. development<br />
- “The things we desperately need are the last things we get to in our busy days.”<br />
- Can’t make one change without changing everything that effects it<br />
- Some people just need to know help is out there and need the push to selfsufficiency.<br />
- Need for physical space. Should there be a 1-stop space to house multiple<br />
nonprofits and services?<br />
BLACKSTONE<br />
- Need to come up with new, thoughtful, creative solutions – look for better<br />
approaches in new ways.<br />
- Communication!<br />
o Need to communicate to people that they need to take personal<br />
responsibility, they need to seek the help and services they need. We need<br />
to be there to educate them on the steps they can take to reach selfsufficiency.<br />
- Change is difficult, change shouldn’t focus on politics or 1 organization or<br />
community over another - it should be about finding a common good.<br />
- Pride and self –dignity can get in the way – if we build it, will they come?<br />
- Build basic skills – access to food<br />
- Families need more education about the services out there before they reach<br />
desperation.<br />
GED/JEC<br />
- More students seeking GED than we have the capacity to serve<br />
- Would like to see more instructors, tutors<br />
- Would like more class times, esp. night classes because so many students work<br />
during the day and often can’t come to class or take time off work to come<br />
- Would like longer class hours
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
- Would like more class levels<br />
- Really care where you are going in life<br />
- Quality step-by-step teaching<br />
SOUTH COUNTY<br />
- Fundraising!!!<br />
- Instability of funds<br />
- Attitudes toward those in poverty has hardened<br />
- Large service area, where can funding go? What towns qualify?<br />
- Navigating the hierarchy of resources<br />
- Stitching together services across services areas<br />
- Difficulty getting partners to think summer jobs is a good idea and not a chore, attitude<br />
is that these are “bad kids”, need to provide mentoring not just work<br />
- More vigorous private sector partners, not just money but actively engaged<br />
- <strong>Inc</strong>rease chamber involvement<br />
- Regionalization pulling local services farther away<br />
- Staff time spent on grants instead of programs and clients<br />
- How will WCAC address homelessness?<br />
- Engage the faith community<br />
WCCC PARENT CENTER<br />
- Funding<br />
- Fear of loss of fuel assistance<br />
- Health insurance concerns<br />
- Job opportunities<br />
- Summer jobs for youth affect family’s income<br />
- Keep youth off streets, community safety affected<br />
- Training and ability to reach and service customers from different<br />
countries/backgrounds<br />
HS POLICY COUNCIL<br />
- Budget cuts and uncertainty of funding/grants<br />
- Rise in fuel assistance customers<br />
- Distance between <strong>Worcester</strong> & South County<br />
- Building – quality of space<br />
- HS income guidelines are too strict, can’t serve as many as would like to<br />
- Strict HS staffing guidelines<br />
o Difficult to get qualified applicants<br />
- Parent involvement<br />
- Need to provide more services to more people<br />
- More funds for HS site transportation<br />
- HS regulations constantly changing<br />
- Need for mental health services & health care
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
5. Do you have ideas about creative partnerships or collaborations that would help<br />
WCAC strengthen and/or expand the safety net for low-income people?<br />
WORCESTER<br />
- Case management: someone who’s looking at all aspects of a family and<br />
coordinating all services to monitor how they are moving toward self-sufficiency.<br />
- Need for more collaborative focus groups to get similar nonprofits facing the<br />
same issues onto the same page and tackle together<br />
- Funders need to hear this conversation!<br />
BLACKSTONE<br />
- Train system in BV, there are tracks but no trains<br />
o Without federal funds a train system won’t work<br />
- Partnerships need to cross town lines<br />
- Zip car partnership?<br />
- Internships/jobs for youth, youth jobs are disappearing because of policy<br />
restrictions, difficult for youth to get in the workforce, many adults now taking<br />
jobs previously held by kids<br />
- Intergenerational programs<br />
- Tap into faith partnerships, so many people ready to work and want to help.<br />
GED/JEC<br />
- <strong>Worcester</strong> Housing Alliance<br />
- Partner to aid with the Section 8 waitlist for housing<br />
- YWCA for childcare<br />
- Food banks<br />
- WCAC van to pick up students<br />
- Offer Driver’s Ed courses<br />
SOUTH COUNTY<br />
- Partner with clients to have them tell their stories – most compelling<br />
- Engage local colleges, students need community services<br />
- Private sector business partners<br />
- Local advisory board<br />
- Leadership training<br />
- Local municipal leadership<br />
- Religion leaders<br />
- WRTA<br />
- Social media<br />
WCCC PARENT CENTER<br />
- Department of Transitional Assistance (DTA)<br />
o Needs clients to feel trust in WCAC’s partnership with DTA and that it is<br />
not just political<br />
o Childcare resources<br />
o Workforce Central
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
o Legal assistance<br />
o Immigration services<br />
� Lutheran Social Services<br />
� Catholic Charities<br />
� Centros Las Americas<br />
� Southeast Asian Coalition<br />
- Department of Children and Families (DCF)<br />
WCCC PARENT CENTER – OTHER SERVICES USED<br />
- WIC<br />
- Workforce Central<br />
- DTA<br />
- Food Stamps<br />
- Federation for Children with Special Needs<br />
- Housing assistance<br />
- RCAP Solutions<br />
- Food pantries<br />
- Churches<br />
o St. Ann’s<br />
- Ronald McDonald Bus (Dental & Medical)<br />
- Island Counseling Services<br />
- YOU, <strong>Inc</strong>.<br />
- Families and Communities Together program at <strong>Community</strong> Health Link<br />
- DO NOT LIKE…<br />
o Family Health Center, not personal or welcoming, long wait, are not<br />
flexible with clients tough schedules<br />
o Central MA Housing Alliance does not provide enough information<br />
HS POLICY COUNCIL<br />
- Other CAP agencies<br />
- Other non-profits<br />
o Catholic Charities<br />
o Friendly House<br />
- Work in collaboration with others, not competition, provide stronger services<br />
together as partners rather than 2 programs and compete over funding<br />
- Police & Fire Depts.<br />
o Family safety training – ID kits for kids AND adults<br />
- Health fair<br />
- Legal aid/services
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Focus Group Attendees<br />
WCAC Strategic <strong>Plan</strong> Focus Groups<br />
<strong>Worcester</strong><br />
Public Library<br />
20-Apr-11<br />
Barbara Haller City <strong>Council</strong><br />
Lutheran Social<br />
hallerb@worcesterma.gov<br />
Marty Mann Services<br />
<strong>Worcester</strong><br />
Housing<br />
mmann@lssne.org<br />
Ray Mariano Authority<br />
Rape Crisis<br />
Center of Central<br />
rmariano@worcester-housing.com<br />
Kim Dawkins MA<br />
Southeast Asian<br />
Coalition/ WCAC<br />
kdawkins@rapecrisiscenter.org<br />
Thuha Le Board thuhale@seacma.org<br />
Mullen Sawyer Oak Hill CDC<br />
Grafton Suburban<br />
Credit<br />
Union/WCAC<br />
msawyer@oakhillcdc.org<br />
Ed Lopes Board elopes@graftonsuburban.com<br />
Maryann<br />
Johnson Oak Hill CDC mjohnson@oakhillcdc.org<br />
Dr. Melinda<br />
Boone<br />
<strong>Worcester</strong> Public<br />
Schools boone@worc.k12.ma.us<br />
Monica Lowell Umass Memorial monica.lowell@umassmemorial.org<br />
Sheliah Dooley Pernet sdooley@pernetfamilyhealth.org<br />
Frank Kartheiser<br />
<strong>Worcester</strong><br />
Interfaith worcester.interfaith@verizon.net<br />
Anne Bureau WCAC abureau@wcac.net<br />
Jill Dagilis WCAC jdagilis@wcac.net<br />
Donna McGrath WCAC dmcgrath@wcac.net<br />
Charla Hixson WCAC chixson@wcac.net<br />
MacKenzie<br />
D'Assis WCAC mdassis@wcac.net<br />
508-414-<br />
0266<br />
781-997-<br />
0814<br />
508-852-<br />
7600<br />
508-791-<br />
4373<br />
508-754-<br />
2858<br />
508-320-<br />
0457<br />
508-754-<br />
2858 x 28<br />
508-799-<br />
3115<br />
508-334-<br />
7640<br />
508-755-<br />
1228
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Sarah Lange New Era sarah@newera4nonprofits.com<br />
Susan Millette Clark University SMillette@clarku.edu<br />
WCAC<br />
Strategic <strong>Plan</strong><br />
Focus Group<br />
Millbury<br />
Federal Credit<br />
Union<br />
27-Apr-11<br />
Susan Gately<br />
Jeannie Hebert<br />
Cheryl Rawinski<br />
Monique<br />
Boucher<br />
Doreeen<br />
Goodrich<br />
Carole Mullen<br />
Judith O'Connor<br />
Father John<br />
Stubbs<br />
Alison Fraser<br />
Sarah Lange<br />
Blackstone<br />
Education<br />
Foundation sgately@blackstonevalley.org<br />
Blackstone<br />
Valley Chamber<br />
of Commerce jhebert@blackstonevalley.org<br />
Town of Sutton -<br />
Public Health c.rawinski@town.sutton.ma.us<br />
Whitin<br />
<strong>Community</strong><br />
Center monique.boucher@ourgym.org<br />
Senatore Michael<br />
Moore doreen.goodrich@masenate.gov<br />
Hopedale <strong>Council</strong><br />
on Aging ckmullen@comcast.net<br />
Millbury <strong>Council</strong><br />
on Aging<br />
Trinity Episcopal<br />
Church johnderekstubbs@gmail.com<br />
Blackstone<br />
Valley Reg.<br />
Tech. Voc. HS afraser@valleytech.k12.ma.us<br />
New Era for<br />
Nonprofits sarah@newera4nonprofits.com<br />
Jill Dagilis WCAC jdagilis@wcac.net<br />
508-234-<br />
9090<br />
508-234-<br />
9090 x106<br />
508-865-<br />
8724<br />
508-234-<br />
8184 x121<br />
617-722-<br />
1485<br />
508-634-<br />
2208<br />
508-529-<br />
7758 x3227<br />
508-754-<br />
1176 x120<br />
Donna McGrath WCAC dmcgrath@wcac.net x136<br />
Charla Hixson WCAC chixson@wcac.net x139<br />
MacKenzie<br />
D'Assis WCAC mdassis@wcac.net x111
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
WCAC<br />
Strategic <strong>Plan</strong><br />
Focus Group<br />
WCAC GED &<br />
JEC Students<br />
27-Apr-11<br />
Marianela Torres GED mariatorres087@gmail.com<br />
Jill Brown GED<br />
Jim Salerno JEC jimmysalerno@aim.com<br />
Luis Romelo GED luisnettari31@aol.com<br />
Tyshonna Chase JEC tyshonnachase@yahoo.com<br />
Connell Santiago JEC santiago_connell@yahoo.com<br />
LJ P.<br />
Carmen Ivette<br />
Hill<br />
JEC generallevy_10066@yahoo.com<br />
Ashley Shoman<br />
Kelley Boria<br />
Gabrielle<br />
Bradshaw<br />
Damans Cabrea<br />
Antoinette<br />
Shavers<br />
Annetty Correa<br />
Denise Peterson dpeterson@wcac.net<br />
Hazel A.<br />
Scarborough GED<br />
Briana Sonnior GED<br />
Edwin Paniagun GED<br />
347-433-<br />
0558<br />
508-757-<br />
0619<br />
508-873-<br />
7330<br />
774-280-<br />
0679<br />
774-317-<br />
0169<br />
508-754-<br />
7803<br />
928-234-<br />
8234<br />
508-853-<br />
3383<br />
774-578-<br />
5502<br />
508-581-<br />
0185<br />
774-578-<br />
0656<br />
774-386-<br />
7518<br />
508-752-<br />
0939<br />
774-232-<br />
2987<br />
774-578-<br />
1352
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
WCAC<br />
Strategic <strong>Plan</strong><br />
Focus Group<br />
South County -<br />
MacKinnon<br />
29-Apr-11<br />
Carl Cariglio<br />
Judi Mosso<br />
Cathy<br />
Livingstone<br />
The Literacy<br />
Project carl@literacyproject.org<br />
Town of Ware<br />
<strong>Community</strong><br />
Development jmosso@townofware.com<br />
Oxford Public<br />
Library clivingstone@bryley.com<br />
Samantha King New Hope, <strong>Inc</strong>. sking@new-hope.org<br />
Karen Gemboski You <strong>Inc</strong>.<br />
WCAC Head<br />
gemboskik@youinc.org<br />
Joyce Rowell Start<br />
WCAC Healthy<br />
jrowell@wcac.net<br />
Jennifer Reed Families<br />
WCAC Head<br />
jreed@wcac.net<br />
Evelyn Valez Start evelez@wcac.net<br />
Priscilla Holmes WCAC pholmes@wcac.net<br />
Donna McGrath WCAC dmcgrath@wcac.net<br />
Charla Hixson WCAC chixson@wcac.net<br />
MacKenzie<br />
D'Assis WCAC mdassis@wcac.net<br />
Sarah Lange New Era sarah@newera4nonprofits.com<br />
WCAC<br />
Strategic <strong>Plan</strong><br />
Focus Group<br />
WCCC Parent<br />
Center<br />
10-May-11<br />
Karen Castro WCCC klove2162@yahoo.com<br />
Sharon McCorn<br />
Grace C.<br />
WCCC smccorn@wcac.net<br />
413-967-<br />
9902<br />
413-967-<br />
7136 x 120<br />
508-987-<br />
6003<br />
508-949-<br />
0452<br />
508-765-<br />
9102 x12<br />
508-765-<br />
4738 x12<br />
508-353-<br />
2959<br />
508-754-<br />
1176 x 233
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Bethann Mazzy midnightmazzy@yahoo.com<br />
Beth Dumouchel mom4mykids@yahoo.com<br />
Priscilla Holmes WCAC<br />
MacKenzie<br />
D'Assis WCAC<br />
WCAC<br />
Strategic <strong>Plan</strong><br />
Focus Group<br />
Head Start<br />
Policy <strong>Council</strong> -<br />
Oxford<br />
17-May-11<br />
Marcia<br />
Amewugah<br />
Marcy Street<br />
Parent Marcia.amewugah@yahoo.com<br />
Selena Pearlstein Woodward Parent beethawoman@verizon.net<br />
Melissa Trinidad<br />
Kathleen Dow<br />
Johnny Torres<br />
MacKinnon<br />
Parent mtrinidad@baypath.edu<br />
WCAC<br />
Woodward kdow@wcac.net<br />
MacKinnon<br />
Parent dejon12389@gmail.com<br />
Sissy Busold Spencer Parent sissybusold@charter.net<br />
LaTesha<br />
Carpenter Spencer Parent<br />
WCAC Head<br />
missbeth20202002@yahoo.com<br />
Evelyn Valez Start<br />
WCAC Head<br />
evalez@wcac.net<br />
Joyce Rowell Start jrowell@wcac.net<br />
Priscilla Holmes<br />
MacKenzie<br />
WCAC pholmes@wcac.net<br />
D'Assis WCAC mdassis@wcac.net<br />
508-755-<br />
4084<br />
508-373-<br />
6319<br />
508-987-<br />
1826<br />
774-402-<br />
1448<br />
508-987-<br />
0829<br />
508-723-<br />
6425<br />
774-745-<br />
0203<br />
774-745-<br />
0535<br />
508-765-<br />
4738 x12<br />
508-765-<br />
4738
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Appendix F:<br />
Works Cited
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
SECONDARY DATA SOURCES<br />
1. “American <strong>Community</strong> Survey: Fact Sheet.” U.S. Census Bureau: American<br />
FactFinder.<br />
. 3 Jan. 2011.<br />
2. “<strong>Community</strong> Profile: <strong>Worcester</strong>, <strong>Worcester</strong> County.” Massachusetts Department of<br />
Housing and <strong>Community</strong> Development.<br />
http://profiles.doe.mass.edu/profiles/general.aspx?topNavId=<br />
1&orgcode=03480000&orgtypecode=5&>. June 2008.<br />
3. “Demographics: 2006 Updates to the Central Massachusetts Regional Demographics<br />
March 2006.” Central Massachusetts Regional <strong>Plan</strong>ning Commission. March<br />
2006. .<br />
4. DiPrete, M., Central Massachusetts Regional <strong>Plan</strong>ning Commission. Email interview<br />
with Sarah Lange. 3 Feb. 2011.<br />
5. “Fact Sheets: Family Homelessness in the Commonwealth.” Central Massachusetts<br />
Housing Alliance. 26 Jan.<br />
2011..<br />
6. Hammel, Lee. “Homeless Faring Better Despite Economy.” <strong>Worcester</strong> Telegram &<br />
Gazette 15 April 2011.<br />
7. “Health and Human Services: Examining Effects of Poverty.” Mass.gov. 2011.<br />
Commonwealth of Massachusetts. 27 June 2011.<br />
8. “Massachusetts Department of Public Health Summary of Health Risks and<br />
Preventative Behavior in <strong>Community</strong> Network Health.” Massachusetts<br />
Department of Public Health.<br />
<br />
9. “Massachusetts School and District Profiles: <strong>Worcester</strong> 2010-2011.” Massachusetts<br />
Department of Elementary and Secondary Education (ESE). 27 July 2011.<br />
.<br />
10. “Property Crime.” Office of Justice Programs: BJS: Bureau of Justice Statistics. 2009.<br />
.
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
11. “State & County QuickFacts: Massachusetts.” U.S. Census Bureau. 26 Jan. 2011.<br />
12. “State of Cities Data Systems (SOCDS).” U.S. Department of Human Development.<br />
June 2008. U.S. Census Bureau.<<br />
http://www.huduser.org/portal/datasets/socds.html>.<br />
13. “<strong>Worcester</strong> Police Department, Crime Analysis Unit: Summary of Arrests (Calendar<br />
Year 2007.” <strong>Worcester</strong>MA.gov. June 2008. <<br />
http://www.ci.worcester.ma.us/cau/misc/arrest07.htm>.<br />
14. Yen, Hope. “US Sees <strong>Inc</strong>rease in Poor.” <strong>Worcester</strong> Telegram & Gazette. 6 Jan. 2011.
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Appendix G:<br />
Staff and Board<br />
Survey Results
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
BOARD SURVEY RESULTS<br />
(n=18)<br />
Most pressing needs<br />
jobs/job opportunities -- 13<br />
affordable housing - 9<br />
educational opportunities - 7<br />
energy costs/fuel assistance - 7<br />
food/food assistance - 7<br />
job training - 5<br />
childcare - 4<br />
youth on streets/drop-outs - 3<br />
high cost of health insurance - 3<br />
good-paying jobs -2<br />
Other: local employers, economic needs, youth programming, satellites, translation, exoffender<br />
re-entry, transportation, language classes<br />
Is Safety Net Working? Why?/Why Not?<br />
55.6% feel it's working<br />
44.4% feel it's not<br />
why people feel it's not working:<br />
• need outstrips available resources - 7<br />
• budget cuts - 2<br />
• less public support for these types of programs<br />
• temporary programs working, but long-term needs and heavy volume putting<br />
strain on more families<br />
• the overall economy is not providing enough work for folks who live in poverty<br />
• some people don't qualify, but need help, some don't know where to get help<br />
• increasing complexity of problems and lack of coordination among agencies<br />
working w/same family<br />
• need more one-stop shopping options and greater awareness of existing programs<br />
• economic crisis<br />
• providers are not actually getting people out of poverty<br />
• lack of services for certain groups, such as immigrants that are not resettled by<br />
the gov't<br />
WCAC's strengths<br />
management -- 8<br />
board - 6<br />
variety of programming/scope/reach of services - 6<br />
staff - 5<br />
track record/results/history/credibility -5
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
partnerships, ability to connect communities w/in region -- 4<br />
helping people to become self-sufficient -- 3<br />
act on behalf of the community -3<br />
quality of services - 2<br />
always striving for continuous improvement - 2<br />
leadership - 2<br />
Other: strong advocate/advocacy, uniqueness, culture of pride and success<br />
Challenges facing WCAC<br />
changes in/decreases in/uncertainty of funding/reliance on gov't funding -- 18<br />
increasing need - 3<br />
replacement of key staff<br />
staff diversity<br />
gov't regulations<br />
public "mood" about the poor<br />
maintaining staff morale<br />
do we have the staff we need to succeed?<br />
funding for ongoing staff development<br />
moving people up and out of poverty, and measuring it<br />
Creative partnerships/linkages<br />
private employers/corporations.businesses -- 5<br />
other non-profits-2<br />
faith community/orgs - 2<br />
other agencies that offer similar services - 2<br />
public schools -- 2<br />
gov't<br />
Main South Promise Neighborhood<br />
smaller, community-based organizations, esp those that serve linguistic minorities<br />
colleges<br />
those that support the objectives of our strategic plan
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
STAFF SURVEY SUMMARY OF FINDINGS<br />
(n=76)<br />
Staff that participated:<br />
26 provided their names, 50 did not<br />
31 listed their positions, 45 did not<br />
9 identified themselves as being connected to healthy families or family<br />
advocacy<br />
8 categorized themselves as a teacher or instructor<br />
7 identified themselves as being connected to heat/fuel<br />
asst./weatherization<br />
5 identified themselves as executive or administrative staff<br />
1 was connected to the finance dept.<br />
1 simply noted he/she is an employee<br />
Degree of familiarity with programs: very - 46.1%<br />
somewhat - 51.3%<br />
unfamiliar - 2.6%<br />
Tenure w/agency: less than 1 yr - 15.8%<br />
1-5 yrs - 35.5%<br />
6-10 yrs - 18.4%<br />
10+ yrs - 30.3%<br />
60.5% of respondents do not live in <strong>Worcester</strong><br />
Issues that affect WCAC customers on a daily basis (top 5):<br />
affordable housing - 90.8%<br />
heating - 88.2%<br />
job-related issues - 86.8%<br />
issues related to ability to read, write and speak English - 76.3%<br />
food insecurity - 73.7%<br />
educational opportunities -- 73.7%<br />
CLIENT SERVICES -- in the chart below, please check the frequency with which you see families struggling with<br />
the following problems:<br />
Answer Options<br />
51% or more of<br />
families<br />
Less than<br />
50% of<br />
families<br />
A small % of<br />
families<br />
Not an<br />
issue<br />
Response<br />
Count<br />
Staying in their home 29 22 19 3 73<br />
Finding safe, affordable housing 39 20 9 3 71<br />
Paying rent or mortgage 46 20 6 2 74<br />
Unsafe housing 8 28 22 6 64<br />
Homelessness/Couch surfing 18 17 30 5 70<br />
Overcrowded housing 16 20 21 11 68
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Unable to afford fuel 54 13 3 2 72<br />
Unable to pay other utilities 53 17 1 2 73<br />
Housing not energy efficient 35 24 8 4 71<br />
Purchasing enough food for<br />
family<br />
26 28 16 4 74<br />
In food crisis more than<br />
23 19 20 10 71<br />
twice/year<br />
Finding quality childcare 20 25 20 8 73<br />
Affording childcare 30 21 10 10 71<br />
Finding before/after school care 19 25 17 10 71<br />
Affording before/after school<br />
25 20 14 8 67<br />
care<br />
Financial instability 55 14 0 1 69<br />
Lack of budgeting skills 57 13 1 2 73<br />
Unemployed/underemployed 47 25 0 2 74<br />
Lack of education and/or<br />
46 19 5 3 73<br />
readiness/marketable skills<br />
No desire to work 17 21 26 6 70<br />
Inadequate insurance coverage 8 31 16 12 67<br />
Need help with parenting skills 32 28 7 3 70<br />
Non-English speaker/needs ESL 22 26 22 4 74<br />
Substance abuse 13 28 26 4 71<br />
Domestic violence 8 23 29 9 68<br />
Mental Health 22 26 20 4 70<br />
Social isolation 8 21 23 15 67<br />
Court involvement 12 30 17 10 69<br />
DCF involvement 11 33 16 9 69<br />
Languages heard most often (top 5):<br />
English (97.4%)<br />
Spanish (97.4%)<br />
Vietnamese (59.2%)<br />
Arabic (36.8%)<br />
Polish (43.2%)<br />
Others: Portuguese (7), Chinese (5), Twii (4), Khmer, Russian, Swahili, Albanian,<br />
French, Cambodian, Thai, Burmese, Bosnian, African<br />
Are you seeing an increase in newcomers? 77.6% answered yes
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
DETAILS OF STAFF SURVEY<br />
(n=76)
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
WCAC's Strengths<br />
• helping low income families with financials and housing<br />
• Staff - many have been here for a number of years and their knowledge and<br />
experience are assets to the agency and our customers.<br />
• WCAC is well known in the community and people know that it is dependable.<br />
• caring about the people we serve<br />
• Helping families keep heat during the Winter.<br />
• Co-workers that are eager to serve. A welcoming environment Having multiple<br />
programs<br />
• helping working parents with preschool children<br />
• the people who work hear<br />
• Providing Head Start<br />
• family support<br />
• helping families w/ children<br />
• child and family support<br />
• Just being able to offer support and guidance and to show them how to get in<br />
touch with local community connections and also how to care for and provide<br />
guidance for parenting
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
• Head Start, fuel and energy programs, Healthy Families, support for families with<br />
young children.<br />
• trainings, workshops, meetings<br />
• WCAC's key strengths are providing a wide variety of services to clients.<br />
• Reaching out to the underserved<br />
• In the last five years, the agency has become more visible in the community.<br />
• Providing families with good information and resources for families. Providing<br />
support as home visitors.<br />
• Assisting families in all areas of their lives--connecting the services<br />
• employees are caring<br />
• Fuel Assistance Program and programs for Children<br />
• We're an agency for the people. Our programs help families and individuals reach<br />
their potential and make it through difficult times. Our strengths are that we<br />
continually work to realize our mission and that our leaders share that vision and<br />
effectively transmit that to us, the staff, and together we are a well oiled machine<br />
working for the people of <strong>Worcester</strong> & Southern <strong>Worcester</strong> County.<br />
• The organization helps people get on their feet and out of the cycle of poverty.<br />
• Overwhelming commitment of employees to the mission and customers.<br />
• The ability to serve people in many different aspects<br />
• Providing resources to help families succeed.<br />
• Providing support assistance and referrals<br />
• We help families in need.<br />
• helping the community<br />
• Front desk staff<br />
• Helping people in our community...<br />
• important programs that are all focused on client need and moving families out of<br />
poverty.<br />
• Able to help families with lots of resources<br />
• Being central place to connect families with crucial resources<br />
• Helping customers achieve self-sufficiency<br />
• Treating Client As Human Not A Number<br />
• partnerships, capacity to manage programs, staff, board, niche in serving at-risk<br />
youth. Relationship with <strong>Worcester</strong> Public Schools and QCC as well as with City<br />
of <strong>Worcester</strong> and CMREB.<br />
• The ability to run a continuum of programs from basic needs to asset<br />
development. Customers can receive several services in one location.<br />
• helping people in crisis/be it homelessness/food/fuel<br />
• caring staff, knowledgeable staff<br />
• caring and helping people in need<br />
• Fuel assistance and head start and job training<br />
• The location is great. WCAC also has a good long standing reputation with the<br />
community so people know that WCAC is safe place where they can go to find
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
help. I've only been here for a short period but one of the strengths I see here on a<br />
daily basis is the safe and welcoming environment that the staff here provide for<br />
our youths. I also notice the constant networking WCAC does with community<br />
businesses and agencies for different projects. Another strength I find at WCAC<br />
is the cultural and generational diversity of the staff (at the <strong>Worcester</strong> site). The<br />
more diverse we are the better we can represent and serve our population.<br />
• WCAC has many dedicated and concerned employees who are able to<br />
successfully deal with a relatively difficult client population.<br />
• Its great that we have different programs at one place to help serve our clients.<br />
• strong team work, cohesive, leadership.<br />
• Staff taking care of clients-their understanding and acknowledging client's needs.<br />
• Knowledge of the program and how to address certain situation when a client has<br />
an emergency<br />
• Helping people feel better about themselves.<br />
• Hard working and dedicated staff. Fundraising<br />
• having different programs in one place making it easier for the clients to receive<br />
services or information for services<br />
• The ability to serve those in need.<br />
• Helping the elderly and educating the youth.<br />
• helping people in many different ways, help them to move forward in their lives<br />
is very important thing<br />
• Collaborative staff<br />
• Costumer serves<br />
• The staff that directly works with the customers, THEY are the key to success at<br />
WCAC.<br />
• The fuel staff is a great group of people. WCAC goes above and beyond to help<br />
others<br />
• Understanding of our customer needs. Able to provide information that will help<br />
them solve problems<br />
• HELPING PEOPLE<br />
• team work, people who care and want to see a difference (very loving),<br />
supportive about everything<br />
• our employees<br />
• Client services and support<br />
• It's diversity and its commitment to helping people. The team you have does a<br />
great job.<br />
• Many services at 1 agency, partnerships with other local resources<br />
• the diversity of the people and the programs<br />
• Do not discriminate, open to all cultures, willingness to help in all areas of<br />
concerns<br />
• collaborative partnerships<br />
• array of services provides clients with a "one stop shopping" opportunity...staff<br />
commitment to ensuring quality of services to clients
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
• Weatherization and Fuel Assistance. Education is helpful.<br />
• education and energy<br />
• Its employees.<br />
• Mission driven organization, wide range of services focusing on self-sufficiency<br />
and addressing poverty.
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Challenges Facing the Organization<br />
• substance and drug abuse repeating from generation<br />
• So many people have so many needs and issues at one time that it is difficult to<br />
address all of them and they may feel as though they're not getting very far. Such<br />
issues as getting out of debt (which compounds other issues like paying rent and<br />
utilities and buying food) can take years to resolve and we can only do so much to<br />
help people in such a situation. Uncertainty with funding is also a challenge to<br />
helping people.<br />
• Sometimes people become very dependent on the different programs, so we need<br />
to find the balance between helping and empowering.<br />
• budget<br />
• Funding<br />
• The organization lack adequate resources. The ability to implement better<br />
strategic plans to ensure that families remain self sufficient.<br />
• clients are too dependant and take the organization for granted.<br />
• getting them to work and not to think this is entitlement programs<br />
• budget cuts<br />
• no funds to help them out<br />
• budget<br />
• the economy<br />
• The lack of child care vouchers. Without vouchers many families cannot work so<br />
are stuck with staying on welfare.<br />
• Decrease in funding, increase in numbers and types of families in crisis<br />
• Reaching their goal, follow ups with home visit, calling and checking in to see<br />
how everything is at home.<br />
• I think an important piece to help people move out of poverty is providing the<br />
appropriate guidance and education needed for them to understand the importance<br />
of stability in a family. It is important for people to understand why they should
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
move forward. I feel there needs to be a clear understandable process or guide for<br />
people to follow.<br />
• Funding for the program<br />
• State and federal budget cuts.<br />
• There is a lack of housing especially affordable, jobs and child care for young<br />
parents.<br />
• the economy<br />
• budget<br />
• Funding<br />
• These difficult times have increased the number of people who need our help<br />
while we continue to operate with the same resources.<br />
• Our resources being cut so its hard to help our clients.<br />
• Financial stability of programs, staff burn out<br />
• Funding cuts<br />
• Due to the poverty guidelines we can't also help everyone who is in need of our<br />
services.<br />
• Finances are always a main concern as well as clients following through<br />
• Educating people applying for services about the process.<br />
• helping the client understand the process and accept the process<br />
• Funds<br />
• Finding the money to fund the budget<br />
• disrupted and uncertain funding results in the inability to plan.<br />
• Limited cash flow, and grants.<br />
• Need to instill training in how to manage budget in future so avoid future<br />
problems<br />
• Providing ESL classes and ABE level classes<br />
• Not Enough Funding<br />
• Reduced funding is the current challenge; also grant funds come and go e.g.,<br />
ARRA--the results are that we build successful and responsive programs, then<br />
funds are discontinued. Also, need for policy changes --set limits on the number<br />
of years people can access services (with some exceptions: e.g., elders, folks with<br />
disabilities eligible for longer term fuel assistance; other limit to 2 or 3 years.<br />
Need to increase GED and ESOL services due to demand. Need to increase preemployment<br />
training and find more employers to hire workers. Need to expand<br />
services in South County. Overall, more people are seeking services and capacity<br />
to meet demand is limited. Need the ability to use CSBG for non <strong>Worcester</strong> areas.<br />
• While we are not a clinical setting, I believe our services would be strengthened<br />
with an effort to hire more staff with clinical backgrounds due to the complex<br />
needs of customers. Diversifying the funding base to engage long-term,<br />
committed funders.<br />
• the decrease in funding/how to do more with less<br />
• program restrictions, tight deadline and complicated paperwork requirements.<br />
• funding decrease means less help for families
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
• continuity in the programs and be able to access all programs efficiency.<br />
• There is the great challenge of maintaining funding. Another challenge I see for<br />
WCAC, which is connected to our funding issue, is: How can we further<br />
empower the communities of the populations that we already serve? WCAC does<br />
a wonderful job advocating for people and providing a variety of services, but we<br />
can only provide so much assistance. Many problems start at home and in the<br />
communities our clients live in. How can we empower our clients to continue to<br />
be self sufficient and "advocate" for their communities once they leave our<br />
programs? I would like to see WCAC network more with grassroots agencies that<br />
empower lower-income people. Our clients and their communities need better<br />
representation in our local government. In turn, those empowered individuals will<br />
continue to advocate and tell their leaders that there is a need to maintain funding<br />
for agencies like WCAC.<br />
• Motivating clients Discovering appropriate job opportunities<br />
• People will have a big issues on paying their heating bills.<br />
• we need to get our name to the target population that we serve. For example when<br />
I was a teenager in <strong>Worcester</strong>, I had never hear of WCAC educational programs<br />
considering WCAC had existed for more than 25 years at that time. This means<br />
we need to go to public schools, meet with the target student populations, have<br />
meeting after school hours with them and introduce ourselves. Moreover, we<br />
should reorganize hour work schedule someway, such as working in shifts,<br />
because there are many people who are poor and work. In order for them to come<br />
an see us, they have to miss some working hours. Also, I know that we are<br />
helping the poor, but please make our effort of helping interesting. For example,<br />
those who come here for GED can learn what they need to learn, but we should<br />
make it more than just the traditional way of teaching i.e. incorporate educational<br />
films showing time.<br />
• lack of funding<br />
• Providing them with tools to get a job and to be more sufficient and goal oriented<br />
• Hopefully with the programs we provide to our clients. They will realize how<br />
making a change in their live can make a difference.<br />
• Need for increased funding. Need for increase staff positions<br />
• education, skills and or low paying jobs<br />
• Lack of funding.<br />
• client commitment to better themselves<br />
• working hard<br />
• Budget cuts<br />
• Money<br />
• You can't keep enabling the customers, more needs to be done so that they can<br />
help themselves.<br />
• Money and some people just don't want to do anything to help themselves.<br />
• More funding.<br />
• FUNDING<br />
• none I think were doing as much as we can with what we are given
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
• budget<br />
• funding<br />
• the economy<br />
• They have to be willing to learn and want the help. Adding learning how to<br />
budget money and save up it very helpful especially if you want them to buy a<br />
house of their own. I see a lot of people coming in buying places that they have<br />
no working heating system or hot water heaters or repairs needing to be done. If<br />
they can't afford to pay for the things that makes the house livable.<br />
• CSBG funding cuts<br />
• client education and participation<br />
• poor economy, lack of jobs and education for adults as well as young people<br />
• breaking intergenerational poverty; educating customers on the importance of<br />
education, reducing reliance on public assistance, improving job skills and<br />
placement, childcare issues<br />
• reliance on government funding is challenging<br />
• More money is need<br />
• educating the clients with budgeting their current income effectively<br />
• The monetary resources to do so, and in many cases the lack of desire on the<br />
clients behalf.<br />
• managing many grants and funds as they change due to political climate. Some<br />
funds do not address root causes of poverty and only provide limited support (i.e.<br />
restricted and limited fuel funds).
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Program Strengths<br />
• experienced teachers and team at center<br />
• Staff - longevity and knowledge, the ability to adapt to many changes and<br />
challenges and deal professionally and effectively with our customers.<br />
• We help our families face the challenges that come their way every day.<br />
• all are great<br />
• Working as a team<br />
• It reduces our client energy consumption<br />
• child care for working parents<br />
• we try to prepare the customers for the real world<br />
• many (not all) dedicated, good teachers<br />
• helping family in need<br />
• teacher support<br />
• Children we serve and teachers that help them<br />
• support for parents and children<br />
• We really give a lot of support to our families and we also educate them and<br />
connect them with a lot of services<br />
• Collaboration with community agencies, range of services and activities, ability<br />
to connect families with services and information.<br />
• Being Bilingual
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
• The strength of our program is the established collaboration of services with<br />
outside agencies.<br />
• Education, Social, and Health Services for families of low income<br />
• Having a great, dedicated team of home visitors and supervisor. Bringing support,<br />
information, and community resources to families.<br />
• people who are committed to helping people<br />
• Head Start provides affordable quality preschool for low income children.<br />
• Caring staff, NAEYC accredited program - Resources are excellent<br />
• I could go on forever, as we are a strength based program (smile). But essentially<br />
our biggest strength is our team. Our director and our staff of home visitors share<br />
a passion and a desire to effect change in the lives of these young families and to<br />
do it well! We work through so much, and give so much, all the while supporting<br />
each other through the difficult moments and meeting families at their need.<br />
• We are all very dedicated to our work.<br />
• High quality of service provided, consistency, commitment, care for ourselves<br />
and others.<br />
• Giving children a helping hand early on. Many children in this program do better<br />
in Kindergarten, etc than children who have not had a pre-school program.<br />
• The work we do with the children and families. Providing opportunities for<br />
children to acquire skills before going on to kindergarten. Providing opportunities<br />
for families to be involved in their child's education. Providing resources to help<br />
families with any issues they may be having.<br />
• Providing quality childcare and school readiness skills for children 3-5 to<br />
transition to public school<br />
• Get children school ready.<br />
• help get children ready for academic school<br />
• Staff<br />
• Supporting families in our community or agency<br />
• dedicated staff.; educated staff; parent involvement<br />
• The program is design to assist youth with basic skills for employment and<br />
educational goals.<br />
• WCCC : We help connect families to resources<br />
• Well qualified employees Motivated employees<br />
• Communication. Getting the Word out About The Service WCAC Provide.<br />
• Fuel, Head Start, Weatherization and GED are strong; WCCC is strong;<br />
partnership relations and contracts are strong; programs are fairly well known in<br />
<strong>Worcester</strong> but more marketing and outreach is needed.<br />
• It is currently the only program with funding for year-round jobs for youth. This<br />
year an additional part-time staff person was hired and is very helpful. Strong<br />
partnership with <strong>Worcester</strong> Public Schools.<br />
• knowledgeable workers, they know sources or methods that are just not in print<br />
experience/is worth its weight in service<br />
• knowledgeable staff
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
• our knowledge of resources<br />
• continuity, and having client who fill comfortable with us.<br />
• I think one WINGS' best strengths is the knowledgeable staff who work together<br />
as a team to provide the best guidance possible to our youths. It works well to<br />
have one person who focuses on Case Management and the other do GED<br />
Instruction. Another strength of WINGS is that we have plenty of class materials<br />
and space to work with the students, which is important in providing a good<br />
learning environment. I also believe having a more intimate smaller class size is a<br />
strength and a need for the youth I work with. Also, as the GED Instructor I find<br />
it is a strength to have flexibility and creativity in lesson planning because it's<br />
important for me to find the right learning approach to use for each individual<br />
student.<br />
• It's a Win-Win. Clients receive a better insulated home and/or better heating<br />
system, which results in less fuel assistance payout needed.<br />
• Able to help with turning heating/electric on and oil deliveries.<br />
• financial assistance that we give to low income families and the large number of<br />
towns we serves. And the place that we serve them. That means we have two<br />
separate areas for the new and old customers.<br />
• Staff taking care of clients-their understanding and acknowledging client's needs<br />
and staff commitment and knowledge.<br />
• able to help people with their heating bills<br />
• Helping people feel they are important when they come for our services.<br />
• Hard working dedicated and knowledgeable staff<br />
• working with utilities companies to keep the utilities on or turn them back on<br />
• We help people that are unable to afford to properly help themselves.<br />
• Helping people to live efficiently<br />
• keep people warm in cold winter days<br />
• Staff has the ability to understand what the client needs and we are able to<br />
connect them to other additional programs within WCAC to help them get the<br />
proper help they need.<br />
• the employees and their understanding of the customers.<br />
• the staff<br />
• Able to help clients.<br />
• STOPPING PEOPLE FROM GOING WITHOUT HEAT<br />
• team work, determination to make ones life better!<br />
• dedicated employee and support from the administration<br />
• continuous positive outcomes<br />
• its very organized, that makes the job more productive.<br />
• We are doing our best to help keep people warm and to lower their heating costs<br />
so they can free up some of the money they need to be able to live.<br />
• Very hard workers.<br />
• the team approach to problem solving<br />
• trained staff willing to help
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
• examining all possibilities--strategies and programs--to help people; willing to<br />
partner with other agencies<br />
• staff work as a team to provide services for clients, staff committed and caring<br />
creating a welcoming atmosphere<br />
• Knowledgeable people who care about what they do.<br />
• known in the community<br />
• the diverse backgrounds of the employees, as well as the ability to be somewhat<br />
self funding.<br />
• Well trained and supervised staff who care deeply for families and follow the<br />
program model to prevent child abuse and neglect.<br />
Barriers to Optimum Program Effectiveness<br />
• private space to meet with clients uninterrupted<br />
• Funding questions and issues (will there be funding?); last minute budget<br />
changes; lack of communication<br />
• Communication and time.<br />
• budget
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
• Funding<br />
• Inadequate resources<br />
• Under staffed<br />
• Stress<br />
• Budget cuts, short staffed, paper work overload- most paper is completed at home<br />
after work hours<br />
• Budget<br />
• Funding<br />
• Lack of communication<br />
• Lack of funds, time, and , and staff<br />
• There are times communication is not clear or that the information is channeled<br />
differently.<br />
• Funding, Space<br />
• Money...and transportation. Gas prices are very high and mileage reimbursement<br />
could be higher.<br />
• Staffing and staff turn over<br />
• The high cost of travel and the general wear and tear of our vehicles is difficult.<br />
The towns we service are rural and remote and we are taking services directly to<br />
these locations- to the families in need. I believe we function effectively as a<br />
program, despite the many obstacles we face. These obstacles are usually<br />
personal and program financial struggles, but we support each other and continue<br />
to do the best we can with what we are given.<br />
• A challenge would be the high cost of living for little salary to staff. I believe we<br />
function effectively as a program from the support we receive each other.<br />
• High cost of travel, high cost of living on very small salary for staff.<br />
• Not enough staff<br />
• Not always enough bi-lingual staff to help with translations.<br />
• Staffing is a concern, coverage when someone is out is always an issue because<br />
there are no extra staff<br />
• Management understanding of the process what non management staff need to<br />
complete in order to complete basic job duties and or complete other management<br />
requests<br />
• Funds<br />
• Budget...lack of money to pay extra staffing so staffing with bare<br />
minimum...extra work loads...<br />
• Disrupted an uncertain funding results in the inability to plan.<br />
• Time may be a barrier sometimes. And limited funding.<br />
• Need for space for childcare<br />
• Funds to provide sufficient educational materials Need a class for ABE (literacy)<br />
level students.<br />
• Limited funding; the need to strengthen partnerships with strategic programs and<br />
pathways; competition for limited local dollars (fund raising)<br />
• Could expand with increased funding.
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
• Lack of funding<br />
• Budget constraints<br />
• Money and lack of qualified help and we need to teach budgeting skills to our<br />
clients<br />
• I think the challenges that our program faces are mostly outside ones. The<br />
challenges that our youth deal with outside of the program (i.e. substance abuse,<br />
family problems, housing issues, violence) often affects their attendance to the<br />
program. Attendance is important because if the youths attended more they would<br />
complete the program quicker and obtain other goals quicker.<br />
• Having enough money to provide the necessary work to make a difference in fuel<br />
use.<br />
• Need more workers.<br />
• We need more space for clients to sit, for us to serve, and file their applications.<br />
We need more people so that we can help them faster. We need some sort of<br />
mechanism to reduce the sounds where we work so that we don't have to speak<br />
louder than we should and we do not have to hear the talking of clients we do not<br />
talk to at the moment. The room temperature here should not be too hot<br />
sometimes, so that we can maintain our working speed.<br />
• Part time staff; not enough hours to do all the day and evening programs<br />
• Funding and budgeting<br />
• Sometimes being overwhelmed and stressed by phones ringing while trying to<br />
help clients.<br />
• Need for more family friendly space<br />
• Not enough staff, budget cuts<br />
• Lack of funding make it difficult to provide assistance to those in need. The<br />
benefits were very low this year resulting in many clients receiving one delivery<br />
in the beginning of the program, and not being able to afford another; resulting in<br />
loss of heat.<br />
• Restrictions that change daily. Case by case answers that make it impossible for<br />
anyone to make a decision for themselves even for simple problems.<br />
• Hard work<br />
• Very short staffed!<br />
• No Money<br />
• Money<br />
• More and more people coming in to apply<br />
• FUNDING<br />
• Short staffed<br />
• Funding<br />
• The economy<br />
• People not being able to afford the taxes on properties that they own.<br />
• Potential funding cuts. Inability to track clients progress over a long period of<br />
time.
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
• when people break off from the plan because they might not have enough info or<br />
do what they want<br />
• Adequate funding limited resources<br />
• State and federal grant programs come with parameters as to what can be<br />
supported; few discretionary dollars; low admin costs with grants vs. agency<br />
operating costs<br />
• Lack of funding resulting in fewer staff delivering the services...weakens the<br />
affect of programs and could result in staff burnout<br />
• More money is needed<br />
• Outreach<br />
• Time management. Greater need for stability among the governing bodies to<br />
make a decision and stick with it. It currently seems like there is a lot of 2nd<br />
guessing.<br />
• Level funded, low staff salaries, mileage and travel burdens to staff.<br />
Training needs/interests<br />
• More training on the software program
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
• Personal Safety while working in the field.<br />
• any training is helpful<br />
• Willing to explore other programs and be able to do more than I'm already<br />
responsible for.<br />
• To be trained in different areas.<br />
• any workshops to add to curriculum or topics parents need help with<br />
• Director 1 License<br />
• Empowering families to be the best parents possible<br />
• Workshops outside the agency with more topics on families.<br />
• Cross training in other positions or programs. Knowing or being familiar with the<br />
other programs in WCAC will better serve the clients.<br />
• Safety for home visitors<br />
• Public speaking, additional coaching.<br />
• continue trainings on child development<br />
• additional information on time management<br />
• computer courses<br />
• Time Management skills - How to deal with interruptions<br />
• In depth substance abuse and mental health trainings. Personally, I would like to<br />
finish college as well.<br />
• I would be interested in learning more about forms of postpartum depression and<br />
mental health.<br />
• Trauma informed practice, advanced substance abuse training, working with<br />
clients with mental health issues<br />
• EXCEL training<br />
• Trainings on other resources to give to parents to help with their issues.<br />
• I would like to know more about our agency and what I could offer to our clients<br />
for referrals<br />
• Excel<br />
• I would like to see more training for staff in our finances or how we can get our<br />
needs met financially...the majority of us are also at poverty level and are<br />
working to help others but then we don't have time to help ourselves or to access<br />
the resources available.<br />
• Head Start provides many trainings throughout the year. Additional training<br />
should be related to agency programs, policies etc.<br />
• I would like to continue to get more training in the area of youth development.<br />
• Courses needed to maintain certification<br />
• Computer<br />
• Best practice programs in management, programs and non-profit law<br />
• Supervisory training, clinical training to maintain licensing, would appreciate<br />
increased understanding of WCAC's new cost allocation procedures<br />
• Supervisory skills<br />
• Communication, computer software
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
• Second language<br />
• People skills and common sense ,and the ability to adept to programs changes and<br />
fiscal changes<br />
• I would be interested grant writing training, so that I may assist in developing<br />
grants that would help fund WCAC youth programs.<br />
• Ongoing training for needed skills seems pretty good in our program.<br />
• Not anything in specific. Willing to learn anything from co-workers in different<br />
programs. I've learned a bit about other programs by Translating for the<br />
Vietnamese clients.<br />
• Yes,!! Finally, I think we should have a program we can fill our a form and<br />
submit to human resource as our convenience about what we want to learn about<br />
the basic of other departments. Everyone has skills to share and we all have<br />
something that others might want to learn about. In this way, coworkers inside<br />
WCAC organization can learn form each others. For example, I might know a<br />
language that other might want to know how to say a few sentences, and might<br />
want to have the opportunity to listen to those in the accounting field, or<br />
management field about their real life experience at WCAC. This can be conduct<br />
as a workshop format beside working hour voluntarily if we have and audience<br />
and a willing speaker, in a democratic manner. I can speak more on this<br />
passionate subject of mine but this will do it for the survey!<br />
• Excel<br />
• I am learning everyday and always interested in learning more<br />
• Training on how to handle very difficult clients Training on handling very<br />
difficult clients. better communication between co-workers<br />
• Need more information from other programs, so that we can refer out clients to<br />
the right place.<br />
• As much education as possible. Management training, interpersonal training,<br />
problem solving skills. Anger Management.<br />
• Any new improvement to help customer in the best possible way<br />
• More training with LIHEAP<br />
• Free college classes and training for employees<br />
• BETTER COMPUTER SKILLS<br />
• How to manage stress in the workplace<br />
• Any training is appreciated that expands my ability to do my job more efficiently<br />
or that helps me to understand the needs of the clients I work with whether it be<br />
internal customers or external customers.<br />
• Organizational skills<br />
• Computer training<br />
• Cultural diversity training<br />
• Advanced computer training; public speaking<br />
• There is always more training needed to be able to serve people effectively<br />
• Spanish for beginners
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
• I think that my boss does a very good job at keeping us trained and listening to us<br />
if we feel we would like additional training.<br />
• Financial literacy and budgeting training to support families. Conflict resolution<br />
and healthy communication for young parents.
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
WCAC Staff Day 2011<br />
Strategic <strong>Plan</strong> Focus Groups<br />
Thursday June 9, 2011<br />
(See following document for table of attendance.)<br />
1. What are the most pressing needs families in Central MA have?<br />
Table 1: Employment<br />
Education<br />
Housing<br />
Childcare and after school programs<br />
Fuel assistance<br />
Budget/finance<br />
Table 2: Affordable and safe childcare<br />
Jobs and job training<br />
Earning a living wage<br />
Abuse prevention programs are needed more than ever<br />
Family strengthening programs that will address the above programs, crisis and trauma<br />
training, safety awareness<br />
Table 3: Affordable housing<br />
Childcare<br />
Funds<br />
Security etc. to get into an apt.<br />
Health insurance<br />
Safe zone for teens<br />
Access to information<br />
Transportation<br />
Jobs and training centers, teen jobs<br />
Summer programs/camps<br />
Table 4: Affordable housing<br />
Healthcare/health insurance<br />
Transportation<br />
Childcare<br />
Money to meet basic needs<br />
Access to trainings<br />
Jobs<br />
Education/GED/training<br />
Mental health services<br />
Financial literacy<br />
ESL<br />
Youth services<br />
One-stop to get services – knowing where to go for services
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Table 5: Housing<br />
Childcare – vouchers<br />
Food<br />
Gas<br />
Transportation<br />
Budgeting training<br />
Financial instability<br />
After school childcare<br />
Employment<br />
Necessary spending<br />
Locating resources<br />
Table 6: Housing costs – assistance with proper housing<br />
Transportation – more alternatives, hardly any in Southbridge<br />
Education – ESL, GED, language barriers – more times to select from (day and night<br />
classes)<br />
Mental health – to motivate clients to continue participation<br />
Motivational support<br />
Daycare<br />
Table 7: Paying heat bill<br />
Jobs<br />
Food<br />
Shelter, keeping housing<br />
Childcare<br />
Transportation<br />
Healthcare<br />
Clothing<br />
Education<br />
Table 8: Funding<br />
Employment/training<br />
Housing<br />
Disaster relief<br />
Transportation<br />
Childcare<br />
Unemployment benefits<br />
Fuel Assistance – price of oil (high demand)<br />
Table 9: Not enough money<br />
Lack of jobs<br />
Transportation, cost of gas<br />
Lack of food, cost of groceries rising<br />
Paying rent<br />
Cost of fuel<br />
Childcare
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Cars not efficient and cost of public transportation rising<br />
Cost of education – student loans<br />
Table 10: Food<br />
Shelter<br />
Affordable, high quality childcare<br />
Transportation<br />
Access to mental health services<br />
Alternative out of school time (children 8-16)<br />
Table 11: Food<br />
Shelter<br />
Heat<br />
Transportation<br />
Adult education<br />
Daycare<br />
Jobs<br />
Table 12: Housing<br />
Childcare – affordable, extended hours<br />
Transportation<br />
Decent paying jobs<br />
Bilingual GED and continuing education<br />
Basic needs<br />
<strong>Community</strong> information hotline<br />
Youth activities<br />
Wait list for mental health and disabilities<br />
2. Do you feel the safety net for people living in poverty is working? Why or<br />
why not?<br />
Table 1: No – not enough money in system, people don’t know resources available. Catch<br />
22, disincentives to getting more self-sufficient.<br />
Yes – Many people being helped<br />
Table 2: No – because of the economy, lack of advocacy and representation, always a<br />
wonder of what will happen next, all members of community, government, religious,<br />
need to come together to make a plan.<br />
Yes - We want to enhance programs, we need more client education. It should be<br />
mandatory participation for clients, awareness and education are key.<br />
Table 3: Knowing resources, people aren’t aware of resources – need more outreach<br />
Language barriers<br />
Transportation<br />
Shelters and other agencies should inform clients about other resources<br />
Staff networking to be aware of what each program offers (trainings/structures)
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Staff should know when special events are going on so it can be passed on to clients<br />
Advocates should have trainings<br />
Info on community housing opportunities beforehand, community updates<br />
Pamphlets for each program placed in strategic places – bus stops, library etc.<br />
More help for people on their own<br />
Table 4: No, lack of trust<br />
Doesn’t allow people to get out of their situation<br />
Poor economy<br />
Frustration/discouragement<br />
Not enough services for people in need, not enough to go around<br />
People are treated poorly when seeking services and don’t know how to navigate through<br />
the system<br />
Table 5: Funding is limited – not working as a safety net<br />
Homeless shelters closing<br />
Allocations are targeted<br />
Statistics are incorrect – unemployment #’s<br />
Elderly now seeking services<br />
Food costs – can effect health issues<br />
Table 6: Depends on families, case by case<br />
People are afraid to lose benefits/safety net<br />
We believe it’s partly related to lack of confidence/self-esteem<br />
Clients seem to be intimidated regardless of resources and support offered<br />
Our assessment systems can’t always measure all that’s going on<br />
Clients intimidated by our assessments<br />
Need more family advocates<br />
Where the clients reside strongly related to family issues, clients need to get out from<br />
their environments to experience different types of environments<br />
Early Head Start helps<br />
Table 7: No, there is no safety net<br />
DSS might still have a safety net but funding has been cut. Now it seems like it’s setting<br />
up people to fail. When helping program ends people can’t keep their homes. Seniors<br />
need more help, their housing is very expensive for their fixed income.<br />
Table 8: Not really well known about or understood, not educated on how to get services<br />
Can we get access to sites?<br />
Not enough to go around<br />
Table 9: No, there is not enough of a support system<br />
No information to channel them in the right direction<br />
No centralized base or referral<br />
DTA welfare office is not very accessible<br />
People need guidance for the next steps
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
The “new” poor are not sure where to go<br />
A resource line would be helpful so people will know where to go<br />
Childcare voucher is working<br />
Healthy families helps a great deal<br />
There are more agencies for cities than towns<br />
Table 10: To a degree, need for emergency housing, GED programs for people over 21,<br />
services for elderly<br />
Table 11: No, need to reevaluate the abuse of the system<br />
Better infrastructure, neighborhood watch, do not have enough $ to allow police/security<br />
in their areas<br />
More open communication between agencies<br />
Some towns don’t want citizens involved<br />
Drug addicts/dealers are living among families in housing facilities which makes it hard<br />
for other residents to feel comfortable<br />
Table 12: Working but not adequate, not enough resources<br />
3. What do you see as WCAC’s strengths?<br />
Table 1: <strong>Community</strong> help<br />
Wealth of resources<br />
A lot of directing<br />
Table 2: Diversity of programs<br />
Team effort<br />
Dedication to staff<br />
Support in various aspects<br />
Sustainability<br />
Proactive program<br />
Sense of community in each site<br />
Empowering families and children through program training, public education, and a free<br />
school program<br />
Parents get their voices heard through policy council<br />
Education taught to the community<br />
Having a plan of self-sufficiency and accomplishment<br />
Table 3: Great programs<br />
Diversity<br />
Staff<br />
Centrally located<br />
Passion<br />
Driven<br />
Teamwork<br />
Work ethics
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Reach out to everyone<br />
Great leaders<br />
Helping families<br />
Table 4: Staff – good rapport with clients, knowledge and longevity, some are good<br />
advocates having gone through/used our services<br />
We offer many services<br />
We use our budget wisely<br />
Table 5: Staff<br />
Excel at helping people<br />
Teamwork<br />
Complement of services<br />
Building one service to another complement each other<br />
Programs being added<br />
Table 6: Good staff/team who are dedicated<br />
Great programs – Head Start, speech, public school referrals, Health Dept., Dental<br />
Dreams, GED program<br />
We serve many people<br />
Table 7: Fuel program – problem with program is that they keep giving increases so<br />
people expect extra $ so they stop paying bills with cuts they are not going to get the<br />
extra $. This program needs to set a fixed budget per family (ex: $750).<br />
Good leaders<br />
Head Start – people like program and feel comfortable with it<br />
GED program – Staff help families through program and beyond<br />
Table 8: Leadership<br />
Staff<br />
Diverse in all areas – programs, staffing<br />
Reputation<br />
Reliability<br />
Compassionate and professional staff<br />
Staff longevity<br />
Feedback – referred to other programs well, good communication<br />
Partnerships with other agencies, communication across agencies<br />
Table 9: The variety of different programs<br />
Staff<br />
We cover a lot of territory<br />
Table 10: Communicate other resources – collaboration with other agencies<br />
Staff and board<br />
Scope of services
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Table 11: Employee dedication<br />
Understanding of the clients<br />
Large amount of services<br />
Referrals<br />
Table 12: Resources<br />
Caring employees<br />
Well known in community<br />
Strong internal teams<br />
Connecting people to programs<br />
Mutual trust and communication (employees)<br />
Overall mission is lived up to<br />
4. What challenges do you think WCAC faces?<br />
Table 1: Funding<br />
Making people aware of all resources<br />
Every family should be introduced to every program available<br />
Table 2: Funding<br />
What to expect from parents and community<br />
Education, informing<br />
Creative ways of getting parents involved<br />
Need more volunteers<br />
Table 3: Not enough resources for everyone<br />
Grants that begin then get cut in a year<br />
Funding (summer jobs are very important)<br />
Table 4: <strong>Inc</strong>reased clients/less staff, not enough staff<br />
Funding<br />
Transportation/parking in <strong>Worcester</strong><br />
Communication – staff knowing what services are offered in <strong>Worcester</strong> & South County<br />
Staff would like to have more in depth info on programs<br />
Knowing where to refer clients in crisis displaced by eviction, foreclosure, tornadoes etc.<br />
Table 5: Budget – new funding sources and cuts<br />
Turnover of staff – attract and retain<br />
Qualified staff – no increase to funding<br />
Keeping benefits for staff low<br />
Office space in <strong>Worcester</strong> – desk and storage space<br />
Parking for downtown staff<br />
Security<br />
Keeping up with new grant/program requirements<br />
Program enrollment, parent participation<br />
Enabling of parents
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
In-kind in Head Start program<br />
<strong>Community</strong> awareness of current issues<br />
Table 6: Paperwork/record keeping sometimes takes up a good part of the day<br />
Budget<br />
Staffing – both main and Head Start (ex: 5 person fuel assistance staff processing<br />
15,000+ applications)<br />
Breaks – due to short staffing<br />
Challenge filling positions<br />
Table 7: Budget – keeping quality of help with questionable budget<br />
Balancing funding<br />
Keeping up with the demand<br />
Table 8: Communication – staff to staff, staff to customer<br />
Coverage for Head Start classrooms – floaters or subs<br />
Problem solving<br />
Mini sessions for learning about other areas of the agency, webinars<br />
Thank you campaign needs to be better communicated across the agency<br />
Table 9: Monetary funding<br />
Finding alternative funding<br />
Possible lay offs, understaffed<br />
Wear and tear on staffs’ vehicles<br />
Reducing programs is difficult<br />
Table 10: Funding<br />
Staff doing too many jobs<br />
Disconnect between South County and <strong>Worcester</strong><br />
Table 11: Funding, economic increases in the cost of living<br />
More people in need but guidelines have not changed and we can not help them because<br />
they are “over-income” making us feel that we have failed them<br />
People are turned away – families trying to better themselves and do not meet the poverty<br />
guidelines as we tell them we will help them improve themselves and then turn our backs<br />
on them<br />
Table 12: Money – funding<br />
Staff burn out<br />
Parents who are supposed to be working do not always reveal what they are actually<br />
doing
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
5. Do you have ideas about creative partnerships or collaborations that would<br />
help WCAC strengthen and/or expand the safety net for low-income people?<br />
Table 1: More partnerships with public school and Head Start for kindergarten<br />
transitions, working with colleges/university students, work with other agencies to pool<br />
and coordinate resources working with same family to fill that gap between need and<br />
self-sufficient.<br />
Table 2: More networking<br />
More workshops<br />
Internships<br />
Casual Friday – donate $5 to go into a charitable fund<br />
Table 3: Collaboration with library<br />
Collaboration with DTA and DHCD<br />
Post office downstairs and others<br />
Dress For Success needs more advertisement<br />
Collaboration with all community centers and neighborhood centers more often and in<br />
depth, we should support one another<br />
Offer workshops<br />
Table 4: Coordinate with other CAP agencies if clients live closer to other CAP agencies<br />
instead of <strong>Worcester</strong><br />
Open databases for other agencies – coordinate with other agencies for info/referrals for<br />
our clients so we don’t have to send them to so many different offices for services<br />
UMass Healthcare lapse coverage<br />
Table 5: Public schools – agency awareness<br />
Parent nights at schools<br />
<strong>Community</strong> events posting<br />
Collaborative – health homes<br />
Banks – Southbridge Savings Bank<br />
Regional Environmental <strong>Council</strong><br />
Colleges – WSU, QCC, Becker<br />
Hospitals – UMass, Harrington<br />
Table 6: Head Start and DTA works<br />
Family Advocates are helpful<br />
Packet of all the agency program info for all staff, including application process<br />
information for each program<br />
Program from people coming out of recovery to support clients with children in Head<br />
Start – need a collaboration in this project<br />
Need more info/resources to connect clients to recovery programs<br />
Need better collaboration with medical programs (especially in South County) that<br />
address: recovery, mental health, healthcare costs, transportation to medical appointments<br />
(e.g., Ronald McDonald mobile dental van), better medical facilities
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Table 7: If big business got involved<br />
Donations<br />
Set up if you work for a month we will contribute toward certain expenses<br />
Make a commitment to look at what agencies are doing – poll theses agencies and have<br />
them work together. In the past this hasn’t worked because when people work together<br />
they need less staff so there are lay offs.<br />
Businesses and colleges pitch in<br />
Have someone sit down with participants to make a budget that doesn’t include the help<br />
money they will be given from agencies – teach life skills<br />
Table 8: Other Head Starts<br />
Connect to other agencies for needs to be met<br />
Referrals to direct connections to agencies<br />
Strengthening transportation in South County<br />
Knowledge and relationships<br />
Immigrant services<br />
Mental health services – hospitals, other services<br />
Mass Health Behavior Network (MHBN) product of MA Health<br />
<strong>Worcester</strong> Courthouse and school adjustment for parents or child<br />
Table 9: Partner with local agencies that we refer people to<br />
More political partners on a regular basis, have them come in and look at programs on a<br />
more regular basis<br />
Fuel department with utility companies<br />
Barack and Michelle<br />
Partner with local colleges for more education programs<br />
Banks for financial programs<br />
A car repair/purchase program, connection with garages<br />
Bus pass program (WRTA) or cab company<br />
YMCA/YWCA – nutrition, fitness, stress, women’s self-defense<br />
A place that offers counseling, a mental health facility<br />
Table 10: Advocacy for state and federal issues<br />
WRTA or other transportation company to provide transportation in South County<br />
Collaboration with public schools for increased services<br />
Partner with mental health services for families<br />
Collaboration between programs at WCAC to better serve families (e.g., parenting and<br />
life skills)<br />
Partners with colleges for services<br />
Table 11: Connect with law enforcement for client safety<br />
Collaborate with community programs to educate families regarding nutrition, health,<br />
financial literacy, how to help themselves, find jobs, cooking healthy, more GED/ESL<br />
classes<br />
Getting parents to attend programs we offer
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Teach families to break the cycle they grew up in and change their ideas about<br />
responsibilities, school attendance, take steps to help themselves<br />
Head Start could work with adult education classes<br />
<strong>Community</strong> gardens<br />
Table 12: New QCC satellite program<br />
Pipeline between preschool teachers and kindergarten teachers to familiarize child and<br />
teacher<br />
Comments:<br />
Table 3: Need info both with flyers and brochures from all agencies in City Hall and<br />
other places, local places like the library<br />
Table 11: Volunteers are always needed<br />
Educate clients for future needs:<br />
How to keep your house warm<br />
How to save electricity<br />
How to save money<br />
How to be more successful<br />
Table 12: <strong>Inc</strong>entives for all staff<br />
Wording of statement “everyone is replaceable” is not appreciated<br />
Make staff feel more appreciated<br />
Validation of work we do
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
WCAC Staff Day 20111<br />
Strategic <strong>Plan</strong> Focus Groups<br />
Thursday June 9, 2011<br />
Table 1<br />
Anne Bureau WCCC Facilitator<br />
Barbara McGrail Head Start Scribe<br />
Alejin Del Valle Head Start<br />
Beverly Jones Fuel<br />
Sherry Belair Fuel<br />
Art Firl Energy<br />
Alan Tubman Education<br />
Ann Dalair Head Start<br />
Table 2<br />
Charla Hixson Education & Development Facilitator<br />
Brittany Pena Family Advocate - MacKinnon<br />
Family Advocate -<br />
Scribe<br />
Cathy Kortz Spencer/Millbury<br />
Brenda Paradis Head Start<br />
Caryl Rice Head Start<br />
Christine Kroell WCCC<br />
Mark Sanborn Energy<br />
Cameron Colon Head Start - Marcy St.<br />
Mark Lapan Energy<br />
Table 3<br />
Denise Peterson Education Facilitator<br />
Cindy Perodeau Fiscal Scribe<br />
Morra Euane<br />
Edna Vazquez Family Advocate - Southbridge<br />
Dorothy Hunter Head Start<br />
Doreen Samuels WCCC<br />
Norman Benoit Head Start - Cook<br />
Elice Chiapulis Fuel<br />
Deborah Rodriguez Head Start<br />
Table 4<br />
Donna McGrath Development Facilitator<br />
Liz Campanale Fiscal Scribe<br />
Evelyn Valez Head Start
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Francisca Gonzalez Early Head Start<br />
Grace Mominee Head Start<br />
Jennifer Courtney Head Start<br />
Jackie Langelier Fuel<br />
Gracie LaFrance Fuel<br />
Table 5<br />
Janet Lee Fiscal Facilitator<br />
Kathy Dow Head Start Scribe<br />
Jean McHugh Head Start<br />
Jodi Casselman Energy<br />
Juanalta Colini Head Start - kitchen<br />
Steve Tolman Weatherization<br />
Sharon McCorn WCCC<br />
Phong- AhnTong Fuel<br />
Jannette Martinez Head Start<br />
Kim Ripa Head Start<br />
Table 6<br />
Laura Fasshauer Head Start Facilitator<br />
Michelle Ramirez Education Scribe<br />
Laura Uryasc Head Start<br />
Katie Hennessy Head Start<br />
Linda Langway Head Start<br />
Katie VanAllen Head Start - bus/kitchen<br />
Nina Bosnjak Fuel<br />
Paty Milani Fuel<br />
Barbara Hassan Volunteer<br />
Table 7<br />
Janelle Correa WCCC Facilitator<br />
Marianne Hulten Scribe<br />
Lois Totolos Head Start<br />
Lisa Johnson Development<br />
Linda Barrett Fuel<br />
Mary Turner Fuel<br />
Sue Stone Fiscal<br />
Megan Chapa Head Start<br />
Table 8
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
MacKenzie D'Assis Development Facilitator<br />
Elizabeth Doyle Head Start Scribe<br />
Rosalind Baker Fuel<br />
Meghan McGee Head Start<br />
Melanie Coffman Head Start<br />
Jill Dagilis Executive Director<br />
Myra Nieves WCCC<br />
Rebeckah Carrasco Early Head Start<br />
Michelle Silva Head Start<br />
Table 9<br />
Priscilla Holmes Education Facilitator<br />
Sarah Williams Education Scribe<br />
Nancy Zayes Head Start<br />
Rosalie Lafrance Fuel<br />
Yvette Serrano Head Start<br />
Robin Laliche Head Start<br />
Patricia Freeman Fuel<br />
Natasha Garrepty Head Start<br />
Sarah Merva Healthy Families<br />
Table 10<br />
Todd Smith Education<br />
South County <strong>Community</strong><br />
Facilitator<br />
Danielle Morrow Partnership Scribe<br />
Theresa Johnson Head Start<br />
Tina Ruggles Head Start - Marcy St.<br />
My T. To Fuel<br />
Vanessa Lopez Fuel<br />
Ileana Vega Head Start - MacKinnon<br />
Sonia Morales Head Start - MacKinnon<br />
Tammy Parrella Head Start - MacKinnon/Millbury<br />
Tayla Cusson Fiscal<br />
Table 11<br />
Jamison Graham Energy Facilitator<br />
Wendy<br />
Antonopoulos Head Start Scribe<br />
Linda Taylor Education<br />
Beryl<br />
Notargiacomo HR
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Yeidin Ruiz WCCC<br />
Venelba Canales Head Start - MacKinnon<br />
Melanie Dunlevy Head Start<br />
Michelle Morrissey Head Start<br />
Table 12<br />
Bob Morrison Education Faciliator<br />
Maryann Whalen Head Start<br />
Marilyn Lynch Head Start<br />
Karla Nordquist Head Start<br />
Chris Howard Head Start<br />
Carmen Altiery Head Start<br />
Neidy Laza Head Start<br />
Jessica Rousseau Head Start<br />
Junior Lebeach Weatherication<br />
Rich Justice Energy<br />
Valerie Oliveras Healthy Families<br />
Stephanie Parke Head Start
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Appendix H:<br />
Prospective Funders
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Appendix<br />
PROSPECTIVE FUNDERS FOR WCAC<br />
Sources: Associated Grantmakers of MA database, Foundation Center Directory,<br />
Religious Funders Guide, internet research<br />
3 B's Foundation, <strong>Inc</strong>.<br />
A.J. Muste Institute/Social Justice Fund<br />
Abelard East<br />
Access Strategies Fund, <strong>Inc</strong>.<br />
Administaff, <strong>Inc</strong>. Corporate Giving<br />
Program<br />
Agnes M. Lindsay Trust<br />
Agoos<br />
Albert J. Gifford Charitable Trust<br />
Albert Rice<br />
AllCom Credit Union<br />
Alpers Charitable Trust, Moses & Minna<br />
G., The<br />
Anthony-Arthur<br />
Arthur Ashley Williams Foundation<br />
Ascher, M.D. Charitable Foundation,<br />
David S.<br />
Athol Savings Bank<br />
Athol-Clinton Co-Operative Bank<br />
Avidia Bank<br />
Baddour Family Foundation, <strong>Inc</strong>., The<br />
Bank of America<br />
Barr Foundation<br />
Barre Savings Bank<br />
Barrington Foundation<br />
Bay State Savings Charitable<br />
Foundation, <strong>Inc</strong>.<br />
Beaman Foundation<br />
Ben & Jerry's<br />
Bessie Pappas Charitable Foundation,<br />
<strong>Inc</strong>.<br />
BJs Charitable Foundation<br />
Blanche Walsh<br />
Bopp Family Charitable Trust, The<br />
Bunn Foundation, Howard S.<br />
Burnham Foundation, <strong>Inc</strong>.<br />
C. Leroy Miller Charitable Foundation<br />
Campanelli Charitable Foundation,<br />
Alfred<br />
Central One Federal Credit Union<br />
Century Bank & Trust<br />
Charles & Esther<br />
Lee Kimerling Charitable Foundation<br />
Charles Farnsworth<br />
Charles Harwood Trust<br />
Charles Stewart Mott Foundation<br />
Chase Bank<br />
Cheek Family Foundation<br />
Citibank<br />
Citizens Bank Foundation<br />
Clinton Savings Bank<br />
Collias Charitable Foundation, Bess and<br />
Arthur<br />
Commerce Bank<br />
Cooper-Siegel Family Foundation<br />
Country Bank for Savings<br />
Cove Charitable Trust, The<br />
Crocker Charitable Trust, Edith<br />
DerKazarian Foundation, Alan K. and<br />
Isabelle, The<br />
Eastman Charitable Foundation<br />
Egan Foundation, Chris & Jean<br />
Elia & Fannie Karas Foundation, <strong>Inc</strong>.<br />
Entergy Corporation Contributions<br />
Program<br />
Episcopal City Mission, Urban Burgess<br />
Fund<br />
Erb Foundation, Charles E.<br />
Evangelical Lutheran Church of<br />
America (ELCA)<br />
Evans Charitable Trust, E. Joseph<br />
Fallon Clinic<br />
Fidelity Bank<br />
Fidelity Foundation<br />
First Petroleum Corporation Charitable<br />
Trust<br />
Fletcher<br />
Florian O. Bartlett Trust<br />
Foundation for Faith, Family and<br />
Friends, <strong>Inc</strong>.<br />
Francis A. and Jacqueline H. Harrington<br />
Foundation<br />
Fred Harris Daniels Foundation
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Appendix<br />
Fruehauf Foundation, The<br />
Funding Exchange<br />
Gardiner Howland Shaw Foundation<br />
Geoffrey Gund Foundation<br />
George H. & Jane A. Mifflin Memorial<br />
Fund<br />
Georgia-Pacific Foundation, <strong>Inc</strong>.<br />
Gladstone Foundation, Karl and Joyce<br />
Gormley Family Foundation, <strong>Inc</strong>., David<br />
and Elizabeth A., The<br />
Grafton Suburban Credit Union<br />
Greater <strong>Worcester</strong> <strong>Community</strong><br />
Foundation<br />
Green Leaf Foundation<br />
Hart Foundation (formerly Fargo<br />
Foundation)<br />
Helen Brach Foundation<br />
Higgins Foundation, Bradley C.<br />
Highland Street Connection<br />
Hoche-Scofield Foundation<br />
Hogan Charitable Foundation, Paul and<br />
Patricia<br />
Holbrook Family Foundation<br />
Hyde Charitable Foundation<br />
I Have a Dream<br />
IBM Corporate Citizenship & Corporate<br />
Affairs : Eastern New England<br />
Irene and George Davis Foundation<br />
J. Irving & Jane L. England Charitable<br />
Trust<br />
Jacks Family Foundation, <strong>Inc</strong>., The<br />
Jane's Trust<br />
Jarabek Family Charitable Foundation<br />
John and Dorothy Magee Foundation<br />
Kelly Family Charitable Foundation<br />
Khasm Foundation<br />
Krahm Charitable Foundation, <strong>Inc</strong>.,<br />
Dorothy H.<br />
Laham Family Charitable Foundation,<br />
<strong>Inc</strong>., Gregory and Deborah<br />
Leatherbee, Jr. Charitable Trust, William<br />
Leominster Credit Union<br />
Lunder Foundation<br />
M. Jeanne Place Charitable Foundation<br />
MA Bar Association - IOLTA<br />
MA Charitable Mechanic Association<br />
Main Family Foundation, Edgar &<br />
Pauline<br />
Marianist Fund<br />
Marlborough Savings Bank<br />
Mathewson Foundation, Joseph B. &<br />
Christina A.<br />
Medway Co-operative Bank<br />
Mellon Bank<br />
Merkert 1996 Charitable Foundation,<br />
Eugene F.<br />
Metz Family Foundation, <strong>Inc</strong>., Ruth &<br />
Peter, The<br />
Middlesex Savings Bank<br />
Milford Federal Savings & Loan<br />
Millard Foundation, <strong>Inc</strong>., Suzanne T. &<br />
Frank W.<br />
Millbury Federal Credit Union<br />
Millbury National Bank<br />
Millbury Savings Bank<br />
Mlldred H. McEvoy Foundation<br />
Morgan Construction Co.<br />
National Grid USA Corporate Giving<br />
Program<br />
Nonprofit Funding Exchange<br />
North Brookfield Savings Bank<br />
Northeast Charitable Trust<br />
O'Connell Foundation, William R. &<br />
Linda P.<br />
Ohanian Family Foundation<br />
Old Mutual Asset Management<br />
Charitable Foundation, <strong>Inc</strong>.<br />
Patrick Carney Foundation<br />
Penates Foundation, The<br />
People's United <strong>Community</strong> Foundation<br />
(formerly Flagship)<br />
Perkins Charitable Foundation, The<br />
Phoenix Foundation, <strong>Inc</strong>. (Hartford, CT)<br />
Plourde Family Charitable Trust, The<br />
Price Chopper/Golub Foundation<br />
Quinlan Foundation, Walter S.<br />
Raskob Foundation for Catholic<br />
Activities<br />
Rath Family Foundation, The<br />
Reade Family Foundation, The<br />
Remillard Family Foundation, <strong>Inc</strong>.<br />
RESIST
<strong>Worcester</strong> <strong>Community</strong> <strong>Action</strong> <strong>Council</strong>, <strong>Inc</strong>. <strong>Community</strong> <strong>Action</strong> <strong>Plan</strong> FY12-14<br />
Appendix<br />
Robertson Trust, The<br />
Rollstone Bank & Trust<br />
RTN Federal Credit Union<br />
Running Deer Foundation<br />
Ruth H. and Warren A. Ellsworth<br />
Foundation<br />
S. Casey & C. Casey Coyne Fund<br />
Sacco Charitable Foundation, John &<br />
Edith<br />
Saint-Gobain Foundation Corporation<br />
Savers Bank<br />
Savers Cooperative Bank<br />
Shethar Foundation, <strong>Inc</strong>.<br />
Shrewsbury Federal Credit Union<br />
Smith Foundation, Wendell M., The<br />
Somers Foundation, Pamela A. Riley,<br />
The<br />
Southanson Trust<br />
Southbridge Credit Union<br />
Southbridge Savings Bank<br />
Sovereign Bank Foundation<br />
Spenser Savings Bank<br />
St. Mary's Credit Union<br />
Steinberg-Lalli Charitable Foundation,<br />
The<br />
Strata Bank<br />
Sun Life Assurance Company of Canada<br />
(U.S.) Corporate Giving Program<br />
Svrluga Foundation<br />
Sweeney Family Foundation, Robert F.<br />
and Julia K.<br />
TD Bank Charitable Foundation<br />
The Baruch Fund<br />
The George F. and Sybil H. Fuller<br />
Foundation<br />
The Knossos Foundation<br />
The Margaret E. Sherman Trust<br />
The Moses Kimball Fund<br />
Thomas A. Rodgers, Jr. Family<br />
Foundation<br />
Thomas Anthony Pappas<br />
Thomas Anthony Pappas Charitable<br />
Foundation<br />
Troupe Foundation, George S.<br />
Tyler Charitable Foundation<br />
UniBank<br />
Unitarian Universalist Fund for a Just<br />
Society<br />
United Bank (formerly Commonwealth<br />
National)<br />
Vincent Mulford Foundation<br />
Webster First Federal<br />
Webster Five Cent Savings<br />
Weinberg<br />
WG Federal Credit Union<br />
<strong>Worcester</strong> Credit Union<br />
Workers' Credit Union<br />
Wyman Gordon Foundation<br />
Yawkey Foundation II