Worcester Community Action Council, Inc. Community Action Plan ...

Worcester Community Action Council, Inc. Community Action Plan FY12-14

Chairwoman 

Deborah Penta 

Executive Director 

Jill C. Dagilis 

Deputy Director 

Priscilla A. Holmes 

Earned Income Tax 

Credit (EITC) 

East African Community 

Outreach (EACO) 

Energy Conservation 

Fuel Assistance 

Head Start 

Millbury 

508.865.5037 

Oxford/Webster 

508.987.0829 

Southbridge 

508.765.9544 

Southbridge/MacKinnon 

508.765.4738 

Spencer 

508.885.5811 

Early Head Start 

Southbridge 

508.765.4738 

Healthy Families of Southern 

Worcester County 

Southbridge 

508.909.0061 

Individual Development 

Accounts (IDA) 

South County Community 

Partnership 

Oxford 

508.987.0829 

Supplemental Nutrition 

Assistance Program 

(SNAP) 

Worcester Community 

Connections Coalition 

Resource & Referral Center 

Youth Jobs & Education 

Worcester Community Action Council, Inc. Community Action Plan FY12-14 

WORCESTER COMMUNITY ACTION COUNCIL, INC. 

484 Main Street, 2 nd Floor ♦Worcester ♦ Massachusetts ♦01608-1810 

Telephone: 508.754.1176 ♦ Fax: 508.754.0203 ♦ Website: www.wcac.net 

July 29, 2011 

Mr. Gerald Bell, Manager of Community Services 

Department of Housing and Community Development 

100 Cambridge Street, Suite 300 

Boston, MA 02114 

Dear Mr. Bell: 

On behalf of the Worcester Community Action Council, Inc.’s (WCAC) Board of Directors and 

staff, I am pleased to provide you with the agency’s three-year Community Action Plan for FY 

2012 – 2014. 

WCAC’s Board Chairwoman Deborah Penta and I submitted a Letter to the Editor of the 

Worcester Telegram & Gazette on April 13, 2011. Excerpts within this introduction lay the 

foundation for the agency’s priorities, advocacy, and new strategic plan. 

President Barack Obama, during his State of the Union address, stated that federal cuts to the 

Community Services Block Grant (CSBG) funding are part of a unique opportunity to right our 

fiscal ship and begin to reduce our massive deficits and debt. Cutting this program support for 

community action agencies is an attack on over 20.7 million income-limited children, seniors, 

veterans and families across the country. This is unreasonable and unacceptable. 

The Community Action network is comprised of 1,100 nonprofit service providers nationwide, 

and it is one of the most significant and comprehensive approaches by the federal government to 

provide a safety net and build economic security for struggling Americans. Worcester 

Community Action Council, Inc. (WCAC) receives this funding and currently services over 

72,000 people in 49 Central Massachusetts communities. 

As a direct result of the economic downturn, more people are at our doors seeking services today 

than in the agency’s 46-year history. This is a 50% swell from 47,000 people served just five 

years ago. Cutting CSBG funds would dismantle a responsive, holistic program that began as the 

War on Poverty and has helped millions of Americans live decent lives at a time when the 

difference between the rich and the poor has grown exponentially. 

Last year, WCAC’s CSBG funding--$644,000, representing less than 3% of the total agency 

budget leveraged $24 million in program funding from federal, state, local and private funding 

sources to deliver 21 programs in education, employment, energy and asset development to 

72,000 income-limited households! These programs will not exist or have anywhere near the 

impact they do without the core funding that is CSBG. More cuts are proposed to other important 

community action programs--the Low-Income Home Energy Assistance Program and Head 

Start, which provides early education and care to thousands of families nationally and to 348 

WCAC children alone. WCAC’s fuel assistance program has grown over the last five years from 

10,000 households applying to over 16,000 applying in FY 2011. This trend is an indicator of the 

crushing need for help. 

Since 1965, WCAC has provided economic self-sufficiency programs and emergency services


including fuel assistance; adult and early childhood education; job skills training; summer jobs for youth; 

weatherization; housing and food assistance; financial education and tax assistance programs; and other 

interventions that give people the tools to build careers, own homes, pay taxes, give back to their communities and 

stabilize their lives. CSBG supports all of these programs. Further, we do our work with a strong network of over 

100 partners in this region crossing every sector, who refer to and rely on WCAC for services from state and local 

government to business, health, education, faith and neighborhood groups. 

We hear from some administrative and elected officials that they do not think Community Action Agencies (CAAs) 

are accountable or effective. We invite doubters to visit WCAC to witness the demand for and scope of our services, 

to understand our commitment to business-centric approaches and best practice programs, and to see the throngs of 

people working to stabilize their lives. Our customers are seniors, young families and veterans, folks with 

disabilities and people in foreclosure, lifelong workers who are now unemployed, and youth who are homeless or 

living in shelters. Many are in crisis and struggling to make decisions about paying for rent, heat, medications, or 

food. If you were in this situation, what would you do? Where would you turn? 

WCAC funding must be supported. Difficult budget deliberations are under way at the federal level. We understand 

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 

bucket within the entire federal budget; however, the programs it supports, and additional resources that it brings to 

bear for services, are far-reaching, impactful, and support the country’s most vulnerable people. Is cutting an 

effective safety net during this economic firestorm truly the unique opportunity to right our fiscal ship? CSBG, Head 

Start and LIHEAP funding must be maintained at reasonable levels; otherwise, who will provide services and 

programs to our customers? 

We look forward to working with the Department of Housing and Community Development’s Community Services 

Staff on the next three-year chapter of WCAC’s history! 

Sincerely, 

Jill C. Dagilis Deborag Penta 

Executive Director Chair, Board of Directors


Strategic Plan 2012- 2014 

WORCESTER COMMUNITY ACTION COUNCIL, INC. (WCAC) - MISSION 

STATEMENT 

WCAC’s mission statement was discussed and revised at the May 23, 2011 Strategic Planning 

Board meeting: “Helping people move to economic self-sufficiency through programs, 

partnerships, and advocacy.” It is a memorable and concise statement scaled back from “to 

stimulate change in the fundamental causes of poverty and to create and provide opportunities 

for economic self-sufficiency through services, partnerships, and advocacy.” 

COMMUNITY PROFILE 

General 

WCAC serves the City of Worcester and 43 surrounding towns--Auburn, Barre, Boylston, 

Brimfield, Brookfield*, Charlton*, Douglas, Dudley*, East Brookfield*, Hardwick, Holden, 

Holland, Hubbardston, Grafton, Lancaster, Leicester, Milford, Millbury, Monson*,New 

Braintree, North Brookfield*, Northborough, Northbridge, Palmer, Oakham, Oxford*,Paxton, 

Princeton, Rutland, Shrewsbury, Southbridge*, Spencer*, Sterling, Sturbridge*, Sutton, Upton, 

Uxbridge, Wales, Warren*, Webster*, West Boylston, West Brookfield*, and Westborough. 

While CSBG funds activities only within the city limits, WCAC actively seeks to better serve the 

towns with more comprehensive services. This is particularly true for the area referred to as 

South County (the 13 towns marked with asterisks above), as several of these towns have higher 

levels of poverty, unemployment and high school dropout rates, and adolescent births than the 

state averages. 

Worcester, formerly an industrial city, is known as the “Heart of Massachusetts” for its central 

location. With an area of 37.5 square miles, it has a population density of almost 5,000 per 

square mile. Designated as one of the state’s “Gateway Cities” in a 2007 MassINC report (of the 

same name) that called for greater focus on 11 older cities around the state, the past 

manufacturing leader has emerged strong in advanced manufacturing, information technology, 

biotechnology, health care, green energy, and medical research. Eleven colleges and universities, 

one medical school, one business school, and one veterinary school serve the area. Rail and bus 

service connect Worcester with Boston and, to a lesser extent, points north, west and south. The 

city is the cultural center of Massachusetts, offering 40 cultural and historic attractions. 

Worcester remains a strongly residential city of distinct neighborhoods, waterways, and green 

space. Residents have access to 1,200 acres of city-owned parkland. Forty-four public schools 

educate approximately 24,192 children, including a growing number of immigrants and students 

with language and other needs. For more on education, please see the section dedicated to this 

topic herein. 

The service area towns range in size from rural New Braintree (2009 population: 1,135) to more 

suburban Shrewsbury (2009 population: 33,973), and fewer than half have populations over 

10,000. Income levels in these towns are also diverse ranging from poverty to quite affluent. The 

area has seen considerable growth in recent years, as Massachusetts residents have moved west, 

seeking more affordable housing than is available in eastern Massachusetts. Transportation data


demonstrate significant increases in travel time to work, illustrating the dependency of residents 

on jobs outside the area. The recent rise in consumer prices, particularly for gasoline, heating 

fuel and food, will continue to critically affect residents of these towns. In a January 6, 2011, The 

Boston Globe article, census figures from 2009 state that 1 in 6 Americans struggle in poverty, 

and for people residing in the Northeast due to geographical variations in costs of living have a 1 

in 5 chance of being poor. 

WCAC Service Area Poverty Rates 

Individuals Living in 

Poverty 

Families Living in Poverty 

Brookfield 2.4% 0% 

Charlton 3.5% 2.9% 

Dudley 6.4% 6.0% 

East Brookfield 8.1% 7.5% 

Monson 19.0% 18.9% 

North Brookfield 5.1% 4.0% 

Oxford 5.6% 4.0% 

Southbridge 14.6% 13.4% 

Spencer 5.6% 2.1% 

Sturbridge 6.6% 3.9% 

Warren 5.7% 3.4% 

Webster 14.3% 12.8% 

West Brookfield 7.3% 3.1% 

South County Average 8.0% 9.0% 

Douglas 2.1% 1.4% 

Grafton 6.2% 1.5% 

Milford 7.0% 5.9% 

Millbury 3.0% 1.8% 

Northbridge 4.3% 3.6% 

Sutton 1.3% 0.6% 

Upton 3.6% 1.6% 

Uxbridge 6.6% 5.7% 

Blackstone Valley Average 4.3% 2.8% 

Worcester City 17.9% 13.9% 

MA 10.1% 7.0% 

Data was compiled from the 2005-2009 American Community Survey performed by the U.S. Census 

Bureau retrieved January 3, 2011.


Demographics Worcester South Blackstone MA WCAC*customers 

City County∞ Valley† 

Population 178,397 8,818 13,734 6,511,176 

Median Age 34.7 years 41.2 years 38.9 years 36.5 years 

Female-headed 

households 

16% 11.3% 10.0% 11.9% 59.9% 

Caucasian 78.6% 95.5% 95.3% 82.9% 75.2% 

African-American/Black 9.2% 0.85% 1.1% 6.1% 11.5% 

Hispanic 18.1% 4.1% 2.5% 8.3% 31.3% 

American 

Less than 0.2% 0.10% 0.2% 0.3% 

Indian/Alaskan Native 0.5% 

Asian 5.3% 0.85% 1.4% 4.8% 8.3% 

Native Hawaiian/Pacific 0.1% Less than Less than 0.1% Less than 0.1% 

Islander 

0.05% 0.05% 

Other 4.5% 0.85% 1.0% 5.6% 2.7% 

Speak a language other 31.1% (48% 7.5% 9.3% 20.4% 

than English at home Spanish, 

52% other, 

6% do not 

speak 

English 

well) 

Immigrant population 18.8% and 

rising 

3.4% 6.8% 14.1% 

People with disabilities 

(over age 5) 

25% 13.9% 

Percentage of population 

that are veterans 

8.0% 11.6% 9.7% 8.7% 

*WCAC data compiled from Octopia Household Characteristics report – Dates of service 11/1/2009-9/30/2010. 

Data from 2010-2011 is nearly identical. 

∞South County data reflects demographics averages for the following 13 towns: Brookfield, Charlton, Dudley, East 

Brookfield, Monson, North Brookfield, Oxford, Southbridge, Spencer, Sturbridge, Warren, Webster, and West 

Brookfield. 

†Blackstone Valley data reflects demographic averages for the following 8 towns: Douglas, Grafton, Millbury, 

Milford, Northbridge, Sutton, Uxbridge, and Upton. 

MA, Worcester City, South County, and Blackstone Valley data is from the 2005-2009 American Community 

Survey. 

Please refer to Appendix A for breakdown of demographics for individual towns in WCAC’s 

service area.


The median income of households in Worcester in 2009 was $45,944 vs. $65,304 for Massachusetts. 

Median Family income was $57,257 vs. $62,363 for the United States. The per capita income (in 2009 

inflation-adjusted dollars) was $24,213 for Worcester compared to $27,041 for the United States. 

Thirteen point nine percent (13.9%) of families live below the poverty level with 17.9% of individuals 

living below the poverty level in Worcester. In comparison, 9.9% of families and 13.5% of individuals 

in the United States live in poverty. 

According to WCAC data collected via Octopia on 9/30/2010, forty-one percent (41%) of families 

served by the agency have income at or below the poverty rate with forty-seven (47%) of families 

living between 100% - 200% of the poverty level. Also forty-two percent (42%) of households receive 

Supplemental Security Income and forty-seven percent (47%) are receiving Supplemental Nutritional 

Assistance Program (SNAP) benefits. Data for 2011 show a similar trend with 40.0% of the 

individuals served by the agency below the poverty level with forty-six (46%) of families living 

between 100% and 200% of the poverty level. In 2009 the overall poverty level in the United States 

stood at 15.7% of those surveyed by the US Census. (Yen, 2011) 

Housing 

According to the 2009 US Census Bureau statistics, the city of Worcester has a total of 77,314 housing 

units, of which 11.7% were vacant, 39.7% were single unit structures, and 60.3% were in multi-unit 

structures. WCAC weatherization program efforts demonstrate the original need for energy efficiency 

measures for the area’s older housing stock. The homeowner vacancy rate is 2.5%, while the rental 

vacancy rate is 9.3%. Half of all housing units were built before 1939, and only 8.4% were built since 

1990 of which 1.4% have been built since 2005. 48.9 percent of Worcester’s 68,249 households live in 

owner-occupied units, and 51.1% live in rental units. 

Median monthly costs of housing were $1,803 for the 24,569 owners with a mortgage and $580 for 

8,778 owners without a mortgage. Median monthly housing cost for renters was $842. While rent in 

Worcester is lower than in Massachusetts overall, lower incomes and a higher poverty level make 

housing less affordable. Forty-eight point nine percent (48.9%) of all renters, 44.1% of all owners with 

a mortgage, and 27.9% of owners without a mortgage spend more than 30% of their monthly 

household income on housing. The Worcester Housing Authority administers almost 2,000 federal- 

and state-based rental housing vouchers subsidizing rental expenses in private housing. Worcester’s 

subsidized housing units (9,591) are12.9% of the 74,383 units compared with the state’s 9.1% of 

2,692,186 units. Although home ownership rates have improved for all racial and ethnic groups (from 

9% to 15% for Hispanics and from 4% to 18% among Blacks), they are still less than one-third the rate 

for Whites. The city of Worcester did not propose a moratorium, but supported the moratorium which 

was imposed by the state. 

Lead paint is also an issue: HUD data in the City of Worcester’s 2001-2006 Strategic Plan found the 

pool of units that could contain lead-based paint hazards to be much higher for extremely low-income 

households (n=9,000) than for very low-income households (n=4,690) or low-income households 

(n=3,560). For FY 2010, the HUD Median Family Level is set at $64,400. 

The Fair Market rent for a two bedroom apartment in Worcester County is $922 a month and $1103 for 

a three bedroom apartment. A minimum wage earner in Worcester would have to work 89 hours per 

week to afford a two bedroom apartment or 106 hours per week for a three bedroom apartment 

according to analysis by The National Low Income Housing Coalition in 2009.


Central Massachusetts Housing Alliance reports that in January of 2010, 1,400 people are staying on 

the street, in emergency shelter, transitional housing, or emergency hotels in Worcester County during 

their point-in-time (PIT) count. Included in this number are over 300 homeless families. It is further 

estimated that there are an additional 3,000 persons in families with children that are living in doubled 

up housing situations because they lack a home of their own. In their PIT study in 2011, there was a 

7.5% percent decrease in homelessness in the city compared to 2010, with 1,315 people in shelters or 

on the streets around the county (Hammel, 4/15/2011). 

Employment: Labor force, Industries, Job Readiness 

According to the 2005-2009 American Community Survey by the US Census Bureau, approximately 

91,122 Worcester residents (63.2% of the civilian population) were in the labor force. Five percent 

(5%) of the civilian population was unemployed, compared with 4.5% for Massachusetts. Of the 48 

towns in the WCAC’s service area, almost half exceed the state unemployment rate. Nearly 95% of 

women in the civilian labor force were employed. Sixty-four percent (64%) of parents with children


In the US Census 2005-2009 survey, 14.9% of city households had no access to a vehicle for private 

use (compared with 7.8% for Worcester County). While available secondary data do not specifically 

point out this factor as a barrier to employment, it must be considered when coupled with the limited 

public transit options available (see Growth and Regional Development). 

Education (K-12) 

Reflecting the city’s demographics, Worcester’s student body looks significantly different than the 

state average in areas such as ethnicity and family income. 

Enrollment by Race/Ethnicity (2010-11) 

Race % of District % of State 

African American 13.6 8.2 

Asian 8.1 5.5 

Hispanic 38.3 15.4 

Native American 0.3 0.2 

White 36.5 68.0 

Native Hawaiian, Pacific Islander 0.0 0.1 

Multi-Race, Non-Hispanic 3.1 2.4 

Selected Populations (2010-11) 

Title % of District % of State 

First Language not English 43.2 16.3 

Limited English Proficient 31.8 7.1 

Low-income 70.1 34.2 

Special Education 20.9 17.0 

Free Lunch 63.6 29.1 

Reduced Lunch 6.5 5.1 

Mass Department of Education 2010-11 

Worcester’s 2010 per pupil expenditure of $13,101 was slightly higher than the state average of 

$13,055. The city’s ninth to twelfth grade drop-out rate (3.8%) is higher than Massachusetts’ rate 

(2.9%). Likewise, Worcester’s 4-year graduation rate of 71.4% is lower than the state’s 82.1%. In both 

cases, poorer outcomes for Worcester special education students than the state averages skew the data 

negatively. Worcester’s in-school suspension rate of 9.1 and out-of-school suspension rate of 12.8 are 

much higher than the state figures of 3.7 and 6.0, respectively. Worcester’s retention rate is 3.6 

compared with the state’s 2.1%. A 2007 report of the Center for Labor Market Studies at Northeastern 

University stated that out of school teens in Worcester, especially dropouts, fared worse than state and 

national counterparts with an employment to population ratio of 13%. 

Plans of high school graduates for attendance at 2-year or 4-year colleges vary in comparison with 

state averages, with the highest number of Worcester students opting for 2-year public colleges. Rates 

of Worcester students planning to attend 4-year public college or 2-year private college are similar to 

the state averages (4-year public: Worcester 21%, state 28%; 2-year private: Worcester 1%, state 1%). 

Rates of Worcester students planning to attend 4-year private college or 2-year public college are quite 

different (4-year private: Worcester 19%, state 32%; 2-year public: Worcester 40%, state 21%).


Health 

Worcester residents in the 2010 Department of Public Health report, were about the same as 

Massachusetts residents to report fair to poor health 2007-2009 (12.2% vs. 12.3%), to be current 

smokers (17.4% vs. 15.8%), and to be overweight (61.2% vs. 58.2%) . Injury rates are somewhat 

higher than state rates for motor vehicle-related deaths, suicide or homicide. Total deaths for Worcester 

residents age


Economic revitalization in the city has been mixed, with major city developments such as the 

downtown CitySquare progressing slowly, more market-driven change in the Shrewsbury Street and 

Canal District areas steadily increasing dining and entertainment options, and developers bringing 

market-rate and affordable housing to vacant or Brownfield properties. 

Worcester is served by commuter rail from Union Station to Boston. A December 2006 Train Audit by 

the MBTA indicated ridership doubled since 1995 (from 5,085 to 9,252). Ridership is increasing again 

with rising fuel prices, and city officials are negotiating with track owners CSX to increase the number 

of trips. The Peter Pan Bus Company also offers 20 daily trips to Boston from Union Station. The 

Worcester Regional Transit Authority (WRTA) provides the Worcester area with bus and para-transit 

services. FY10 rides totaled 3,283,799 (3.39% increase over FY 09) on 22 fixed bus routes, most of 

which originate at City Hall. The WRTA credits the increase to ease of use, additional tickets utilized, 

the economy, more frequency of some routes, better route scheduling, new buses and more outreach to 

the public. At the same time, budget woes have resulted in service reductions--especially to outlying 

towns. 

CSBG Funding Area vs. Service Area 

For many years, CSBG has provided funding for WCAC to deliver programming to Worcester 

residents, while WCAC programming serves residents in outlying towns, as well, particularly in South 

County. (See Appendix B for WCAC’s service area map). To date, WCAC has funded these programs 

through other means, including foundations, corporate donors, and contracts. As part of this strategic 

planning process, WCAC conducted research about the issues and demographics affecting those living 

in outlying towns and discovered that there are significant pockets of poverty throughout South 

County, particularly in Southbridge and Webster. Over 619,153 people reside in these 49 towns and 

require an increasing number of services. Funding reductions, unfunded state and federal mandates, 

lack of transportation, and other challenges prevent WCAC from being as impactful as it could and 

should be. As a result, WCAC is requesting that the current CSBG funding formula be 

adjusted/increased to reflect the large service area to provide the full continuum of services to residents 

living in these towns. 

PRELIMINARY PLANNING 

As early as February 24, 2010, during WCAC’s Annual Meeting, Executive Director Jill Dagilis 

reviewed and provided copies of the current Strategic Planning Progress Report for the Board of 

Directors’ and asked them to prepare for a discussion of projects and programs at the April 2010 board 

meeting. The Board of Directors were informed at the April meeting that the Director of Planning and 

Development, along with the CSBG Program Manager, would be presenting a Results-Oriented 

Management and Accountability (ROMA) and CSBG National Goals and Indicators information 

session in June 2010 at an offsite location to update all board members on the process of developing 

the three-year Community Action Plan, creating annual work plans and projected outcomes, and the 

timeline for reporting to DHCD. This training was highly successful, and the Executive Director then 

led the Board through an exercise of identifying the strengths and challenges of the programs. 

WCAC’s Program Committee, comprised of Board members and staff, evaluated all agency programs 

over 2009 and 2010 to measure whether program goals were meeting the agency mission, and the 

Committee concluded that the current programs were appropriate as they aligned with WCAC’s work. 

Additionally, the Committee recommended that basic needs for clients, particularly food stamp 

enrollment, be included in the upcoming Strategic Plan.


In early September 2010, the WCAC issued an RFP for a Strategic Planning Consultant in preparation 

of the upcoming FY12-14 Community Action Planning process. The RFP was posted on the WCAC 

website and mailed to three (3) consultants. After a thorough review of the two responses on 

September 24, 2010, NewEra4Nonprofits was selected, and a service contract executed. 

WCAC’s Board Chairwoman was initially interviewed in November 2010 to provide input into the 

planning process, particularly as it relates to Board involvement, and communicated the FY2009-2011 

strategic planning process to all board members. 

Throughout this time period, given the uncertain economic climate, both WCAC staff and Board 

Members determined that “basic needs” was an area in which the WCAC must continue and 

strengthen. [It should be noted that, with the expiration of CSBG ARRA (American Recovery and 

Reinvestment Act) funds in FY2010, WCAC, with FY11 CSBG funds, retained a part-time SNAP staff 

and carried the contracted Central Mass Housing Alliance housing specialist for limited hours each 

week. The CSBG ARRA funds provided WCAC an opportunity to test the effectiveness of these 

additional “basic needs” programs and determined that, even at a minimum, these services must be 

available to the customers.] 

WCAC’s Strategic Planning Team held weekly and/or monthly meetings since that time, and minutes 

of the meetings are included in the Appendix C of this document. 

With President Barak Obama’s televised announcement in January 2011 that CSBG funding was a 

possible program to cut to balance the federal budget, WCAC’s Board of Directors asked that the 

strategic planning process be put on hold until the funding decisions were made at the national and 

state levels. During the months following, over 1,000 community action agencies (CAAs) across the 

nation, directed by the National Community Action Foundation (NCAF), raced to provide “ program 

needs” documentation and its correlating annual accomplishments/outcomes, statistics on people 

served, and dollars leveraged by CSBG. CAAs were asked to contact state and local legislators, 

constituents, and local, regional, and state partners to help with an electronic and hard copy letter 

writing campaign to the President to demonstrate the incredible gap that would be left if both the 

Republicans and Democrats voted to eliminate CSBG funding, which is core to all CAAs. 

WCAC’s Executive Director mailed Gerald Bell, Manager of Community Services Program at the 

Department of Housing and Community Development (DHCD), an updated progress report on the 

timeline for the three-year Strategic Plan’s completion on May 12, 2011. Although the Development 

Team and the NewEra4 Nonprofits Consultant were confident that the Plan would be completed by 

August 1, 2011, much of the efforts needed to be scaled back. For example, the three focus groups in 

Worcester were compressed into one public meeting, with email invitations to partners. Following the 

focus groups, emails with survey links were sent to those who did not attend, to ensure that the agency 

had as much input to the planning process as possible. The two focus groups scheduled for each of 

the South County and Blackstone Valley Corridors were changed to one public meeting at each 

location. 

While WCAC was grappling with the likely possibility of CSBG budget cuts, it also looked at ways to 

improve efficiencies, assess programs similar to those offered by other agencies, and generate revenue, 

especially in a post-ARRA environment.


COMMUNITY NEEDS ASSESSMENT 

WCAC’s planning process for FY2012-2014 started with expectations of holding multiple focus 

groups in the City of Worcester and in several Corridor towns. As mentioned earlier, with the 

President’s offer to eliminate CSBG funding that supports many basic needs’ programs and the 

resulting decision from WCAC’s Board of Directors to “pause” the project, WCAC was able to hold 

fewer public forums. However, this did not prevent WCAC from reaching hundreds of constituents, 

staff, business and faith leaders, nonprofit organization directors, elected officials, and other 

stakeholders. 

A separate Board of Directors Strategic Planning meeting was held on May 23, 2011 to complete and 

establish priorities to position the agency for the next three years. Discussion centered on: What does 

WCAC look like and how did we get here? Twelve of the 21 Board members were able to participate. 

Audiences To Engage 

In its initial plan, WCAC intended to engage as many of the following audiences as possible: 

• CAP Agencies -- MASSCAP, some or all of the 24 CAP Agencies 

• WCAC: Board, Staff and Constituents -- especially Worcester Community Connections 

Coalition, fuel assistance, IDA, energy, GED students, Head Start families, and the East 

African Outreach Center program participants 

• Faith/Interfaith and Minority Community: Catholic Charities, Lutheran Social Services, 

Worcester Interfaith, congregations and clergy groups, particularly minority and store front 

churches. Asians -- churches, Southeast Asian Coalition. Africans: churches, African Center. 

Albanians: churches. 

• Public Schools and the Colleges of Worcester Consortium (comprised of Clark University, 

College of the Holy Cross, Assumption College, Worcester State University, WPI, Becker 

College, Massachusetts College of Pharmacy and Health Sciences, Quinsigamond Community 

College, Anna Maria College, Tufts Vetinary School, and others). 

• Non-profit organizations: Community Development Corporations -- Oak Hill, Main South, East 

Side, Worcester Common Ground; Home Ownership Center, Worcester Community Housing 

Resources, Central MA Housing Alliance, Worcester Housing Authority, Abby’s House, PIP 

Shelter. Healthcare -- Family Health, Great Brook Valley Health Center, Pernet, UMass 

Memorial, St. Vincent Hospital, Central MA Health Foundation. Neighborhood centers -- 

Friendly House, Quinsigamond Village, South Worcester, Henry Lee Willis Center, Centro las 

Americas. Elderly: Lutheran Social Services, Worcester Senior Center, Central MA Agency on 

Elders, Elder Home Care, Catholic Charities, elder housing complexes. Youth: HOPE 

Coalition, Youth Center, Nativity School, Boys & Girls Club, Girls Inc., Big Brothers/Sisters, 

YOU, Inc. Other -- United Way’s United Service Executives Group, Daybreak, YWCA, AIDS 

Project Worcester, Worcester County Food Bank, Worcester Communities of Care. 

• Business community: Worcester Regional Chamber of Commerce, Blackstone Valley Chamber 

of Commerce, First Wednesday Group, smaller business associations around the city.


• City officials: Veterans, Human Rights, Public Works, Public Schools, Workforce Central, 

Housing/Neighborhoods, Economic Development, Elder Affairs, Office of Disabilities, Public 

Health, Youth Office, Neighborhood Services, police, fire, school committee members, Central 

Mass Workforce Investment Board, city councilors, plus local legislative delegation. 

• Southbridge and South County (Center of Hope, Town of Southbridge), Blackstone Valley 

Corridor (Chamber of Commerce and Education Foundation), and other outlying towns. 

• Returning military: MA Veterans Shelter, Veteran’s Office. 

WCAC was able to include all of these groups in the strategic planning process either through focus 

groups, surveys, or interviews. 

Prior to dissemination, surveys were reviewed and edited by the senior management staff at WCAC. 

These were then distributed to and collected from the respective parties. All surveys were posted on an 

on-line site, which people accessed using a link distributed via email. 

Customer surveys were developed and disseminated in English, Spanish, Vietnamese, and Swahili and 

made available in hard copy at all WCAC program sites, where they were distributed by staff. The 

customer surveys were also available, in 4 languages, on the website: www.wcac.net. Surveys were 

emailed to 209 community organizations, 9 city departments, 6 energy contractors, and 94 summer 

jobs employers, in Worcester County, as well as 32 elected officials, and 7 area funders. Emails were 

also sent to the Blackstone Valley Chamber of Commerce to distribute among its business contacts, as 

well as the Worcester Area Chamber of Commerce who also dispersed it among its members. 

Surrounding town officials were also notified about our strategic planning process. One hundred 

eighty-two consumers completed surveys, as did 5 youth clients, 76 staff, 18 board members, and 43 

agency representatives. Only two elected officials/legislators and one funder responded. After initial 

contact, two reminders were sent to ensure that we captured a variety of responses. (See Appendix D 

for copies of all surveys). 

PRIMARY DATA COLLECTION 

The methods and strategies used for primary data collection were as follows: 

Surveys 

NewEra4Nonprofits drafted 3 different survey instruments – 2 customer (one specifically tailored to 

GED students) and one staff. Focus group questions were used for the 3 focus groups, board surveys, 

nonprofits offering similar services, and those agencies unable to attend the three public hearings. The 

only people to see completed surveys were those who entered, synthesized, and analyzed the data, 

which included Sarah Lange, Principal and Founder of NewEra4Nonporifts, a Clark University 

graduate professor, and several Clark graduate interns who entered data. 

In April 2011, when WCAC was authorized by the Board of Directors to continue with the Strategic 

Planning process, the Planning Team distributed customer surveys, held focus groups, emailed focus 

group questions, engaged the Board by conducting Key Informant Interviews, and contacted legislative 

officials. As noted in the update to Gerald Bell, Community Services Unit Manager, one challenge 

that occurred during this budgetary crisis period is that many of WCAC’s nonprofit partners were also 

embroiled in their own fight for state and federal funds, which caused them to pull back and focus on


their own budgetary issues. Partners often did not have the time to fully participate in extra meetings 

with WCAC. 

WCAC staff distributed customer surveys, which were collected in a closed box. Staff completed their 

own electronic surveys, and links to the online survey were disseminated to hundreds of people in 

local, regional, and state organizations. Because of the compressed timeframe, the collection and data 

synthesis became a much larger feat to complete. NewEra4Nonprofits consultant had originally 

planned to have graduate students enter data (at a greatly reduced cost), but many were unavailable due 

to the ending of spring term in the first week of May. 

All surveys were posted on SurveyMonkey.com, an Internet-based company that provides users with 

the ability to construct, enter, tabulate and analyze survey data. For surveys that were completed by 

hand, data was entered into the appropriate survey instrument on the website and tallied by the 

software on the site. 

Focus Groups 

At its November 2010 meeting, the Strategic Planning Committee crafted five key questions to ask 

each focus group. These were as follows: 

1) What are the most pressing needs families in Central MA face? 

2) Do you feel the safety net for people living in poverty is working? Yes No 

Why or why not? 

3) What are WCAC’s strengths? 

4) What challenges do you think WCAC faces? 

5) Do you have ideas about creative partnerships or collaborations that would help WCAC 

strengthen and/or expand the safety net for low-income people? 

6) What do you think are the three primary causes of poverty for families living in Central MA? 

Copies of these questions were disseminated to area legislators, representatives from local funding 

entities who were unable to attend a focus group, as well as numerous businesses and nonprofits who 

completed the questions electronically. These questions were also emailed to the Board of Directors to 

complete prior to the May 23 focus group discussion. 

Four legislators responded and the data was entered into and tabulated on SurveyMonkey.com. One 

funder responded to the survey, and six participated in the focus group. 

Between late April and early June, WCAC held eight focus groups: three in the external “community” 

(Worcester, Southbridge, and Milford proper) and three with internal stakeholders. Invitations to the 

community focus groups were issued to representatives from non-profit, public and religious 

organizations and were held as follows: Worcester invited 82 individuals (4/20, 18 people); Blackstone 

Valley invited 77 individuals (4/27, 14 people) and South County invited 60 (4/29, 13 people). 

Internal focus groups were held in the East African Center (4/25, 6 people), with the Worcester 

Community Connections Parent Center (5/17, 11 people), the Head Start Policy Council (5/10, 7 

people), and with the GED/JEC client group (4/27, 18 people). A focus group was also incorporated 

into WCAC's annual staff day (6/9, 109 people) All community focus groups were facilitated by 

NewEra, with WCAC staff (Executive Director and/or Deputy Director, Director of Planning and 

Development, CSBG Manager, and Special Projects Coordinator) in attendance. WCAC staff 

conducted the other internal focus groups. 

Tabulation of Focus Group Data


Since the same questions were asked of all focus group participants, data was synthesized from all 

groups into one document, noting when the same – or a similar – response was made more than once 

so that the responses would be weighed accordingly. This data was later synthesized with data 

collected through the interview process and compared with survey data. 

Interviews 

WCAC board members conducted key stakeholder interviews with three individuals. These individuals 

were asked the same five questions posed to each focus group so that the data collected would be 

comparable. The content of these interviews echoed the findings of the survey and focus group results. 

Results of Primary Data Analysis 

More than 300 individuals participated in the strategic planning process. Participants identified the 

following issues as affecting WCAC's consumers the most on a daily basis across the board: Housing, 

Jobs, and Food Insecurity. Other issues identified as most pressing included Heating Costs, English 

Language Deficiency, Health Insurance/Health Care, and Transportation. 

A summary of data from the customer and other agency surveys can be found in Appendix E. So few 

youth, elected officials/legislators and funders responded that data was not tabulated; however, the 

individuals responding from these groups echoed the sentiments expressed by others. 

Secondary Data Collection 

For the duration of the strategic planning process, WCAC staff collected reports, articles, and other 

periodicals that related to the programs and services offered, as well as emerging trends and data. Once 

priorities were selected, the consultants sifted through the material to identify topic-appropriate 

materials and conducted additional research to fill gaps. The secondary data echoed the findings 

revealed through primary data collection efforts, leading WCAC to move directly into the construction 

of detailed workplans. Please see Appendix F for a list of the secondary data sources that were used. 

INTERNAL NEEDS ASSESSMENT 

Surveys were distributed to all 21 WCAC Board members and 120 staff. Board members were asked 

to answer the same five questions as focus group participants. Staff were given a more extensive and 

detailed survey. As mentioned, New Era designed the board and staff surveys, which were then 

reviewed, edited, and approved by the senior management at WCAC. Seventy-six of 120 staff 

responded. Of 21 board members, 18 returned surveys. Summaries of findings can be found in 

Appendix G. 

Selection of Priorities 

Staff responses: Primary themes emerged from WCAC staff surveys as “very important” services for 

WCAC customers: 

Increasing affordable housing units 

Addressing homelessness 

Providing GED and ESL classes 

Providing information and applications for SNAP (food stamps) 

Helping customers access food 

Providing fuel assistance 

Helping to weatherize homes to lower heating costs 

Helping with job search and placement 

Providing budgeting help


Providing support, information, and education to parents 

Helping to connect with other community resources 

A major concern from all programs was the lack of funding, budget cuts, and providing more services 

with less staff and smaller budgets. 

External responses: After careful consideration of the data collected through the strategic planning 

process from multiple constituent groups, and in light of the current economic climate and the 

uncertain times ahead, the board and senior management team at WCAC selected the priorities 

outlined below for the next three years. 

The organization has decided to continue delivering its current scope of services to the same number of 

people -- provided CSBG funding remains the same -- while taking the first year of the strategic plan 

to conduct in-depth research and make some important decisions around WCAC's niche, capacity, 

competition and partnership potential in the Worcester area. This process will also include exploring 

opportunities for instituting a sliding fee scale for some programs and other revenue-generating 

strategies. Program planning and development for Year Two and Year Three will be based on the 

outcomes of this evaluation. In Year One, WCAC's programming priorities are as follows: 

• Housing/homelessness -- since this is not a direct service offered by WCAC, the organization 

will continue to address this issue through advocacy, partnership and referral. As previously 

mentioned, the “testing” of a contracted part-time CMHA housing specialist with CSBG 

ARRA funds was so successful, that WCAC will consider funding the contract for FY12. 

WCAC will continue to offer Moderate Deleading Training. WCAC is also changing the focus 

of its IDA program, which will help reduce some of the demand at Worcester-area family 

shelters. 

• Energy/weatherization -- the organization will continue to offer fuel assistance, weatherization, 

AMPS, Energy Wise, HEARTWRAP and Moderate Deleading Training. In the next three 

years, WCAC will pilot a new program, offering financial literacy to the 66% of fuel assistance 

clients who are not elderly (who are most often on a fixed income), starting first with repeat 

customers. Over the course of the next year, WCAC will evaluate existing curricula and select 

one that will work best for its consumers, then train staff to utilize it with a pilot group of our 

16,000 fuel assistance customers. The pilot program will feature snacks and child care to 

reduce barriers to participation and will offer an incentive -- such as a grocery store gift card -- 

to motivate people to complete it. 

• Workforce development and education -- WCAC has developed a niche in youth workforce 

development for youth ages 14-24 who have not been able to complete a traditional high school 

program or have multiple high-risk challenges. WCAC will continue to offer GED preparation, 

pre-employment skills training, education and career counseling, job and internship placement 

assistance, life skills workshop, case management and summer jobs opportunities. In the 

coming year, WCAC will gather relevant information on this topic -- particularly as it relates to 

emerging jobs -- and use the outcomes of this work to explore new partnerships to expand 

services. WCAC will continue to strengthen its strong relationships with Worcester Public 

Schools and Quinsigamond Community College to foster educational partnerships and nextstep 

strategies for participants.


One of the innovative strategies that WCAC intends to explore during Year One is the creation 

of employment agreements with some of the Commonwealth's larger employers, such as 

Staples, TJX, Imperial Distributors, and Goya Foods. Several years ago, the MA Clubhouse 

Coalition developed an innovative employment model in which larger companies employ their 

consumers -- people suffering from persistent and significant mental illness -- with 

Clubhouse staff providing support as the individual transitions into regular employment. 

Adapting such a model for WCAC's high-risk youth consumers provides a way to link WCAC's 

workforce development to "real" jobs, which will increase the likelihood of success for this 

population. 

• Asset development -- WCAC will continue to offer SNAP (Supplemental Nutrition Assistance 

Program), IDA (Individual Development Account), EITC (Earned Income Tax Credit), and 

Moderate Deleading Training as means through which clients can improve their economic 

status. Fuel assistance and weatherization programs also promote this goal, as well as the 

addition of financial literary to the fuel assistance program. In prior years, the IDA program’s 

goal has been to help customers save for the down payment on a house, save for higher 

education, or start a business. Given the current economic climate and forecast, however, 

WCAC and MASSCAP will seek to change the state/federal focus of its IDA program to 

helping customers save for things such as the down payment on an apartment or the purchase of 

a car, as transportation is a major issue for our consumers. Further, helping people save for the 

down payment on an apartment will also help reduce the number of families who may 

otherwise not have shelter. 

• Capacity building: continuous organizational self-improvement -- WCAC will continue to 

engage in organizational capacity building to ensure continuous quality improvement, utilizing 

tools and organizations such as NIQCA, ROMA, and the DHCD assessment processes, as well 

as NCAF, CAPLAW, and MASSCAP to identify areas for change. WCAC will continue to 

evaluate and update policies and procedures across the organization. WCAC will evaluate data 

gathered via Octopia to identify changes in its consumer population and identify emerging 

trends. The organization will continue to utilize a case management approach and provide 

referrals to other organizations to provide consumers with a broader range of services through 

the DHCD-piloted Benefits Enrollment Coordinated System (BECS) in which WCAC 

participates. Internal capacity building efforts will also include ongoing board and staff 

training, education, and skill-building. 

One of the exciting, cutting-edge strategies that WCAC will explore during Year One of the 

strategic plan is the establishment of a "backroom" operations center which would provide 

services to Worcester non-profits for a fee. Such services might include Human Resources, 

Health Insurance, Payroll, IT/Technology, Marketing/Communications, and/or Job Postings. 

Modeled in a similar fashion to the Worcester College Consortium, such a center would reduce 

administrative costs for small- to mid-sized non-profits whose missions parallel WCAC’s, 

thereby allowing them to focus limited resources on direct services to target audiences. The 

goal is for the Center to also generate revenue for WCAC. WCAC has held preliminary 

discussions with several area funders who are intrigued by the idea. WCAC will reach out to 

DHCD for technical assistance and research Best Practice CAAs nationally for service models 

to replicate.


What became clear through the strategic planning process is that WCAC is viewed as a key 

leader in the non-profit sector in Worcester County. Non-profits, foundations, and business 

leaders look to the agency to take a lead role in advocating for positive change, particularly as it 

relates to issues that affect Worcester's most vulnerable populations. To this end, WCAC has 

decided to adopt the following strategies: 

1. Engage in strategic legislative work that will have a positive impact on WCAC clients. 

For example, the current fuel assistance program is constructed in such a way that 

eligible clients may not have enough assistance to fill their oil tank, which defeats the 

purpose of the program. WCAC could choose to address such an issue to ensure client 

needs are met. 

2. Engage in educational efforts designed to have a positive impact on service delivery and 

coordination, particularly as it relates to WCAC consumers, such as safety net services, 

educational and workforce pathways, and financial literacy. Strategic educational 

efforts will be directed at consumers, non-profit agencies, city officials, private and 

corporate foundation leaders, business leaders, and legislators. 

3. Convene 2-3 forums per year with area non-profits to discuss a particular issue; for 

example, workforce development. At these forums, WCAC will share the findings of 

the Year One research it conducts with key stakeholders to expand partnerships, 

collaboration, the scope of services available, and/or increase the number of people 

served. The results of our research will also be posted on the WCAC website and will 

serve as the foundation for a media campaign, aimed at educating the general public 

about the issues that affect WCAC and its consumers. 

WCAC will also hold discussions with key city officials to share the findings of the community needs 

assessment and to explore the possibility of aligning the investment of CDBG funds accordingly, while 

seeking new resources to augment public funds. 

The needs in South County and the Blackstone Valley continue to be significant. WCAC will explore 

the idea of having staff travel to key partner locations in the area on a regular basis to enable residents 

without transportation to access services. WCAC’s fuel assistance program outreach is an excellent 

strategy that can be modeled for other program services. There is also a significant demand for services 

among newcomer groups. WCAC will continue to partner with local agencies such as Lutheran Social 

Services, Southeast Asian Coalition, and the East African Outreach Center to facilitate referrals. 

Goals for Years Two and Three will be focused on implementing new initiatives based on the research 

findings in Year One, sustaining emergency programs (LIHEAP, SNAP, and referrals) despite 

anticipated budget restrictions, pursuing additional national funders and increasing the agency’s 

unrestricted revenue base, and continuing to explore ways in which to build organizational capacity. 

SERVICE DELIVERY SYSTEM 

After careful consideration of the data collected through the strategic planning process from multiple 

constituent groups, and in light of the current economic climate and the uncertain times ahead, the 

board and senior management team at WCAC decided to offer the following programs for the next 

three years:


• Education 

• Workforce development and employment 

• Energy/weatherization 

• Asset development 

• Housing/homelessness 

• Capacity Building – continuous self-improvement 

Embedded in each of these core areas is a strong research component centered on learning similar 

programs at other agencies (who is our competition and who does it best –cost effective, timely, and 

outcome centered), how we can support smaller nonprofits (can we offer backroom services such as 

payroll, human resource assistance?), our programs/services in turning lives around (what do 

national/regional longitudinal studies show as success about a particular strategy?), who are larger 

regional and national “asset partners” that support the agency’s mission (will the faith community or 

larger businesses/corporations monetarily support or provide in-kind goods and services to leverage 

agency funding?), and what risk-taking ventures will provide a higher percentage of economic success 

for the agency’s customers (will establishing take-home meals for a small fee for Head Start families 

encourage better nutrition and eating habits while generating revenue?). These and other explorations 

will ensure that WCAC continues to be a competent, competitive, and responsive leader that is making 

a concrete difference in the lives of people we serve. 

Current WCAC programs and services include: 

Program Service Description Method 

Education GED-WINGS GED and preemployment 

skills 

training for 16-21 

year-old at-risk 

youth who have 

dropped out of high 

school. 

Program Service 

Description Method 

Project Excel GED and 

employment 

preparation program 

for 16-21 year-old 

youth. Additional 

services include: job 

development, case 

management, 

computer training, 

community service, 

and life skills 

Pre TABE tests 

Classroom 

instruction 

Community Service 

GED testing 

Pre TABE tests 

Classroom 

instruction 

Community Service 

GED testing


training. 


Employment Summer jobs for 

youth: Youthworks 

Job & Education 

Center 


Energy Fuel Assistance The Low Income 

Home Energy 

Assistance Program 

(LIHEAP) assists 

low income 

households with 

heating bills. 


Weatherization Helps incomeeligible 

homeowners and 

renters afford heat 

and improve heating 

efficiency. 

Assists 

homeowners, who 

receive Fuel 

Assistance, in the 

repair or 

replacement of 

home heating 

Income-eligible 

verification, 

Applications, 

Interview 

Pre-employment 

training, Job 

placement 

Job monitoring, Pay 

roll 

5-week preemployment 

skills 

trng, job placement, 

follow-up 

Outreach and direct 

mailing 

In-house initiative 

Field verification 


verification 

Vendor payments 

for fuel and energy 

bills 

LIHEAP eligible 

and prioritized 

General heat waste 

audit 

Weatherization 

measures 


Emergency services 

Annual maintenance 

System upgrades


Early Head Start 

systems. This 

program is only for 

homeowners. 

This program 

assesses appliances, 

especially 

refrigerators, for 

repair/replacement. 

This program 

upgrades lighting 

fixtures, light bulbs, 

and refrigerators. 

Through an 8-hour 

moderate risk lead 

abatement 

classroom training 

participants will be 

equipped/trained to 

make their home or 

property lead safe. 

Utility discount rate 

eligible 

Usage audit 

Replace bulbs and 

refrigerator 


Audit for allowable 

measures 

Light bulb 

replacement 

Install insulation 

Outreach and 

enrollment 

Lead training 

classes 

Certification 


Youth/ Family Head Start A preschool Income-eligible 

program, located in approved 

5 sites in Southern Pre-K training 

Worcester County, Childcare 

provides services to Transportation 

low-income Nutrition 

families. 

Parent GED 

Operates as a homebased 

model serving 

48 families in 

Southern Worcester 

County and a child 

care option in 

collaboration with 

the Tri-Community 


approved 

Pre-K training 

Childcare 

Transportation 

Nutrition 

Parent GED


Healthy Families of 

Southern Worcester 

County 

South County 

Community 

Partnerships 

Housing 

YMCA. 

Assists first-time 

parents aged 21 and 

under, from 

pregnancy through 

their child's third 

birthday. Parents 

learn skills and 

practices to ensure a 

healthy pregnancy. 

Provides 

information, 

referrals, education, 

and programs for 

families with 

children from birth 

to age 8. 

Provides referrals to 

CDCs, public 

housing, courtlandlord/tenant 

dispute 


SNAP (food 

stamps) 

Assists incomeeligible 

community 

members in 

enrolling for food 

stamps to purchase 

nutritional food for 

their families. 

Home visits to 

pregnant and 

parenting teens 

Nutrition 

Teach parenting 

skills 

Provide childcare to 

Head Start families 

Referred by other 

agency programs; 

walk-ins 


Outreach to 

community 

Intake forms 

Food stamps 


Asset 

Building/Income 

Management 

Individual 

Development 

Account (IDA) 

Assists low-income 

families in 

developing weekly 

saving plans 

directed toward a 

down payment 

and/or closing costs. 

Recruitment through 

WCAC programs 


6-week financial 

literacy training 

Monthly meetings/ 

trainings 

Saving account/


Earned Income Tax 

Credit (EITC) 

LINKAGES AND STRATEGIES 

Provides pro bono 

tax assistance to 

low-income 

individuals and 

families; prepare 

and submit state and 

federal tax returns 

accrual 

Assistance with 

asset purchase 

Postcards mailed to 

LIHEAP customers; 

info available at all 

WCAC locations, 

multimedia 

campaign 

Based on the input WCAC received at Focus Groups and through the surveys, WCAC will continue to 

pursue and plan for a citywide “Funders Dialogue,” strategic meetings with the public schools and 

higher education linking education to “real” jobs, developing training centers with Quinsigamond 

Community College (QCC), building a bilingual internship program with local colleges, strengthening 

certificate programs, and working with state agencies to increase service/benefit coordination and 

change policy (e.g., time limits for cyclical services). 

The WCAC will continue to serve on the Regional Interagency on Housing and Homelessness, 

participate in the Promise Neighborhood strategy with the Main South CDC and Clark University, 

serve on the working committee of the Worcester Housing Authority’s “A Better Life” pilot, and 

reopen dialogues with the Grafton Job Corps, Worcester Public Schools, QCC, Training Resource of 

America, and Job One to expand business partners for the summer and year-round jobs programs, as 

well as build a more comprehensive jobs and education training program. 

The Institute for Energy and Sustainability (IES) is an umbrella network that is locally and regionally 

focused. Comprised of a diverse membership including the Lieutenant Governor, Congressman James 

McGovern, leaders from WPI and Clark University, the City of Worcester, energy contractors, public 

utilities, and grassroots organizations, it conducts research on green jobs, delivers energy forums to 

engage the community, and continues to secure grant-awarded projects (most recently, IES secured 

electric car chargers for the City’s Public Works electric cars). WCAC, with its strong weatherization 

and fuel assistance programs, was asked to serve on this committee and has been a keynote speaker at 

several events. 

WCAC will continue its important work in outreaching to financial institutions--banks and credit 

unions--to develop a financial literacy curriculum that, beginning with a pilot program for fuel 

assistance customers, will be integrated into each of the agency’s programs. At the same time, WCAC 

will continue to expand its cadre of EITC volunteers who are instrumental in delivering the EITC 

program. 

During the first year of exploration, WCAC will reach out to area congregations, convene a forum of 

area clergy, identify issues of concerns, and establish additional partnerships. In its first year workplan, 

WCAC will also outreach to Center of Hope, United Way, the Town of Southbridge, and Boys/Girls


Club in South County and two organizations in the Blackstone Valley Corridor to strengthen their 

partnerships and look for ways to expand its programs to these areas. 

WCAC will build upon an initial analysis of its Head Start program and review service demands, 

staffing needs, and best sites to locate centers and operational efficiencies. Further, continued critical 

research around relocating two Head Start facilities in Southbridge, along with the Community 

Partnership and Healthy Families of Southern Worcester County programs, into one Southbridge 

location will occur in Year One. Talks are underway with Quinsigamond Community College (QCC) 

regarding the co-location of the College with WCAC (that are strong partners with a vested interest in 

the same customers). Creating efficiencies between our education and training programs, pathways to 

higher education, and possibly create a “learning lab” for QCC students in the Early Education track 

via WCAC’s Head Start program. 

Newcomer groups--including Catholic Charities, Southeast Asian Coalition, Lutheran Social Services, 

Pernet, Family Health and Edward M. Kennedy Health Centers, and the East African Outreach 

Center—will be approached to develop more streamlined referral systems with WCAC—especially for 

newcomers. 

NATIONAL INDICATORS, OUTCOMES AND EVALUATION 

1. Issue: How can WCAC help strengthen its delivery of youth and family educational programs? 

Strategy Statement: Education 

The growing employment sectors in Worcester and Central Massachusetts are construction, 

manufacturing, wholesale and retail, financial activities, professional and business services, and leisure 

and hospitality. Forecasts indicate that staff levels will be maintained in transportation, utilities, and 

information and other services. While many entry-level jobs may exist in these industries -- and more 

will open up as the economy improves -- the at-risk youth served through the education programs at 

WCAC have not obtained their GED, which will shut them out of many jobs. Existing GED and ABE 

programs in Worcester and across the Commonwealth are 

insufficient to meet demand. WCAC has developed a niche in 

youth education and employment, particularly serving high-risk, 

low-income youth, including probationers, and newly-released 

ex-offenders. WCAC will continue to offer education to these 

groups and will explore new partnerships with other Central MA 

organizations to expand its offerings. WCAC will also build a 

seamless connection between its education and workforce 

development programs to provide these youth with the best 

Senator Richard T. Moore reads to WCAC 

Head Start children. 

chances possible of obtaining employment. 

Priority #1 – Education 

GED and ESL Activities National Performance Indicators 

1. Assess Worcester-wide GED/ESL programs. 1.2B: Completed ABE/GED and received 

2. Expand GED to include adults and pre-GED 

to address students testing at or below 7 th grade 

level. 

certificate or diploma. 

1.2B: Completed ABE/GED and received 

certificate or diploma.


3. Expand the number of educational pathways 

for youth and young adults interested in 

pursuing jobs, higher education, and military 

service with local community colleges and 

technical schools. 

2.1I: Accessible or increased educational and 

training placement opportunities for lowincome 

people in the community, including 

vocational, literacy, and life skill training, 

ABE/GED, and post-secondary education. 

Head Start National Performance Indicators 

1. Expand South County Head Start GED/ESL. 2.1I: Accessible or increased educational and 

training placement opportunities for lowincome 

people in the community, including 

vocational, literacy, and life skill training, 

ABE/GED, and post-secondary education. 

2. Determine future location of Head Start in 2.1F: Accessible, safe and affordable childcare 

Southbridge by meeting with realtors, or child development placement opportunities 

community organizations, and town 

for low-income families created or saved from 

administration. 

reduction or elimination. 

2.2B: Increase in the availability or 

preservation of community facilities. 

3. Review entire Head Start program and 

secure additional funding to serve 95 children 

on waiting lists. 

4. Grow the “democracy” curriculum into a 

program “unit” to present to all customers to 

ensure they are familiar with the importance of 

voting. 

6.3 A3: Children participate in pre-school 

activities to develop school readiness skills. 

2.1I: Accessible or increased educational and 

training placement opportunities that are 

available for low-income people in the 

community, including vocational, literacy, and 

life skill training, ABE/GED, and postsecondary 

education. 

2. Issue: How can WCAC assist low-income residents -- particularly high-risk youth -- move toward 

self-sufficiency through workforce development and employment? 

Strategy Statement: Workforce Development and Employment 

Two complementary needs in terms of jobs and youth exist within the service area: a significant 

number of minority high school drop-outs who need education and workforce development services, 

and the need to develop a skilled workforce to supplement/replace an aging workforce. High school 

dropout and 4-year high school graduation rates for Worcester are worse than Massachusetts rates, and 

out-of-school teens here have been found to fare worse than their state or national counterparts. WCAC 

has developed a niche in serving high-risk youth who have dropped out of high school. 

Through its education, workforce development and Summer 

Youth Employment programs, WCAC is meeting the educational and 

employment needs of inner-city teens who have thus far been 

unable to succeed in a traditional high school setting. Many of the 

teens that partake in the summer jobs program also enroll in GED and 

workforce development programs at the agency. WCAC will 

continue to focus on youth needs for pre-employment training and 

experience, job placement, and increased employment supports. 

WCAC will also seek to expand private sector involvement with job 

Summer jobs program participant 

Pauline Nyandwi.


preparation and placement generally and through its role in the Workforce Investment Board and the 

City Manager’s Youth Advisory Board. National data continues to demonstrate the barrier that 

temporary jobs -- often obtained to put food on the table -- can pose to full time employment. WCAC 

will maintain outreach for food stamps enrollment to encourage and enable individuals to seek fulltime 

employment. Given the highly successful ARRA-funded Job & Education Center that served over 

100 highly at-risk youth in 2009, WCAC offered a scaled-down version of the program when the 

CSBG ARRA funds expired. Fifty (50) at-risk young people ranging from 16-24 years old entered the 

program in cohorts of 10 participants. Thirteen (13) secured full- or part-time jobs, 21 either 

completed their GED, entered higher education or a certificate program, or entered the military. Based 

on the demand for the program and its tested positive outcomes, WCAC will continue this program, 

dependent upon CSBG funds available. 

Priority #2 – Employment 

Pre-Employment National Performance Indicators 

1. Strengthen computer skills by hiring 

computer instructor to equip GED students 

with skills needed to compete in the job 

market so students can obtain higher level 

employment opportunities. 

2. Re-assess current curriculum for soft 

skills/pre-employment training. 

3. Work with education institutions to train 

and certify students in childcare programs and 

early childhood educations for Head Start 

programs. 

1.2A: Obtained pre-employment 

skills/competencies required for employment 

and received training program certificate or 

diploma. 


skills/competencies required for employment 

and received training program certificate or 

diploma. 


skill/competencies required for employment and 

received training programs certificate or 

diploma. 

Job Placement National Performance Indicators 

1. Solicit additional funding for Youthworks 

wages to expand the number of youth and 

jobs. 

2. Coordinate with partner agencies to 

institutionalize year-round Youthworks 

coordinator position 

3. Expand diverse multi-sector employers for 

database. 

2.1B Accessible living wage jobs created or 

saved from reduction or elimination in the 

community. 

4.1A: Number of nonprofit organizations 

WCAC works with to promote family and 

community outcomes. 

2.1B: Accessible “living wage” jobs created or 

saved from reduction or elimination in the 

community. 

Private Sector Partnerships National Performance Indicators 

1. Coordinate partners (i.e., WIB, Worcester 

Regional Chamber of Commerce) to develop 

a formal advisory board of private sector 

employers to assist with job preparation and 

placement. 

2. Communicate with Workforce Central to 

identify other WIA funded programs and 

waiting lists. 

2.1B: Accessible “living wage” jobs created or 

retained in the community. 



community outcomes.


Employment Supports 

1. With College Consortium, explore a paid 

internship program for bilingual student 

tutors. 

2. Identify wraparound services to support job 

& education participants. 

Weatherization performed by Bob 

Frigon of HouseWarmers. 


skills/competencies required for employment. 

4.1A: Number of non-profit organizations 

community action actively works with to 

expand resources and opportunities in order to 

achieve family and community outcomes. 

3. Issue: How can WCAC best aid low–income residents to become more energy efficient? 

Strategy Statement: Energy 

WCAC will devote efforts to increasing energy efficiency. While fuel assistance applications are rising 

overall, poverty rates in South County towns illustrate need for greater assistance. WCAC will explore 

the possibility of partnering with South County agencies to enroll 

area residents in fuel assistance and to offer weatherization. Energy 

conservation and efficiency will ultimately result in a decreased 

level of energy insecurity, which negatively affects not only family 

finances, but also health and well-being. Energy audits and 

weatherization programs are proven methods of identifying and 

addressing high yield activities that will save households money. 

Priority #3 – Energy 

Fuel Assistance National Performance Indicators 

1. Increase the accessibility of LIHEAP in the 

Southern and Western areas through satellite 

outreach sites staffed by partnering agencies. 

2. Integrate the Benefits Enrollment and 

Coordination System into the LIHEAP intake 

process 

3. Continue educational efforts on benefits of 

weatherization to reduce demand for LIHEAP 

and improve energy efficiencies. 

6.2B: Emergency vendor payments, including 

fuel/energy bills. 

4.1M: Number of statewide associations or 

collaborations community action actively 

works with to expand resources and 

opportunities to achieve family and 


2.1D: Safe and affordable housing units 

preserved or improved through construction, 

weatherization, or rehabilitation achieved by 

community action activity or advocacy. 

Energy Conservation National Performance Indicators 

1. Increase weatherization effectiveness 

through advanced building diagnostics at time 

of initial audit. 



weatherization, or rehabilitation achieved by


2. Increase National Grid AMP audit 

production by completing yearly goals ahead of 

schedule showing capacity for additional units, 

which will increase admin revenue. 

3. Increase WCAC’s role in the LEAN Multifamily 

and Energywise programs through cross 

training DOE auditors, which will increase 

admin revenue. 

4. Assist low-income households to reduce 

energy burden and access alternative energy 

sources by increasing alternative energy 

projects. 




weatherization, or rehabilitation achieved by 


5.1: Number of staff attending trainings that 

increase agency capacity to achieve family and 


6.2B: Number of low-income individuals or 

families served by community action that 

sought emergency assistance and the 

percentage of those households for which 

assistance was provided including emergency 

vendor or utility payments funded by LIHEAP 

or other public and private sources. 

4. Issue: How can WCAC increase asset development, with the goal of helping people obtain 

permanent housing, purchase a computer and/or car? 

Strategy Statement: Asset Development 

WCAC will focus its asset development activities on helping people establish Individual Development 

Accounts (IDAs) with the goal of saving enough to move into an apartment, purchase a car, computer 

or other item (ex: occupational certification) that will help them 

move toward self-sufficiency. Asset development will be further 

enhances through WCAC's pilot program, offering 

financial literacy to repeat fuel assistance customers who are not 

elders. WCAC will also continue to offer Earned Income Tax 

Credit (EITC) assistance, which often helps low-income 

residents reclaim hundreds of dollars. Recognizing that asset 

development is a crucial building block of self-sufficiency for all 

ages, WCAC will include both youth and adult customers in 

these efforts. 

Priority #4 – Asset Development 

Massachusetts Lt. Governor Timothy P. 

Murray at WCAC’s VITA/EITC 

program kick off on January 28, 2011. 

Asset Development National Performance Indicators 

1. Expand IDA program. 

1.3B2: Number and percentage opening an 

IDA or other savings account. 

2. Explore ways to include youth, purchasing 1.3B1: Number and percent demonstrating 

automobiles, and other assets. 

ability to complete and maintain a budget for 

over 90 days. 

3. Re-assess financial literacy curriculum and 1.3B2: Number and percentage opening an 

develop plan for integration into all agency IDA or other savings account. 

programs 

1.3B1: Number and percent demonstrating 

ability to complete and maintain a budget for 

over 90 days.


4. Implement and expand annual EITC 

program by recruiting more volunteers and 

outreaching to a larger audience. 

1.3A.1: Number and percent of participants in 

tax preparation programs who identify any type 

of Federal of State tax credit and the 

aggregated dollar amount of credits. 

Lead Abatement National Performance Indicators 

1. Develop effective marketing and expand 

outreach for Moderate Risk Deleading 

Training to increase the number of trainings 

offered. 

2. Establish lasting partnerships with other 

nonprofits, city and town officials, realtors, 

banks, and contractors to increase attendance 

of Moderate Risk Deleading Training by 25%. 

2.1D: Safe and affordable housing units in the 

community preserved or improved through 

construction, weatherization or rehabilitation 

achieved by community action or advocacy. 

4.1A,C,K: Number of organizations WCAC 

works with to promote family and community 

outcomes. 

Expand Housing Assistance National Performance Indicators 

1. Maintain existing housing partnerships and 

foster new housing partnerships to increase 

referrals. 

5. Issue: How can WCAC build organizational capacity? 




Strategy Statement: Capacity Building 

WCAC recognizes that expanded organizational capacity results from increasing total program dollars 

and diversity of sources as well as developing partnerships with public, private and other nonprofit 

sector entities. WCAC plans to continue strong marketing and outreach efforts and to expand 

fundraising efforts, as well as consider revenue-generating strategies and the institution of a sliding fee 

scale with some programs. Partnerships with other agencies will be fostered to build relationships, 

systems across agencies, policies, programs, and funding that increase WCAC’s and its partners’ own 

organizational capacity to serve low-income families and individuals. WCAC will continue to evaluate 

and improve its own performance, as well as provide training, education and skill-building 

opportunities to staff and board members. Staff surveys and focus groups identified budget limitations, 

unfunded state and federal program mandates, and limited staff as challenges for optimal program 

delivery. 

It should be noted that National Indicators under this category are very limited, but are noted where 

applicable. 

Other Revenue 

1. Maintain and expand new fundraising, 

marketing, and outreach efforts. 

2. Explore and implement revenue generating 

business to generate unrestricted dollars for the 

agency. 

4.1K: The number of financial/banking 

institutions community action actively works 

with to expand resources and opportunities to 

achieve family and community outcomes.


Strategic Partnerships 

1. Build organizational capacity through 

increased peer relationships, interagency 

systems, policies, programs, and funding. 

2. Assist/ mentor peer nonprofits serving 

immigrant at-risk youth populations to address 

gaps in services. 

3. Continue to participate in the federallyfunded 

pilot Promise Neighborhood Initiative 

as program supports. 

4. Convene funding discussions with public, 

private, and philanthropic funders on service, 

operational, management and general, 

facilities, and program efficiencies. 

5. Re-engage the Legal Aid Community to 

participate in housing/tenant/landlord rights 

programs. 

Efficiencies 

1. Investigate the consolidation of several Head 

Start sites and Healthy Families of Southern 

Worcester County programs into one location 

in Southbridge. 

Information & Referral 

1. Convene meetings with reputable sector 

organizations (e.g., Interfaith, Community 

Legal Aid, transportation) to build strategic 

pathways and wraparounds for customers. 

2. Implement the pilot Benefits Enrollment 

Coordination System (BECS) to ensure that 

services are available for all referred. 

3. Post all first-year research and findings on 

WCAC website to share information and 

inform the community that WCAC seeks to 

ensure that it is accountable and responsible. 

Internal Assessment 

1. Participate in NIQCA and DHCD 

assessment and prepare workplan for HR 

enhancements, policy and procedures review, 

and best practice strategies. 

4.1A, K: Number of nonprofit organizations 

and financial banking institutions community 

agency work with to promote family and 



community agencies work with to promote 

family and community outcomes. 

2.2E: Increase or preservation of 

neighborhood quality of life resources. 

4.1A,G,K: Number of nonprofit organizations, 

consortiums/collaborations, and 

financial/banking institutions community 

action actively works with to expand resources 

and opportunities to achieve family and 


1.2H: Number of low-income participants 

obtaining safe and stable housing. 

2.2B: Increase in the availability or 

preservation of community facilities. 

4.1A,B:Number of non-profit and faith-based 

organizations community action actively 


opportunities in order to achieve family and 


4.1M: Number of state-wide associations or 





2.2E: Increase or preservation of 

neighborhood quality of life resources. 

4.1M: Number of state-wide associations or 




community outcomes.


THREE-YEAR FUNDING STRATEGY 

To ensure its autonomy and sustainability, 

WCAC strives to achieve an ever-expanding 

and diverse base of funding diversity. To this 

end, the agency continually researches and 

explores new sources of funding, including 

foundation, corporate, government and 

individual sources. Since the hire of an 

Organizational Development Administrator in 

November 2006, the following fundraising 

efforts have been institutionalized: 

• An Annual Campaign with 100% board 

giving: this has generated over $20,000 

WCAC staff say thank you. 

Grainger Industrials support WCAC’s Job and Education 

Center. 

each year for the past 4 years. (FY11 secured $24,000.) 

• An Annual Action Hero Award event during National Community Action Month in May that 

raises approximately $11,000 in unrestricted funds, results in extensive media coverage and 

promotes community awareness about the agency and its programs/services, cultivates new 

corporate relationships, and is recognized by Worcester City Council via proclamations of 

Worcester Community Action Month; 

• Hosts Annual Legislative Forums in January/February to brief local representatives and 

senators on state and federal proposed grant needs as they relate to the agency’s programs; 

• Continually seek new revenue streams to the agency: in FY09 $224,899, FY10, $55,044, and 

FY11 to date, $36,040 was secured (in restricted and unrestricted funds). 

• Website updates and monthly press releases will continue, as these are necessary not only for 

current information about our services and agency, but also to stimulate unexpected monetary 

donations to the agency by people who have participated in the programs, received services, or 

have had relatives helped by WCAC. 

• In FY11, an agency-wide “Thank 

You” campaign was developed 

because of the most generous 

outpouring of dollars and in-kind 

goods and services as a way to thank 

our community supporters. Each 

month, a donor theme is selected, 

and donors are thanked on our 

website, with an electronic thank you 

certificate emailed to them. This 

simple, yet amazing strategy 

continues. 

• Continuous monitoring of state and federal budgets. 

• Outreach to new corporate donors will be expanded in 

both South County and the Blackstone Valley 

Corridor to cultivate partnerships, program sponsors, and possible jobs for youth. 

Once priority goal areas for the strategic plan were identified, research was conducted to identify 

prospective funders for each area, using the Associated Grantmakers of MA database and the on-line


Foundation Center Directory, the Religious Funders Guide, as well as Internet research. A list of 

prospective funders can be found in Appendix H. Once the strategic plan is approved, WCAC staff will 

move forward in pursuit of additional funding. During the first year of the strategic plan, WCAC will 

also exploring the feasibility of instituting a sliding fee scale for some services, as well as other 

revenue-generating opportunities. Once Year One research is complete, WCAC will conduct research 

to identify regional and national funders who will support its new initiatives. 

VISION STATEMENT 

Phrases that will/have guided the development of our new mission statement and strategic plan 

include: 

"commitment to service excellence" 

"accountability" 

"reliability" 

"trusted partner" 

"moving people to self-sufficiency" 

EVALUATION 

WCAC will develop annual CSBG workplans and budgets aligning with ROMA formatting. Although 

not required, WCAC will continue its practice of developing internal workplans that capture qualitative 

program information that its Board of Directors deem valuable and informative. Should CSBG 

funding be reduced, the agency will scale back to condensed programming. 

CONCLUSION 

WCAC has a long and proud track record serving and advocating for low-income people in Central 

Massachusetts. The agency stands ready to face the complex challenges ahead: global, national, and 

local economic storms, a crushing demand for services, the need to maximize limited resources 

through creative and strategic programs and partnerships, and the call to action from our customers and 

partners to be a lead advocate and convener to address the problems associated with poverty. We will 

continue to help pave the way for self-sufficiency opportunities for those we serve. We must do this 

through strong partnerships, with best business practices, a commitment to service excellence, and a 

great staff and board team!


Appendix A: 

Demographics


Community Demographic Data 

Data Gathered on American Fact Finder 1/3/2011 2005-2009 American Community Survey 

Worcester Auburn Barre Boylston Brimfield Brookfield 

Population: 178,397 16,473 5,599 4,365 3,800 3,409 

Media Age 34.7 41.8 42.40% 4.31 42.2 46.1 

Female-headed households 16% 9.50% 10.60% 5.70% 11.60% 8.20% 

Caucasian 78.60% 96.30% 99.10% 96% 99.10% 98.70% 

Afican-American/Black 9.20% 0.20% 0.00% 0.00% 0.40% 0.40% 

Hispanic 18.10% 1.20% 1.40% 2.80% 0.60% 0% 

American Indian/Alaska 

Native 0.20% 0.30% 0.00% 0.10% 0% 0% 

Asian 5.30% 1.50% 0.00% 2.80% 0% 0% 

Native Hawaiian/Pacific 

Islander 0.10% 0.10% 0.00% 0% 0% 0.50% 

Other 4.50% 0.80% 0.90% 0.50% 0.60% 0.30% 

Speak a language other than 

English at home 31.10% 6.90% 4.30% 8.50% 4.80% 3.60% 

Immigrant Population 18.80% 5.50% 1.40% 5.40% 3.30% 1.80% 

% of pop that are vets 8.00% 11.10% 9.90% 9% 17.60% 12.80% 

Income & Poverty Worcester Auburn Barre Boylston Brimfield Brookfield 

Median Income $45,944 $34,844 $32,438 $48,372 $39,806 $31,768 

Median household income $57,257 $80,264 $72,539 $85,642 $74,355 $65,036 

Per capita income $24,213 $30,163 $30,570 $46,572 $29,561 $28,826 

Median earning for workers $28,881 $34,678 $39,303 $47,312 $39,991 $34,453 

Households receiving 

earnings 75.20% 80.50% 82.60% 84.90% 82% 84.90% 

Retirement income (other 

than ss) 13.90% 22.00% 21.80% 13.30% 21.10% 20% 

Social Security Income 25.40% 33.60% 28.80% 22.80% 28.40% 28.20% 

Average SS income $12,938 $7,502 $13,339 $18,655 $17,246 $18,063 

Living in poverty 17.90% 6.10% 6.80% 1.50% 4% 2.40% 

Living in poverty w/ children 13.90% 3.60% 6.90% 2.50% 1.80% 0% 

Female-headed households 

w/ incomes below poverty 

level 36.40% 10.00% 38.10% 0.00% 9% 0% 

Households receiving SSI 7.20% 3.00% 3.50% 1.80% 2.20% 3.50% 

Households receiving cash 

assistance 4.30% 1.80% 5% 2.10% 0% 0.80% 

Households receiving food 

stamps 13.60% 3.50% 2.60% 1.10% 6.50% 1.50%


Charlton Douglas Dudley 

E. 

Brookfield Grafton Hardwick 

Population: 12,596 8,020 11,041 2,141 17,535 2,682 

Media Age 39.7 38.1 39 42.2 35.7 42.6 

Female-headed households 9.70% 8.70% 7.30% 10.80% 9.20% 10.20% 

Caucasian 98.10% 96.7 94.3 99.60% 89.40% 98.10% 

Afican-American/Black 0.10% 0.50% 0.60% 0% 2.30% 1.80% 

Hispanic 


3.90% 0.70% 2.80% 0% 3% 1.30% 

Native 0% 0.30% 0.30% 0% 0% 0% 

Asian 


0.30% 0% 1.10% 0% 7.20% 0% 

Islander 0% 0% 0% 0% 0% 0% 

Other 

Speak a language other 

0.70% 1% 2.30% 0% 0.50% 0% 

than English at home 5% 4.80% 10.20% 1.40% 13.70% 4.10% 


% of pop that are vets 11.80% 7.50% 13.30% 11.30% 

E. 

7.20% 12.50% 

Income & Poverty Charlton Douglas Dudley Brookfield Grafton Hardwick 




Median earning for workers 


$46,066 $43,182 $30,800 $38,993 $48,031 $32,232 

earnings 


87.90% 93.10% 85.30% 84.40% 88.50% 75.60% 

than ss) 14.10% 8.70% 14.80% 22% 17.60% 18% 

Social Security Income 24% 11.50% 25.30% 30.90% 19.30% 43.90% 


Living in poverty 3.50% 2.10% 6.40% 8.10% 6.20% 6.90% 

Living in poverty w/ children 



2.90% 1.40% 6% 7.50% 1.50% 3.60% 

level 9.70% 12.70% 11.90% 47.60% 3.30% 15.10% 

Households receiving SSI 


2.10% 3.10% 2.10% 0.80% 3.50% 2.80% 

assistance 


1.20% 0.70% 1.40% 2.80% 1.20% 0% 

stamps 1.60% 0.70% 4.80% 4.60% 3% 6%


Holden Holland Hubbardston Lancaster Leicester Milford 

Population: 17,491 2,563 4,439 7,026 11,100 27,636 

Media Age 41.6 39.9 42.3 37.3 39.9 37.8 

Female-headed 

households 7.50% 12.90% 5.20% 10% 12.10% 

Caucasian 95.80% 95.9 95.90% 85.70% 93% 88.90% 

Afican-American/Black 0.50% 0% 0% 7.80% 2.70% 1.40% 

Hispanic 1.40% 0.60% 3.20% 5.70% 2.10% 8.70% 


Native 0.10% 0.70% 0.10% 0.20% 0% 0.50% 

Asian 2.40% 1.40% 0.70% 2.60% 1.80% 1.50% 


Islander 0% 0% 0% 0% 0% 0.10% 

Other 0.30% 0% 2.50% 1.60% 1.30% 5.20% 


than English at home 10.10% 2.50% 2.60% 8.90% 8.80% 27% 

Immigrant Population 7.10% 2.70% 3% 6.30% 4.60% 19.90% 

% of pop that are vets 10.90% 10.90% 13.40% 7% 12.10% 8.10% 

Income & Poverty Holden Holland Hubbardston Lancaster Leicester Milford 


Median household 

income $84,745 $73,125 $76,440 $80,956 $72,074 $80,381 


Median earning for 

workers $44,170 $36,176 $42,825 $35,304 $37,166 $33,577 


earnings 82.90% 89.60% 83.80% 80.50% 81.60% 85.10% 


than ss) 20.40% 13.40% 15.40% 17% 22.70% 16% 

Social Security Income 28.50% 21.20% 21.60% 23.10% 32% 23.40% 


Living in poverty 3.90% 7% 9.80% 8.60% 4.20% 7% 

Living in poverty w/ 

children 2.50% 3.70% 4% 5.50% 1.90% 5.90% 

Female-headed 

households w/ incomes 

below poverty level 7% 21.50% 22.20% 16.60% 5.60% 25% 



cash assistance 1% 1% 1.10% 1.50% 1.80% 1.90% 


food stamps 1.70% 5.60% 1% 3.30% 3.20% 4.90%


New N. 

Millbury Monson Braintree Brookfield Northborough 

Population: 13,628 2,170 1,104 5,048 14,732 

Media Age 

Female-headed 

41.6 40.6 38.4 40 39.5 

households 12.60% 13.40% 5% 8.60% 7.70% 

Caucasian 95.60% 96% 99.50% 96.60% 90.30% 

Afican-American/Black 0.20% 0% 0% 0% 0.50% 

Hispanic 


2.50% 5.90% 1.40% 0.90% 2.80% 

Native 0% 1% 0% 0.40% 0.10% 

Asian 


2% 0% 0% 0.00% 6.50% 

Islander 0% 0% 0% 0% 0% 

Other 


0.70% 0% 0.40% 0% 1.50% 

than English at home 7.80% 0% 3.80% 4% 11.60% 

Immigrant Population 4.20% 0% 0.40% 1.90% 10.30% 

% of pop that are vets 10.60% 12.10% 7% 10.30% 8.20% 

New North 

Income & Poverty Millbury Monson Braintree Brookfield Northborough 

Median Income 

Median household 

$34,846 $30,756 $44,808 $30,125 $41,712 

income $71,635 $57,588 $87,813 $69,439 $101,272 

Per capita income 

Median earning for 

$32,093 $25,196 $30,016 $29,221 $42,799 

workers 


$38,349 $28,942 $37,448 $36,469 $47,086 

earnings 


82.50% 80.10% 88.10% 78.70% 86.50% 

than ss) 15.20% 12.10% 16.90% 15.50% 18% 

Social Security Income 27.40% 21.90% 24% 26.90% 22.50% 

Average SS income $14,739 $10,988 $16,266 $13,261 $15,784 

Living in poverty 


3% 19% 4.50% 5.10% 5.50% 

children 

Female-headed 


1.80% 18.90% 3.40% 4% 4.50% 

below poverty level 6.20% 45.70% 0% 15.90% 23.70% 

Households receiving SSI 


1.40% 2.70% 7.90% 3.80% 2% 

cash assistance 


1.20% 3% 2.10% 1.50% 1.20% 

food stamps 4.10% 7.40% 5.80% 2.80% 1.30%


Northbridge Oakham Oxford Palmer Paxton Princeton 

Population: 14,587 1,914 13,813 13,153 4,786 3,539 

Media Age 38.6 41.3 39.2 40.9 40.6 44.1 

Female-headed households 12.50% 10.70% 10.70% 10% 12.10% 3.20% 

Caucasian 97.70% 97.70% 97.60% 97.30% 95.70% 96.30% 

Afican-American/Black 0.30% 0% 0.50% 0.40% 1.80% 2.40% 

Hispanic 2.30% 2.50% 2.60% 1.40% 0.80% 0% 


Native 0% 0.40% 0% 0% 0% 0% 

Asian 101% 0% 0.90% 0.50% 1.80% 1.30% 


Islander 0% 0% 0% 0.10% 0% 0% 

Other 0.50% 0.70% 0.30% 0.20% 0.30% 0% 




% of pop that are vets 12.90% 10.30% 12.10% 13% 8.70% 

Income & Poverty Northbridge Oakham Oxford Palmer Paxton Princeton 




Median earning for workers $40,062 $35,489 $36,255 $32,164 $37,917 $42,848 


earnings 87.60% 92.70% 82.50% 76.60% 80.70% 90.70% 


than ss) 14.70% 10.70% 17.20% 19.60% 18.40% 12.60% 

Social Security Income 24.30% 21.50% 25.40% 31.50% 35.80% 20% 



Living in poverty w/ children 3.60% 1.10% 4% 7.70% 1.30% 1.50% 



level 3.20% 5% 14.20% 18.30% 0% 0% 



assistance 2.60% 2% 1.60% 3% 1.70% 1% 


stamps 4% 3.80% 4.10% 10.30% 0.40% 4.70%


Rutland Shrewsbury Southbridge Spencer Sterling 

Population: 7,847 33,888 17,516 12,032 7,789 

Media Age 37.4 38.3 36.1 42.2 42 

Female-headed 

households 7.50% 7.50% 18.90% 9.30% 6.70% 

Caucasian 96.80% 82.50% 88.20% 93.80% 99.10% 

Afican-American/Black 1% 2% 2.60% 0.60% 0% 

Hispanic 1.50% 2.40% 25.20% 5.40% 0.80% 


Native 0% 0% 0.10% 0.30% 0% 

Asian 1.80% 13.30% 2% 0% 0.30% 


Islander 0% 0% 0.10% 0% 0% 

Other 0% 1% 2.50% 3.90% 0.10% 


than English at home 5.10% 19.80% 28% 8.40% 3.10% 

Immigrant Population 4.40% 17% 5.50% 2% 2.10% 

% of pop that are vets 11.50% 8% 11.70% 13.60% 11.20% 

Income & Poverty Rutland Shrewsbury Southbridge* Spencer* Sterling 

Median Income $43,162 $43,212 $29,007 $30,094 $37,478 

Median household income $85,053 $83,608 $42,550 $61,484 $100,019 

Per capita income $30,259 $36,790 21,332 $28,889 $39,701 

Median earning for workers $37,340 $44,379 $28,494 $36,458 $50,357 


earnings 91% 82.90% 75.10% 76.10% 85.10% 


than ss) 13.10% 17.30% 16.60% 17.20% 24.50% 

Social Security Income 17.40% 24% 33% 30.70% 26.70% 

Average SS income $15,713 $15,095 $13,080 $16,026 $15,363 

Living in poverty 5.10% 3.60% 14.60% 5.60% 3.30% 


children 4.90% 2.20% 13.40% 2.10% 1.70% 

Female-headed 


below poverty level 7.40% 8.90% 31.90% 5.30% 15% 

Households receiving SSI 0.30% 2.40% 5.50% 3.80% 1.80% 


assistance 2.20% 0.90% 4.70% 3.40% 0% 


stamps 4.80% 1.80% 16.30% 7.50% 0.50%


Sturbridge Sutton Upton Uxbridge Wales Warren 

Population: 8,826 9,124 6,602 12,737 2,143 5,248 

Media Age 40.4 39.6 41.6 38.4 41.1 42.5 

Female-headed households 11% 6.80% 8.90% 9% 6.20% 16.40% 

Caucasian 94.90% 98.90% 98.50% 96.90% 97.10% 97.70% 

Afican-American/Black 0% 0.50% 0% 0.30% 0.60% 0.80% 

Hispanic 3% 1.70% 0.40% 0.90% 0% 0.50% 


Native 0% 0% 0% 0% 0.70% 0% 

Asian 3.40% 0.60% 1.30% 1.70% 0% 0% 


Islander 0% 0% 0% 0% 0% 0% 

Other 0% 0% 0% 0.10% 0% 0.50% 



Immigrant Population 3.50% 5.10% 3% 3.70% 2.90% 3.50% 

% of pop that are vets 10.50% 11.50% 8.30% 11.40% 15% 13.80% 

Income & Poverty Sturbridge Sutton Upton Uxbridge Wales Warren 




Median earning for workers $42,631 $43,866 $48,883 $41,394 $33.59 $32,484 


earnings 83.40% 90.50% 87.70% 85.70% 89.30% 84.80% 


than ss) 15.40% 16% 13.30% 13.20% 16.80% 16.80% 

Social Security Income 28.10% 21% 23.20% 23.40% 24.30% 26.50% 



Living in poverty w/ children 39.00% 0.60% 1.60% 5.70% 2.80% 3.40% 



level 21.90% 7.30% 0% 31.20% 5.60% 11% 

Households receiving SSI 0.90% 4.50% 1.40% 1.80% 3.20% 11% 


assistance 0.90% 1.70% 1.10% 1.70% 0.50% 1.90% 


stamps 2.90% 3.50% 0.90% 2.40% 3.70% 8.70%


W. Boylston W. Brookfield Westborough 

Population: 8,090 3,883 18,427 

Media Age 40.8 46.5 39 

Female-headed households 9.10% 10.60% 

Caucasian 93.80% 95.40% 79.80% 

Afican-American/Black 4.40% 2% 2.10% 

Hispanic 6.30% 0% 2.80% 


Native 0% 0% 0.10% 

Asian 0.30% 2.60% 15.60% 


Islander 0% 0% 0% 

Other 1.50% 0% 0.20% 


English at home 8.20% 6.10% 22.80% 

Immigrant Population 3.30% 4.00% 20.90% 

% of pop that are vets 10.20% 9.60% 7.90% 

Income & Poverty W. Boylston W. Brookfield Westborough 

Median Income $44,358 $28,693 $52,989 

Median household income $82,688 $61,610 $96,623 

Per capita income $29,182 $30,118 $43,187 

Median earning for workers $36,425 $35,491 $55,432 


earnings 77.60% 80.80% 85.30% 


than ss) 27.60% 21.50% 14.80% 

Social Security Income 32.90% 33.20% 23.50% 

Average SS income $14,412 $13,565 $17,212 

Living in poverty 2.10% 7.30% 4.30% 

Living in poverty w/ children 2.50% 3.10% 1.30% 



level 19.10% 6.30% 16.10% 

Households receiving SSI 1% 1.40% 1.50% 


assistance 1.20% 2% 1.10% 


stamps 1.30% 2.10% 2.60%


Appendix B: 

WCAC Service Area 

Map



Appendix C: 

Planning + Development 

Board Meeting Minutes


August 2010 

Worcester Community Action Council, Inc. (WCAC) 

Internal Strategic Planning Process 

FY2012-2014 

TIMELINE 

WCAC Senior Management discussion about upcoming SP process. 

Corresponded with DHCD regarding new/revised guidelines on the SP 

process. Response was “no significant deviations.” 

Developed RFP for Strategic Planning Consultant. Reviewed Southern 

New England Nonprofit Consultant Directory. Due date 9/24/10. 

8/26/10 Posted RFP on website and sent letters to: 

Jay W. Vogt, Peoplesworth (no response) 

Sarah Lange, NewEra4Nonprofits (response) 

Suzanne Buglione, Community Build (response) 

September 2010 

9/24/10 Reviewed two submitted RFPs received on 9/24/10 and completed a 

comparison, selected NewEra4Nonprofits because of history and cost 

($20,000 less!). 

October 2010 

Met with Sarah Lange to review service contract and expectations. 

Service agreement executed effective 10/18/10 – 9/1/11. 

10/25/10 Presented a brief overview to the Board of Directors, along with an 

abbreviated list of timeline, activities, and deliverables. 

SPlanning Team (Development group) corresponded with S. Lange 

regarding moving up the timeline because of the holidays. 

11/5/10 SPlanning Team met with S. Lange regarding changes in surveys, 

demographics, and review about capturing primary data. Clark Graduate 

School Professor Susan Millette discussed the importance of using 

WCAC Octopia data to draw assumptions prior to dispersing surveys. 

Focus groups were discussed. Survey translations: Swahili, Vietnamese, 

and Spanish. Reduce number of surveys. Assume no state dollars! Will 

most likely need translator for focus groups. 

11/18/10 Met with S. Lange and S. Millette to review revised surveys. Question: 

How do you innovate in a basic needs environment? Consistency in 

listing programs on website, brochures and other ephemera. S. Lange 

reported on conversation with Board Chair: consider revising mission 

statement so that it is measurable.


11/29/10 Director of Planning and Development presented more detailed 

activities, timeline and deliverables to the 8 AM Executive Committee. 

SPlanning Team reviewed all agency constituents to establish focus 

group invitees. 

December 2010 

12/1/10 SPlanning Team attended mandatory DHCD CAP Planning 10:00 AM – 

1:30 PM at DHCD. Presented “Board Involvement” from last strategic 

plan. 

January 2011 

12/20/10 SPlanning Team met with Executive Director. Discussed: How to budget 

for SP/Focus Groups. Plans to contact all organizations/businesses, keep 

sessions to 1hr, group participants by theme. Can we post SP progress on 

website? How will we measure the significance of an issue vs. how well 

that sector is represented? 

SPlanning Team tightened up customer survey questions; survey to be 

sent to Emily McLaughlin at DHCD and S. Lange. Focus Groups: Group 

participants more broadly but by theme (i.e. combine 

health/housing/food). Plan on conducting groups in Feb/March ’11. 

Include a group of Program Managers/Education staff. Invited 

participants will be contacted via email. 

1/6/11 SPlanning Team met with S. Lange. Made minor edits to customer 

survey, board and staff surveys anticipated. Final drafts of focus group 

questions, other agency funder, and elected official surveys completed. 

Survey Monkey drafts anticipated for all. Discussed: Translation services 

provided by Lutheran Social Services or Family Health Center for 

Vietnamese and Swahili. Spanish will be done by Clark U student. 

Identified nine focus groups, plan for meeting locations, times and 

facilitators. Reviewed timelines and deadlines, submit first materials to 

DHCD by 1/14/11. 

1/7/11 SPlanning Team discussed and edited SP budget and reviewed other 

documents due to DHCD by 1/14/11. 

Budget has been revised by Director of Finance for salary amounts, S. 

Lange hours to be added, determine how many board members have 

participated in each event/will participate in future events. Do we need to 

include associated costs? (Photocopying, printing, translation, postage, 

binding, etc.) Ballpark $5k. Do we need to bump up hours? 

1/27/11 Executive Director and SPlanning Team met with S. Lange. Discussed: 

scheduling of focus groups, who will attend, who will facilitate. Three 

groups will be held at Worcester Public Library. Executive Director to 

lead USE Group, tentative March 18; Deputy Director to lead Education 

staff, internal youth, East African Outreach Center, and Community 

Connections Coalition; Board Chair to lead Worcester Chamber of 

Commerce; South County and Blackstone Valley groups TBD. Board


facilitation/training? Awaiting DHCD to approve surveys for translation, 

email focus group invitations soon. 

February 2011 Board of Directors voted to put SPlanning on hold due to pending federal 

CSBG cuts. Notified all previously contacted constituents of focus group 

postponement. 

March 2011 SPlanning on hold due to pending federal CSBG cuts. 

April 2011 

3/31/11 Executive Director and SPlanning Team met with S. Lange to discuss 

how to proceed with scaled back version of SP. 

Discussed: customer survey distribution; combining all three Worcester 

focus groups into one; facilitation of South County, Blackstone Valley 

and youth focus groups; contacting key stakeholders holders and SP 

update at 6/27/11 board meeting. 

SPlanning Team acknowledged the short timeframe and developed 

strategies to distribute surveys. 

4/6/11 SPlanning Team emailed all three previously invited Worcester 

organizations/businesses to participate in a single condensed focus group 

held on 4/20/11. 

4/20/11 Worcester focus group held at Worcester Public Library. Group included 

invitees from all three previously invited groups, faith, 

health/housing/food, and youth/education. Executive Director and 

SPlanning Team attended. S. Lange facilitated group. All participants 

unable to attend were emailed questions for quick and easier responses. 

Ongoing customer surveys distributed and collected daily. Board surveys 

emailed. Customer surveys (English, Spanish, Vietnamese, and Swahili) 

posted on website. 

4/25/11 East African Outreach Center focus group held at WCAC offices. Led by 

the Deputy Director and Director of Planning and Development. 

4/27/11 Blackstone Valley focus group held at Millbury Federal Credit Union. 

Attended by Executive Director and SPlanning Team. S. Lange 

facilitated group. 

GED/Job and Education Center focus group held at WCAC offices. 

Attended by Special Projects Coordinators. Deputy Director facilitated 

group. 

4/29/11 South County focus group held at MacKinnon Head Start site. Attended 

by Deputy Director, SPlanning Team, Head Start staff, Director of 

Healthy Families of Southern Worcester County. S. Lange facilitated 

group.


May 2011 

June 2011 

Targeted listservs were provided with electronic surveys. 

5/10/11 Worcester Community Connections Coalition focus group held at 

WCAC offices. Attended by Special Projects Coordinator. Deputy 

Director facilitated group. 

5/17/11 Head Start Policy Council focus group held at Oxford Head Start site. 

Attended by Head Start Director and staff, and Special Projects 

Coordinator. Deputy Director facilitated group. 

5/23/11 Board of Directors focus group held. Attended by Executive Director, 

Director of Planning and Development, Executive Administrative 

Assistant, and Special Projects Coordinator. S. Lange facilitated group. 

6/9/11 Staff Development Day: ~120 WCAC staff participated in 1-hour focus 

groups at Worcester State University. Each group facilitated by a staff 

member with a second staff member as scribe. Groups discussed the 

same five questions asked of all previous focus groups. 

6/22/11 SPlanning Team met with S. Lange and S. Millette. Discussed: Survey 

findings and prepared for board presentation. 

6/27/11 S. Lange presented findings of all SP surveys and focus groups to Board 

of Directors. Discussed: small sampling of customers served 

participated, but findings are believed to be characteristic of the whole; 

basic needs reiterated in all findings as desired agency focus; what is our 

niche? Are other organization in our service area providing the 

same/similar services? Who is doing it the best? Are there opportunities 

for collaboration?; evaluate all programs over the next 6-8 months for 

performance; WCAC should not consider adding any programs in the 

near future – CSBG budget as a consideration for all programs; consider 

adding a small fee for service; what organizations could rent our soon to 

be empty office space? Must have a similar mission. 

7/21/11 Executive Director and SPlanning Team met with S. Lange. 

Discussed: Extension of August 1 DHCD deadline. Top 5 priority areas, 

WCAC’s strongest areas and how to improve them: youth job 

development, Head Start, asset development; need to increase financial 

literacy, civics, voting, across the agency; look heavily at partnerships, 

duplication of services and how we can best work together; new grant 

and revenue generating program opportunities; re-working of mission 

statement and creating a visioning statement.


Worcester Community Action Council, Inc. (WCAC) 

Internal Strategic Planning Process 

FY2012-2014 

MEETING MINUTES 

Friday September 24, 2010 

Attended by: Executive Director 

Director of Planning & Development 

CSBG Manager 

Reviewed: Two submitted RFP’s for SP Consultant. Sarah Lange, NewEra4Nonprofits was chosen due 

to history and substantially lower cost. 

Monday October 25, 210 


WCAC Board of Directors 


Presented: An overview of SP process with an abbreviated list of timeline, activities, and deliverables. 

See Board of Directors’ meeting notes (attached). 

Monday November 5, 2010 

Attended by: Director of Planning & Development 

CSBG Manager 

Special Projects Coordinator 

NewEra4Nonprofits Consultant 

Clark University Graduate Professor 

Discussed: All surveys: customer, funder, board, other agency, staff/internal elected official 

- Survey issues to consider: 

o Culturally are people comfortable filling out surveys? (paper, oral etc.) 

o Should we have a separate South County survey? 

o Do customers of one program know other services we offer? 

o Keeping language consistent across all surveys 

o Consider language/reading level of survey participants 

- Focus groups should be answering questions about “pressing needs” and “safety net” 

- Larger Qs to look at: 

o What are our agency priorities? 

� Building a safety net 

� Expanding in-depth programs? 

� Keeping our heads above water? 

� Changing/creating partnerships? 

- Survey revisions. 

Thursday November 18, 2010 


CSBG Manager 


NewEra4Nonprofits Consultant



Discussed: How could Octopia be utilized for pulling data? 

- How can we demonstrate we are fulfilling our mission? How can we re-word the mission to be 

measurable? 

- Should SP be moved out of board time? Separate committee/meeting? We think no. 

- Survey revisions. 

Monday November 29, 2010 


WCAC Board of Directors Executive Committee 


Presented: More detailed activities, timeline and deliverables. See Executive Committee meeting notes 

(attached). 

Monday December 20, 2010 



CSBG Manager 


Discussed: Budget 

- How is SP being budgeted for? 

o Staff 

o Board – executive & program committees 

o Volunteer in-kind 

o Printing 

o Translations 

- Focus Groups 

o Decision to contact all organizations/companies on master focus group list 

o Limit focus groups to 1 hour limit – additional info can be submitted through 

writing 

o Hold groups with a theme (education, energy etc.) and have like organizations 

attend – additional orgs can attend if missed out on their own theme 

o Have Anne B. send an email blast to all her contacts 

o Include health, food & shelter together 

o Create a media group 

- Questions to think about 

o How will we measure the significance of an issue vs. how well represented that 

sector is? 

o How do we get an accurate representation of groups despite who shows up? 

o Can we keep SP updates on the website? Meeting dates, timeline etc. 

Monday December 20, 2010 


CSBG Manager 


Discussed: Focus Groups


- Group themes more tightly 

o Keep youth separate 

o Add media group 

o Add USE group 

- Plan on holding groups in Feb/March 

- Focus group of program managers/education staff 

- Will contact orgs via email for focus groups 

- Customer Survey revisions made 

Thursday January 6, 2011 


CSBG Manager 



Discussed: Finalized customer survey 

- S. Lange will finalize and draft staff and board surveys based from customer survey 

- S. Lange will create Survey Monkey links for each 

- Focus group questions have been finalized. Other agency, funder and elected official surveys 

will be same as focus group questions. 

- Need to secure translation service for Vietnamese and Swahili through Lutheran Social 

Services or Family Health Center, Clark student is doing Spanish 

- Identified 9 focus groups & discussed holding sessions 

o Faith – Library – possibly a Thurs morning 

o Youth & Education – Library – possibly a Thurs morning 

o Health, Housing & Food – Library – possibly a Thurs morning 

o Business groups – Deb Penta? 

o South County groups 

o Blackstone Valley groups – Donna to contact Jeannie Hebert 

o Energy groups – Jill & Donna 

o USE group – Jill to put on schedule 

o Staff/internal – Development team & Priscilla 

• would like to be done session by April 14 th 

- Town demographic information given to S. Lange 

- Reviewed timelines & deadlines 

- First materials to be submitted to DHCD by Jan 14 th 

Friday January 7, 2011 


CSBG Manager 


Discussed: strategic plan budget. 

- Budget has been revised by Director of Finance for salary amounts 

- S. Lange hours to be added 

- Determine how many board members have participated in each event/will participate in future events 

- Do we need to include associated costs? (Photocopying, printing, translation, postage, binding etc.) 

Ballpark $5,000 

- Do we need to bump up hours?


Thursday January 27, 2011 



CSBG Manager 



Discussed: Scheduling of focus groups, who will attend, who will facilitate 

-3 focus groups to be held at Worcester Public Library 

- Faith 

- Youth & Education 

- Housing/Health & Food 

- Thursday February 24, 2011 9-10:30 

- Thursday March 3, 2011 9-10:30 

- Thursday March 10, 2011 9-10:30 

- Executive Director to lead USE Group (tentative March 18 th ) 

- Deputy Director to lead education staff, internal youth, East African Outreach Center and 

Community Connections 

- Board Chair to lead Chamber of Commerce group 

- South County and Blackstone groups TBD 

- Board facilitation/training? 

- Awaiting DCHD to approve surveys for translation 

- Can board member Thuha Le refer us to someone who can translate Vietnamese for a reduced 

rate? 

- Email focus group invites late January & again early February 

Thursday March 31, 2011 



CSBG Manager 



Discussed: Proceeding with scaled back strategic planning 

- Customer surveys have been translated from English to Vietnamese, Spanish and Swahili 

- Customer surveys were distributed to program managers on 3/30/11 and need to be emailed to 

Sarah to be linked to our website 

- Proposed April morning focus group at YWCA for all constituents, need to book room and 

email all invitees, will try to get board participation/facilitation 

- Hold South County Policy Council focus group (Joyce) 

- Hold Blackstone Valley focus group (Jeannie Hebert) 

- Hold youth focus group (Priscilla) Sarah will draft youth questions 

- Contact key stakeholders 

- Present strategic plan progress to board during June 27, 2011 meeting 

Wednesday April 20, 2011 



CSBG Program Manager 

Special Projects Coordinator




Worcester Focus Group – held at Worcester Public Library. See focus group minutes. 

Monday April 25, 2011 


CSBG Manager 

East African Outreach Center Focus Group – held at WCAC Offices. See focus group minutes. 

Wednesday April 27, 2011 






Blackstone Valley Focus Group – held at Millbury Federal Credit Union. See focus group minutes. 

Friday April 29, 2011 

Attended by: Deputy Director 





South County Focus Group – held at MacKinnon Head Start site. See focus group minutes. 

Tuesday May 10, 2011 



Worcester Community Connections Coalition Focus Group – held at WCAC offices. See focus group 

minutes. 

Thursday May 12, 2011 – Provided Gerald Bell, DHCD, with progress updates for SP. 

Tuesday May 17, 2011 



Head Start Policy Council Focus Group – held at Oxford Head Start site. See focus group minutes. 

Monday May 23, 2011 



Executive Administrative Assistant 



Board of Director Focus Group – See Board of Directors’ meeting notes (attached). 

Thursday June 9, 2011 

Attended by: All WCAC staff


WCAC Staff Development Day, Staff Focus Groups – held at Worcester State University. See staff 

focus group minutes. 

Wednesday June 22, 2011 



CSBG Manager 




Discussed: Survey and focus group finding findings 

- Finding account for .5% of clients served – skewed data 

- All respondents echo basic needs. 

- Can we pick up a smaller non-profit and address their admin needs/ WCCC moving out 

- Need to look at program duplication in the region, who’s doing the same things? Who does it 

best? Which is our niche? 

- Prepared for June 27 Board Meeting 

Monday June 27, 2011 


Executive Administrative Assistant 



Board of Director Meeting – See Board of Directors’ meeting notes (attached). 

NewEra4Nonprofit Consultant’s notes: 

-Board of Directors has decided to take the first six months of the Strategic Plan to answer the 

following questions: 

- What is WCAC’s niche? 

- What is our exsisting capacity? 

- Who else is doing what we’re doing? How effective are they? 

- What’s our partnership potential? 

- What opportunities do we have to generate revenue/fees? 

- Based on the answers yielded by these questions during the first six months of the Strategic Plan the 

Board of Directors will decide which, if any, of the following strategies they want to adopt: 

- Advocacy around policy change 

- Serving as a convener around problems/issues 

- Integrating financial literacy across WCAC programs 

- Increasing our network of partners 

- Increasing efficiency by offering “back office” services for Worcester nonprofits


Thursday July 21, 2011 



CSBG Manager 



Discussed: Top 5 priority areas determined by customer, staff and other agency surveys 

Customer Staff Other agency 

1. Heating costs 1. Housing 1. Housing 

2. Housing 2. Jobs 2. Jobs 

3. Jobs 3. Heating costs 3. Food insecurity 

4. Health Insurance 4. English deficiency 4. Transportation 

5. Food insecurity 5. Food insecurity 5. Health care 

- Note that we will address food insecurities and housing through referrals but that it is not our niche. 

- Requested extension from upcoming August 1 deadline from DHCD, extension needed in order to 

gain full board approval of documents for submission. Waiting for approval, next board meeting 

August 22, 2011. 

- Move forward in all planning based on 2008 CSBG funding levels (~$560K) 

- Include NIQCA/DHCD review into capacity building 

- Youth job development: 

- Who else is doing what we’re doing? Where can we form creative partnerships? Grafton Job 

Corps.? Training Resources of America? 

- Consider approaching large local corporations (Staples, TJX, Goya) about how partnerships 

for jobs 

- Push on our established employers for larger commitments and opportunities for permanent 

jobs 

- Asset Development: 

- Restructure IDA program for smaller goals saving for a car, apartment or computer? 

- Weave financial literacy training across all agency programs, introduce financial literacy 

training to all customers who walk in our doors, especially target repeat/revolving door 

customers 

- Create an incentive for attending financial literacy training (ex: participants will be entered in 

a drawing for $500 grocery store gift card) 

- Revenue generating possibilities: 

- Provide backroom operations for other Worcester nonprofits 

- Additional childcare services through head start sites 

- Summer camp 

- Food preparation and nutrition courses 

- Childcare/Head Start: 

-How do we expand childcare? 

- Reach out to Worcester Head Start/Worcester Public Schools 

-Increase advocacy, voting, civics, financial literacy throughout programs. 

- Research – pilot and risk-taking initiatives 

- Marketing: 

- Talk to Penta Communications about potential entering into social media.


- Talk to Chris Sawyer about designing a window display demonstrating people helping 

people. 

- Consider: 

- End of summer celebration for summer jobs youth 

- Considering faith based grant opportunities (often for social services and basic needs) 

- Having students do research: Possibly students of Laurie Ross or Susan Millette at Clark 

University 

- Reworking the mission statement shorter/tighter: “Helping people move to self-sufficiency.” – 

Needs board approval. 

- Theme for the year ahead: “A Year of Excellence” focus on accountability, commitment, 

trust….incorporate these themes in the Vision Statement. 

- Quarterly forums with partners 

- Looking at more national grant opportunities 

- Who are our biggest partners, should they come in and directly present to our board? 

- Worcester Interfaith 

- Worcester County Food Bank 

- Central MA Housing Alliance 

- Who are our biggest asset partners? 

- Worcester Public Schools 

- Quinsigamond Community College 

- Faith organizations 

- Corporate businesses 

- Messaging/community conversations – accountability 

- Next steps: 

- Capacity building = always improving 

- Having conversations with all partners, who is doing the same thing? How can we work 

together? What linkages are there? How can we work together to be strong as a whole? 

- Board development/training/involvement 

- Have board guests around themes: Jobs (WIB), Energy (city), housing (city) 

- Position research on website


Attendees: 

Board Chair Deb Penta 

Jack Foley 

Barbara Haller 

Yary Jaen 

Kathy Johnson 

Mike Keegan 

Jozefina Lantz 

Thuha Le 

Melissa Madera 

Jean Perkins 

Gladys Rodriguez-Parker 

Don Xenos 

Staff: 

Jill Dagilis 

Lisa Johnson 

Priscilla Holmes 

MacKenzie D’Assis 

Donna McGrath 

Facilitator: Sarah Lange, Consultant 

WCAC Board of Director’s Strategic Planning Meeting 

Monday May 23, 2011 

5:30 p.m. 

Sarah presented a sampling of data to date. Much discussion centered on the growing immigrants in 

the community. J. Lantz said the large influx of Iraqis will continue into next year (alone with 

Burundi). These are very educated people (doctors, professionals) who speak English well. She 

explained that there are many immigrants/refugees who are Lottery Visa people who show up 

anywhere, so there is always a mix. 

The 5 top concerns from the collected data were similar among the different groups of constituents. 

Sarah led a visioning exercise. 

What would it take to earn WCAC the non-profit of the year award? 

- Seeing less of the same people because we’re staying true to our mission and moving 

customers up and out of poverty 

- Great reviews from state and government, no compliance issues 

- Entrepreneur program 

- Improve/diversify funding sources 

- Year round jobs for youth 

- Constant youth summer jobs funding/plenty of jobs to go around 

- Expanding our partner/employers base 

- Teaching youth the technology they need 

- Expanding our geographic reach 

- Affordable childcare


- Close relationships with corporate partners for childcare; work with businesses to help resolve 

issue. Many employers want to offer work-based childcare 

- A new immigrant center share expertise, information, don’t chase after immigrants, let them go 

to the center 

- Job training 

- Sharing resources with other similar organizations 

- WCAC should be leaders in the discussion of merger-economic efficiencies; WCAC at t 

crossroads and needs to be sensitive; explore conversations with smaller “like” agencies that 

relate to core mission. Don’t want to come across as “gobbling” small agencies; come at them 

as an agency that can help. Better coordinated service. Funders want this and may drive this 

with financial support. 

- Merging with smaller non-profits that share the sane ideals and goals 

- Meet with smaller agencies, how can we help them? What do they need? 

Words about WCAC/its mission/vision: 

- Empowerment - Learning 

- Training - Compassion 

- Self-sufficiency - Assets 

- Poverty/anti-poverty - Advocacy 

- Hope - Customers 

- Education - Community 

- Optimism - Assist 

- Independence - Integrity 

- Care - United 

- Change - Quality 

- Devoted 

Much discussion about not using words with negative connotation such as poverty, poor, anti-poverty 

and to just focus on the positive and moving forward. How to make the shift from cyclical services? 

Goal is to never stigmatize, but recognize there are problems, but that should not give up hope.


Appendix D: 

Survey and Focus Group 

Instruments


Worcester Community Action Council 

Customer Survey 

We need your help! The Worcester Community Action Council (WCAC) is gathering input from the people who 

use its programs and services in order to do some planning for the next three years. Please complete this survey 

while you’re here today. If you need help completing this survey, please ask a WCAC staff person. When you’re 

done, you can hand it to the receptionist, who will seal it in an envelope. All the information you share will remain 

confidential. Thanks for helping us with this project! 

1. What are the biggest issues you and/or your family face on a daily basis? Please check all that apply. 

Affordable/safe housing 

Food insecurity 

Educational opportunities 

Need my GED 

Need to learn/improve my English 

Heating costs 

Childcare/after-school care 

Job opportunities/job skills/unemployment/under-employment 

Personal or family safety 

Health Insurance 

Healthcare 


Immigration status 

Discrimination 

Other:_________________________ 

2. In each section, please rank the services in terms of how important they are to you when dealing with the that 

particular issue. 

SAFE & AFFORDABLE HOUSING Very 

Help you save to buy a house 

Increase the # of units of affordable housing 

Provide rental assistance 

Prevent foreclosure 

Prevent homelessness 

Address homelessness 

Other: 

Important 

HEALTH AND NUTRITION Very 

Important 

Provide information & applications for food stamps (SNAP) 

Access to health insurance 

Access to health care 

Access to food 

Other: 

Somewhat 

Important 

Somewhat 

Important 

Not 

Important 

Not 

Important


JOBS AND MONEY Very 

Important 

Provide job training 

Help with job search and placement 

Organize summer jobs for youth 

Provide savings programs for individuals (IDAs) 

Provide programs to help with credit issues 

Provide budgeting help 

Provide help with tax preparation 

Other: 

EDUCATION Very 

Important 

Provide GED classes 

Provide ESL (English as a Second Language) classes 

Help with translation 

Other: 

FUEL/ENERGY/HEATING Very 

Important 

Provide fuel assistance 

Help weatherize homes to lower heating bills 

Programs that help people who are behind on their heating bill 

Replace people’s old appliances with Energy Star appliances 

Retrofit/replace old heating systems to lower heating bills 

Other: 

YOUTH AND FAMILY Very 

Important 

Provide support, information and education to parents 

Help people connect with other community resources 

Prenatal/infant care and support for teen mothers 

Provide Early Head Start (ages 0-3) 

Provide Head Start (ages 3-pre-K) 

Provide help paying for childcare 

Provide affordable summer daycare/camp in Southern 


Other: 

Somewhat 

Important 

Somewhat 

Important 

Somewhat 

Important 

Somewhat 

Important 

Not 

Important 

Not 

Important 

Not 

Important 

Not 

Important


3. Which services have you used at WCAC in the past 12 months? Please check all that apply. 

GED classes 

Employment training/assistance 

Career counseling 

Job and internship placement 

Life Skills workshops 

YouthWorks (summer jobs for youth) 

Early Head Start (ages 0-3) 

Head Start (ages 3-pre-K) 

Fuel Assistance 

Weatherization 

AMPS (replacing old appliances) 

HEARTWAP (heating system repair) 

Deleading training 

Help with overdue heating bills 

SNAP (food stamps) 

IDA (individual savings account) 

Earned Income Tax Credit (free tax 

preparation) 

Worcester Community Connections 

Coalition 

Resource & Referral Center 

Start Our Success (helping policereferred 

young adults get a job) 

GED classes (Excel, WINGS) 

Partners with Parents 

(Oxford/Webster/Southbridge) 

Job & Education Center 

4. Finally, we’re asking you to provide some information about yourself that will help us make sure we’re 

running the right programs, offering the right services, and whether we need to hire staff who speaks a 

different language. This information will be kept confidential. 

a) How familiar are you with WCAC? 

1 2 3 

very somewhat not at all 

b) What is the zip code where you live? ______________ 

c) How do you get to WCAC? Bus Cab My own car Get a ride from friend or family 

Walk Other:____________ 

d) How convenient is WCAC’s current location? 

1 2 3 


e) Is there adequate parking? Yes No - Please explain: _______________________________ 

f) Is there adequate space to meet with staff? Yes No 

g) Is there enough privacy when you meet with staff? Yes No 

h) How old are you? 

under 16 16 – 20 21 – 30 31 – 40 41 – 50 51 -64 

65+ 

i) What is your gender? Male Female Transgender 

j) What language do you feel most comfortable receiving services in? Please check all that apply. 

English Spanish Polish Vietnamese 

Khmer Russian Swahili Arabic 

Albanian Other:___________________


k) Are you a newcomer to the United States? How Yes – What is your country of origin?________ 

No 

l) Do you have a high school diploma or GED? Yes No 

m) Are you employed? Yes -- Please circle: Full time or Part time No 

n) Are you a parent? Yes -- and I have ___ children, ages:_______ No 

Are you a single parent? Yes No 

o) Please describe your current living situation: 

I own my home I rent my home 

I live with family I live with a friend/friends 

I live in a residential program or shelter I am currently homeless 

Other: __________________ 

How long have you been in your current living situation? _____________ weeks/months/years 

p) What was your total family income in 2009? 

Under $6,000 $6,000 - 10,000 $10,001 – 15,000 

$15,0001 – 20,000 $20,0001 – 25,000 $25,001 – 35,000 

$35,001 – 50,000 more than $50,000 

q) Where do you get information about resources in the community? Please check all that apply. 

TV Radio Newspaper Internet Phone book Bus ads 

Church/synagogue Health care provider Library 

Other:______________ 

THANKS FOR YOUR TIME! 

Please return your survey to the receptionist, or mail it to: 

New Era - 210 Park Avenue, Suite 205, Worcester, MA 01609 

64



La encuesta cliente 

¡Necesitamos su ayuda! El Consejo Acción de la Comunidad de Worcester (WCAC) está recogiendo 

información de los usuarios de los programas y servicios de WCAC para prepararse por los próximos 

tres años. Por favor, completa esta encuesta hoy. Si necesita ayuda pregúntale al personal de WCAC. 

Cuando termine, entrégalo a la recepcionista quien va a encerrarlo en un sobre. Toda la información 

que comparte permanecerá confidencial. ¡Gracias para su ayuda con este proyecto! 

1. ¿A diario, que son los mayores asuntos para usted y su familia? Marque los que son pertinente. 

La vivienda segura y asequible 

La inseguridad de comida 

Las oportunidades educacionales 

Necesita mi GED 

Necesita aprender/mejorar mi ingles 

El coste de calefacción 

Cuidado de niños/ cuidado después escuela 

Las oportunidades de empleo/competencias laborales de empleo/desempleo 

La seguridad personal y familiar 

Seguro de enfermedad 

Cuidado de salud 

Transporte 

Estatus de inmigración 

Discriminación 

Otro:_________________________ 

2. Clasifique los servicios de cada sección y márcalos según su importancia 

La vivienda segura y asequible Muy 

Ayuda para ahorrar en su propia casa 

Aumenta los números de vivienda asequible 

Proporciona ayuda de alquilar 

Previene la ejecución hipotecaria 

Previene la ejecución hipotecaria 

Dirige los temas de ayuda a las personas sin hogar 

Otro: 

importante 

Salud y Nutrición Muy 

importante 

Proporciona la información y la solicitud de cupones de 

alimentos (SNAP) 

Acceso a seguro de enfermedad 

Acceso a cuidado de salud 

Acceso a comida 

Otro: 

Poco 

importante 

Poco 

importante 

No 

importante 

No 

importante 

65


Trabajo y Dinero Muy 

importante 

Proporciona la capacitación laboral 

Ayuda con la búsqueda de trabajo y de colocación 

Dispone trabajo de verano para los jóvenes 

Proporciona programas de ahorro para individuos (IDAs) 

Proporciona programas de ayuda para personas con asuntos 

de crédito 

Proporciona ayuda con el presupuesto 

Proporciona ayuda con la preparación de impuestos 

Otro: 

Educación Muy 

Importante 

Proporciona clases de GED 

Proporciona clases de ESL 

Ayuda con traducciones 

Otro: 

Combustible/Energía/Calefacción Muy 

Importante 

Proporciona asistencia de combustible 

Ayuda con la climatización de la casa para bajar la factura de 

la calefacción 

Programas de ayuda para pagar facturas de calefacción que 

todavía no se han pagado 

Sustituye electrodomésticos viejos con electrodomésticos de 

Energy Star 

Cambia sistemas viejos de calefacción por nuevos más 

eficientes para bajar las facturas de la calefacción 

Otro: 

Jóvenes y La Familia Muy 

Importante 

Proporciona apoya, información y educación a los padres 

Ayuda a la gente con otros recursos de la comunidad 

Cuidado prenatal/infantil y apoyo para madres adolescentes 

Proporciona Early Head Start (0-3 de edad) 

Proporciona Head Start ( 3-pre K de edad) 

Proporciona ayuda para pagar el cuidado de los niños 

Proporciona el cuidado diario de niños y campamentos durante 

los meses de verano a precio asequible en el condado del sur 

de Worcester 

Otro: 

Poco 

Importante 

Poco 

Importante 

Poco 

Importante 

Poco 

Importante 

No 

Importante 

No 

Importante 

No 

Importante 

No 

Importante 

66


3. ¿Cual son los servicios de WCAC que ha usado en los anteriores 12 meses? Marque los que son pertinente. 

Clases de GED 

Asistencia/capacitación laboral 

Consejos de orientación laboral 

Colocación de trabajo y aprendizaje 

Taller de habilidades practicas 

YouthWorks (trabajo para los jóvenes 

en el verano)) 

Early Head Start (0-3 de edad) 

Head Start (3- pre-K de edad) 

Asistencia de combustible 

Adaptación al clima 

AMPS (cambia los electrodomésticos 

viejos) 

HEARTWAP (reparaciones de los 

sistemas de calefacción) 

Practicas a quitar el plomo 

Ayuda cuando las facturas de 

calefacción están sin pagan 

SNAP (cupones de alimentos) 

IDA (cuentas individuales de ahorro) 

Earned Income Tax Credit 

(Preparación de los impuestos) 


Coalition (Coalición de las conexiones 

del condado de Worcester) 

Resource & Referral Center (El centro 

de recursos y referencias) 

Comenzamos Nuestro Éxito 

(ayudando los jóvenes con referencias 

de la policía obtener trabajo) 

Clases de GED (Excel, WINGS) 

Socios con los padres 


El centro de trabajo y educación 

67


4. Finalmente, nos gustaría saber si usted nos proporcionaría información para ayudarnos a decidir sobre el 

futuro de nuestros programas. 

a) ¿Cuál es su familiaridad con WCAC? 

1 2 3 

Muy poco ningún 

b) ¿Que es su código postal?_________________ 

c) ¿Cómo llega a WCAC? Autobús Taxi Propio coche Le lleva un amigo o familia 

Camina Otro:____________ 

d) ¿Esta WCAC bien situado? 

1 2 3 

Si Poco No 

e) ¿Hay estacionamiento adecuado? Si No 

Si no, explica porque no por favor: ____________________________ 

f) ¿Hay espacio suficiente para reunirse con el personal de WCAC Si No 

g) ¿Hay suficiente privacidad cuando se reúne con el personal de WCAC? Si No 

h) ¿Cuántos años tiene? 

Menos de 16 16 – 20 21 – 30 31 – 40 41 – 50 

51 -64 65+ 

i) ¿Cuál es su género? Hombre Mujer Transgénero 

j) ¿En qué idioma se siente usted la mayoría de los recibir cómodos los servicios? Verifique por favor 

todo que aplica. 

Ingles Español Polaco Vietnamés Khmer 

Ruso Swahili Árabe Albanes 

Otro:___________________ 

k) ¿Es usted un recién llegado a los Estados Unidos? 

Si - ¿Cual es su país de origen?_____________ No 

l) ¿Tiene un diploma de escuela secundaria o GED? Si No 

m) ¿Esta usted empleado? 

Si -- por favor marque: __tiempo completo o __tiempo parcial 

No 

n) ¿Es usted un padre? 

Si - ¿Cuántos hijos tiene? _____ ¿Cuántos años tiene?_________ No 

¿Es usted un padre soltero? Si No 

o) Describe su situación de vivienda: 

68


Dueño de mi propia casa Alquilo mi casa 

Vivo con mi familia Vivo con amigo/amigos 

Vivo en un programa residencial o refugio Estoy sin hogar 

Otro: __________________ 

¿Por cuantas semanas, meses o años ha viviendo en esta situación?_____________ 

p) ¿Qué fue sus ingresos familiares totales en 2010?? 

Menos de $6,000 $6,000 - 10,000 $10,001 – 15,000 

$15,0001 – 20,000 $20,0001 – 25,000 $25,001 – 35,000 

$35,001 – 50,000 más que $50,000 

q) ¿De dónde saca usted la información acerca de los recursos en la comunidad? 

TV Radio Periódico Internet Agenda 

anuncios en el autobús Iglesia/sinagoga Proveedor de cuidado de salud 

Biblioteca Otro:______________ 

¡Gracias para su paciencia! 

Por favor, entregue su encuesta a la recepcionista o envía por correo a: 

New Era- 210 Park Avenue, Suite 205 Worcester, MA 01609 

69



Utafiti wa Mteja 

Tunahitaji msaada wako! Jumuiya ya Utekelezaji wa Baraza ya Worcester (WCAC) ina kusanya maoni kutoka 

kwa watu ambao wanatumia programu zake na huduma za kusaidia shirika yetu kuendeleza programu ambayo 

inakidhi mahitaji katika jamii yetu. Tafadhali kamilisha utafiti huu wakati uko hapa leo. Kama unahitaji msaada 

kukamilisha utafiti huu, tafadhali uliza mfanyakazi wa WCAC . Wakati umalizapo, wajilisha barua kaa karani, na 

atayiweka kwenye bahasha. Habari zote umepatiana zitawekwa siri. Shukrani kwa ajili ya kutusaidia sisi na mradi 

huu! 

5. Ni masuala gani makubwa wewe na / au familia yako munapatana nayo kila siku? Tafadhali angalia zote 

zinazotumika. 

Kupata nyumba kwa beyi nafuu /makazi salama 

Uhaba wa chakula 

Fursa ya elimu 

Haja ya GED yangu 

Haja ya kujifunza / kuboresha kiingereza changu 

Gharama ya kuweka joto kwenye nyumba 

Huduma ya watoto/ huduma ya watoto baaada ya shule 

Nafasi za kazi/ ujuzi wa kazi/ukosefu wa kazi/chini ya ajira 

Binafsi au usalama wa familia 

Bima ya afya 

Huduma ya afya 

Usafiri 

Hali yako ya uhamiaji 

Ubaguzi 

Nyingine: _________________________ 

6. Katika kila sehemu, Tafadhali peyana cheo kwa kila huduma na jinsi muhimu kwako kwa kukabiliana na suala 

hilo. 

USALAMA & NYUMBA ZA GHARAMA NAFUU Muhimu 

Kukusaidia kuweka fehda ya kununua nyumba 

Kuongezea vyamba vya nyumba ya ghalama nafuu 

Kutoa msaada wa kukodisha 

Kuzuia ukomeshaji wa haki ya kukomboa 

Kuzuia kutokua na makazi 

Kushughulikia mambo ya kutokua na makazi 

Nyingine: 

Sana 

AFYA NA KULA BORA Muhimu 

Sana 

Kutoa taarifa na maombi kwa ajili ya misaada ya 

chakula(SNAP) 

Njia ya kufikia bima ya afya 

Njia ya kufikia huduma ya afya 

Upatikanaji wa chakula 

Nyingine: 

Muhimu 

Kiasi 

Muhimu 

Kiasi 

Si 

Muhimu 

Si 

Muhimu 

70


KAZI NA FEDHA Muhimu 

Sana 

Kutoa mafunzo ya kazi 

Msaada wa kutafuta kazi na upangaji 

Kuandaa makazi kwa vijana wakati 

Wa majira wa joto 

Kutoa mipango ya akiba kwa watu binafsi (IDAs) 

Kutoa mipango kusaidia na masuala ya mikopo 

Kutoa msaada wa bajeti 

Kutoa musaada kwa maandalizi ya kodi 

Nyingine: 

ELIMU Muhimu 

Sana 

Kutoa mafunzo ya GED 

Kutoa mafunzo ya kiingereza kama lugha ya pili 

Msaada wa kusaidia kutafsiri 

Nyingine: 

MAFUTA/NISHATI/ JOTO Muhimu 

Sana 

Kutoa msaada wa mafuta 

Msaada wa kupunguza gharama ya kuchemusha nyumba 

Mipango ya kusaidia watu ambao wako nyumba kwa kulipa bili 

zawo za kuchemusha nyumba 

Kubadirisha vifaa muze na vile vya kisasa 

Kubadirisha vifaa muze vya joto ili gharama ya joto iyende cini 

Nyingine: 

VIJANA NA FAMILIA Muhimu 

Sana 

Kutoa msaada , habari na elimu kwa wazazi 

Kuwasaidia watu kuungana na rasilimali nyingine za jamii 

Kabla ya kujifungua/ huduma kwa watoto wachanga na 

kuwasaidia wasichana wadogo ambao wana watoto 

Kutoa elimu ya mwanzo (myaka 0-3) 

Kutoa elimu ya mwanzo (myaka 3-kabula-K) 

Kutoa msaada kwa kusaidia kwa malipo ya huduma ya watoto 

Kutoa huduma nafuu kwa wakati wa joto/ kambini kwa mkoa wa 

kusini wa Worcester 

Nyingine: 

Muhimu 

Kiasi 

Muhimu 

Kiasi 

Muhimu 

Kiasi 

Muhimu 

Kiasi 

Si 

Muhimu 

Si 

Muhimu 

Si 

Muhimu 

Si 

Muhimu 

71


7. Ni huduma gani ambayo umetumia kwa WCAC kwa miezi 12 iliopita? Tafadhali angalia zote zinazotumika. 

Madarasa ya GED 

Mafunzo ya kazi / msaada 

Ushauri wa kazi 

Kazi na kuwekwa kwenye vitendo 

Ma semina ya ujuzi wa maisha 

Kazi za vijana(makazi ya vijana kwa 

wakati wa majira) 

Elimu ya mwanzo (miaka 0-3) 

Elimu ya mwanzo(miaka 3-kabla-K) 

Msaada wa mafuta 

Ya hewa 

AMPS (kubadilisha vifaa nze) 

HEARTWAP (kubadilisha vifaa vya 

joto) 

Mafunzo ya kutoa rangi mbaya 

Usaidizi kwa bili za joto zilizo pita 

SNAP (kuponi ya chakula) 

IDA (akaunti ya akiba kwa binafsi) 

Kurudishiwa kodi kwa mapato 

(maandalizi ya kodi kwa bure) 


Coalition 

Rasilimali & Vituo vya malezeo 

Maanzishi ya mafanikio yetu(Kusaidia 

polisi-kufahamisha vijana kupata kazi) 

Madrasa ya GED (Excel, WINGS) 

Kushiriki pamoja na wazazi 


Kazi na vituo vya elimu 

72


8. Hatimaye,Tunakuuliza kutoa taarifa kuhusu wewe mwenyewe ambayo itatusaidia kuhakikisha ya kwamba 

tuna mipango ya haki, na kama tunatoa huduma za haki, na kama tunahitaji kuajiri wafanyakazi ambao 

wanaongea lugha tofauti. Habari hii itakuwa siri. 

a) Jinsi gani unaitambua WCAC? 

1 2 3 

Sana kiasi Si fahamu 

b) Ni zip code gani ambapo unaishi? ______________ 

c) Jinsi gani unafika kwenye WCAC? Basi Taxi Gari yangu kupata lifti kutoka kwa rafiki au 

familia Kutembea Nyingine:____________ 

d) Ni jinsi gani inafaa eneo la WCAC? 

1 2 3 

Sana Kiasi Si fahamu 

e) Je, kuna maengesho ya kutosha? Ndiyo Apana- Tafadhali eleza: 

_______________________________ 

f) Je, kuna nafasi ya kutosha unapokutana na wafanyakazi? Ndiyo Apana 

g) Je, kuna faragha ya kutosha wakati unapokukutana na wafanyakazi? Ndiyo Apana 

h) Una umri gani? 

Chini ya 16 16 – 20 21 – 30 31 – 40 41 – 50 

51 -64 65+ 

i) Ni nini jinsia yako? Kiume Kike Mageuzi 

j) Lugha gani wewe kujisikia vizuri zaidi katika huduma ya kupokea? Tafadhali angalia zote zinazotumika. 

Kiingereza Kihispania Polish Kivietinamu Khmer 

Urusi Swahili Kiarabu Kialbeni : Nyingine ______________ 

k) Je, wewe ni mgeni humu Amerekani? Jinsi gani Ndiyo – Nini nchi yako ya asili?____________ 

Apana 

l) Je, una diploma ya sekondari au GED? Ndiyo Apana 

m) Je, wewe kuajiriwa? Ndiyo -- Tafadhali weka mduara: Muda kamili or Sehemu ya muda 

Apana 

n) Je, wewe ni mzazi? Ndiyo – na niko na watoto wa_____, myaka:_______ Apana 

Je, wewe ni mzazi mmoja? Ndiyo Apana 

o) Tafadhali eleza maisha yako ya sasa: 

Mimi mwenye nyumba yangu Mimi na kodi nyumba yangu 

Mimi huishi na familia Mimi huishi na rafiki / marafiki 

Mimi huishi kwa mipango ya makazi au malazi ya kusaidiwa Sasa sina makao 

Nyingine: __________________ 

7


Muda gani umekuwa katika hali ya sasa?_____________ Majuma / Miezi/ Miaka 

p) Kwa jumla familia yako muri pata mapato mangapi kwa mwaka 2010? 

Chini ya $6,000 $6,000 - 10,000 $10,001 – 15,000 

$15, 0001 – 20,000 $20, 0001 – 25,000 $25,001 – 35,000 

$35,001 – 50,000 Juu ya $50,000 

q) Wapi unapata taarifa kuhusu rasilimali katika jamii? Tafadhali angalia zote zinazotumika. 

TV Radio Gazeti Internet Kitabu cha simu 

Matangazo kwenye basi Kanisa / sinagogi Mtoa huduma wa afya 

Maktaba Nyingine: _____________ 

ASANTE KWA MUDA WAKO! 

Tafadhali rudidsha utafiti wako kwa mhudumu wa mapokezi, au tuma baruwa : 

New Era - 210 Park Avenue, Suite 205, Worcester, MA 01609 

7



Tham Khảo Ý Kiến Của Quý Vị 

Chúng tôi cần sự giúp ñỡ của quý vị! WCAC ñang tập họp ý kiến của quý vị, những người tham gia và 

nhận phục vụ ñể giúp chúng tôi mở rộng chương trình hầu ñáp ứng nhu cầu của cộng ñồng chúng ta. 

Xin vui lòng hoàn tất bản tham khảo này trong khi quý vị ñang ở ñây. Nếu quý vị cần giúp ñiền bản 

tham khảo này, xin hỏi nhân viên WCAC. Khi quý vị ñã hoàn tất xin vui lòng trao cho thư ký, họ sẽ 

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. 

1. Những vấn ñề gì sau ñây quý vị hoặc gia ñình thường gặp phải? Có thể chọn hết nếu có 

Nhà với giá vừa phải/an toàn 

Thức ăn không hợp vệ sinh 

Cơ hội tốt về giáo dục 

Cần bằng trung cấp bổ túc 

Cần học/cải tiến tiếng Anh của tôi 

Trợ cấp tiền sưởi 

Giữ trẻ/giữ trẻ sau giờ học 

Cơ hội trong việc làm/kỹ năng trong việc làm/thất nghiệp/không ñủ việc làm 

Sự an toàn cho bản thân và gia ñình 

Bảo hiểm sức khỏe 

Chăm sóc sức khỏe 

Phương tiện giao thông 

Tình trạng di dân 

Kỳ thị 

Những vấn ñề khác_________________________ 

2. Trong mỗi phần, Xin ñánh giá mức quan trọng của các dịch vụ khi quý vị cần ñối ñầu với những 

vấn ñề sau. 

AN TOÀN & NHÀ CỬA GIÁ PHẢI CHĂNG 

Giúp quý vị tiết kiệm ñể mua nhà 

Tăng số nhà ở với giá phải chăng 

Trợ giúp tiền thuê nhà 

Ngăn chặn tịch thu nhà 

Ngăn chặn tình trạng vô gia cư 

Giải quyết tình trạng vô gia cư 

Những vấn ñề khác: 

Rất quan 

trọng 

SỨC KHỎE VÀ DINH DƯỠNG Rất quan 

trọng 

Cung cấp thông tin và ñơn xin phiếu thực phẩm 

Giúp xin bảo hiểm sức khoẻ 

Giới thiệu bác sĩ chăm sóc sức khỏe 

Giúp xin thực phẩm 


Hơi quan 

trọng 

Hơi quan 

trọng 

Không 

quan trọng 

Không 

quan trọng 

7


VIỆC LÀM VÀ TÀI CHÁNH Rất quan Hơi quan Không 

Huấn nghệ ( dậy nghề) 

Giúp tìm việc và xin việc làm 

Sắp xếp việc làm mùa hè cho thanh thiếu niên 

Chương trình giúp cá nhân ñể dành (IDAs) 

Chương trình giúp về các vấn ñể của thẻ tín dụng 

Chương trình giúp dự thảo tài chánh 

Chương trình giúp khai thuế 


trọng trọng quan trọng 

GIÁO DỤC Rất quan 

trọng 

Chương trình lớp học lấy bằng trung cấp phổ thông 

Chương trình học tiếng Anh (ESL) 

Giúp thông dịch 


NHIÊN LIỆU/ NĂNG LƯỢNG/ SƯỞI Rất quan 

trọng 

Chương trình trợ giúp tiền sưởi 

Giúp bơm hơi ấm vào nhà ñể giảm tiền sưởi 

Chương trình trợ giúp những gia ñình thiếu tiền sưởi 

Thay ñồ gia dụng ñiện cũ với ñồ gia dụng Energy Star 

Tân trang/thay ñổi hệ thống sưởi củ ñể giảm tiền sưởi 


TRẺ EM VÀ GIA ðÌNH Rất quan 

trọng 

Chương trình giúp ñỡ, cung cấp thông tin và hướng dẫn 

cho phụ huynh 

Giúp mọi người kết nối với dịch vụ khác trong cộng 

ñồng 

Chăm sóc trước khi sanh/ấu nhi và hổ trợ những người 

mẹ tuổi vị thành niên 

Chương trình Head Start cho các em (tuổi từ 0-3) 

Chương trình Head Start cho các em (tuổi từ 3-5) 

Chương trình trợ giúp trả tiên giữ trẻ 

Chương trình giữ trẻ mùa hè/trại hè giá phải chăng trong 

khu vực phía Nam Worcester 


Hơi quan 

trọng 

Hơi quan 

trọng 

Hơi quan 

trọng 

Không 

quan trọng 

Không 

quan trọng 

Không 

quan trọng 

7


3. Các dịch vụ nào sau ñây quý vị ñã sử dụng tại WCAC trong 12 tháng qua? Có thể chọn hết nếu có. 

lớp bổ túc trung cấp 

Trợ giúp tiền nợ cho sưởi 

Huấn nghệ/ giúp tìm việc làm 

Phiếu thực phẩm 

Tư vấn nghề nghiệp 

Tài khoản ñể dành của cá nhân 

Việc làm và việc làm thực tập 

Giúp khai thuế miễn phí 

Những lớp học về kỹ năng sống 

Kết nối với cộng ñồng trong 

Việc làm mùa hè cho thiếu niên 

Worcester 

Chương trình Head Start (tuổi 0-3) 

Trung tâm thông tin & Giới thiệu 

Chương trình Head Start (tuổi 3-5) 

Chương trình giúp cảnh sát tìm việc 

Chương trình trợ giúp tiền sưởi 

cho các em thanh thiếu niên 

Bơm chất giữ ấm cho nhà 

Lớp bổ túc trung cấp (Excel, WINGS) 

Thay ñồ gia dụng ñiện cũ 

Hợp tác với phụ huynh 

Sữa chữa hệ thống sưởi cũ 


Hướng dẫn về tẩy chì 

Trung tâm tìm việc & giáo dục 

4. Cuối cùng, chúng tôi yêu cầu quý vị cung cấp một số thông tin về bản thân ñể giúp chúng tôi 

ñảm bảo rằng chúng tôi ñang có một chương trình phù hợp với quý vị, và cũng cho chúng tôi 

biết rằng chúng tôi có cần thêm nhân viên nói ngôn ngữ của quý vị không? Những thông tin 

quý vị chia sẻ, sẽ ñược giữ bí mật. 

a) Quý vị có quen thuộc với WCAC không? 

1 2 3 

rất quen quen ít Không quen 

b) Mã số (zip code) vùng nơi quý vị ñang sống? ______________ 

c) Quý vị ñi ñến WCAC bằng cách nào? Xe buýt Taxi Xe của quý vị ði bộ 

Bạn hoặc gia ñình ñưa ñến Cách khác:______ 

d) ðịa ñiểm hiện tại của có thuận tiện không? 

1 2 3 

Rất tiện Không tiện mấy Không tiện 

e) Chổ ñậu xe có thoải mái không? Có Không – Xin giải thích: ____________________ 

f) Chỗ gặp nhân viên làm việc có thoải mái không? Có Không 

g) Khi gặp nhân viên quý vị có ñược sự riêng tư không? Có Không 

h) Quý vị bao nhiêu tuổi? 

dưới16 16 – 20 21 – 30 31 – 40 41 – 50 51 -64 65+ 

i) Giới tính của quý vị? Nam Nữ Chuyển ñổi giới tính 

j) Ngôn ngữ nào quý vị cảm thấy thoải mái khi nhận phục vụ ? Xin chọn hết nếu có. 

Tiếng Anh Tây Ban Nha Ba Lan Việt Nam 

Cam Bốt Nga Swahili Ả Rập 

Albanian Nước khác:___________________


k) Quý vị mới ñịnh cư tại Hoa Kỳ phải không? Vâng – ðất nước của quý vị là 

gì?________ Không 

l) Quý vị có bằng trung học hoặc trung học bổ túc không? Có 

Không 

m) Quý vị có việc làm không? Có -- Xin khoanh tròn: Toàn thời gian hoặc Bán 

thời gian Không 

n) Quý vị là phụ huynh? ñúng – và tôi có _____ con Tuổi:_________ 

Không 

Quý vị là phụ huynh ñơn? ñúng Không 

o) Xin cho biết hoàn cảnh sống hiện tại của quý vị: 

Tôi có nhà riêng Tôi ở nhà mướn 

Tôi sống với gia ñình Tôi sống với bạn 

Tôi sống trong chương trình nhà ở chung hoặc tạm trú Hiện tại tôi không 

có nhà 

hoàn cảnh khác: __________________ 

Quý vị sống hoàn cảnh này ñã bao lâu rồi? ___________________ 

tuầ�n/tháng/năm 

p) Thu nhập của gia ñình quý vị trong năm 2010 là bao nhiêu? 

Dưới $6,000 $6,000 - 10,000 $10,001 – 15,000 

$15,001 – 20,000 $20,0001 – 25,000 $25,001 – 35,000 

$35,001 – 50,000 hơn $50,000 

q) Quý vị thường lấy thông tin về các dịch vụ trong cộng ñồng từ ñâu? Xin chọn hết 

nếu có. 

Tivi Máy phát thanh Báo chí Trên mạng 

Bác sĩ 

Niên giám ñiện thoại Quảng cáo trên xe buýt Nhà 

thờ/giáo hội 

Thư viện Nơi khác:______________ 

CÁM ƠN THỜI GIAN CỦA QUÝ VỊ! 

Xin vui lòng ñưa bản tham khảo này cho thư ký, hoặc gởi tới: 

New Era - 210 Park Avenue, Suite 205, Worcester, MA 01609



Staff Survey 

As many of you know, WCAC is conducting a strategic planning process. This process is designed 

to help us set a course for the next three years and fulfill our mission. As part of this effort, we’re 

gathering input from all staff members about the issues our clients are facing and the services we 

provide. Please complete and return this survey within the next two weeks. All information you 

share will be sent directly to Sarah Lange, strategic planning consultant, and will remain entirely 

confidential. Thanks for your participation! 

Date:_____________ 

Name: __________________________________________________ 

Position/title:______________________________________________ 

9. Please check the issues that affect our customers on a daily basis: 

Affordable/safe housing 

Food insecurity 

Educational opportunities 

Need a GED 

Need to learn/improve their ability to speak/write English 

Heating costs 

Childcare/after-school care 

Job opportunities/job skills/unemployment/under-employment 

Personal or family safety 

Health Insurance 

Healthcare 


Immigration status 

Discrimination 

Other:_________________________ 

10. CLIENT SERVICES -- in the chart below, please check the frequency with which you see 

families struggling with the following problems: 

Problem/Issue 51% or more 

of families 

Staying in their home 

Finding safe, affordable housing 

Paying rent or mortgage 

Unsafe housing 

Homelessness/Couch surfing 

Overcrowded housing 

Unable to afford fuel 

Unable to pay other utilities 

Less than 

50% of 

families 

A small % of 

families 

Not an issue


Housing not energy efficient 

Problem/Issue 51% or more 

of families 

Purchasing enough food for 

family 

In food crisis more than 

twice/year 

Finding quality childcare 

Affording childcare 

Finding before/after school care 

Affording before/after school care 

Financial instability 

Lack of budgeting skills 

Unemployed/underemployed 

Lack of education and/or 

readiness/marketable skills 

No desire to work 

Inadequate insurance coverage 

Need help with parenting skills 

Non-English speaker/needs ESL 

Substance abuse 

Domestic violence 

Mental Health 

Social isolation 

Court involvement 

DCF involvement 

Other: 

Less than 

50% of 

families 

A small % of 

families 

Not an issue 

11. In each section, please rank the services we provide in terms of how important they are in 

terms of helping our clients improve the quality of their lives. 

SAFE & AFFORDABLE HOUSING Very 

Helping our customers save to buy a house 

Increasing the # of units of affordable housing available 

Providing rental assistance 

Preventing foreclosure 

Preventing homelessness 

Addressing homelessness 

Other: 

Important 

Somewhat 

Important 

Not 

Important


HEALTH AND NUTRITION Very 

Important 

Providing information & applications for food stamps 

(SNAP) 

Helping our customers access health insurance 

Helping our customers access health care 

Helping our customers access food 

Other: 

JOBS AND MONEY Very 

Important 

Providing customers job training 

Helping customers with job search and placement 

Organizing summer jobs for youth 

Providing savings programs for individuals (IDAs) 

Providing programs to help customers with credit issues 

Providing budgeting help 

Providing help with tax preparation 

Other: 

EDUCATION Very 

Important 

Providing GED classes 

Providing ESL (English as a Second Language) classes 

Helping with translation 

Other: 

FUEL/ENERGY/HEATING Very 

Important 

Providing fuel assistance 

Helping to weatherize homes to lower heating bills 

Programs that help people who are behind on their 

heating bill 

Replacing people’s old appliances with Energy Star 

appliances 

Somewhat 

Important 

Somewhat 

Important 

Somewhat 

Important 

Somewhat 

Important 

Not 

Important 

Not 

Important 

Not 

Important 

Not 

Important


Retrofitting/replacing old heating systems to lower 

heating bills 

Other: 

YOUTH AND FAMILY Very 

Important 

Providing support, information and education to parents 

Helping people connect with other community resources 

Providing prenatal/infant care and support for teen 

mothers 

Providing Early Head Start (ages 0-3) 

Providing Head Start (ages 3-pre-K) 

Providing help paying for childcare 

Providing affordable summer daycare/camp in Southern 


Other: 

12. How convenient is WCAC’s current location for its customers? 

1 2 3 


13. Is there adequate parking? Yes No - Please explain: 

_______________________________ 

14. Is there adequate space to meet with your clients? Yes No 

15. Is there enough privacy when you meet with clients? Yes No 

Somewhat 

Important 

16. What languages do you hear our customers speaking? Please check all that apply. 

English Spanish Polish Vietnamese 

Khmer Russian Swahili Arabic 

Albanian Other:___________________ 

17. Have you seen an increase in the number of newcomers you’re serving? Yes No 

If yes, what countries are they from? 

18. What do you see as WCAC’s key strengths? 

Not 

Important


19. What challenges do you think the organization faces in its efforts to help people move out of 

poverty? 

20. What are the strengths of your program? 

21. What challenges affect your program’s ability to function effectively? 

14. Are there any skills or trainings you feel you need/are interested in? Please explain: 

15.Please let us know about the following by circling your response on the chart below: 

Degree to which I can 

access a computer at 

work 

Frequently Occasionally Never 

Degree to which 

computer problems are 

resolved 

Frequently Occasionally Never 

Degree to which I feel 

well-informed of events, 

rules, etc. that affect my 

job 

Frequently Sometimes Rarely Never 

Working conditions Excellent Good Fair Poor 

Degree to which I am Very familiar Somewhat Unfamiliar 

familiar with the full 

continuum of programs 

familiar 

Frequency with which I 

meet with my supervisor 

Monthly Bi-weekly Weekly Other: 

Degree to which I know 

senior managers 

Very well Somewhat Not at all 

Degree to which I 

understand agency 

policies/procedures 

Very well Somewhat Not sure 

I would know where to go 

with a problem like sexual 

harassment, 

discrimination, etc. 

Yes No 

How well served are 

customers for whom 

English is not their 

primary language? 

High Medium Low


Please use this space to provide specific feedback on any of the above: 

16.Lastly, we ask that you provide some information about yourself, which will help us gain a better 

understanding of the people that participated in our planning process. As previously mentioned, all 

data will be kept confidential. 

a) How long have you worked at WCAC? 

less than 1 year 1-5 years 6 – 10 years more than 10 years 

b) What is your gender? 

Male Female Transgender 

c) What is your age? 

21 – 30 31 – 40 41 – 50 51+ 

d) How would you describe or identify yourself? Please check all that apply. 

White/Caucasian (non Hispanic) Hispanic/Latina 

African American/Black Asian American 

African Asian 

Native American/Alaskan Native Hawaiian or Pacific 

Islander Other (please describe)________ Multi-Racial 

e) Where do you live? 

Worcester Elsewhere:______________________ 

17.Please feel free to add any other information that you feel would be helpful: 

THANKS FOR YOUR TIME! 

Please return your survey to Sarah Lange: 

E-mail - Sarah@newera4nonprofits.com 

“Snail” mail: New Era - 210 Park Avenue, Suite 205, Worcester, MA 01609



Focus Group Questions 

1. What are the most pressing needs families in Central MA face? 

2. Do you feel the safety net for people living in poverty is working? 

Yes No 

Why or why not? 

3. What are WCAC’s strengths? 

4. What challenges do you think WCAC faces?


Appendix E: 

Results of Primary 

Data Analysis


KEY DATA SETS FROM CUSTOMER SURVEY 

With some Comparison to Other Agency and Staff Findings 

Biggest issue faced on a daily basis? 

Customers 

1. Heating cost 57.2% (n=103) 

2. Housing 54.4% (n=98) 

3. Jobs 45.0% (n=81) 

4. Health Insurance 31.7% (n=57) 

5. Food Insecurity 28.3% (n=51) 

6. Transportation 25.6% (n=46) 

7. Childcare 24.4% (n=44) 

8. Educational Opport. 23.9% (n=43) 

Staff Other Agency 

1. Housing 90.8% 1. Housing n=24 

2. Job 86.8% 2. Jobs n=22 

3. Heating 88.2% 3. Food insecurity n=17 

4. English deficiency 76.3% 4. Transportation n=11 

5. Food insecurity 73.7% 5. Health Care n=10 

6. Education 73.7% 6. Education n=8 

Clearly, there is significant agreement around the key issues affecting WCAC's 

constituents. 

Customers: Services used at WCAC (in the past 12 months) 

1. Food stamps 44.0% (n=59) 

2. Fuel Assistance 43.3% (n=58) 

3. Head Start 20.9% (n=28) 

4. Overdue Heat 17.2% (n=23) 

5. GED 16.4% (n=22) 

Customers: Access to Services 

1. By own car 51.5% (n=85) 

2. Walk 24.8% (n=41) 

3. Bus 17.6% (n=29) 

Customers: 90.5% of the respondents state that they are not newcomers 

Staff: 75% of staff state that they see an increase in newcomer clients 

Customers: 39.9% of the respondents state that they are very familiar with WCAC 

services while 44.6% state that they are somewhat familiar


Total number of participants: 43 

OTHER AGENCY SURVEY 

Partial data set 

Do you feel the safety net for people living in poverty is working? 

25% said yes 

75% said no, for the following reasons: 

Verge of being homeless (n= 11) 

Lack of resources/ budget cuts (n=11) 

Jobs/ underemployment (n=5) 

Advocacy in the system(n=5) 

Waiting for GED/training (n=3) 

Oil Heat ( n=3) 

Crime (n=3) 

Food insecurity (n=3) 

ESL/translation (n=2) 

Need food pantry (n=2) 

Lack of empathy/ understanding 

poverty 

substance abuse 

poverty level set too low 

health care 

fraudulent use of system 

clothing 

child rearing 

lack of public transportation 

What do you see as WCAC's strengths? 

Mission/Help to empower vulnerable people (n=15) 

Energy/oil heat assistance (n=10) 

Good staff (n=8) 

Good local support/good reputation(n=6) 

Summer jobs (n=4) youth career training (n=4) 

Network/collaborate to other community agencies(n=4) 

Diverse members(n=3) 

Advocacy(n=3) 

Strong leadership (n=2) 

Strong programs (n=2) 

Location(n=2) 

Other (n=1): Legal, SNAP, Head Start, GED, Housing, Wrap around services, Ask for 

community input/survey


What challenges do you think WCAC faces? 

Lack of funding (n=24) 

Increase demand (n=5) 

Need creative long term planning/ diversification (n=4) 

Staffing needs (n=3) 

Lack of caring in the community (n=2) 

Developing partnership (n=2) 

Other (n=1): Misunderstanding of WCAC's strengths/program advocacy accessible 

location consider outsources/too many focus areas 

Do you have ideas about creative partnerships? 

Non profits getting together/ co-locate (n=2) 

UMASS/ memorial/ health services (n=2) 

Look at multiple needs of families (n=2) 

United Way EOHHS USE committee 

Collaborate with public schools, youth serving agencies 

Provide clients local services 

Housing 

Pre-apprentice programs 

Basic computer literacy 

Youth


WCAC Strategic Plan Focus Group Minutes 

Worcester – held at Worcester Public Library 4/20/11 

Blackstone Valley – held at Millbury Federal Credit Union 4/27/11 

GED/JEC Students – held at WCAC Offices 4/27/11 

South County – held at MacKinnon Head Start site 4/29/11 

Worcester Community Connections Coalition Parent Center – held at WCAC Offices 

5/10/11 

Head Start Policy Council – held at Oxford Head Start site 5/17/11 

1. WCAC Strategic Plan Focus Group 

1. Challenges facing families 

WORCESTER 

- Jobs 

o Fewer jobs 

o Need jobs that provide stable income over time 

o There are issues around job readiness/job skills 

o Summer jobs for youth 

- Transportation 

- Mentoring and advice 

- Where to go for help, referrals (need to do outreach) 

- Access to healthcare 

- Need to identify where the jobs are and then provide training (ex: CNAs) 

- Need to provide core academic skills for the jobs of today and tomorrow 

- Parenting training and support 

- Financial training – money management, budgeting, savings, etc. 

- Free/affordable child care 

BLACKSTONE 

- Basic needs are not being met 

- Maintaining family values is difficult, families don’t know how to cope with 

uncertain times and need more resources than ever 

- Unemployment high 

- Difficulty adjusting budgets – need to learn how to budget in a poor economy 

- High School drop-out rate is climbing 

- Younger people are feeling entitled to services (ex: I received $x for fuel 

assistance last year so I SHOULD be getting that much this year). – Need to teach 

to budget and not expect 

- ACCESS TO TRANSPORTATION! 

o Towns need federal money to provide public transportation 

o Blackstone Valley is larger than Metro West and is difficult to have bus 

lines that work for such a large region. 

o Towns should partner with Councils on Aging to provide public 

transportation


- Families do not know where to get info, many do not have the internet and have 

their phones disconnected 

- There should be an easy database of services 

- Many customers say “we didn’t know your services were there.” 

- Radio and TV may be the best means of letting people know about resources b/c 

many more people access these than newspapers/internet etc. 

o Suggestion: have PSA for services taped and distribute to many local 

access stations to be aired for free, many elders watch these stations. 

- Need for ESL classes is growing. 

GED/JEC 

- Babysitting needs for student enrolled – can’t afford to have someone watch their 

children 

- Need for free childcare classes, depending on vouchers 

- Great need for additional GED instructors/tutors, students are at different levels 

and many get frustrated having to wait for individual attention 


o For those who have cars there is a difficult paying for parking, would like 

parking paid for 

o Greater need for bus passes – system should be evaluated for who receives 

passes 

o Growing concern about gas prices 

o Difficulty getting to class and getting food home from food pantries 

- Gym memberships in high demand, students cannot afford the cost of 

memberships on their own 

- Greater need for textbooks 

- Health Insurance education – students are uncertain about who qualifies for what 

and how to go about applying. 

- Food – food stamps are inadequate, “give you things people don’t eat” students 

throw away food pantry food they don’t like. Great need for fresh fruits, 

vegetables and meat. 

- Concern about minimum wage not being enough to survive on. 

- Need for ESL classes 

SOUTH COUNTY 

- Teen jobs 

- Enough jobs for everyone – blue collar, factory 

- Need for job readiness – soft skills, vocational training esp. w/ out-of-school and 

homeless youth 

- Homelessness due to job loss 

- Transportation – limits job options 

- Domestic violence 

- Teen pregnancy 

- Can’t get to free programs b/c of transportation 

- Regionalization pushes services away 

- Need for bilingual services, esp. Spanish


- Bilingual mental health services 

- Bilingual medical services 

- Culturally competent services 

- Access to primary care, difficult even with MA Health 

- Dental services 

- GED classes – long waiting list 

- Need for night GED classes 

- Need for childcare for GED students 

- Need for Spanish GED classes 

- Affordable and emergency housing 

- Legal service assistance – evictions, child support, divorce, custodial issues 

- Adult Basic Ed classes 

- Need to better education on how to access services 

- No one knows about 2-1-1, refers to Boston, not helpful 

- Affordable family activities and cultural enrichment 

WCCC PARENT CENTER 

- Childcare 

o Not enough affordable slots 

- Affordable housing 

o Wait list for Section 8 is years long 

- Domestic violence 

- Food 

o Food stamps does not give enough 

- Jobs 

- Legal assistance 

o Court fees, community services 

HS POLICY COUNCIL 

- Free & affordable family recreation and activities 

- Improved communication of available resources & services, comprehensive info 

guide 

o Parent website of resources & info, resource directory, sharing of info & 

getting the word out 

- Adult education- parenting, GED 

- Parent involvement & motivation 

- Affordable afterschool programs 

- Fuel assistance 

- Food stamps 

- Affordable housing 

- Job seeking assistance – Pre-employment training: resume writing, interview 

skills 

- Community service projects for youth 

- Assistance with utilities & other necessities 


- Energy & money saving tips & info


- Affordable daycare that takes vouchers 

- Daycare provided during parent GED classes 

- Notary Public services 

- Political/civics education 

2. Do you feel the safety net for people living in poverty is working? 

WORCESTER 

- Youth falling through net once they age out of certain programs 

- GLBTQ teen community needs greater support 

- Undocumented immigrants fall through netting due to fear of discovery 

- Children who change from school to school due to unstable housing and family 

stability are often lost and need further wrap around services 

- Availability of affordable housing can split families apart 

- A need for more after-school activities and jobs for youths to keep them out of 

trouble, especially in the summer. 

- Lack of healthy food, lack of transportation to the grocery store, cause health 

issues. 

- Language barrier/need for ESL 

- Technical divide: Worcester area has many colleges/medical institutions and high 

tech jobs that residents may not qualify for. Residents cannot find work and 

become second class citizens. 

- Too many small organizations. There is no one point person or organization for 

each issue. No one is actually responsible for their cause because there is always 

another organization to pass to. 

- Worry about funding to provide services. Recommendation: organizations tighten 

services and provide more focused targeted services rather than many broader 

ones. 

- Organizations need to know what services each other provides, need for interagency 

communication. 

- Better system reviews: are organizations providing similar services? Should 

organizations join and leverage? What gaps can community partners find? 

BLACKSTONE 

- Safety net is at a turning point, the system needs to change because needs are 

exploding 

- A lot of services are being held at goodwill, if 1 person left their position the net 

could break 

- Feeling people’s desperation 

- Loss of hope among youth, don’t care about college because it isn’t an option, 

right now youth are concerned with survival and living day to day 

- The way that the media shares governmental decisions to the masses isn’t 

working, many are misinformed. People need the facts without political jargon 

- Services and resources need to be headed by a large entity.


- We don’t need to have the answers but we need to know where to direct people to 

find them. 

- MA has #2-1-1 to get information about services, many are unaware this exists 

- Regionalization is not always a good idea because so many problems are local 

and need to be dealt with on a local level. 

SOUTH COUNTY 

- Families don’t trust the system and are afraid to get help 

- Fear of losing their children 

- Fear of jail 

- Fear of hospitalization 

- Fear of legalities 

- Fear of losing benefits 

- Need for advocacy and case management 

- Discrimination of services due to age or language spoken 

- Domestic violence less openly spoken about, less likely to reach out for services 

- Pregnant mother and father aren’t a “family” yet and cannot get family services 

- Services far away, not worth leaving life behind to get them 

- Young minority males are underserved 

- Elders are afraid to ask for help and don’t want to take services from others 

- Elders are leery of services and just say no if they don’t know the program 


- No! Safety net is not working! Eligibility guidelines are too difficult 


- Not enough available info on services and how to get them, lack of communication 

- Strict and often changing guidelines and restrictions, difficult to navigate 

Welfare 

Food Stamps – cuts 

DTA 

- Difficult transition from welfare to work 

- Need to be self-motivated and persistent to make the system work 

3. What do you see as WCAC's strengths? 

WORCESTER 

- Quality leadership 

- 1 st agency referral for those facing poverty in Central MA (besides housing) 

- “WCAC is a place with a shared vision to a healthy community.” – Dr. Boone 

- 21 st century model for jobs for youths 

- Strong referral for insurance enrollment assistance 

- WCAC will be around in 10, 20+ years, no other agency in our community with 

that much funding and leadership, critical to our community


BLACKSTONE 

- Access to resources 

- Global view – can look at data and see where we can get the biggest bang for our 

buck 

- People never regret calling WCAC – customer respect is huge! 

- Great staff 

- Keep updated and relevant stats and data. 

GED/JEC 

- Offers multiple services 

- Really care where you are going in life 

- Quality step-by-step teaching 

SOUTH COUNTY 

- Staff commitment 

- Strong outreach, try to engage more and more people 

- Variety of programs – constantly proactive of needs, services and funding 

- Openness to collaborations and info sharing 

- Variety of clients and communities served 

- Mission driven 

- Education as pathway out of poverty 

- Resourceful working with the money we have 


- Well known by word-of-mouth 

- # of people the agency reaches 

- Strong programs 

- Education programs 

- Parent Center 

- Fuel Assistance 

- EITC 

- “Always there to help” 

- Small blue resource guide is great to keep on hand 

- Wide variety of needs all serviced in 1 stop shop 

- Takes people through social supports available to them all in 1 place 

- Gives people tools to help themselves 


- HS & EHS 

- Resource book 

- Workshops 

- Childcare 

- Brings out self-esteem and confidence 

- Encourages parent involvement 

- Ease of child enrollment


- Job seeking assistance 

- Easy to talk to, have your voice heard, get feedback 

- Fuel assistance 

- Free Income Tax prep w/ flexible hours 

- Weatherization 

- IDA 

- Summer youth programs 

- Food Stamp applications – alternative to Welfare Office 

4. What challenges do you think WCAC faces? 

WORCESTER 

- Revolutionary change 

- More time is being spent on internal efforts (funding & mission issues) and less 

on delivering actual services 

- “What is our new normal, and how do we define our work within that?” 

- Constantly demanded to do more with less. 

- Crisis vs. development 

- “The things we desperately need are the last things we get to in our busy days.” 

- Can’t make one change without changing everything that effects it 

- Some people just need to know help is out there and need the push to selfsufficiency. 

- Need for physical space. Should there be a 1-stop space to house multiple 

nonprofits and services? 

BLACKSTONE 

- Need to come up with new, thoughtful, creative solutions – look for better 

approaches in new ways. 

- Communication! 

o Need to communicate to people that they need to take personal 

responsibility, they need to seek the help and services they need. We need 

to be there to educate them on the steps they can take to reach selfsufficiency. 

- Change is difficult, change shouldn’t focus on politics or 1 organization or 

community over another - it should be about finding a common good. 

- Pride and self –dignity can get in the way – if we build it, will they come? 

- Build basic skills – access to food 

- Families need more education about the services out there before they reach 

desperation. 

GED/JEC 

- More students seeking GED than we have the capacity to serve 

- Would like to see more instructors, tutors 

- Would like more class times, esp. night classes because so many students work 

during the day and often can’t come to class or take time off work to come 

- Would like longer class hours


- Would like more class levels 

- Really care where you are going in life 

- Quality step-by-step teaching 

SOUTH COUNTY 

- Fundraising!!! 

- Instability of funds 

- Attitudes toward those in poverty has hardened 

- Large service area, where can funding go? What towns qualify? 

- Navigating the hierarchy of resources 

- Stitching together services across services areas 

- Difficulty getting partners to think summer jobs is a good idea and not a chore, attitude 

is that these are “bad kids”, need to provide mentoring not just work 

- More vigorous private sector partners, not just money but actively engaged 

- Increase chamber involvement 

- Regionalization pulling local services farther away 

- Staff time spent on grants instead of programs and clients 

- How will WCAC address homelessness? 

- Engage the faith community 


- Funding 

- Fear of loss of fuel assistance 

- Health insurance concerns 

- Job opportunities 

- Summer jobs for youth affect family’s income 

- Keep youth off streets, community safety affected 

- Training and ability to reach and service customers from different 

countries/backgrounds 


- Budget cuts and uncertainty of funding/grants 

- Rise in fuel assistance customers 

- Distance between Worcester & South County 

- Building – quality of space 

- HS income guidelines are too strict, can’t serve as many as would like to 

- Strict HS staffing guidelines 

o Difficult to get qualified applicants 

- Parent involvement 

- Need to provide more services to more people 

- More funds for HS site transportation 

- HS regulations constantly changing 

- Need for mental health services & health care


5. Do you have ideas about creative partnerships or collaborations that would help 

WCAC strengthen and/or expand the safety net for low-income people? 

WORCESTER 

- Case management: someone who’s looking at all aspects of a family and 

coordinating all services to monitor how they are moving toward self-sufficiency. 

- Need for more collaborative focus groups to get similar nonprofits facing the 

same issues onto the same page and tackle together 

- Funders need to hear this conversation! 

BLACKSTONE 

- Train system in BV, there are tracks but no trains 

o Without federal funds a train system won’t work 

- Partnerships need to cross town lines 

- Zip car partnership? 

- Internships/jobs for youth, youth jobs are disappearing because of policy 

restrictions, difficult for youth to get in the workforce, many adults now taking 

jobs previously held by kids 

- Intergenerational programs 

- Tap into faith partnerships, so many people ready to work and want to help. 

GED/JEC 

- Worcester Housing Alliance 

- Partner to aid with the Section 8 waitlist for housing 

- YWCA for childcare 

- Food banks 

- WCAC van to pick up students 

- Offer Driver’s Ed courses 

SOUTH COUNTY 

- Partner with clients to have them tell their stories – most compelling 

- Engage local colleges, students need community services 

- Private sector business partners 

- Local advisory board 

- Leadership training 

- Local municipal leadership 

- Religion leaders 

- WRTA 

- Social media 


- Department of Transitional Assistance (DTA) 

o Needs clients to feel trust in WCAC’s partnership with DTA and that it is 

not just political 

o Childcare resources 

o Workforce Central


o Legal assistance 

o Immigration services 

� Lutheran Social Services 

� Catholic Charities 

� Centros Las Americas 

� Southeast Asian Coalition 

- Department of Children and Families (DCF) 

WCCC PARENT CENTER – OTHER SERVICES USED 

- WIC 

- Workforce Central 

- DTA 

- Food Stamps 

- Federation for Children with Special Needs 

- Housing assistance 

- RCAP Solutions 

- Food pantries 

- Churches 

o St. Ann’s 

- Ronald McDonald Bus (Dental & Medical) 

- Island Counseling Services 

- YOU, Inc. 

- Families and Communities Together program at Community Health Link 

- DO NOT LIKE… 

o Family Health Center, not personal or welcoming, long wait, are not 

flexible with clients tough schedules 

o Central MA Housing Alliance does not provide enough information 


- Other CAP agencies 

- Other non-profits 

o Catholic Charities 

o Friendly House 

- Work in collaboration with others, not competition, provide stronger services 

together as partners rather than 2 programs and compete over funding 

- Police & Fire Depts. 

o Family safety training – ID kits for kids AND adults 

- Health fair 

- Legal aid/services


Focus Group Attendees 

WCAC Strategic Plan Focus Groups 


Public Library 

20-Apr-11 

Barbara Haller City Council 

Lutheran Social 

hallerb@worcesterma.gov 

Marty Mann Services 


Housing 

mmann@lssne.org 

Ray Mariano Authority 

Rape Crisis 

Center of Central 

rmariano@worcester-housing.com 

Kim Dawkins MA 

Southeast Asian 

Coalition/ WCAC 

kdawkins@rapecrisiscenter.org 

Thuha Le Board thuhale@seacma.org 

Mullen Sawyer Oak Hill CDC 

Grafton Suburban 

Credit 

Union/WCAC 

msawyer@oakhillcdc.org 

Ed Lopes Board elopes@graftonsuburban.com 

Maryann 

Johnson Oak Hill CDC mjohnson@oakhillcdc.org 

Dr. Melinda 

Boone 

Worcester Public 

Schools boone@worc.k12.ma.us 

Monica Lowell Umass Memorial monica.lowell@umassmemorial.org 

Sheliah Dooley Pernet sdooley@pernetfamilyhealth.org 

Frank Kartheiser 


Interfaith worcester.interfaith@verizon.net 

Anne Bureau WCAC abureau@wcac.net 

Jill Dagilis WCAC jdagilis@wcac.net 

Donna McGrath WCAC dmcgrath@wcac.net 

Charla Hixson WCAC chixson@wcac.net 

MacKenzie 

D'Assis WCAC mdassis@wcac.net 

508-414- 

0266 

781-997- 

0814 

508-852- 

7600 

508-791- 

4373 

508-754- 

2858 

508-320- 

0457 

508-754- 

2858 x 28 

508-799- 

3115 

508-334- 

7640 

508-755- 

1228


Sarah Lange New Era sarah@newera4nonprofits.com 

Susan Millette Clark University SMillette@clarku.edu 

WCAC 

Strategic Plan 

Focus Group 

Millbury 

Federal Credit 

Union 

27-Apr-11 

Susan Gately 

Jeannie Hebert 

Cheryl Rawinski 

Monique 

Boucher 

Doreeen 

Goodrich 

Carole Mullen 

Judith O'Connor 

Father John 

Stubbs 

Alison Fraser 

Sarah Lange 

Blackstone 

Education 

Foundation sgately@blackstonevalley.org 

Blackstone 

Valley Chamber 

of Commerce jhebert@blackstonevalley.org 

Town of Sutton - 

Public Health c.rawinski@town.sutton.ma.us 

Whitin 


Center monique.boucher@ourgym.org 

Senatore Michael 

Moore doreen.goodrich@masenate.gov 

Hopedale Council 

on Aging ckmullen@comcast.net 

Millbury Council 

on Aging 

Trinity Episcopal 

Church johnderekstubbs@gmail.com 

Blackstone 

Valley Reg. 

Tech. Voc. HS afraser@valleytech.k12.ma.us 

New Era for 

Nonprofits sarah@newera4nonprofits.com 

Jill Dagilis WCAC jdagilis@wcac.net 

508-234- 

9090 

508-234- 

9090 x106 

508-865- 

8724 

508-234- 

8184 x121 

617-722- 

1485 

508-634- 

2208 

508-529- 

7758 x3227 

508-754- 

1176 x120 

Donna McGrath WCAC dmcgrath@wcac.net x136 

Charla Hixson WCAC chixson@wcac.net x139 

MacKenzie 

D'Assis WCAC mdassis@wcac.net x111


WCAC 


Focus Group 

WCAC GED & 

JEC Students 

27-Apr-11 

Marianela Torres GED mariatorres087@gmail.com 

Jill Brown GED 

Jim Salerno JEC jimmysalerno@aim.com 

Luis Romelo GED luisnettari31@aol.com 

Tyshonna Chase JEC tyshonnachase@yahoo.com 

Connell Santiago JEC santiago_connell@yahoo.com 

LJ P. 

Carmen Ivette 

Hill 

JEC generallevy_10066@yahoo.com 

Ashley Shoman 

Kelley Boria 

Gabrielle 

Bradshaw 

Damans Cabrea 

Antoinette 

Shavers 

Annetty Correa 

Denise Peterson dpeterson@wcac.net 

Hazel A. 

Scarborough GED 

Briana Sonnior GED 

Edwin Paniagun GED 

347-433- 

0558 

508-757- 

0619 

508-873- 

7330 

774-280- 

0679 

774-317- 

0169 

508-754- 

7803 

928-234- 

8234 

508-853- 

3383 

774-578- 

5502 

508-581- 

0185 

774-578- 

0656 

774-386- 

7518 

508-752- 

0939 

774-232- 

2987 

774-578- 

1352


WCAC 


Focus Group 

South County - 

MacKinnon 

29-Apr-11 

Carl Cariglio 

Judi Mosso 

Cathy 

Livingstone 

The Literacy 

Project carl@literacyproject.org 

Town of Ware 


Development jmosso@townofware.com 

Oxford Public 

Library clivingstone@bryley.com 

Samantha King New Hope, Inc. sking@new-hope.org 

Karen Gemboski You Inc. 

WCAC Head 

gemboskik@youinc.org 

Joyce Rowell Start 

WCAC Healthy 

jrowell@wcac.net 

Jennifer Reed Families 

WCAC Head 

jreed@wcac.net 

Evelyn Valez Start evelez@wcac.net 

Priscilla Holmes WCAC pholmes@wcac.net 

Donna McGrath WCAC dmcgrath@wcac.net 

Charla Hixson WCAC chixson@wcac.net 

MacKenzie 


Sarah Lange New Era sarah@newera4nonprofits.com 

WCAC 


Focus Group 

WCCC Parent 

Center 

10-May-11 

Karen Castro WCCC klove2162@yahoo.com 

Sharon McCorn 

Grace C. 

WCCC smccorn@wcac.net 

413-967- 

9902 

413-967- 

7136 x 120 

508-987- 

6003 

508-949- 

0452 

508-765- 

9102 x12 

508-765- 

4738 x12 

508-353- 

2959 

508-754- 

1176 x 233


Bethann Mazzy midnightmazzy@yahoo.com 

Beth Dumouchel mom4mykids@yahoo.com 

Priscilla Holmes WCAC 

MacKenzie 

D'Assis WCAC 

WCAC 


Focus Group 

Head Start 

Policy Council - 

Oxford 

17-May-11 

Marcia 

Amewugah 

Marcy Street 

Parent Marcia.amewugah@yahoo.com 

Selena Pearlstein Woodward Parent beethawoman@verizon.net 

Melissa Trinidad 

Kathleen Dow 

Johnny Torres 

MacKinnon 

Parent mtrinidad@baypath.edu 

WCAC 

Woodward kdow@wcac.net 

MacKinnon 

Parent dejon12389@gmail.com 

Sissy Busold Spencer Parent sissybusold@charter.net 

LaTesha 

Carpenter Spencer Parent 

WCAC Head 

missbeth20202002@yahoo.com 

Evelyn Valez Start 

WCAC Head 

evalez@wcac.net 

Joyce Rowell Start jrowell@wcac.net 

Priscilla Holmes 

MacKenzie 

WCAC pholmes@wcac.net 


508-755- 

4084 

508-373- 

6319 

508-987- 

1826 

774-402- 

1448 

508-987- 

0829 

508-723- 

6425 

774-745- 

0203 

774-745- 

0535 

508-765- 

4738 x12 

508-765- 

4738


Appendix F: 

Works Cited


SECONDARY DATA SOURCES 

1. “American Community Survey: Fact Sheet.” U.S. Census Bureau: American 

FactFinder. 

. 3 Jan. 2011. 

2. “Community Profile: Worcester, Worcester County.” Massachusetts Department of 

Housing and Community Development. 

http://profiles.doe.mass.edu/profiles/general.aspx?topNavId= 

1&orgcode=03480000&orgtypecode=5&>. June 2008. 

3. “Demographics: 2006 Updates to the Central Massachusetts Regional Demographics 

March 2006.” Central Massachusetts Regional Planning Commission. March 

2006. . 

4. DiPrete, M., Central Massachusetts Regional Planning Commission. Email interview 

with Sarah Lange. 3 Feb. 2011. 

5. “Fact Sheets: Family Homelessness in the Commonwealth.” Central Massachusetts 

Housing Alliance. 26 Jan. 

2011.. 

6. Hammel, Lee. “Homeless Faring Better Despite Economy.” Worcester Telegram & 

Gazette 15 April 2011. 

7. “Health and Human Services: Examining Effects of Poverty.” Mass.gov. 2011. 

Commonwealth of Massachusetts. 27 June 2011. 

8. “Massachusetts Department of Public Health Summary of Health Risks and 

Preventative Behavior in Community Network Health.” Massachusetts 

Department of Public Health. 

 

9. “Massachusetts School and District Profiles: Worcester 2010-2011.” Massachusetts 

Department of Elementary and Secondary Education (ESE). 27 July 2011. 

. 

10. “Property Crime.” Office of Justice Programs: BJS: Bureau of Justice Statistics. 2009. 

.


11. “State & County QuickFacts: Massachusetts.” U.S. Census Bureau. 26 Jan. 2011. 

12. “State of Cities Data Systems (SOCDS).” U.S. Department of Human Development. 

June 2008. U.S. Census Bureau.< 

http://www.huduser.org/portal/datasets/socds.html>. 

13. “Worcester Police Department, Crime Analysis Unit: Summary of Arrests (Calendar 

Year 2007.” WorcesterMA.gov. June 2008. < 

http://www.ci.worcester.ma.us/cau/misc/arrest07.htm>. 

14. Yen, Hope. “US Sees Increase in Poor.” Worcester Telegram & Gazette. 6 Jan. 2011.


Appendix G: 

Staff and Board 

Survey Results


BOARD SURVEY RESULTS 

(n=18) 

Most pressing needs 

jobs/job opportunities -- 13 

affordable housing - 9 

educational opportunities - 7 

energy costs/fuel assistance - 7 

food/food assistance - 7 

job training - 5 

childcare - 4 

youth on streets/drop-outs - 3 

high cost of health insurance - 3 

good-paying jobs -2 

Other: local employers, economic needs, youth programming, satellites, translation, exoffender 

re-entry, transportation, language classes 

Is Safety Net Working? Why?/Why Not? 

55.6% feel it's working 

44.4% feel it's not 

why people feel it's not working: 

• need outstrips available resources - 7 

• budget cuts - 2 

• less public support for these types of programs 

• temporary programs working, but long-term needs and heavy volume putting 

strain on more families 

• the overall economy is not providing enough work for folks who live in poverty 

• some people don't qualify, but need help, some don't know where to get help 

• increasing complexity of problems and lack of coordination among agencies 

working w/same family 

• need more one-stop shopping options and greater awareness of existing programs 

• economic crisis 

• providers are not actually getting people out of poverty 

• lack of services for certain groups, such as immigrants that are not resettled by 

the gov't 

WCAC's strengths 

management -- 8 

board - 6 

variety of programming/scope/reach of services - 6 

staff - 5 

track record/results/history/credibility -5


partnerships, ability to connect communities w/in region -- 4 

helping people to become self-sufficient -- 3 

act on behalf of the community -3 

quality of services - 2 

always striving for continuous improvement - 2 

leadership - 2 

Other: strong advocate/advocacy, uniqueness, culture of pride and success 

Challenges facing WCAC 

changes in/decreases in/uncertainty of funding/reliance on gov't funding -- 18 

increasing need - 3 

replacement of key staff 

staff diversity 

gov't regulations 

public "mood" about the poor 

maintaining staff morale 

do we have the staff we need to succeed? 

funding for ongoing staff development 

moving people up and out of poverty, and measuring it 

Creative partnerships/linkages 

private employers/corporations.businesses -- 5 

other non-profits-2 

faith community/orgs - 2 

other agencies that offer similar services - 2 

public schools -- 2 

gov't 

Main South Promise Neighborhood 

smaller, community-based organizations, esp those that serve linguistic minorities 

colleges 

those that support the objectives of our strategic plan


STAFF SURVEY SUMMARY OF FINDINGS 

(n=76) 

Staff that participated: 

26 provided their names, 50 did not 

31 listed their positions, 45 did not 

9 identified themselves as being connected to healthy families or family 

advocacy 

8 categorized themselves as a teacher or instructor 

7 identified themselves as being connected to heat/fuel 

asst./weatherization 

5 identified themselves as executive or administrative staff 

1 was connected to the finance dept. 

1 simply noted he/she is an employee 

Degree of familiarity with programs: very - 46.1% 

somewhat - 51.3% 

unfamiliar - 2.6% 

Tenure w/agency: less than 1 yr - 15.8% 

1-5 yrs - 35.5% 

6-10 yrs - 18.4% 

10+ yrs - 30.3% 

60.5% of respondents do not live in Worcester 

Issues that affect WCAC customers on a daily basis (top 5): 

affordable housing - 90.8% 

heating - 88.2% 

job-related issues - 86.8% 

issues related to ability to read, write and speak English - 76.3% 

food insecurity - 73.7% 

educational opportunities -- 73.7% 

CLIENT SERVICES -- in the chart below, please check the frequency with which you see families struggling with 

the following problems: 

Answer Options 

51% or more of 

families 

Less than 

50% of 

families 

A small % of 

families 

Not an 

issue 

Response 

Count 

Staying in their home 29 22 19 3 73 

Finding safe, affordable housing 39 20 9 3 71 

Paying rent or mortgage 46 20 6 2 74 

Unsafe housing 8 28 22 6 64 

Homelessness/Couch surfing 18 17 30 5 70 

Overcrowded housing 16 20 21 11 68


Unable to afford fuel 54 13 3 2 72 

Unable to pay other utilities 53 17 1 2 73 

Housing not energy efficient 35 24 8 4 71 

Purchasing enough food for 

family 

26 28 16 4 74 

In food crisis more than 

23 19 20 10 71 

twice/year 

Finding quality childcare 20 25 20 8 73 

Affording childcare 30 21 10 10 71 

Finding before/after school care 19 25 17 10 71 

Affording before/after school 

25 20 14 8 67 

care 

Financial instability 55 14 0 1 69 

Lack of budgeting skills 57 13 1 2 73 

Unemployed/underemployed 47 25 0 2 74 

Lack of education and/or 

46 19 5 3 73 

readiness/marketable skills 

No desire to work 17 21 26 6 70 

Inadequate insurance coverage 8 31 16 12 67 

Need help with parenting skills 32 28 7 3 70 

Non-English speaker/needs ESL 22 26 22 4 74 

Substance abuse 13 28 26 4 71 

Domestic violence 8 23 29 9 68 

Mental Health 22 26 20 4 70 

Social isolation 8 21 23 15 67 

Court involvement 12 30 17 10 69 

DCF involvement 11 33 16 9 69 

Languages heard most often (top 5): 

English (97.4%) 

Spanish (97.4%) 

Vietnamese (59.2%) 

Arabic (36.8%) 

Polish (43.2%) 

Others: Portuguese (7), Chinese (5), Twii (4), Khmer, Russian, Swahili, Albanian, 

French, Cambodian, Thai, Burmese, Bosnian, African 

Are you seeing an increase in newcomers? 77.6% answered yes


DETAILS OF STAFF SURVEY 

(n=76)




WCAC's Strengths 

• helping low income families with financials and housing 

• Staff - many have been here for a number of years and their knowledge and 

experience are assets to the agency and our customers. 

• WCAC is well known in the community and people know that it is dependable. 

• caring about the people we serve 

• Helping families keep heat during the Winter. 

• Co-workers that are eager to serve. A welcoming environment Having multiple 

programs 

• helping working parents with preschool children 

• the people who work hear 

• Providing Head Start 

• family support 

• helping families w/ children 

• child and family support 

• Just being able to offer support and guidance and to show them how to get in 

touch with local community connections and also how to care for and provide 

guidance for parenting


• Head Start, fuel and energy programs, Healthy Families, support for families with 

young children. 

• trainings, workshops, meetings 

• WCAC's key strengths are providing a wide variety of services to clients. 

• Reaching out to the underserved 

• In the last five years, the agency has become more visible in the community. 

• Providing families with good information and resources for families. Providing 

support as home visitors. 

• Assisting families in all areas of their lives--connecting the services 

• employees are caring 

• Fuel Assistance Program and programs for Children 

• We're an agency for the people. Our programs help families and individuals reach 

their potential and make it through difficult times. Our strengths are that we 

continually work to realize our mission and that our leaders share that vision and 

effectively transmit that to us, the staff, and together we are a well oiled machine 

working for the people of Worcester & Southern Worcester County. 

• The organization helps people get on their feet and out of the cycle of poverty. 

• Overwhelming commitment of employees to the mission and customers. 

• The ability to serve people in many different aspects 

• Providing resources to help families succeed. 

• Providing support assistance and referrals 

• We help families in need. 

• helping the community 

• Front desk staff 

• Helping people in our community... 

• important programs that are all focused on client need and moving families out of 

poverty. 

• Able to help families with lots of resources 

• Being central place to connect families with crucial resources 

• Helping customers achieve self-sufficiency 

• Treating Client As Human Not A Number 

• partnerships, capacity to manage programs, staff, board, niche in serving at-risk 

youth. Relationship with Worcester Public Schools and QCC as well as with City 

of Worcester and CMREB. 

• The ability to run a continuum of programs from basic needs to asset 

development. Customers can receive several services in one location. 

• helping people in crisis/be it homelessness/food/fuel 

• caring staff, knowledgeable staff 

• caring and helping people in need 

• Fuel assistance and head start and job training 

• The location is great. WCAC also has a good long standing reputation with the 

community so people know that WCAC is safe place where they can go to find


help. I've only been here for a short period but one of the strengths I see here on a 

daily basis is the safe and welcoming environment that the staff here provide for 

our youths. I also notice the constant networking WCAC does with community 

businesses and agencies for different projects. Another strength I find at WCAC 

is the cultural and generational diversity of the staff (at the Worcester site). The 

more diverse we are the better we can represent and serve our population. 

• WCAC has many dedicated and concerned employees who are able to 

successfully deal with a relatively difficult client population. 

• Its great that we have different programs at one place to help serve our clients. 

• strong team work, cohesive, leadership. 

• Staff taking care of clients-their understanding and acknowledging client's needs. 

• Knowledge of the program and how to address certain situation when a client has 

an emergency 

• Helping people feel better about themselves. 

• Hard working and dedicated staff. Fundraising 

• having different programs in one place making it easier for the clients to receive 

services or information for services 

• The ability to serve those in need. 

• Helping the elderly and educating the youth. 

• helping people in many different ways, help them to move forward in their lives 

is very important thing 

• Collaborative staff 

• Costumer serves 

• The staff that directly works with the customers, THEY are the key to success at 

WCAC. 

• The fuel staff is a great group of people. WCAC goes above and beyond to help 

others 

• Understanding of our customer needs. Able to provide information that will help 

them solve problems 

• HELPING PEOPLE 

• team work, people who care and want to see a difference (very loving), 

supportive about everything 

• our employees 

• Client services and support 

• It's diversity and its commitment to helping people. The team you have does a 

great job. 

• Many services at 1 agency, partnerships with other local resources 

• the diversity of the people and the programs 

• Do not discriminate, open to all cultures, willingness to help in all areas of 

concerns 

• collaborative partnerships 

• array of services provides clients with a "one stop shopping" opportunity...staff 

commitment to ensuring quality of services to clients


• Weatherization and Fuel Assistance. Education is helpful. 

• education and energy 

• Its employees. 

• Mission driven organization, wide range of services focusing on self-sufficiency 

and addressing poverty.



Challenges Facing the Organization 

• substance and drug abuse repeating from generation 

• So many people have so many needs and issues at one time that it is difficult to 

address all of them and they may feel as though they're not getting very far. Such 

issues as getting out of debt (which compounds other issues like paying rent and 

utilities and buying food) can take years to resolve and we can only do so much to 

help people in such a situation. Uncertainty with funding is also a challenge to 

helping people. 

• Sometimes people become very dependent on the different programs, so we need 

to find the balance between helping and empowering. 

• budget 

• Funding 

• The organization lack adequate resources. The ability to implement better 

strategic plans to ensure that families remain self sufficient. 

• clients are too dependant and take the organization for granted. 

• getting them to work and not to think this is entitlement programs 

• budget cuts 

• no funds to help them out 

• budget 

• the economy 

• The lack of child care vouchers. Without vouchers many families cannot work so 

are stuck with staying on welfare. 

• Decrease in funding, increase in numbers and types of families in crisis 

• Reaching their goal, follow ups with home visit, calling and checking in to see 

how everything is at home. 

• I think an important piece to help people move out of poverty is providing the 

appropriate guidance and education needed for them to understand the importance 

of stability in a family. It is important for people to understand why they should


move forward. I feel there needs to be a clear understandable process or guide for 

people to follow. 

• Funding for the program 

• State and federal budget cuts. 

• There is a lack of housing especially affordable, jobs and child care for young 

parents. 


• budget 

• Funding 

• These difficult times have increased the number of people who need our help 

while we continue to operate with the same resources. 

• Our resources being cut so its hard to help our clients. 

• Financial stability of programs, staff burn out 

• Funding cuts 

• Due to the poverty guidelines we can't also help everyone who is in need of our 

services. 

• Finances are always a main concern as well as clients following through 

• Educating people applying for services about the process. 

• helping the client understand the process and accept the process 

• Funds 

• Finding the money to fund the budget 

• disrupted and uncertain funding results in the inability to plan. 

• Limited cash flow, and grants. 

• Need to instill training in how to manage budget in future so avoid future 

problems 

• Providing ESL classes and ABE level classes 

• Not Enough Funding 

• Reduced funding is the current challenge; also grant funds come and go e.g., 

ARRA--the results are that we build successful and responsive programs, then 

funds are discontinued. Also, need for policy changes --set limits on the number 

of years people can access services (with some exceptions: e.g., elders, folks with 

disabilities eligible for longer term fuel assistance; other limit to 2 or 3 years. 

Need to increase GED and ESOL services due to demand. Need to increase preemployment 

training and find more employers to hire workers. Need to expand 

services in South County. Overall, more people are seeking services and capacity 

to meet demand is limited. Need the ability to use CSBG for non Worcester areas. 

• While we are not a clinical setting, I believe our services would be strengthened 

with an effort to hire more staff with clinical backgrounds due to the complex 

needs of customers. Diversifying the funding base to engage long-term, 

committed funders. 

• the decrease in funding/how to do more with less 

• program restrictions, tight deadline and complicated paperwork requirements. 

• funding decrease means less help for families


• continuity in the programs and be able to access all programs efficiency. 

• There is the great challenge of maintaining funding. Another challenge I see for 

WCAC, which is connected to our funding issue, is: How can we further 

empower the communities of the populations that we already serve? WCAC does 

a wonderful job advocating for people and providing a variety of services, but we 

can only provide so much assistance. Many problems start at home and in the 

communities our clients live in. How can we empower our clients to continue to 

be self sufficient and "advocate" for their communities once they leave our 

programs? I would like to see WCAC network more with grassroots agencies that 

empower lower-income people. Our clients and their communities need better 

representation in our local government. In turn, those empowered individuals will 

continue to advocate and tell their leaders that there is a need to maintain funding 

for agencies like WCAC. 

• Motivating clients Discovering appropriate job opportunities 

• People will have a big issues on paying their heating bills. 

• we need to get our name to the target population that we serve. For example when 

I was a teenager in Worcester, I had never hear of WCAC educational programs 

considering WCAC had existed for more than 25 years at that time. This means 

we need to go to public schools, meet with the target student populations, have 

meeting after school hours with them and introduce ourselves. Moreover, we 

should reorganize hour work schedule someway, such as working in shifts, 

because there are many people who are poor and work. In order for them to come 

an see us, they have to miss some working hours. Also, I know that we are 

helping the poor, but please make our effort of helping interesting. For example, 

those who come here for GED can learn what they need to learn, but we should 

make it more than just the traditional way of teaching i.e. incorporate educational 

films showing time. 

• lack of funding 

• Providing them with tools to get a job and to be more sufficient and goal oriented 

• Hopefully with the programs we provide to our clients. They will realize how 

making a change in their live can make a difference. 

• Need for increased funding. Need for increase staff positions 

• education, skills and or low paying jobs 

• Lack of funding. 

• client commitment to better themselves 

• working hard 

• Budget cuts 

• Money 

• You can't keep enabling the customers, more needs to be done so that they can 

help themselves. 

• Money and some people just don't want to do anything to help themselves. 

• More funding. 

• FUNDING 

• none I think were doing as much as we can with what we are given


• budget 

• funding 


• They have to be willing to learn and want the help. Adding learning how to 

budget money and save up it very helpful especially if you want them to buy a 

house of their own. I see a lot of people coming in buying places that they have 

no working heating system or hot water heaters or repairs needing to be done. If 

they can't afford to pay for the things that makes the house livable. 

• CSBG funding cuts 

• client education and participation 

• poor economy, lack of jobs and education for adults as well as young people 

• breaking intergenerational poverty; educating customers on the importance of 

education, reducing reliance on public assistance, improving job skills and 

placement, childcare issues 

• reliance on government funding is challenging 

• More money is need 

• educating the clients with budgeting their current income effectively 

• The monetary resources to do so, and in many cases the lack of desire on the 

clients behalf. 

• managing many grants and funds as they change due to political climate. Some 

funds do not address root causes of poverty and only provide limited support (i.e. 

restricted and limited fuel funds).


Program Strengths 

• experienced teachers and team at center 

• Staff - longevity and knowledge, the ability to adapt to many changes and 

challenges and deal professionally and effectively with our customers. 

• We help our families face the challenges that come their way every day. 

• all are great 

• Working as a team 

• It reduces our client energy consumption 

• child care for working parents 

• we try to prepare the customers for the real world 

• many (not all) dedicated, good teachers 

• helping family in need 

• teacher support 

• Children we serve and teachers that help them 

• support for parents and children 

• We really give a lot of support to our families and we also educate them and 

connect them with a lot of services 

• Collaboration with community agencies, range of services and activities, ability 

to connect families with services and information. 

• Being Bilingual


• The strength of our program is the established collaboration of services with 

outside agencies. 

• Education, Social, and Health Services for families of low income 

• Having a great, dedicated team of home visitors and supervisor. Bringing support, 

information, and community resources to families. 

• people who are committed to helping people 

• Head Start provides affordable quality preschool for low income children. 

• Caring staff, NAEYC accredited program - Resources are excellent 

• I could go on forever, as we are a strength based program (smile). But essentially 

our biggest strength is our team. Our director and our staff of home visitors share 

a passion and a desire to effect change in the lives of these young families and to 

do it well! We work through so much, and give so much, all the while supporting 

each other through the difficult moments and meeting families at their need. 

• We are all very dedicated to our work. 

• High quality of service provided, consistency, commitment, care for ourselves 

and others. 

• Giving children a helping hand early on. Many children in this program do better 

in Kindergarten, etc than children who have not had a pre-school program. 

• The work we do with the children and families. Providing opportunities for 

children to acquire skills before going on to kindergarten. Providing opportunities 

for families to be involved in their child's education. Providing resources to help 

families with any issues they may be having. 

• Providing quality childcare and school readiness skills for children 3-5 to 

transition to public school 

• Get children school ready. 

• help get children ready for academic school 

• Staff 

• Supporting families in our community or agency 

• dedicated staff.; educated staff; parent involvement 

• The program is design to assist youth with basic skills for employment and 

educational goals. 

• WCCC : We help connect families to resources 

• Well qualified employees Motivated employees 

• Communication. Getting the Word out About The Service WCAC Provide. 

• Fuel, Head Start, Weatherization and GED are strong; WCCC is strong; 

partnership relations and contracts are strong; programs are fairly well known in 

Worcester but more marketing and outreach is needed. 

• It is currently the only program with funding for year-round jobs for youth. This 

year an additional part-time staff person was hired and is very helpful. Strong 

partnership with Worcester Public Schools. 

• knowledgeable workers, they know sources or methods that are just not in print 

experience/is worth its weight in service 

• knowledgeable staff


• our knowledge of resources 

• continuity, and having client who fill comfortable with us. 

• I think one WINGS' best strengths is the knowledgeable staff who work together 

as a team to provide the best guidance possible to our youths. It works well to 

have one person who focuses on Case Management and the other do GED 

Instruction. Another strength of WINGS is that we have plenty of class materials 

and space to work with the students, which is important in providing a good 

learning environment. I also believe having a more intimate smaller class size is a 

strength and a need for the youth I work with. Also, as the GED Instructor I find 

it is a strength to have flexibility and creativity in lesson planning because it's 

important for me to find the right learning approach to use for each individual 

student. 

• It's a Win-Win. Clients receive a better insulated home and/or better heating 

system, which results in less fuel assistance payout needed. 

• Able to help with turning heating/electric on and oil deliveries. 

• financial assistance that we give to low income families and the large number of 

towns we serves. And the place that we serve them. That means we have two 

separate areas for the new and old customers. 

• Staff taking care of clients-their understanding and acknowledging client's needs 

and staff commitment and knowledge. 

• able to help people with their heating bills 

• Helping people feel they are important when they come for our services. 

• Hard working dedicated and knowledgeable staff 

• working with utilities companies to keep the utilities on or turn them back on 

• We help people that are unable to afford to properly help themselves. 

• Helping people to live efficiently 

• keep people warm in cold winter days 

• Staff has the ability to understand what the client needs and we are able to 

connect them to other additional programs within WCAC to help them get the 

proper help they need. 

• the employees and their understanding of the customers. 

• the staff 

• Able to help clients. 

• STOPPING PEOPLE FROM GOING WITHOUT HEAT 

• team work, determination to make ones life better! 

• dedicated employee and support from the administration 

• continuous positive outcomes 

• its very organized, that makes the job more productive. 

• We are doing our best to help keep people warm and to lower their heating costs 

so they can free up some of the money they need to be able to live. 

• Very hard workers. 

• the team approach to problem solving 

• trained staff willing to help


• examining all possibilities--strategies and programs--to help people; willing to 

partner with other agencies 

• staff work as a team to provide services for clients, staff committed and caring 

creating a welcoming atmosphere 

• Knowledgeable people who care about what they do. 

• known in the community 

• the diverse backgrounds of the employees, as well as the ability to be somewhat 

self funding. 

• Well trained and supervised staff who care deeply for families and follow the 

program model to prevent child abuse and neglect. 

Barriers to Optimum Program Effectiveness 

• private space to meet with clients uninterrupted 

• Funding questions and issues (will there be funding?); last minute budget 

changes; lack of communication 

• Communication and time. 

• budget


• Funding 

• Inadequate resources 

• Under staffed 

• Stress 

• Budget cuts, short staffed, paper work overload- most paper is completed at home 

after work hours 

• Budget 

• Funding 

• Lack of communication 

• Lack of funds, time, and , and staff 

• There are times communication is not clear or that the information is channeled 

differently. 

• Funding, Space 

• Money...and transportation. Gas prices are very high and mileage reimbursement 

could be higher. 

• Staffing and staff turn over 

• The high cost of travel and the general wear and tear of our vehicles is difficult. 

The towns we service are rural and remote and we are taking services directly to 

these locations- to the families in need. I believe we function effectively as a 

program, despite the many obstacles we face. These obstacles are usually 

personal and program financial struggles, but we support each other and continue 

to do the best we can with what we are given. 

• A challenge would be the high cost of living for little salary to staff. I believe we 

function effectively as a program from the support we receive each other. 

• High cost of travel, high cost of living on very small salary for staff. 

• Not enough staff 

• Not always enough bi-lingual staff to help with translations. 

• Staffing is a concern, coverage when someone is out is always an issue because 

there are no extra staff 

• Management understanding of the process what non management staff need to 

complete in order to complete basic job duties and or complete other management 

requests 

• Funds 

• Budget...lack of money to pay extra staffing so staffing with bare 

minimum...extra work loads... 

• Disrupted an uncertain funding results in the inability to plan. 

• Time may be a barrier sometimes. And limited funding. 

• Need for space for childcare 

• Funds to provide sufficient educational materials Need a class for ABE (literacy) 

level students. 

• Limited funding; the need to strengthen partnerships with strategic programs and 

pathways; competition for limited local dollars (fund raising) 

• Could expand with increased funding.


• Lack of funding 

• Budget constraints 

• Money and lack of qualified help and we need to teach budgeting skills to our 

clients 

• I think the challenges that our program faces are mostly outside ones. The 

challenges that our youth deal with outside of the program (i.e. substance abuse, 

family problems, housing issues, violence) often affects their attendance to the 

program. Attendance is important because if the youths attended more they would 

complete the program quicker and obtain other goals quicker. 

• Having enough money to provide the necessary work to make a difference in fuel 

use. 

• Need more workers. 

• We need more space for clients to sit, for us to serve, and file their applications. 

We need more people so that we can help them faster. We need some sort of 

mechanism to reduce the sounds where we work so that we don't have to speak 

louder than we should and we do not have to hear the talking of clients we do not 

talk to at the moment. The room temperature here should not be too hot 

sometimes, so that we can maintain our working speed. 

• Part time staff; not enough hours to do all the day and evening programs 

• Funding and budgeting 

• Sometimes being overwhelmed and stressed by phones ringing while trying to 

help clients. 

• Need for more family friendly space 

• Not enough staff, budget cuts 

• Lack of funding make it difficult to provide assistance to those in need. The 

benefits were very low this year resulting in many clients receiving one delivery 

in the beginning of the program, and not being able to afford another; resulting in 

loss of heat. 

• Restrictions that change daily. Case by case answers that make it impossible for 

anyone to make a decision for themselves even for simple problems. 

• Hard work 

• Very short staffed! 

• No Money 

• Money 

• More and more people coming in to apply 

• FUNDING 

• Short staffed 

• Funding 

• The economy 

• People not being able to afford the taxes on properties that they own. 

• Potential funding cuts. Inability to track clients progress over a long period of 

time.


• when people break off from the plan because they might not have enough info or 

do what they want 

• Adequate funding limited resources 

• State and federal grant programs come with parameters as to what can be 

supported; few discretionary dollars; low admin costs with grants vs. agency 

operating costs 

• Lack of funding resulting in fewer staff delivering the services...weakens the 

affect of programs and could result in staff burnout 

• More money is needed 

• Outreach 

• Time management. Greater need for stability among the governing bodies to 

make a decision and stick with it. It currently seems like there is a lot of 2nd 

guessing. 

• Level funded, low staff salaries, mileage and travel burdens to staff. 

Training needs/interests 

• More training on the software program


• Personal Safety while working in the field. 

• any training is helpful 

• Willing to explore other programs and be able to do more than I'm already 

responsible for. 

• To be trained in different areas. 

• any workshops to add to curriculum or topics parents need help with 

• Director 1 License 

• Empowering families to be the best parents possible 

• Workshops outside the agency with more topics on families. 

• Cross training in other positions or programs. Knowing or being familiar with the 

other programs in WCAC will better serve the clients. 

• Safety for home visitors 

• Public speaking, additional coaching. 

• continue trainings on child development 

• additional information on time management 

• computer courses 

• Time Management skills - How to deal with interruptions 

• In depth substance abuse and mental health trainings. Personally, I would like to 

finish college as well. 

• I would be interested in learning more about forms of postpartum depression and 

mental health. 

• Trauma informed practice, advanced substance abuse training, working with 

clients with mental health issues 

• EXCEL training 

• Trainings on other resources to give to parents to help with their issues. 

• I would like to know more about our agency and what I could offer to our clients 

for referrals 

• Excel 

• I would like to see more training for staff in our finances or how we can get our 

needs met financially...the majority of us are also at poverty level and are 

working to help others but then we don't have time to help ourselves or to access 

the resources available. 

• Head Start provides many trainings throughout the year. Additional training 

should be related to agency programs, policies etc. 

• I would like to continue to get more training in the area of youth development. 

• Courses needed to maintain certification 

• Computer 

• Best practice programs in management, programs and non-profit law 

• Supervisory training, clinical training to maintain licensing, would appreciate 

increased understanding of WCAC's new cost allocation procedures 

• Supervisory skills 

• Communication, computer software


• Second language 

• People skills and common sense ,and the ability to adept to programs changes and 

fiscal changes 

• I would be interested grant writing training, so that I may assist in developing 

grants that would help fund WCAC youth programs. 

• Ongoing training for needed skills seems pretty good in our program. 

• Not anything in specific. Willing to learn anything from co-workers in different 

programs. I've learned a bit about other programs by Translating for the 

Vietnamese clients. 

• Yes,!! Finally, I think we should have a program we can fill our a form and 

submit to human resource as our convenience about what we want to learn about 

the basic of other departments. Everyone has skills to share and we all have 

something that others might want to learn about. In this way, coworkers inside 

WCAC organization can learn form each others. For example, I might know a 

language that other might want to know how to say a few sentences, and might 

want to have the opportunity to listen to those in the accounting field, or 

management field about their real life experience at WCAC. This can be conduct 

as a workshop format beside working hour voluntarily if we have and audience 

and a willing speaker, in a democratic manner. I can speak more on this 

passionate subject of mine but this will do it for the survey! 

• Excel 

• I am learning everyday and always interested in learning more 

• Training on how to handle very difficult clients Training on handling very 

difficult clients. better communication between co-workers 

• Need more information from other programs, so that we can refer out clients to 

the right place. 

• As much education as possible. Management training, interpersonal training, 

problem solving skills. Anger Management. 

• Any new improvement to help customer in the best possible way 

• More training with LIHEAP 

• Free college classes and training for employees 

• BETTER COMPUTER SKILLS 

• How to manage stress in the workplace 

• Any training is appreciated that expands my ability to do my job more efficiently 

or that helps me to understand the needs of the clients I work with whether it be 

internal customers or external customers. 

• Organizational skills 

• Computer training 

• Cultural diversity training 

• Advanced computer training; public speaking 

• There is always more training needed to be able to serve people effectively 

• Spanish for beginners


• I think that my boss does a very good job at keeping us trained and listening to us 

if we feel we would like additional training. 

• Financial literacy and budgeting training to support families. Conflict resolution 

and healthy communication for young parents.


WCAC Staff Day 2011 

Strategic Plan Focus Groups 


(See following document for table of attendance.) 

1. What are the most pressing needs families in Central MA have? 

Table 1: Employment 

Education 

Housing 

Childcare and after school programs 

Fuel assistance 

Budget/finance 

Table 2: Affordable and safe childcare 

Jobs and job training 

Earning a living wage 

Abuse prevention programs are needed more than ever 

Family strengthening programs that will address the above programs, crisis and trauma 

training, safety awareness 

Table 3: Affordable housing 

Childcare 

Funds 

Security etc. to get into an apt. 

Health insurance 

Safe zone for teens 

Access to information 


Jobs and training centers, teen jobs 

Summer programs/camps 

Table 4: Affordable housing 

Healthcare/health insurance 


Childcare 

Money to meet basic needs 

Access to trainings 

Jobs 

Education/GED/training 

Mental health services 

Financial literacy 

ESL 

Youth services 

One-stop to get services – knowing where to go for services


Table 5: Housing 

Childcare – vouchers 

Food 

Gas 


Budgeting training 

Financial instability 

After school childcare 

Employment 

Necessary spending 

Locating resources 

Table 6: Housing costs – assistance with proper housing 

Transportation – more alternatives, hardly any in Southbridge 

Education – ESL, GED, language barriers – more times to select from (day and night 

classes) 

Mental health – to motivate clients to continue participation 

Motivational support 

Daycare 

Table 7: Paying heat bill 

Jobs 

Food 

Shelter, keeping housing 

Childcare 


Healthcare 

Clothing 

Education 

Table 8: Funding 

Employment/training 

Housing 

Disaster relief 


Childcare 

Unemployment benefits 

Fuel Assistance – price of oil (high demand) 

Table 9: Not enough money 

Lack of jobs 

Transportation, cost of gas 

Lack of food, cost of groceries rising 

Paying rent 

Cost of fuel 

Childcare


Cars not efficient and cost of public transportation rising 

Cost of education – student loans 

Table 10: Food 

Shelter 

Affordable, high quality childcare 


Access to mental health services 

Alternative out of school time (children 8-16) 

Table 11: Food 

Shelter 

Heat 


Adult education 

Daycare 

Jobs 

Table 12: Housing 

Childcare – affordable, extended hours 


Decent paying jobs 

Bilingual GED and continuing education 

Basic needs 

Community information hotline 

Youth activities 

Wait list for mental health and disabilities 

2. Do you feel the safety net for people living in poverty is working? Why or 

why not? 

Table 1: No – not enough money in system, people don’t know resources available. Catch 

22, disincentives to getting more self-sufficient. 

Yes – Many people being helped 

Table 2: No – because of the economy, lack of advocacy and representation, always a 

wonder of what will happen next, all members of community, government, religious, 

need to come together to make a plan. 

Yes - We want to enhance programs, we need more client education. It should be 

mandatory participation for clients, awareness and education are key. 

Table 3: Knowing resources, people aren’t aware of resources – need more outreach 

Language barriers 


Shelters and other agencies should inform clients about other resources 

Staff networking to be aware of what each program offers (trainings/structures)


Staff should know when special events are going on so it can be passed on to clients 

Advocates should have trainings 

Info on community housing opportunities beforehand, community updates 

Pamphlets for each program placed in strategic places – bus stops, library etc. 

More help for people on their own 

Table 4: No, lack of trust 

Doesn’t allow people to get out of their situation 

Poor economy 

Frustration/discouragement 

Not enough services for people in need, not enough to go around 

People are treated poorly when seeking services and don’t know how to navigate through 

the system 

Table 5: Funding is limited – not working as a safety net 

Homeless shelters closing 

Allocations are targeted 

Statistics are incorrect – unemployment #’s 

Elderly now seeking services 

Food costs – can effect health issues 

Table 6: Depends on families, case by case 

People are afraid to lose benefits/safety net 

We believe it’s partly related to lack of confidence/self-esteem 

Clients seem to be intimidated regardless of resources and support offered 

Our assessment systems can’t always measure all that’s going on 

Clients intimidated by our assessments 

Need more family advocates 

Where the clients reside strongly related to family issues, clients need to get out from 

their environments to experience different types of environments 

Early Head Start helps 

Table 7: No, there is no safety net 

DSS might still have a safety net but funding has been cut. Now it seems like it’s setting 

up people to fail. When helping program ends people can’t keep their homes. Seniors 

need more help, their housing is very expensive for their fixed income. 

Table 8: Not really well known about or understood, not educated on how to get services 

Can we get access to sites? 

Not enough to go around 

Table 9: No, there is not enough of a support system 

No information to channel them in the right direction 

No centralized base or referral 

DTA welfare office is not very accessible 

People need guidance for the next steps


The “new” poor are not sure where to go 

A resource line would be helpful so people will know where to go 

Childcare voucher is working 

Healthy families helps a great deal 

There are more agencies for cities than towns 

Table 10: To a degree, need for emergency housing, GED programs for people over 21, 

services for elderly 

Table 11: No, need to reevaluate the abuse of the system 

Better infrastructure, neighborhood watch, do not have enough $ to allow police/security 

in their areas 

More open communication between agencies 

Some towns don’t want citizens involved 

Drug addicts/dealers are living among families in housing facilities which makes it hard 

for other residents to feel comfortable 

Table 12: Working but not adequate, not enough resources 

3. What do you see as WCAC’s strengths? 

Table 1: Community help 

Wealth of resources 

A lot of directing 

Table 2: Diversity of programs 

Team effort 

Dedication to staff 

Support in various aspects 

Sustainability 

Proactive program 

Sense of community in each site 

Empowering families and children through program training, public education, and a free 

school program 

Parents get their voices heard through policy council 

Education taught to the community 

Having a plan of self-sufficiency and accomplishment 

Table 3: Great programs 

Diversity 

Staff 

Centrally located 

Passion 

Driven 

Teamwork 

Work ethics


Reach out to everyone 

Great leaders 

Helping families 

Table 4: Staff – good rapport with clients, knowledge and longevity, some are good 

advocates having gone through/used our services 

We offer many services 

We use our budget wisely 

Table 5: Staff 

Excel at helping people 

Teamwork 

Complement of services 

Building one service to another complement each other 

Programs being added 

Table 6: Good staff/team who are dedicated 

Great programs – Head Start, speech, public school referrals, Health Dept., Dental 

Dreams, GED program 

We serve many people 

Table 7: Fuel program – problem with program is that they keep giving increases so 

people expect extra $ so they stop paying bills with cuts they are not going to get the 

extra $. This program needs to set a fixed budget per family (ex: $750). 

Good leaders 

Head Start – people like program and feel comfortable with it 

GED program – Staff help families through program and beyond 

Table 8: Leadership 

Staff 

Diverse in all areas – programs, staffing 

Reputation 

Reliability 

Compassionate and professional staff 

Staff longevity 

Feedback – referred to other programs well, good communication 

Partnerships with other agencies, communication across agencies 

Table 9: The variety of different programs 

Staff 

We cover a lot of territory 

Table 10: Communicate other resources – collaboration with other agencies 

Staff and board 

Scope of services


Table 11: Employee dedication 

Understanding of the clients 

Large amount of services 

Referrals 

Table 12: Resources 

Caring employees 

Well known in community 

Strong internal teams 

Connecting people to programs 

Mutual trust and communication (employees) 

Overall mission is lived up to 

4. What challenges do you think WCAC faces? 


Making people aware of all resources 

Every family should be introduced to every program available 


What to expect from parents and community 

Education, informing 

Creative ways of getting parents involved 

Need more volunteers 

Table 3: Not enough resources for everyone 

Grants that begin then get cut in a year 

Funding (summer jobs are very important) 

Table 4: Increased clients/less staff, not enough staff 

Funding 

Transportation/parking in Worcester 

Communication – staff knowing what services are offered in Worcester & South County 

Staff would like to have more in depth info on programs 

Knowing where to refer clients in crisis displaced by eviction, foreclosure, tornadoes etc. 

Table 5: Budget – new funding sources and cuts 

Turnover of staff – attract and retain 

Qualified staff – no increase to funding 

Keeping benefits for staff low 

Office space in Worcester – desk and storage space 

Parking for downtown staff 

Security 

Keeping up with new grant/program requirements 

Program enrollment, parent participation 

Enabling of parents


In-kind in Head Start program 

Community awareness of current issues 

Table 6: Paperwork/record keeping sometimes takes up a good part of the day 

Budget 

Staffing – both main and Head Start (ex: 5 person fuel assistance staff processing 

15,000+ applications) 

Breaks – due to short staffing 

Challenge filling positions 

Table 7: Budget – keeping quality of help with questionable budget 

Balancing funding 

Keeping up with the demand 

Table 8: Communication – staff to staff, staff to customer 

Coverage for Head Start classrooms – floaters or subs 

Problem solving 

Mini sessions for learning about other areas of the agency, webinars 

Thank you campaign needs to be better communicated across the agency 

Table 9: Monetary funding 

Finding alternative funding 

Possible lay offs, understaffed 

Wear and tear on staffs’ vehicles 

Reducing programs is difficult 


Staff doing too many jobs 

Disconnect between South County and Worcester 

Table 11: Funding, economic increases in the cost of living 

More people in need but guidelines have not changed and we can not help them because 

they are “over-income” making us feel that we have failed them 

People are turned away – families trying to better themselves and do not meet the poverty 

guidelines as we tell them we will help them improve themselves and then turn our backs 

on them 

Table 12: Money – funding 

Staff burn out 

Parents who are supposed to be working do not always reveal what they are actually 

doing


5. Do you have ideas about creative partnerships or collaborations that would 

help WCAC strengthen and/or expand the safety net for low-income people? 

Table 1: More partnerships with public school and Head Start for kindergarten 

transitions, working with colleges/university students, work with other agencies to pool 

and coordinate resources working with same family to fill that gap between need and 

self-sufficient. 

Table 2: More networking 

More workshops 

Internships 

Casual Friday – donate $5 to go into a charitable fund 

Table 3: Collaboration with library 

Collaboration with DTA and DHCD 

Post office downstairs and others 

Dress For Success needs more advertisement 

Collaboration with all community centers and neighborhood centers more often and in 

depth, we should support one another 

Offer workshops 

Table 4: Coordinate with other CAP agencies if clients live closer to other CAP agencies 

instead of Worcester 

Open databases for other agencies – coordinate with other agencies for info/referrals for 

our clients so we don’t have to send them to so many different offices for services 

UMass Healthcare lapse coverage 

Table 5: Public schools – agency awareness 

Parent nights at schools 

Community events posting 

Collaborative – health homes 

Banks – Southbridge Savings Bank 

Regional Environmental Council 

Colleges – WSU, QCC, Becker 

Hospitals – UMass, Harrington 

Table 6: Head Start and DTA works 

Family Advocates are helpful 

Packet of all the agency program info for all staff, including application process 

information for each program 

Program from people coming out of recovery to support clients with children in Head 

Start – need a collaboration in this project 

Need more info/resources to connect clients to recovery programs 

Need better collaboration with medical programs (especially in South County) that 

address: recovery, mental health, healthcare costs, transportation to medical appointments 

(e.g., Ronald McDonald mobile dental van), better medical facilities


Table 7: If big business got involved 

Donations 

Set up if you work for a month we will contribute toward certain expenses 

Make a commitment to look at what agencies are doing – poll theses agencies and have 

them work together. In the past this hasn’t worked because when people work together 

they need less staff so there are lay offs. 

Businesses and colleges pitch in 

Have someone sit down with participants to make a budget that doesn’t include the help 

money they will be given from agencies – teach life skills 

Table 8: Other Head Starts 

Connect to other agencies for needs to be met 

Referrals to direct connections to agencies 

Strengthening transportation in South County 

Knowledge and relationships 

Immigrant services 

Mental health services – hospitals, other services 

Mass Health Behavior Network (MHBN) product of MA Health 

Worcester Courthouse and school adjustment for parents or child 

Table 9: Partner with local agencies that we refer people to 

More political partners on a regular basis, have them come in and look at programs on a 

more regular basis 

Fuel department with utility companies 

Barack and Michelle 

Partner with local colleges for more education programs 

Banks for financial programs 

A car repair/purchase program, connection with garages 

Bus pass program (WRTA) or cab company 

YMCA/YWCA – nutrition, fitness, stress, women’s self-defense 

A place that offers counseling, a mental health facility 

Table 10: Advocacy for state and federal issues 

WRTA or other transportation company to provide transportation in South County 

Collaboration with public schools for increased services 

Partner with mental health services for families 

Collaboration between programs at WCAC to better serve families (e.g., parenting and 

life skills) 

Partners with colleges for services 

Table 11: Connect with law enforcement for client safety 

Collaborate with community programs to educate families regarding nutrition, health, 

financial literacy, how to help themselves, find jobs, cooking healthy, more GED/ESL 

classes 

Getting parents to attend programs we offer


Teach families to break the cycle they grew up in and change their ideas about 

responsibilities, school attendance, take steps to help themselves 

Head Start could work with adult education classes 

Community gardens 

Table 12: New QCC satellite program 

Pipeline between preschool teachers and kindergarten teachers to familiarize child and 

teacher 

Comments: 

Table 3: Need info both with flyers and brochures from all agencies in City Hall and 

other places, local places like the library 

Table 11: Volunteers are always needed 

Educate clients for future needs: 

How to keep your house warm 

How to save electricity 

How to save money 

How to be more successful 

Table 12: Incentives for all staff 

Wording of statement “everyone is replaceable” is not appreciated 

Make staff feel more appreciated 

Validation of work we do


WCAC Staff Day 20111 

Strategic Plan Focus Groups 


Table 1 

Anne Bureau WCCC Facilitator 

Barbara McGrail Head Start Scribe 

Alejin Del Valle Head Start 

Beverly Jones Fuel 

Sherry Belair Fuel 

Art Firl Energy 

Alan Tubman Education 

Ann Dalair Head Start 

Table 2 

Charla Hixson Education & Development Facilitator 

Brittany Pena Family Advocate - MacKinnon 

Family Advocate - 

Scribe 

Cathy Kortz Spencer/Millbury 

Brenda Paradis Head Start 

Caryl Rice Head Start 

Christine Kroell WCCC 

Mark Sanborn Energy 

Cameron Colon Head Start - Marcy St. 

Mark Lapan Energy 

Table 3 

Denise Peterson Education Facilitator 

Cindy Perodeau Fiscal Scribe 

Morra Euane 

Edna Vazquez Family Advocate - Southbridge 

Dorothy Hunter Head Start 

Doreen Samuels WCCC 

Norman Benoit Head Start - Cook 

Elice Chiapulis Fuel 

Deborah Rodriguez Head Start 

Table 4 

Donna McGrath Development Facilitator 

Liz Campanale Fiscal Scribe 

Evelyn Valez Head Start


Francisca Gonzalez Early Head Start 

Grace Mominee Head Start 

Jennifer Courtney Head Start 

Jackie Langelier Fuel 

Gracie LaFrance Fuel 

Table 5 

Janet Lee Fiscal Facilitator 

Kathy Dow Head Start Scribe 

Jean McHugh Head Start 

Jodi Casselman Energy 

Juanalta Colini Head Start - kitchen 

Steve Tolman Weatherization 

Sharon McCorn WCCC 

Phong- AhnTong Fuel 

Jannette Martinez Head Start 

Kim Ripa Head Start 

Table 6 

Laura Fasshauer Head Start Facilitator 

Michelle Ramirez Education Scribe 

Laura Uryasc Head Start 

Katie Hennessy Head Start 

Linda Langway Head Start 

Katie VanAllen Head Start - bus/kitchen 

Nina Bosnjak Fuel 

Paty Milani Fuel 

Barbara Hassan Volunteer 

Table 7 

Janelle Correa WCCC Facilitator 

Marianne Hulten Scribe 

Lois Totolos Head Start 

Lisa Johnson Development 

Linda Barrett Fuel 

Mary Turner Fuel 

Sue Stone Fiscal 

Megan Chapa Head Start 

Table 8


MacKenzie D'Assis Development Facilitator 

Elizabeth Doyle Head Start Scribe 

Rosalind Baker Fuel 

Meghan McGee Head Start 

Melanie Coffman Head Start 

Jill Dagilis Executive Director 

Myra Nieves WCCC 

Rebeckah Carrasco Early Head Start 

Michelle Silva Head Start 

Table 9 

Priscilla Holmes Education Facilitator 

Sarah Williams Education Scribe 

Nancy Zayes Head Start 

Rosalie Lafrance Fuel 

Yvette Serrano Head Start 

Robin Laliche Head Start 

Patricia Freeman Fuel 

Natasha Garrepty Head Start 

Sarah Merva Healthy Families 

Table 10 

Todd Smith Education 

South County Community 

Facilitator 

Danielle Morrow Partnership Scribe 

Theresa Johnson Head Start 

Tina Ruggles Head Start - Marcy St. 

My T. To Fuel 

Vanessa Lopez Fuel 

Ileana Vega Head Start - MacKinnon 

Sonia Morales Head Start - MacKinnon 

Tammy Parrella Head Start - MacKinnon/Millbury 

Tayla Cusson Fiscal 

Table 11 

Jamison Graham Energy Facilitator 

Wendy 

Antonopoulos Head Start Scribe 

Linda Taylor Education 

Beryl 

Notargiacomo HR


Yeidin Ruiz WCCC 

Venelba Canales Head Start - MacKinnon 

Melanie Dunlevy Head Start 

Michelle Morrissey Head Start 

Table 12 

Bob Morrison Education Faciliator 

Maryann Whalen Head Start 

Marilyn Lynch Head Start 

Karla Nordquist Head Start 

Chris Howard Head Start 

Carmen Altiery Head Start 

Neidy Laza Head Start 

Jessica Rousseau Head Start 

Junior Lebeach Weatherication 

Rich Justice Energy 

Valerie Oliveras Healthy Families 

Stephanie Parke Head Start


Appendix H: 

Prospective Funders


Appendix 

PROSPECTIVE FUNDERS FOR WCAC 

Sources: Associated Grantmakers of MA database, Foundation Center Directory, 

Religious Funders Guide, internet research 

3 B's Foundation, Inc. 

A.J. Muste Institute/Social Justice Fund 

Abelard East 

Access Strategies Fund, Inc. 

Administaff, Inc. Corporate Giving 

Program 

Agnes M. Lindsay Trust 

Agoos 

Albert J. Gifford Charitable Trust 

Albert Rice 

AllCom Credit Union 

Alpers Charitable Trust, Moses & Minna 

G., The 

Anthony-Arthur 

Arthur Ashley Williams Foundation 

Ascher, M.D. Charitable Foundation, 

David S. 

Athol Savings Bank 

Athol-Clinton Co-Operative Bank 

Avidia Bank 

Baddour Family Foundation, Inc., The 

Bank of America 

Barr Foundation 

Barre Savings Bank 

Barrington Foundation 

Bay State Savings Charitable 

Foundation, Inc. 

Beaman Foundation 

Ben & Jerry's 

Bessie Pappas Charitable Foundation, 

Inc. 

BJs Charitable Foundation 

Blanche Walsh 

Bopp Family Charitable Trust, The 

Bunn Foundation, Howard S. 

Burnham Foundation, Inc. 

C. Leroy Miller Charitable Foundation 

Campanelli Charitable Foundation, 

Alfred 

Central One Federal Credit Union 

Century Bank & Trust 

Charles & Esther 

Lee Kimerling Charitable Foundation 

Charles Farnsworth 

Charles Harwood Trust 

Charles Stewart Mott Foundation 

Chase Bank 

Cheek Family Foundation 

Citibank 

Citizens Bank Foundation 

Clinton Savings Bank 

Collias Charitable Foundation, Bess and 

Arthur 

Commerce Bank 

Cooper-Siegel Family Foundation 

Country Bank for Savings 

Cove Charitable Trust, The 

Crocker Charitable Trust, Edith 

DerKazarian Foundation, Alan K. and 

Isabelle, The 

Eastman Charitable Foundation 

Egan Foundation, Chris & Jean 

Elia & Fannie Karas Foundation, Inc. 

Entergy Corporation Contributions 

Program 

Episcopal City Mission, Urban Burgess 

Fund 

Erb Foundation, Charles E. 

Evangelical Lutheran Church of 

America (ELCA) 

Evans Charitable Trust, E. Joseph 

Fallon Clinic 

Fidelity Bank 

Fidelity Foundation 

First Petroleum Corporation Charitable 

Trust 

Fletcher 

Florian O. Bartlett Trust 

Foundation for Faith, Family and 

Friends, Inc. 

Francis A. and Jacqueline H. Harrington 

Foundation 

Fred Harris Daniels Foundation


Appendix 

Fruehauf Foundation, The 

Funding Exchange 

Gardiner Howland Shaw Foundation 

Geoffrey Gund Foundation 

George H. & Jane A. Mifflin Memorial 

Fund 

Georgia-Pacific Foundation, Inc. 

Gladstone Foundation, Karl and Joyce 

Gormley Family Foundation, Inc., David 

and Elizabeth A., The 

Grafton Suburban Credit Union 

Greater Worcester Community 

Foundation 

Green Leaf Foundation 

Hart Foundation (formerly Fargo 

Foundation) 

Helen Brach Foundation 

Higgins Foundation, Bradley C. 

Highland Street Connection 

Hoche-Scofield Foundation 

Hogan Charitable Foundation, Paul and 

Patricia 

Holbrook Family Foundation 

Hyde Charitable Foundation 

I Have a Dream 

IBM Corporate Citizenship & Corporate 

Affairs : Eastern New England 

Irene and George Davis Foundation 

J. Irving & Jane L. England Charitable 

Trust 

Jacks Family Foundation, Inc., The 

Jane's Trust 

Jarabek Family Charitable Foundation 

John and Dorothy Magee Foundation 

Kelly Family Charitable Foundation 

Khasm Foundation 

Krahm Charitable Foundation, Inc., 

Dorothy H. 

Laham Family Charitable Foundation, 

Inc., Gregory and Deborah 

Leatherbee, Jr. Charitable Trust, William 

Leominster Credit Union 

Lunder Foundation 

M. Jeanne Place Charitable Foundation 

MA Bar Association - IOLTA 

MA Charitable Mechanic Association 

Main Family Foundation, Edgar & 

Pauline 

Marianist Fund 

Marlborough Savings Bank 

Mathewson Foundation, Joseph B. & 

Christina A. 

Medway Co-operative Bank 

Mellon Bank 

Merkert 1996 Charitable Foundation, 

Eugene F. 

Metz Family Foundation, Inc., Ruth & 

Peter, The 

Middlesex Savings Bank 

Milford Federal Savings & Loan 

Millard Foundation, Inc., Suzanne T. & 

Frank W. 

Millbury Federal Credit Union 

Millbury National Bank 

Millbury Savings Bank 

Mlldred H. McEvoy Foundation 

Morgan Construction Co. 

National Grid USA Corporate Giving 

Program 

Nonprofit Funding Exchange 

North Brookfield Savings Bank 

Northeast Charitable Trust 

O'Connell Foundation, William R. & 

Linda P. 

Ohanian Family Foundation 

Old Mutual Asset Management 

Charitable Foundation, Inc. 

Patrick Carney Foundation 

Penates Foundation, The 

People's United Community Foundation 

(formerly Flagship) 

Perkins Charitable Foundation, The 

Phoenix Foundation, Inc. (Hartford, CT) 

Plourde Family Charitable Trust, The 

Price Chopper/Golub Foundation 

Quinlan Foundation, Walter S. 

Raskob Foundation for Catholic 

Activities 

Rath Family Foundation, The 

Reade Family Foundation, The 

Remillard Family Foundation, Inc. 

RESIST


Appendix 

Robertson Trust, The 

Rollstone Bank & Trust 

RTN Federal Credit Union 

Running Deer Foundation 

Ruth H. and Warren A. Ellsworth 

Foundation 

S. Casey & C. Casey Coyne Fund 

Sacco Charitable Foundation, John & 

Edith 

Saint-Gobain Foundation Corporation 

Savers Bank 

Savers Cooperative Bank 

Shethar Foundation, Inc. 

Shrewsbury Federal Credit Union 

Smith Foundation, Wendell M., The 

Somers Foundation, Pamela A. Riley, 

The 

Southanson Trust 

Southbridge Credit Union 

Southbridge Savings Bank 

Sovereign Bank Foundation 

Spenser Savings Bank 

St. Mary's Credit Union 

Steinberg-Lalli Charitable Foundation, 

The 

Strata Bank 

Sun Life Assurance Company of Canada 

(U.S.) Corporate Giving Program 

Svrluga Foundation 

Sweeney Family Foundation, Robert F. 

and Julia K. 

TD Bank Charitable Foundation 

The Baruch Fund 

The George F. and Sybil H. Fuller 

Foundation 

The Knossos Foundation 

The Margaret E. Sherman Trust 

The Moses Kimball Fund 

Thomas A. Rodgers, Jr. Family 

Foundation 

Thomas Anthony Pappas 

Thomas Anthony Pappas Charitable 

Foundation 

Troupe Foundation, George S. 

Tyler Charitable Foundation 

UniBank 

Unitarian Universalist Fund for a Just 

Society 

United Bank (formerly Commonwealth 

National) 

Vincent Mulford Foundation 

Webster First Federal 

Webster Five Cent Savings 

Weinberg 

WG Federal Credit Union 

Worcester Credit Union 

Workers' Credit Union 

Wyman Gordon Foundation 

Yawkey Foundation II

Worcester Community Action Council, Inc. Community Action Plan ...

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