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Massachusetts Communities Action Network (Organizing and Leadership Training Center Inc.)

 14 Cushing Avenue
 Dorchester, MA 02125
[P] (617) 982-8129
[F] --
http://www.mcan-pico.org/
[email protected]
Lew Finfer
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INCORPORATED: 1985
 Printable Profile (Summary / Full)
EIN 04-2863903

LAST UPDATED: 04/20/2017
Organization DBA Massachusetts Communities Action Network
MCAN
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

Mission StatementMORE »

Massachusetts Communities Action Network (MCAN) is a network of faith-based community organizations in MA working for economic and racial justice. We are inspired by our faith traditions’ deep and enduring call to justice. Our network was started as a community organizing training center called OLTC in 1985 and has evolved into a powerful movement of faith leaders throughout MA acting prophetically on collective campaigns. Within MCAN there are local organizations in Boston, Brockton, Lynn/North Shore, New Bedford & Fall River, Worcester and Springfield.  MCAN is an affiliate of the PICO National Network.

Mission Statement

Massachusetts Communities Action Network (MCAN) is a network of faith-based community organizations in MA working for economic and racial justice. We are inspired by our faith traditions’ deep and enduring call to justice. Our network was started as a community organizing training center called OLTC in 1985 and has evolved into a powerful movement of faith leaders throughout MA acting prophetically on collective campaigns. Within MCAN there are local organizations in Boston, Brockton, Lynn/North Shore, New Bedford & Fall River, Worcester and Springfield.  MCAN is an affiliate of the PICO National Network.

FinancialsMORE »

Fiscal Year May 01, 2016 to Apr 30, 2017
Projected Income $808,050.00
Projected Expense $805,500.00

ProgramsMORE »

  • Community Organizing
  • Youth Jobs Coalition

Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

For more details regarding the organization's financial information, select the financial tab and review available comments.


Overview

Mission Statement

Massachusetts Communities Action Network (MCAN) is a network of faith-based community organizations in MA working for economic and racial justice. We are inspired by our faith traditions’ deep and enduring call to justice. Our network was started as a community organizing training center called OLTC in 1985 and has evolved into a powerful movement of faith leaders throughout MA acting prophetically on collective campaigns. Within MCAN there are local organizations in Boston, Brockton, Lynn/North Shore, New Bedford & Fall River, Worcester and Springfield.  MCAN is an affiliate of the PICO National Network.

Background Statement

Massachusetts Communities Action Network (MCAN) is a network of faith-based community organizations in MA working for economic and racial justice. We are inspired by our faith traditions’ deep and enduring call to justice.



Our network started as a community organizing training center called OLTC in 1985 and evolved into a powerful movement of faith leaders throughout Massachusetts acting prophetically on collective campaigns. Within MCAN there are local organizations in Boston, Brockton, Lynn/North Shore, New Bedford & Fall River, Worcester and Springfield. MCAN is an affiliate of the PICO National Network.

We are a stable institution of power, leadership development and community, as well as a creative team experimenting with different strategies and structures. We are a voice of prophetic leadership, and a nexus of powerful coalitions that win big. We change laws and systems of oppression, and create policies and institutions that lift people up. We develop conscious and powerful leadership in ourselves and each other, particularly opening space for those who are most marginalized, and we expose and treat the root causes of injustice in our communities.


Impact Statement

Raised the Minimum Wage from $8 to $11 an hour- We and our allies collected 370,000 signatures to raise the minimum wage and provide sick time for all workers. MCAN gathered ¼ of all signatures, more than 3x any other organization.

Earned Sick Time for all Workers- We also won our campaign for sick time for all workers in Massachusetts. This will protect the jobs and health of over 1 million people.

Raise Up Massachusetts- MCAN built and co-chairs the RUM coalition that led the campaigns listed above. This has been an unprecedented collaboration between labor, faith, and community organizations.

Jobs Not Jails- MCAN also co-chairs the Jobs Not Jails coalition, which recently won a key part of our Justice Reinvestment Act. The piece we passed in 2016 ends the drivers' license suspension of anyone convicted of a drug offense, which prevented people from working and supporting their families.


Goals

Justice Reinvestment Act– Massachusetts’ incarceration rate has tripled since 1980, ranking us among the 8 most incarcerated societies in the world, with appalling racial disparities throughout the system. Our bill carefully scales back incarceration using evidence-based reforms, focusing resources on rehabilitation and prevention.

Immigration Reform– We will continue to support state and national legislation to protect the rights, safety and dignity of all immigrants. Meanwhile, we will challenge unjust targeting, detention and deportation by winning local Trust Acts and a statewide Safe Communities Act, as well as organizing sanctuary and solidarity clusters of congregations, and a statewide rapid response / accompaniment network.

Fight for $15– Even with our boost in the statewide minimum wage, many working people cannot support their families. We and RUM are leading the effort to set a minimum $15 wage for large retail chain stores and fast-food restaurants.

Fair Share– MCAN and RUM are leading Massachusetts through a constitutional convention to allow voters to decide whether to increase taxes on incomes over $1 million by 4%, in order to raise $1.8 billion per year for education and transportation.

Needs Statement

As our power and reach have deepened statewide, we face a greater need for talented staff to unify and support the organizers in the field.  Some functions that we aim to strengthen include: 

  • Communications
  • Training
  • Support for statewide financial planning and management
  • Statewide campaign management and support

CEO Statement

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Board Chair Statement

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Geographic Area Served

GREATER BOSTON REGION, MA
STATEWIDE

MCAN is deeply rooted in eleven major cities across Massachusetts, including three of the biggest cities in New England: Boston, Springfield and Worcester.  We also collaborate with faith communities and other allies across the Commonwealth to win lasting systemic change on the local, statewide, and national levels.

Organization Categories

  1. Civil Rights, Social Action, Advocacy - Alliances & Advocacy
  2. Community Improvement, Capacity Building -
  3. -

Independent research has been conducted on this organization's theory of change or on the effectiveness of this organization's program(s)

No

Programs

Community Organizing

MCAN organizes people at the grassroots level to achieve power for positive change. Reaching across racial, socio-economic and religious lines, MCAN trains its diverse members to improve their community by building relationships, identifying common concerns, finding solutions and taking action for social justice.

Annually, MCAN trains and supports over 500 low- and moderate income people from diverse racial backgrounds including Latino, Cape Verdean, Portuguese, Haitian, White and African American. Through our work in cities across Massachusetts, hundreds of low income individuals have been empowered to take concrete positive steps for themselves, their family, and their community.

MCAN’s approach includes:

-Low and moderate income congregations and institutions identify people who would like to develop their leadership skills and improve their community.

-Through bi-monthly trainings, people learn how to facilitate meetings, engage others around common concerns, negotiate their interests, improve their public speaking skills, and develop strategies for change.

-Volunteer leaders hold one-on-one conversations with their fellow congregants and community members to identify common concerns and hopes for their families.

-They put their new skills in action through leading research meetings with public and private officials and negotiating for solutions that better their lives.

MCAN’s training and community organizing program leads to hundreds of low income leaders developing a stronger skill set and more confidence. It also results in tangible changes in the community to help low and moderate income families have access to opportunity.

Budget  $500,000.00
Category  Civil Rights, Social Action & Advocacy, General/Other
Population Served Families Poor,Economically Disadvantaged,Indigent Minorities
Program Short-Term Success  In the short term it will be winning Earned Sick Time for 1 million workers on the MA ballot in November 2014.
Program Long-Term Success  Long term, we are seeking to take transformational steps forward for greater opportunity for families. These include local and statewide policy wins for economic and racial justice.
Program Success Monitored By  We monitor our success by the number of people trained, in leadership roles, and whether we win concrete systemic changes.
Examples of Program Success  Our strongest recent success is our leadership in winning a statewide increase in the minimum wage to $11/hr.

Youth Jobs Coalition

 

  • The Youth Jobs Coalition (YJC) is a coalition of over 50 youth  organizations across the State. The YJC exists to create a more equitable and high quality system of youth workforce development for low­ income teens, to increase the voice and of  teens of and to develop the civic skills of youth so they are  skilled to participate in civic life
  • The YJC was founded in 2009  as a reaction to massive state budget cuts for youth employment. 
  • In February of 2010 the YJC launched its first action-­over 700 teens and adult supporters marched to the State House.  
  • In 2011 over 1,100 teens came to our February rally and were addressed by Governor Patrick who  made youth employment a key issue. 
  • In 2013 we won $19 million in funding for the Youth Works line item and restored forward funding for youth employment. 
  • Our work has been featured in over a dozen different newspapers from across the state .  The YJC has developed dozens of leaders and has engaged thousands in political action. 

 

Budget  $145,000.00
Category  Youth Development, General/Other Youth Citizenship
Population Served Adolescents Only (13-19 years) Adolescents Only (13-19 years) Adolescents Only (13-19 years)
Program Short-Term Success 
  • Increased funding for youth jobs in the FY '16 budget
  • Number of teens engaged in action around youth employment
  • Number of youth, faith and community organizations engaged in our work
Program Long-Term Success 
  • Decreased levels of youth unemployment in the State of Massachusetts
  • Increased voice for teens of color in the political process
Program Success Monitored By 
  • Monitoring press for articles around youth employment and our advocacy work
  • Feedback from our members around youth engagement in our organizing work
  • Report backs from elected officials and other stakeholders on the efficacy of our organizing work
  • Money won in the state budget
Examples of Program Success 
  • Numerous articles in statewide wide and local press outlets on our organizing work and around the issue of youth employment
  • Getting support from dozens and state Reps and State Senators around our youth employment budget line items
  • Winning tens of millions of dollars in funding for the Youth Works line item in the state budget
  • Training thousands of teens across the state in community and organizing, advocacy and leadership skills
  • Engaging thousands of teens in action around youth jobs advocacy
 

CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Mr. Lewis Finfer
CEO Term Start Jan 1985
CEO Email [email protected]
CEO Experience
Lew Finfer has been a highly effective community organizer and leader in Boston for over 40 years.
 
Some of the accomplishments he played a significant leadership role in and is most proud of include:

-Won a minimum wage increase to $11 an hour, affecting 600,000 low wage workers

-Played a major role for passage of the $1 Billion Emergency Homeowner Loan Program for loans to unemployed homeowners to prevent foreclosure; and enactment of regulations by US Treasury, HUD/FHA, Fannie Mae, and Freddie Mac to allow 12 month forbearance to help unemployed homeowners prevent foreclosure.

-Organized the Youth Jobs Coalition and won tens of millions of dollars to fund youth jobs.

-Passage of the State Affordable Housing Trust to fund affordable housing with $20 million in 2001, which is now funded at $40 million.

-As Director of MAHA negotiated an agreement with MA Bankers Association for affordable mortgage program targeting moderate income people of color in Boston. Over 17,000 have bought homes under this program since then with 70% being people of color.

-Played a major role in winning provisions in the Interstate Banking Bill for entering banks to contribute below market interest funds to an affordable housing fund administered by MA Housing Partnership. Over $1.1 billion contributed that helped in development of over 21,000 affordable units.

- Passage of citywide rent control law in 1972 with the Dorchester Tenants Action Council.

Co-CEO Janine Carreiro
Co-CEO Term Start Nov 2016
Co-CEO Email [email protected]
Co-CEO Experience Janine Carreiro led the Brockton Interfaith Community (BIC), one of MCAN’s proud affiliates, as Lead Organizer from 2008-2014. During her tenure, BIC’s membership grew and diversified, and they became a powerful voice not only locally, but statewide and even nationally. BIC played important roles in campaigns leading to Massachusetts’ reform of CORI (Criminal Offender Record Information), a statewide foreclosure bill protecting tenants from unjust eviction and giving homeowners an extended period of time before foreclosure, and a $1 billion national policy making loans available to unemployed homeowners. Janine joined MCAN’s central staff as Deputy Director in March 2014, and became Co-Director in November 2016.

Former CEOs and Terms

Name Start End
-- -- --

Senior Staff

Name Title Experience/Biography
Angela Pape Development Director Angela has been organizing for 10 years at the local, state and national level. She has led successful individual donor efforts and recently transitioned into this role as a way to build capacity for MCAN and our affiliates.

Awards

Award Awarding Organization Year
-- -- --

Affiliations

Affiliation Year
Affiliate/Chapter of National Organization (i.e. Girl Scouts of the USA, American Red Cross, etc.) - Affiliate/chapter 2010
Member of state association of nonprofits? No
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

MCAN collaborates with many other community organizations, business groups, unions, and faith groups.
 
We helped organize, and currently co-chair the Raise Up Massachusetts coalition of labor, faith, and community organizations, and also co-chair the Jobs Not Jails coalition.
 
Locally, we led the creation of the Worcester Community Labor Coalition and the Boston-based Youth Jobs Coalition, both of which have been highly effective at protecting and expanding funding and access to job training for underserved populations. 
 
 

CEO/Executive Director/Board Comments

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Foundation Comments

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Staff Information

Number of Full Time Staff 8
Number of Part Time Staff 1
Number of Volunteers 345
Number of Contract Staff 3
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 4
Asian American/Pacific Islander: 0
Caucasian: 4
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): n/a
Gender Female: 5
Male: 4
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? No
Years Strategic Plan Considers --
Management Succession Plan No
Business Continuity of Operations Plan No
Organization Policies And Procedures No
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy No
State Charitable Solicitations Permit No
State Registration --

Risk Management Provisions

--

Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency Yes Annually
Non Management Formal Evaluation and Frequency Yes Annually

Governance


Board Chair Mr. Jack Livramento
Board Chair Company Affiliation NA
Board Chair Term Sept 2014 - Sept 2017
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Ashley Delva community volunteer Voting
Rev. Jose Encarnacion community volunteer Voting
Angele Errie community volunteer Voting
Rev. Jane Gould community volunteer Voting
Stanley Jean Noel community volunteer Voting
Margaret LaFleur United Interfaith Action Voting
Jack Livramento community volunteer Voting
Paul Lumpkin community volunteer Voting
Pierre Osais community volunteer Voting
Iolanda Silva de Miranda community volunteer Voting
Jane Virgilio community volunteer Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 7
Asian American/Pacific Islander: 0
Caucasian: 3
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 6
Male: 5
Not Specified 0

Board Information

Board Term Lengths 1
Board Term Limits --
Board Meeting Attendance % 75%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 75%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation No

Standing Committees

    --

CEO/Executive Director/Board Comments

--

Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2016 2015 2014
Total Revenue $1,013,696 $965,279 $709,107
Total Expenses $1,028,871 $588,029 $584,431

Prior Three Years Revenue Sources

Fiscal Year 2016 2015 2014
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- $0 $0
Individual Contributions $1,002,653 $961,697 $708,993
Indirect Public Support -- $0 $0
Earned Revenue $10,979 $3,477 $0
Investment Income, Net of Losses $64 $105 $114
Membership Dues -- $0 $0
Special Events -- $0 $0
Revenue In-Kind -- -- --
Other -- $0 $0

Prior Three Years Expense Allocations

Fiscal Year 2016 2015 2014
Program Expense $801,876 $435,148 $514,271
Administration Expense $120,302 $94,635 $51,777
Fundraising Expense $106,693 $58,246 $18,383
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.99 1.64 1.21
Program Expense/Total Expenses 78% 74% 88%
Fundraising Expense/Contributed Revenue 11% 6% 3%

Prior Three Years Assets and Liabilities

Fiscal Year 2016 2015 2014
Total Assets $955,757 $969,778 $589,528
Current Assets $939,788 $966,055 $585,134
Long-Term Liabilities $0 $0 $0
Current Liabilities $27,263 $26,109 $23,109
Total Net Assets $928,494 $943,669 $566,419

Prior Three Years Top Three Funding Sources

Fiscal Year 2016 2015 2014
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy --
Percentage(If selected) --
Credit Line No
Reserve Fund Yes
How many months does reserve cover? --

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? --

Short Term Solvency

Fiscal Year 2016 2015 2014
Current Ratio: Current Assets/Current Liabilities 34.47 37.00 25.32

Long Term Solvency

Fiscal Year 2016 2015 2014
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

--

Foundation Comments

Financial summary data in charts and graphs are per the organization's IRS Form 990s. Contributions from foundations and corporations are listed under individuals when the breakout was not available.

Documents


Other Documents

No Other Documents currently available.

Impact

The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.


1. What is your organization aiming to accomplish?

MCAN is organizing to win large systemic changes for greater economic and racial justice and opportunity. With improvements in wages and working conditions, as well as progressive taxation to fund public education and transportation, and reforming our criminal justice system, we are creating systemic changes that will benefit millions of people for generations to come. We are hopeful that Massachusetts can raise the bar nationally for economic justice and be an instigator for changes across our country. For example, our victory for earned sick time has already sparked similar campaigns in Michigan, Florida and across the country. We believe MA can play an important role nationally through creating progressive policies and innovative solutions to justice that can be replicated across the country.

We are clear that inequality in MA plays out based on race and geography. If you are non-white you are much more likely to go to failing public schools, be unable to afford higher education and be stuck in the low wage economy. The MA we are hoping to build in the future would address these issues head on. Thus we are organizing in communities of color and are taking on major campaigns to address mass incarceration, for immigrant rights, and for workforce development.

We are seeking to go as “up stream” as we can to address the deep injustices and inequalities in our state. Another upstream campaign is for increased statewide revenue. MA has had more tax cuts in the last 3 decades than 48 other states. The tax cuts have predominately been for large companies and wealthy people. The resulting cuts to local aid and social service programs have been devastating, especially for our once-premier public school system. We believe that Raise Up Massachusetts, our coalition that led the successful minimum wage and earned sick time campaigns, has the power and clout to win the creation of a new, progressive revenue stream of $1.8 billion annually for education and transportation, with a ballot question in 2018.


2. What are your strategies for making this happen?

While MCAN is rooted in the tried-and-true tradition of faith-based, relational organizing pioneered by Saul Alinsky, our creative leaders train and experiment with different structures, strategies and tactics as different circumstances demand. For example, in addition to building direct pressure on political leaders to enact policy changes locally, statewide and nationally, we are also carrying out movement-building and non-violent direct action to stimulate and move the popular debate around immigration reform. Such actions also help alleviate the fear and stress that are perhaps the most insidious outcomes of oppression.

We organize ordinary citizens to meet with elected officials, and carry out large-scale demonstrations and “accountability sessions.” We conduct community training and dialogue around racism and other underlying forms of oppression, and we engage directly with police officials and other stakeholders around these same issues. For example, the volunteer leaders of our affiliate in Lynn (Essex County Community Organization – ECCO) are conducting workshops on implicit bias for all their city’s police officers. Meanwhile, we build, staff, and support local and statewide coalitions of faith, labor and community such as Raise Up, and Jobs Not Jails, as well as the Worcester Community Labor Coalition and the Youth Jobs Coalition, because we know that none of us can win alone. Our volunteer leaders organize to influence state legislation and the budget, and when this approach fails, we take our issues to the voters directly through ballot initiatives. Our most important day-to-day work, however, is the training, mentorship, and development of local community leaders, and particularly those who have been most failed by our society’s current policies, culture and systems.


3. What are your organization’s capabilities for doing this?

Internal Capacity:

1) Talented Staff:

MCAN has built a highly effective staff team throughout the state, with a collective total of over 230 years’ experience in organizing, fundraising, training, communications, and strategic planning.

For example, our Executive Director Lew Finfer has been organizing in MA for over 40 years and has an impressive track record of wins. He has a wide network of relationships with elected officials, non elected officials in government, business leaders, funders, editors and reporters in media. Lew has learned how to effectively organize campaigns at the local, regional, state, and federal level, and he has mentored a staff who themselves have many years’ experience building the power of low-income communities. This includes understanding the budget and legislative process and both the formal and informal ways that decisions are made and could be influenced by community organizing.

2) Geographic Positioning:

In MA, many policy and funding decisions are made on the statewide level. Thus, to increase opportunities for families in Boston, you often need power and relationships from across the state – and vice versa. We have active affiliates in Springfield, Boston, Worcester, New Bedford, Fall River, Brockton and the North shore.

External Strengths:

1) Raise Up MA:

We were a key builder and co-chair of Raise Up MA which is over 100 community organizations, faith groups and unions. Raise Up led the incredibly successful effort to gather 370,000 signatures towards winning a minimum wage increase and earned sick time for all workers. The work was done by all 3 sectors as 1/3 of the signatures were collected by community groups, 1/3 by faith groups and 1/3 by unions. In a state with a long history of division in the social justice sector, this is a promising effort.

2) Jobs Not Jails:

For several years, MCAN has been part of the leadership team of the Jobs Not Jails movement coalition, which includes a steering committee of 14 labor and community power organizations, and over 130 member institutions, as well as an active individual membership of over 7,000 people. We currently staff the legislative committee, which is working to pass our omnibus legislation, the Justice Reinvestment Act.

3) Relationship with the Catholic Church:

We have strong relationships with key leaders in the Catholic Church in Massachusetts. We engaged them to publically support both the minimum wage campaign and earned sick time, and Catholic Priests encouraged the members of their parishes to vote in support of earned sick time. This is an important venue to build public support since there are hundreds of thousands of people in Catholic Churches across the state.

National Relationships:

We have access to national policy groups through our membership in the PICO National Network, as well as through our decades of working together on national campaigns for children’s health, against unjust foreclosure, and immigration reform.



4. How will your organization know if you are making progress?

MCAN measures our success by whether we reach our outcomes. Regarding policy wins, we can measure whether we have passed legislation or built support towards this. Staff and key leadership teams check in regularly (daily or weekly in intense periods) on progress to goals, to highlight what is working well, and troubleshoot challenges. We turn these evaluations into action steps.

During our signature gathering and voter engagement work, we use data tracking tools to monitor our daily progress. This allows us to evaluate what approaches are most effective.

We also measure the number of volunteer leaders trained and engaged in our efforts. This is important for leadership development of volunteers and maintaining a strong grassroots base.

 


5. What have and haven’t you accomplished so far?

· Toward opportunity for all: given that twenty years of tax cuts have eviscerated our Commonwealth’s ability to prepare every student for the information economy, we have a long way to go toward equality of opportunity. However, we are making inroads with our Fair Share Amendment, which would add $1.8 billion of revenue for transportation and education each year, only raising a 4% tax on income over $1 million a year.

· While Boston is the nation’s large city with the highest rate of income inequality, with the poorest 20% of families seeing incomes dropping while the wealthiest see accelerating growth, we are making inroads here as well. Our increase of the state’s minimum wage to $11/hour was a first step, and now we are working on a $15 minimum for workers at big box retailers and fast food chains.

· Meanwhile, we have only begun the long march back from mass incarceration, but grassroots campaigns for CORI reform and other criminal justice reforms have built popular and political will for much deeper change. The Jobs Not Jails coalition which MCAN co-chairs won a small victory in 2016 by repealing an automatic driver’s license suspension for offenses not related to driving. We are now building momentum behind a thorough package of reforms that would recalibrate our system away from the ineffectual warehousing of people and toward evidence-based solutions that prevent crime and recidivism: the Justice Reinvestment Act.

· We are disappointed to report no movement toward a Safe Driving bill to allow undocumented people to be licensed to drive in Massachusetts. While we are still working toward this solution, our local affiliates are pursuing a strategy of passing local Trust Act ordinances in our cities, which would prevent police from targeting and detaining people who are undocumented who have committed no crime. In addition to protecting people in our home cities, this strategy also helps build momentum toward statewide and national immigration reform.