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Lawrence Community Works, Inc.

 168 Newbury Street
 Lawrence, MA 01841
[P] (978) 685-3115
[F] (978) 688-8543
Lauryn Klingler
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 Printable Profile (Summary / Full)
EIN 04-2982308

LAST UPDATED: 12/18/2018
Organization DBA --
Former Names Lawrence Planning & Neighborhood Development Corporation (1999)
Heritage Common Community Development Corporation (1986)
Organization received a competitive grant from the Boston Foundation in the past five years No


Mission StatementMORE »

Lawrence CommunityWorks (LCW) is a community development corporation that weaves together community planning, organizing, and asset-building efforts with high-quality affordable housing and commercial development to create vibrant neighborhoods and empowered residents. By facilitating conversations and action on community priorities, LCW engages partners and a network of youth and adult residents in opportunities to move themselves and the city of Lawrence forward.

Mission Statement

Lawrence CommunityWorks (LCW) is a community development corporation that weaves together community planning, organizing, and asset-building efforts with high-quality affordable housing and commercial development to create vibrant neighborhoods and empowered residents. By facilitating conversations and action on community priorities, LCW engages partners and a network of youth and adult residents in opportunities to move themselves and the city of Lawrence forward.

FinancialsMORE »

Fiscal Year Jan 01, 2014 to Dec 31, 2014
Projected Income $2,700,000.00
Projected Expense $2,693,000.00

ProgramsMORE »

  • Asset Building
  • Community Organizing
  • Real Estate Development
  • Social and Economic Empowerment
  • Youth Development (Movement City)

Revenue vs. Expense ($000s)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

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


Mission Statement

Lawrence CommunityWorks (LCW) is a community development corporation that weaves together community planning, organizing, and asset-building efforts with high-quality affordable housing and commercial development to create vibrant neighborhoods and empowered residents. By facilitating conversations and action on community priorities, LCW engages partners and a network of youth and adult residents in opportunities to move themselves and the city of Lawrence forward.

Background Statement

LCW was founded in 1986 as the Heritage Common Community Development Corporation and in its early days focused on affordable housing development. Since then, LCW has grown exponentially, evolving into a full-service CDC and now has a staff of 29 full-time employees, an annual budget of $2.7 million, and a membership of over 5,000 residents and other stakeholders. To date, we have attracted over $80 million in local, regional, and national public and private investment and sparked collaborative, community-wide revitalization efforts.

LCW is best known for its unique “network-centric” approach to community revitalization in which we combine traditional social and community development services (such as adult basic education classes, homeownership counseling, affordable housing development, and youth after-school programming) with peer support, leadership development, to create strong social bonds and networks among community residents. This “network-centric” approach creates programs and services that overcome the limitations of both traditional social services, which focus on individual needs rather than community impact, and traditional community organizing, in which resident engagement and social cohesion tends to dissolve once the "problem" is fixed. Our approach focuses on long-term change through the creation of enhanced social cohesion and civic engagement among residents—factors critical to community revitalization.

We break down our work into five areas:
· Social and Economic Empowerment –programs that combine elements of community organizing and asset building to change the economic environment of the city through increasing residents’ demand for good financial products and services;
· Asset Building– programs to help low- and moderate-income community residents build financial and education assets, gain financial stability, and achieve economic advancement;

· Youth Development– programs to help youth develop the skills, values, and behaviors needed to be successful in school and in life;

· Community Organizing -programs to help community residents find their voice and personal power and to develop neighborhood leaders who have the capacity to identify issues, strategize solutions, and work together for the betterment of the city.

· Real Estate Development –programs to revitalize the physical landscape of Lawrence, including the development of affordable housing (both rental and ownership), green space, and expanded community facilities.

Impact Statement

Past Year Accomplishments
1. Completed and leased up Phase I of the Union Crossing mixed use affordable housing mill redevelopment project, which added 60 new units of affordable housing and 39,000 square feet of commercial space to the city of Lawrence. The project brought $23 million in investment to the city, 225 construction jobs, and boosted tax revenue by over $100,000 annually.

2. Won the National Community Development Associations’ Audrey Nelson Community Development Achievement award for our Union Crossing Development.

3. Opened the Lawrence Financial Stability Center (in partnership with the United Way of the Merrimack Valley and Mass. Bay), which will provide low- and moderate residents of Lawrence with the good financial education, support, and products that are so often out of their reach.
4. Restructured the stipend portion of our youth leadership development program as a four-year individual development account matched savings program (IDA) and secured federal funding that will allow us to match funds saved by the youth 2:1 (resulting in them having $8,000 in savings by the end of the four years). In addition, secured new financial investment in our adult Individual Development Account program, allowing us to serve an additional fifty (50) low- and moderate-income people over the next few years.
2013 Goals
1. Strengthen the LCW Member Network by deepening connections among members, increasing the depth of member activity within the Network, and increasing the level of leadership among members of all ages.

2. Increase educational attainment and financial resilience for the people of Lawrence.

3. Create a vibrant mixed use community in the heart of the North Common neighborhood linked to the Mill District revitalization.

4. Position and prepare ourselves, our partners, and our members to effectively advocate for a comprehensive, city-wide economic development strategy.

Needs Statement

1. General Operating Support—we (like all non-profits) continually have a need for flexible funding, especially around internal administrative and capacity building costs. We stand poised on the brink of exponential growth, but are limited by a need for new funding partners - $200,000

2. Community Organizer—LCW was tapped by the MA Association of Charter Schools as a partner in a new initiative to engage parents in the process of rebuilding the Lawrence public school system. A successful pilot project focused on the Lawrence charter schools and now there is a strong desire to expand the program to the public schools. However, this would require us finding the funding to hire another community organizer - $40,000

3. Tax credit investors –in order to effectively utilize the recently passed Community Development Partnership Act, which provides a 50% credit to individual and corporate donors who make a minimum $1,000 donation to a CDC holding competitively awarded tax credits, we need to create a formal business plan and identify and cultivate potential individual and corporate donors, an area with which we do not have a lot of experience - $300,000

4. New Heating System – the heating system in our administrative offices and housing for our 6 residents assisting with programming is antiquated and needs to be replaced - $50,000

5. Commercial Real Estate Development - with our rehabilitation of Union Crossing and the Duck Mill, in addition to the development of affordable housing, we are developing commercial space. Hiring a staff person with this expertise would help us move forward - $50,000

CEO Statement

LCW serves the entire city of Lawrence, a place that embodies many of both the toughest challenges and greatest strengths of urban centers nationwide. A former textile-manufacturing powerhouse, Lawrence over the past 50 years has undergone enormous demographic and economic shifts. It is now the most heavily Latino city in New England, home to a large population of first, second, and third generation immigrants. 74% of the population is Latino, 42% of residents are foreign-born—of which 56% are not U.S. citizens—and 30% of the population does not speak English “very well” (2010 Census).


Since its inception, Lawrence has often been the engine that fuels the regional economy but rarely reaps the benefits. In the past, Lawrence’s mills, fed by cheap immigrant labor, furnished the profits that built wealth in Boston and neighboring towns, while mill workers crammed into tenement houses and endured low wages and nasty working conditions in the city itself. Today many of Lawrence’s immigrant and minority workers serve the low-wage, low-skill, downgraded and seasonal manufacturing and service jobs that are the underbelly of the regional economy. The city’s unemployment rate (hovering around 14% in December 2012) is typically two to three times the state average and reflects the vulnerability of this market segment.


Finally, Lawrence is also a city with great strengths, especially in its young and striving population, blessed with an entrepreneurial spirit and a strong ethic of community involvement and mutual support. It is a city where residents are slowly but surely making the changes they wish to see in their community.

Board Chair Statement

My Name is Peter Cole and I currently serve as president of the Board of Directors. I began volunteering with Lawrence CommunityWorks (LCW) in 1997, when I joined their Board of Directors. At that time, I had been employed by the largest private employer in Lawrence for 28 years, and although Lawrence was not my city of residence, it was my community. Over the years, I watched and participated as LCW began revitalizing first the neighborhood where my employer was located and then spreading that revitalization effort to other neighborhoods. Not only did LCW build high quality, affordable housing units and beautiful green space, they began to rebuild the pride of the residents in that neighborhood. From the beginning, LCW wanted to do more than revitalize a neighborhood—they wanted to provide the energy and resources necessary for the residents to enhance their lives through improved financial literacy, connection with their neighbors, and feeling a sense of pride and achievement.


Over the 16 years that I have volunteered with LCW, the organization has faced and overcome many challenges and celebrated many successes. I think the most difficult challenge that LCW has faced and continues to face—a result of the economic downturn—is the decreased availability of grants and donations that support the outstanding work LCW has done. However, the challenges posed by the decreased availability of funding did not stop LCW from attaining one of, if not its greatest, successes, Union Crossing, (UC). LCW forged new and stronger partnerships and overcame many hurdles to create the first major mixed-use historic mill renovation in the city. The 1stphase of UC is so successful that it was recently awarded the prestigious 2013 Audrey Nelson Community Development Achievement Award by the National Community Development Association. UC has provided 60 families new, high quality, beautiful residences in a eco-friendly building sited on the edge of the Merrimack River. By completing the 1stphase of the project, LCW created a new neighborhood in the city, one where the residents are connected to each other and are involved members of LCW.


Another success, just recently, for LCW, has been the opening of the Financial Stability Center, (FSC) at Union Crossing. The FSC provides a one stop center for families or individuals to obtain the help they need to decrease debt, improve credit, increase income and achieve economic stability. LCW has been providing these services for many years, dispersed over many different sites and now all housed under one roof.


The Board is currently involved with the development of a Strategic Plan where financial stability is a key goal for the organization. As stated in the plan, our goal is to: “Ensure that LCW as an organization is financially sustainable through a combination of revenue enhancements and expense management that generate annual surpluses.”I am very proud to be part of this tremendous organization and to watch as it has transformed what was one of the poorest, most economically depressed cities in the United States into a city where the residents have overcome many challenges and are rebuilding the city, block by block, neighborhood by neighborhood and they proudly proclaim, “YES WE CAN.”

Geographic Area Served


LCW’s primary focus is Lawrence, MA, especially for our physical development work. However, our program participants come from throughout the Merrimack Valley region, and as a HUD-approved housing counseling agency and a MA Division of Banks regional foreclosure center, we provide housing counseling services to people from all over MA and NH. 

Organization Categories

  1. Community Improvement, Capacity Building - Community & Neighbourhood Development
  2. Human Services - Human Services
  3. -

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



Asset Building

Through our asset building work, LCW offers an array of programs and services aimed at helping low- and moderate-income residents build a path to economic stability and advancement. Our programs include adult basic education, homebuyer education, basic financial literacy workshops, financial counseling, and matched savings programs (Individual Development Accounts/IDAs).


In 2013 we opened the Lawrence Financial Stability Center, a “one-stop shop” for our financial literacy and asset building programs that allows us to bundle together our programs in order to provide more comprehensive and longer-term services to participants who are struggling financially. The new site allows us to expand our offerings into workforce development (jobs/career counseling), health and wellness (medical costs are a leading financial drain on families), and post-secondary education for adults (college counseling for adults thinking of returning to school).

Budget  $919,024.00
Category  Human Services, General/Other Financial Counseling
Population Served Poor,Economically Disadvantaged,Indigent Other Economic Level
Program Short-Term Success 

Program participants are “tiered” based on their individual financial situation and length of time to achieve the goals of their current tier and move through the other tiers will vary by individual. However, in general, our aims are:

  • At the end of classes, participants will have increased their knowledge and skills (esp. ABE classes, participants will increase computer skills, increase English-language proficiency, and/or make progress towards attainment of their GED)
  • Within 3 months of starting services, 95% of clients are living within a budget
  • Within 1 year of start of services, 80% of participants have reduced financially related stress
  • Within 1 year of start of services, 80% of participants have started an emergency fund/savings account (equal to 3 months of expenses)
  • Within 1 year of start of services, 80% of program participants have gained insurance against unexpected financial risks (Health, Life, Disability, Property)
Program Long-Term Success 

Overall Outcome (vision):

Lawrence residents of all ages will have the tools and opportunities they need to reach financial stability, accumulate assets, and achieve economic advancement. The majority of residents are living within their means, with a savings reserve and good financial budgeting and savings habits (rather than living paycheck to paycheck) and have obtained a livable income that reaches self-sufficiency standard.


Within Program Purview:

70% of program participants will:
· Stop living month-to-month/paycheck to paycheck
· Achieve a credit score of 650 or above
· Reduce debt to less than 40% of gross monthly income
· Achieve positive net worth (assets exceed liabilities)
· Increase the # of assets (tangible or intangible) such as buying a home, gaining an educational credential, or starting a retirement account
Program Success Monitored By 
Program success is monitored through a number of indicators, which includes a combination of hard documentation and self-reports, including:
· Monitoring by financial coaches of budgeting and savings habits (through self-reports and documentation such as checking/savings account statements), credit scores (through credit reports), income (pay stubs), and net worth
· Asset purchases and asset retention
· Changes in mortgage ready status (# of participants who move from ready to purchase a home in 90 days, 3-6 months, and 6 months+)
· Self-reports of attainment of educational assets (GED or post-secondary diploma/degree)
· ABE indicators include BEST test for English-language skills, completion of GED tests and the score achieved on those tests (as reported by the GED testing center), and attainment of GED credential (as reported by the GED testing center)
Examples of Program Success 

Our IDA program continues to post success rates well above national averages: 90% graduation rates, 75% successful asset purchase rates, and a 97% rate of asset retention. Our Homeownership Education division has worked with over 500 Lawrence families who have invested more than $90 million in Lawrence through local new home purchases, educational credentials, and small business investments. Less than 1% of LCW educated homeowners have experienced foreclosure, and 65% of our foreclosure mitigation clients avoid foreclosure.


One typical success story involves a woman who came to us in foreclosure. Unfortunately, we were not able to help her keep her home, and she was forced to sell it in a short sale. She enrolled in our Second Chance IDA to help her rebuild her credit and, after three years, was able to purchase a new home—this time, using a reputable lender and making sure her finances were in good order. The smile on her face the day she closed on her loan tells the entire story!

Community Organizing


Our community organizing work is focused on building a network of community residents who are dedicated to working together to revitalize the city of Lawrence. Through our community organizing work, we provide opportunities for community residents to build leadership skills, find their voice and personal power, and to engage in collective action for change. Through this work, we are also seeing the city with resident leaders who are able to transform the landscape of Lawrence by encouraging civic participation among residents and by increasing the responsiveness of public and private institutions by either transforming them from within or demanding change through collective action. This work includes our nationally acclaimed NeighborCircles program to help residents meet their neighbors and Poder leadership development training. Through programs like these, we are working to combat the social isolation and civic disengagement that have become endemic in modern life.

Budget  $343,495.00
Category  Civil Rights, Social Action & Advocacy, General/Other Civil Rights, Social Action & Advocacy, General/Other
Population Served General/Unspecified
Program Short-Term Success 

95% of Poder leadership development participants will increase self-efficacy and confidence


80% of LCW members will report meeting new people during the year through participation in LCW events


50% increase in the number of residents attending community safety meetings w/local police department


50% increase in the number of residents involved in an advisory or leadership capacity within organizations within the city (as committee members, board members, volunteers, etc.)

Program Long-Term Success 

Overall Vision:

Community Organizing Programs at LCW will develop an expanded network of neighborhood leaders who have the capacity to identify issues, strategize solutions, and work together to promote new civic culture by building action and trust-based relationships among community residents. These relationships create new forms of civic engagement and they produce discussions about quality of life issues and ways to work collectively to improve the quality of life for residents. The civic engagement created as a result of these relationships will create a more functional city government and residents that are more involved in the local decision making process.

Within Program’s Purview

Increased resident satisfaction (within the city of Lawrence), including those who agree with the statement “Lawrence is a good place to live”

Increased voter turnout for elections

Increased diversity of participation in city government

Increased resident civic engagement
Program Success Monitored By 

For civic and social engagement, we use social network mapping software (Touchgraph Navigator) to monitor the health and connectivity of our member/resident network and an annual member survey to measure feelings of resilience and efficacy.


For programs, we use evaluation forms administered at the beginning and end of the program to assess changes in knowledge, skills, and behaviors as well as changes in confidence, efficacy, resident satisfaction, and civic engagement.


For collective action campaigns, we measure the number of community residents involved in designing, planning, leading, and participating in the initiative.


For leadership development, we track (through self-reports, public information, and conversations with other organizations) the number of leadership development graduates who have become involved in other organizations within the city (as a volunteer, committee members, or board member).

Examples of Program Success 

To date, our Poder Leadership Development program has helped more than 100 people gain leadership skills, with many of the graduates then going on to take on leadership roles within the community. Our member network consists of over 5,000 people and we routinely have a cadre of 200 volunteers working with us to improve the city. Over 1,000 people have participated in 56 different NeighborCircles to date, addressing issues from vacant property disposition to garbage collection. Currently, we are using a modified version of our innovative NeighborCircles program to increase parent engagement in the education system as part of a pilot project related to the takeover (receivership) of the Lawrence Public School system. Other examples include a campaign to get National Grid to replace burned out street lights and a campaign to increase the equity of the city budgeting process by getting the city to create a bi-lingual “People’s Guide to the City Budget.”

Real Estate Development

Our real estate development work is responsible for all of aspects of LCW’s physical revitalization efforts, including the development of affordable housing, green space, and community facilities. With the majority of the housing stock in the city of Lawrence having been constructed prior to 1960 and only 4% of the city’s 26,024 housing units having been constructed in the last decade, housing is a significant concern in our city. Our real estate development work has produced over 160 units of affordable homeownership and rental housing for low-to moderate-income families, often on formerly vacant properties. Additionally, the real estate development projects have included the creation of over three acres of green spaces and parks on formerly blighted land, turned a building vacant for twenty years into a 14,000 square foot community center, and converted a large scale industrial mill into 60 units of affordable housing and 39,000 square feet of commercial space.

Budget  $220,000.00
Category  Housing, General/Other Affordable Housing
Population Served Poor,Economically Disadvantaged,Indigent General/Unspecified
Program Short-Term Success 

Add 18 new affordable housing units within next two years through 108 Newbury Street Project

Complete Phase II of Union Crossing mixed use housing development (70+ units of affordable housing) by 2015

Complete lease up and build out of the commerical space within Union Crossing Phase I and Phase II
Program Long-Term Success 

Overall Vision

Lawrence will be populated by a mixture of housing—both rental and homeownership—affordable to people at a variety of income levels. There will be plenty of safe, decent, attractive housing for low- and moderate-income families and few abandoned/vacant properties. The empty mill buildings lining the river will be renovated and put back into constructive use and the empty storefronts along the main streets of the downtown will be filled with shops offering a variety of desirable and needed goods and services. There will be safe, attractive community facilities, including parks, walking/jogging/biking trails, and community centers.


Within Program’s Purview

20% increase in the amount of affordable housing available

50% decrease in the number of abandoned, vacant, and tax title properties within the city

25% increase in the amount of green space within the city

Completion of the greenway walking trail along the river

Program Success Monitored By 

We measure the success of our real estate development work through the following indicators:

·   # of units returned to productive use

·   Increase in tax revenue generated by renovation and return to productive use of our properties

·  Increase in # of families living in safe, decent, affordable housing

·   Anecdotal, qualitative data from residents on quality of life improvements resulting from our real estate work (for families living in our housing, this generally manifests as increased health and safety; for neighborhood residents, this generally manifests as a reduction in loitering, squatting, drug dealing, and other crime issues, as well as an increase in resident satisfaction, especially with the aesthetics of the neighborhood)

·  Amount of new investment in the community/city generated by our property redevelopment

Examples of Program Success 

The completion of Phase One of Union Crossing, the Southwick Mill renovation, captures a recent and large-scale achievement of our Real Estate Department. After four years of fundraising and securing an investor in the face of the tax credit market collapse, LCW was able to complete all site work and construction of the residential phase on time and under budget in late fall 2011. Families began moving in immediately, and the building was fully tenanted by the end of February 2012. LCW received over 500 applications for the 60 apartments in the building, indicating a wealth of demand for the high quality, neighborhood- enhancing affordable housing we build. The project brought over $23 million of investment to the city, including nearly 225 construction jobs, while boosting the City’s tax revenue by over $100,000 annually.

Social and Economic Empowerment

Through our social and economic empowerment programs, we work to increase residents’ efficacy and resilience by connecting them to other residents, helping them to build strong social networks, and helping them to spread what they learn in our programs to the greater community. Through initiatives like combing our NeighborCircles and First-Time Homebuyer program to help new homeowners meet their neighbors, combing our matched savings program with our Poder leadership development program to provide residents with the skills to advocate for better products and services from financial institutions within the community, and combining micro-lending with peer support to form Lending Circles, a new peer-to-peer micro-lending program for unbanked consumers to help them start building savings and investment habits as a first step to financial stability. Through these programs and more we are empowering residents to build a better life for themselves, their families, and their communities.

Budget  $0.00
Category  Community Development, General/Other Community Development, General/Other
Population Served General/Unspecified
Program Short-Term Success 

Most of our short-term outcomes are embedded within the asset building and community organizing sections as our social and economic empowerment programming seeks to improve the performance of these programs. Additional short-term outcomes, specific to this work, include:


90% of program participants increase their efficacy and resilience


75% of program participants meet with program classmates outside of class (increase social cohesion)


50% of program participants actively disseminate information learned in class/program to their social networks/peers (those outside of the program)

Program Long-Term Success 

Overall Vision

Lawrence CommunityWorks seeds learning within the community through program and services, which is them disseminated beyond its doors through an active network of peer/resident leaders and program participants. Individual learning/outcomes become community impact. Individual learning becomes impetus for community change. Program participants band together to create a “demand environment” through which public and private institutions become more responsive to residents’ needs.


Within Organization’s Purview

Retention/longevity of outcome effect of community organizing and asset building programs (i.e. asset retention rate of first-time homebuyer and IDA program participants)


Increase in “demand environment” within the city – that is, # of residents actively demanding improvements in public and private institutions (in general, not as part of a specific collective action/issue campaign)

Program Success Monitored By 

We administer pre- and post-program evaluations to participants, which allow us to measure (self-reported) increases in efficacy, resilience, and social networks/peer support. In addition, through an annual resident survey, we are able to track the dissemination of information and residents’ feeling of efficacy and satisfaction (with the city/community).

Examples of Program Success 

LCW’s programs post success rates much higher than similar programs across the country (in particular, our IDA program has success rates and asset purchase and retention rates much higher than the national average), a fact we contribute directly to our “network-centric” approach and the layering of social and economic empowerment elements to everything that we do. The added dimensions of peer support and surfacing personal power combine to ensure our participants don’t just walk away with a single tool, but rather an entire toolbox of skills they need to affect change in their lives and in their community. Examples of success include a woman who took our Poder class and then went on to found a tenant association in the public housing development where she lives and a Network Weaver program participant who used connections and skills she gained to raise $6,500 to help victims of Tropical Storm IDA in El Salvador.

Youth Development (Movement City)

Our youth program, Movement City (MC), works to increase the academic and life success of Lawrence youth by providing a holistic program that combines academic support (including intensive college-preparation), arts-based enrichment activities, leadership development training, and mentoring in order to help youth develop the tools they need to be successful in life and to increase their preparedness for post-secondary education. Our program serves 120 youths ages 10 to 18 annually and uses the Development Assets positive youth development model, providing 35 of the 40 Assets, with an intensive focus on the 21 Assets most commonly identified by research as being critical to youths’ success, including increasing youths’ self-esteem, confidence, efficacy, positive peer network, interaction with caring adults, achievement motivation, and attachment to school. Our program operates M-F from 3:30 pm to 8:00 pm during the school year; we also offer a summer program for 60 youth ages 10-13.

Budget  $448,504.00
Category  Youth Development, General/Other Youth Development, General/Other
Population Served Children and Youth (0 - 19 years) General/Unspecified
Program Short-Term Success 

By the end of the program/school year:

1. 95% of Movement City participants who are seniors are accepted to post-secondary education, with over half attending four-year institutions

2. 95% of program participants advance to the next grade level

3. 85% of participants increase self-esteem, confidence, and efficacy

4. 95% of program participants increase the number of Developmental Assets that they have

Program Long-Term Success 

Overall Outcome (vision)

Lawrence is populated by a network of young (early and mid-twenties) professionals—Lawrence residents who are attending or have graduated from college and who are pursuing careers in various fields. The high school graduation rate has improved, the number of Lawrence youth seeking post-secondary education has increased, and the rate of Bachelor’s degree attainment among Lawrence residents has increased.


Within Program’s Purview
· By graduation, 95% of program participants possess 35 of 40 Developmental Assets (the skills beliefs and behaviors that best indicate life success)
· 80% of program participants accepted to post-secondary education complete post-secondary education (graduate from college or university)
Program Success Monitored By 

We measure academic progress, school grade advancement, and progress towards on-time graduation through monitoring of report cards/grades.

We measure development of Developmental Assets (including self-esteem, efficacy, confidence, attachment to school, civic engagement, and academic and life goals) through a combination of program instructor evaluations (of the participants) administered 5 times per year (at the end of each seven-week session), participant/self-report evaluations administered three times per year (program beginning, mid-point, and end), and qualitative data collected from parents.

We measure parental involvement through a combination of parent meetings, home visits, and reports of participants’ mentors.

Examples of Program Success 

95% of our seniors not only graduate high school but also go on to post-secondary education, with over half attending four-year institutions, including:Berklee College of Music, College of the Holy Cross, Bentley University, Suffolk University, Rochester Institute of Technology, Hofstra University, and New England School of Communication.Additionally, many of our youth have also received full scholarships for their academic and creative talents, competed in national dance competitions, appeared on stage as part of a professional stage production, and launched successful music careers.

One typical success story involves that of a young woman who came to our program with low self-esteem due to a visible birth mark that results in frequent teasing and name calling by other youth. After a year in our program, this young woman has developed the confidence to perform in public—she is a talented singer, and recently, she led the opening performance at LCW’s annual meeting.

CEO/Executive Director/Board Comments

The cornerstone of LCW has always been our innovative programs and services—in a recent community survey conducted as part of our strategic planning process, one of the things respondents identified as a core strength of LCW was our programs; respondents called our asset building programs “the best in the nation”), our youth program “transformative” and “outstanding,” our real estate development work “more than just housing,” and our community organizing work “brilliant.”


We have always been an innovator, first with our “network centric” approach and our NeighborCircles program as new ways of approaching community development and organizing, then with our affordable housing developments which contain many green components and programs to connect resident to each other and to the greater community. To this, we add our Lawrence Saves and Financial Stability Center programs, which tackle the systemic problems of wealth creation in low- and moderate-income communities and our Community Education/Parent Circles work to engage parents in the public education system. As we continue to grow and expand to meet the ever-changing needs of our community, we remain committed to being a leader in the field of community development.


CEO/Executive Director Ms. Jessica Andors
CEO Term Start July 1999
CEO Email
CEO Experience

Jessica Andors, Co-Executive Director, is an MIT-trained urban planner with extensive nonprofit sector experience and a tenure of thirteen years with LCW, where she has worked her way up from Community Organizer to Co-Executive Director. She brings quick intelligence, bilingual and cultural competence, a collaborative mindset, and strong knowledge and experience in nearly all LCW lines of business to her work, combined with a wealth of local and state-wide relationships born of years of successful partnership endeavors. She now serves on the Boards of the MA Association of Community Development Corporations and Mill Cities Community Investments (past President); she is also the past Chair of the MIDAS Collaborative, a statewide asset-building group.

Co-CEO --
Co-CEO Term Start Mar 2007
Co-CEO Email --
Co-CEO Experience

Former CEOs and Terms

Name Start End
Mr. Nelson Butten -- July 2013
Mr. Wiliam Traynor July 1999 Jan 2011

Senior Staff

Name Title Experience/Biography
Mr. Juan Bonilla Director of Asset Building

Juan Bonilla, Asset Building Director, brings ten years of previous management and financial services experience to his work with potential homeowners at LCW. He holds dual Bachelor degrees in Sociology and Spanish from Bowdoin College and is a fully certified Housing Counselor by NeighborWorks, the MA Citizens Housing and Planning Association, Mass Housing, and the National Council of La Raza, as well as a highly-demanded training provider for NCLR. Often cited as one of the “shining stars” of LCW by partners and funders for his professionalism, effectiveness, results-orientation, respect for process, and acumen, Juan oversees an almost entirely bilingual and bicultural staff team.

Mr. Spencer Buchholz Director of Network Organizing

Spencer Buchholz, Director of Network Organizing,is a Lawrence resident who came to LCW as an activist in the North Common “Super Circle.” Spencer is also a graduate of the Poder Leadership Institute class of 2007, and served as a Reviviendo Fellow working on NeighborCircles support and follow-up. Spencer is bi-lingual in English and Spanish and has dedicated himself to the art and science of network organizing; he is one of the best-loved people at LCW by staff and members alike, known for his dynamism, infectious positive attitude, creativity, open-mindedness, generosity, and inclination to effective action. 

Ms. Jessica Filion Director, Movement City --
Ms. Lisa Kozol Director of Real Estate Development

Lisa Kozol, Director of Real Estate Development, has 20 years of experience in construction management and nonprofit housing and commercial development. At LCW, she has successfully overseen the complex Reviviendo Family Housing Project, as well as the Union & Mechanic and Scarito Homeownership Projects, from property acquisition and financing through renovation, construction, and rental / sale. Prior to her tenure at LCW, Kozol worked for nonprofit housing developers in both Boston and Cleveland, Ohio, managing the acquisition, financing, and construction process, creating private sector and community partnerships to support housing development, leveraging over $8 million for affordable homeownership, and creating and implementing homebuyer education and service programs for over 1,000 first-time homebuyers. She oversees a multitalented real estate department that embraces a team approach to project development, employing intense coordination to seamlessly tackle various pieces of complex housing and commercial development projects. 

Ms. Kristin McCauley Director, Resource Development & Marketing --
Ms. Lissette Paukert Director, Asset Building --


Award Awarding Organization Year
Audrey Nelson Community Development Award National Community Development Association 2013
Housing for Everyone TD Bank 2011
Housing for Everyone TD Bank 2010
Champions in Action Citizen's Bank 2009
Community-Police Partnership Awards - 1st Place in the Neighborhood Revitalization Category LISC-Metlife Foundation 2009
Housing for Everyone TD Bank 2009
Housing for Everyone TD Bank 2009
Jim and Patty Rouse Award for Excellence in Community Revitalization Enterprise Community Partners 2008


Affiliation Year
CDC - State certified Community Development Corporation --
National Council of La Raza (NCLR) - Affiliate --
NeighborWorks America - Member --
United Way Member Agency --
Member of state association of nonprofits? Yes
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
National Industry Standards for Homeownership Education and Counseling --
NeighborWorks America --
United States Department of Housing and Urban Development (HUD) - Housing Counseling Agency Certification --


Partnerships and collaborations are an important of LCW’s work; we understand that no one organization can do it all or do its work alone. Collaborations span the entire breadth of our organization. Within our asset building work, we partner with many entities including the local Community Development Finance Institute, the MIDAS collaborative (for IDAs), local banks and lenders (as guest speakers for our FTHB classes), and the United Way for our financial stability center. For our youth program we partner with a variety of non-profit entities to expand our enrichment activities, including Andover Breadloaf for creative writing, the Merrimack Valley Sandbox for entrepreneurial training, and Comcast for our video production and digital literacy class. We’ve partnered with local non-profit Groundwork Lawrence for park and river clean-ups and for green space development, the MA Association of Charter Schools and the Community Group on a parent engagement pilot project, and with the Community Group on a success Promise Neighborhoods initiative. The list goes on and on. LCW’s ability to form robust and lasting partnerships is one of its hallmarks and one of our greatest strengths.

CEO/Executive Director/Board Comments

LCW has undergone many transitions within the last few years as we enter a period of new growth and innovation. Many of the staff who helped found the organization have moved on to new challenges, providing us with both the opportunity and the challenge of bringing in “new blood” and new ideas. This period of staff transition has impressed upon us the need to document and preserve institutional knowledge, create standard operating procedures, and develop a formal and rigorous onboarding and training process for new staff. As we prepare to enter a new period in our organization’s history, we realize we must prepare a solid infrastructure to support continued growth, which we are in the process of doing. A large focus of our new three-year strategic plan, now in development, is ensuring that we have the tools and systems in place to ensure that we continue to attract the best and the brightest minds in the field of community development.

Foundation Comments


Staff Information

Number of Full Time Staff 29
Number of Part Time Staff 10
Number of Volunteers 200
Number of Contract Staff 2
Staff Retention Rate % 84%

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 13
Hispanic/Latino: 16
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 20
Male: 9
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 3
Management Succession Plan --
Business Continuity of Operations Plan --
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit --
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


Board Chair Ms. Rosa Pina
Board Chair Company Affiliation City of Lawrence
Board Chair Term June 2015 - May 2017
Board Co-Chair Mr. Miguel Sanchez
Board Co-Chair Company Affiliation Community Resident
Board Co-Chair Term June 2012 - May 2015

Board Members

Name Company Affiliations Status
Kevin Blanchette Groundwork Lawrence Voting
Peter Cole Lawrence General Hospital Voting
Cindy Cook Lawrence Adult Learning Center Voting
Maria Fina TD Bank --
Patrick Grotton Greater Lawrence Family Health Center, Inc, Voting
Armand Hyatt Hyatt & Hyatt Voting
Jonathan Machado Enterprise Bank Voting
Jose Medina City of Lawrence Voting
Maria Natera GroundWork Lawrence --
Sarah Perez New York Life Insurance Company --
Denise Perrault Community Resident Voting
Rosa Pina Groundwork Lawrence Voting
Ana Rodriguez MA Department of Mental Health Voting
Miguel Sanchez Community Resident Voting
Lenin Tejada Northern Essex Community College Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
Mr. Josiah Reyes Community Resident NonVoting

Advisory Board Members

Name Company Affiliations Status
Carmen Carrion Comcast NonVoting
Kristen Harol The Life Initiative NonVoting
Francis Hyatt Liberty Mutual NonVoting
Bill Traynor Neighboring First NonVoting
Linda Ulisse Cedars Home NonVoting
Charlie Wibiralske Non-profit consultant NonVoting

Board Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 6
Hispanic/Latino: 9
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 10
Male: 5
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 0
Board Meeting Attendance % --
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation Yes

Standing Committees


CEO/Executive Director/Board Comments

LCW has always been an organization for and by the people of Lawrence and nowhere is this better represented than on our Board of Directors, where the majority of members are community residents. In a recent community survey conducted as part of our strategic planning process, one of the things respondents identified as a core strength of LCW was its, “strong, dedicated, diverse Board of Directors.” We work hard to ensure that our election process is as open, transparent, and inclusive as possible and that there are as many opportunities for community residents to interact with and run for the board. As part of our current strategic planning process we have made it a goal to ensure that every Board committee has at least one or two representatives from the community, to ensure that residents have direct access to the board and a systemic venue for delivering input and ideas into the work that LCW does. In addition, a dedicated group of board members, most of whom are community residents, have formed a board governance committee to look at ways we can improve the functionality of our board, the onboarding process, and communication with community residents, as part of our commitment to continuous quality improvement.


Having a resident-led board, however, does mean that we have less support in those areas where a professional board is a particular asset—such as in fundraising and individual donor cultivation. To overcome this, we are taking a two-pronged approach: we have created an Advisory Board, populated with volunteers experienced with individual donor cultivation and we are working on creating a more robust board member onboarding and training process, in which we help develop the capacity of board members to support the organization’s fundraising efforts.

Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Fiscal Year Jan 01, 2014 to Dec 31, 2014
Projected Income $2,700,000.00
Projected Expense $2,693,000.00
Form 990s

2014 990

2013 990

2012 990

2011 990

2010 990

2009 990

2008 990

Audit Documents

2014 LCW FS

2013 LCW FS

2012 LCW FS

2011 LCS FS

2010 LCW FS

2009 LCW FS

2008 LCW FS

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2014 2013 2012
Total Revenue $3,561,063 $4,028,451 $5,022,667
Total Expenses $4,026,252 $3,650,624 $3,260,263

Prior Three Years Revenue Sources

Fiscal Year 2014 2013 2012
Foundation and
Corporation Contributions
-- -- --
Government Contributions $206,621 $654,329 $265,124
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $206,621 $654,329 $265,124
Individual Contributions $1,511,901 $1,242,133 $1,252,606
Indirect Public Support $316,734 $265,969 $197,359
Earned Revenue $1,173,151 $1,761,520 $3,181,754
Investment Income, Net of Losses $177,828 $72,516 $3,290
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind -- -- --
Other $174,828 $31,984 $122,534

Prior Three Years Expense Allocations

Fiscal Year 2014 2013 2012
Program Expense $3,053,349 $2,806,369 $2,520,916
Administration Expense $808,326 $646,409 $570,173
Fundraising Expense $164,577 $197,846 $169,174
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.88 1.10 1.54
Program Expense/Total Expenses 76% 77% 77%
Fundraising Expense/Contributed Revenue 8% 9% 10%

Prior Three Years Assets and Liabilities

Fiscal Year 2014 2013 2012
Total Assets $25,749,821 $24,997,377 $23,098,251
Current Assets $4,279,678 $4,640,441 $987,136
Long-Term Liabilities $10,878,405 $10,442,403 $7,327,886
Current Liabilities $1,392,939 $952,082 $2,684,783
Total Net Assets $13,478,477 $13,602,892 $13,085,582

Prior Three Years Top Three Funding Sources

Fiscal Year 2014 2013 2012
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy N/A
Percentage(If selected) --
Credit Line Yes
Reserve Fund Yes
How many months does reserve cover? 2.00

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 2014 2013 2012
Current Ratio: Current Assets/Current Liabilities 3.07 4.87 0.37

Long Term Solvency

Fiscal Year 2014 2013 2012
Long-term Liabilities/Total Assets 42% 42% 32%

CEO/Executive Director/Board Comments

LCW has always been managed in a very fiscally sound and conservative manner and we are proud to have had a clean audit every year for the last five years and to rate a NeighborWorks exemplary rating as well.


Long-term challenges around financial management include the need to increase the sustainability of our fundraising through a combination of revenue enhancements and expense reductions. In particular, we are working to diversify our fundraising, which is currently supported almost entirely on grants, to include more individual donors and increased revenue generation from our real estate development work. Due to the economic downturn and financial crisis which resulted in a severe reduction in the amount of grant fund available to non-profits, LCW has had a couple of very lean years in which we have had to cut staffing levels to the bone, at a time when we have taken on a number of new projects, expanded our asset building work exponentially, and undertaken several capacity building initiatives in order to take our work to the next level. Needless to say, this has impressed upon us the need to find a more stable and sustainable way to fund the organization. We are working hard through our current strategic planning process to map out a route over the next three years to reach a more sustainable and stable array of revenue.


It is important to note that, regarding our financial information as a CDC, we are required by law to submit a consolidated audit. This means that on our audited financial statements the “Consolidated Statement of Financial Position” or our “Balance Sheet” is inclusive of both Lawrence CommunityWorks’s Operations and Lawrence CommunityWorks’s Real Estate Development work. The same holds true for the “Consolidated Statement of Activities” or “Profits and Losses Statement."

Foundation Comments

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


Other Documents

No Other Documents currently available.


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?


2. What are your strategies for making this happen?


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


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


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