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Organization DBA --
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

Mission StatementMORE »

Mission: “to bring about the sustained regeneration, improvement and management of the physical environment by developing community-based partnerships which empower people, businesses and organizations to promote environmental, economic and social well-being.”

Mission Statement

Mission: “to bring about the sustained regeneration, improvement and management of the physical environment by developing community-based partnerships which empower people, businesses and organizations to promote environmental, economic and social well-being.”


FinancialsMORE »

Fiscal Year July 01, 2013 to June 30, 2014
Projected Income $1,596,712.00
Projected Expense $1,596,712.00

ProgramsMORE »

  • Community Engagement
  • Education and Job Training
  • Environmental and Open Space Improvements
  • Fresh Food Access and Healthy Living Programs

Revenue vs. Expense ($000s)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

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


Overview

Mission Statement

Mission: “to bring about the sustained regeneration, improvement and management of the physical environment by developing community-based partnerships which empower people, businesses and organizations to promote environmental, economic and social well-being.”


Background Statement

Founding: Launched in 1999 and incorporated in 2001, GWL was one of three Groundwork-USA pilot communities tasked to foster and awaken the potential of neighborhoods that have experienced decades of decline in their physical and social environments.

Environmental Improvement Projects: In accordance with our original charter, GWL first ventured into reclamation projects to transform vacant, contaminated, and underutilized lots in Lawrence’s most challenged neighborhoods into parks, gardens and public assets and we initiated annual community-wide cleanup events to develop local stewards to keep these spaces clean. To date, GWL has provided design and construction management services for $15M of capital improvements; improved over 417 acres of public parkland representing approximately 75% of the city’s total inventory of green space; built or redeveloped 16 parks and 8 community gardens; improved over 5 miles of wooded trails; and planted 800 trees, 640 shrubs, and 6,304 bulbs and perennials. We have engaged nearly 18,000 volunteers who have contributed over 65,000 hours in hands-on service projects.

Fresh Food Access Programs: As we developed community gardens, we perceived a strong community need for improved access to healthy, fresh produce. GWL took over management of the Lawrence Farmers Market in 2006 and began accepting EBT payment. The market provides over $80,000 of fresh, locally-grown produce to low-income families each year and brings an average of 1,200 people into the downtown each week. In 2009, we introduced the GWL Share-A-ShareTM program to subsidize the cost of Community Supported Agriculture shares which we expanded in recent years to redeem Fruit and Vegetable Prescriptions at our market. To date, we have raised nearly $60,000 in subsidy funds.

Youth and Adult Education & Employment: Recognizing the stewardship interest of youth and the need for improved summer youth options, we began providing employment/programming for high school-aged youth in 2003 and expanded in 2008 to include elementary/middle school youth programming. We began engaging adults in programming in 2010 through our Healthy Living Workshop series and have recently begun to provide Environmental Workforce Development and Job Training programs aimed at preparing Lawrence adults for careers in the emerging green economy. To date, we have certified 39 adults for jobs, provided 37 workshops for 671 adults, and created over 250 jobs. We serve >1,400 youth through 11 school partners.


Impact Statement

Major Accomplishments in FY13

Spicket River Greenway Completed: This 3 mile linear park connects parks, community gardens and other amenities along the Spicket River with the surrounding neighborhoods and includes an outdoor classroom, interpretive signage and river overlooks.

Costello Community Garden Completed: Our latest community garden doubles the city’s safe-soil growing space growing space and will significantly add to our 300-member strong community gardening network.

Green Team Expanded: We doubled the size of Green Team, our environmental leadership and employment program for high-school aged youth, during the 2012 summer months by hosting 2 cohorts of 10 youth each.

Schoolyard Gardening Expanded: We have more than tripled our program output in a single year! In FY12, we provided 47 sessions for 10 youth per session (on average) for 3 partners. In FY13, we have so far provided 79 sessions for 396 youth (18 per session on average) for 7 partners.

Primary Goals for FY14

Youth Program Expansion: We anticipate at least doubling our Schoolyard Gardening/Urban Ecology programming output over the next year. We also anticipate increasing the summer jobs we offer youth from 20 to 30 over the next 2 years.

Open Space and Trails Development: We aim to increase open space and trails by 8% over the next 2 years through projects such as Facella Park, a new riverfront park and overlook that will transform this derelict lot into a neighborhood asset that puts nature at the door steps of the neighborhood.

Fresh Food Sales: We aim to increase sales of locally grown, fresh food at our Farmers Market by 42% within the next 2 years by developing customers through community education programs and food subsidy instruments and by increasing supply through youth and community gardener programs.

Staff Capacity: We aim to increase our staff capacity by 28% to support our program growth and to create a robust outcome measurement system.


Needs Statement

GWL is poised for significant expansion in our reach and impact in the coming year. Our high priority needs include:

1.      Expansion of our Green Team environmental leadership program to meet the strong demand for these positions which provide meaningful employment to the city’s low-income youth and helps prepare them for professional work in the burgeoning green economy

2.      Increased organizational capacity to meet the growing demand for our Schoolyard Gardening and Urban Ecology programming

3.      Funding to support our Healthy Food Access programs, which extend the seasonal harvest to those who cannot afford fresh, locally grown food, including our affordable Farmers Market and the GWL Share-a-ShareTM program which subsidizes the cost of Community Supported Agriculture shares and redeems Fruit and Vegetable Prescriptions

4.      Funding to supplement our coalition building and partnership creation work - essential to our ability to leverage the investments made in the community and ensure they have the widest reaching impact

5.      Support and sponsorship of our community events including our annual Earth Day Cleanup in April, Kite Festival in June, Spicket River Cleanup in Sept. and Glow Gala in Nov.


CEO Statement

Over the past several decades, in the face of prolonged disinvestment and decay, expectations of Lawrence have evolved to low levels but GWL has been and continues to be committed to raising the bar in our community by working collaboratively with our network of strong community partners to change defeatist mindsets. GWL achieves results by engaging the whole community – residents, youth, nonprofits, government and businesses – in the planning and realization of our projects. With this collaborative approach, we ensure that all stakeholders are mutually invested in our outcomes, the key to stable neighborhoods and sustainable change. Today, the City of Lawrence offers tremendous potential for environmental restoration and revitalization and has demonstrated significant community investment and engagement with improvement efforts. There is also a groundswell of initiatives and partnerships across the city’s public health and education agencies community to address underlying and contributing issues.

GWL makes a contribution to this collective effort through environmental and open space improvements, fresh food access, youth initiatives, education and job training programming and events which create the building blocks of a healthy community, and empower Lawrence residents to improve their quality of life. With the understanding that environmental conditions are inextricably linked to the economic and social health of a neighborhood, GWL has been working with the model that improvement in residents’ lives must be pursued in conjunction with improvement in their physical surroundings.

As the 2013 Root Cause Healthy Lifestyle Social Innovator, we aim to significantly enhance Lawrence’s built environment and leverage these public realm investments with programmatic responses that help improve quality of life, public health, education, and our local economy by focusing on addressing tangible needs and disparities like hunger, obesity, diabetes, and asthma, which disproportionately challenge our community’s low-income Latino residents. As an environmentally oriented organization, we aim to fill a much needed void in the lives of our urban youth by exposing them to the natural environment, both within the confines of their city and abroad, through gardening, camping and hiking. Ultimately, our goal is to cultivate our organization’s next generation of social justice leaders, who go to college and return to Lawrence as emergent civic leaders and practical visionaries who ensure our investments in place and people enable Lawrence families to thrive.


Board Chair Statement

--

Geographic Area Served

In a specific U.S. city, cities, state(s) and/or region.
NORTHEAST REGION, MA
Lawrence, MA

Organization Categories

  1. Community Improvement, Capacity Building - Community & Neighbourhood Development
  2. Youth Development - Youth Development-Agricultural
  3. Environment - Environmental Education

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 Engagement

Vision Statement: GWL will promote community engagement to help Lawrence residents individually and collectively achieve economic self- sufficiency, feel safe and take pride in a clean and green city.

Methodology: GWL engages the community it serves in its education programs, volunteer events and family activities which are designed to foster ownership among participants in making Lawrence a safer, healthier place to live.

Budget  $127,071.00
Category  Community Development, General/Other Community Development, General/Other
Population Served At-Risk Populations
Program Short-Term Success 

Cleanup Events: We mobilize hundreds of volunteers in community improvement projects each year. In April of 2013, our 8th Annual Earth Day – Comcast Cares Day drew 547 volunteers who picked up 20 tons of trash, created raised garden beds and planted trees, plants and perennials. In September of 2013, our 12th Annual Spicket River Cleanup drew 400 people who removed 6.8 tons of trash, 75 tires and 1,000 pounds of metal from the river. This year we anticipate engaging a combined total of at least 1,100 volunteers. 

Family Activities: We sponsor family-friendly events designed to encourage Lawrence residents to get out and enjoy their green spaces. In 2013, our 15th Annual Kite Festival in Pemberton Park, National Night Out – GWL sponsored sites and Den Rock Park group hikes drew a combined 600 people and promoted fitness, built community and created new ambassadors for the health of Lawrence and its residents. In the coming year, we aim to draw a combined 650 people to these events.

Program Long-Term Success 

Cleanup Events: Ultimately, we envision a time when the level of stewardship within and around the City and has risen to the point where organized events to pick up trash and illegally dumped items are no longer needed. However, we envision continuing to host our Annual Earth Day – Comcast Cares Day and Annual Spicket River Cleanups as a means to celebrate the beauty and natural resources of the City and as community gathering opportunities for people to work side by side, raking leaves and caring for the city’s abundant greenery and vast urban canopy.

Family Activities: We envision Lawrence as a city whose residents regularly gather in the many beautiful parks for recreation, picnics and concerts; where people can be seen at all times of day and night walking, biking or simply sitting and enjoying these beautiful spaces. 


 

Program Success Monitored By 

Cleanup Events: We measure the success of our cleanup events partly by the growing number of people we engage each year. While the turnout fluctuates from year to year depending mostly on the weather, a linear trend line of our event attendance shows a 35% increase over the last 6 years. Also during this period, a linear trend line shows an increase from 14 to 38 sites cleaned up each year – a 271% increase.

Family Activities: We measure the success of our family activity events partly by the number of people we engage each year. We consistently draw approximately 300 people to these events combined. 


 

Examples of Program Success 

Cleanup Events: In 2011, we hit a record of 846 volunteers who showed up for our Earth Day Event. They cleaned 30 sites and collected 19 tons of trash. We had to order many additional pizzas to feed this enormous crowd! One of our current Green Team members was in that crowd and attending that event is what eventually led him to participation in the Green Team program. Throughout the years, we have drawn a total of 16,690 people to our Cleanup Events, who put in 60,683 volunteer hours to clean up 220 sites throughout the city and who collected 205 tons of trash.

Family Activities: 2009 marks our largest Kite Festival in the 14 years since we have been hosting it. A total of 1,376 people attended that day to make kites and enjoy the festivities.


Education and Job Training

Vision Statement: GWL and partners will develop a new generation of environmental leaders and employable residents to strengthen and expand the green economy by providing opportunities from crayons to careers.

Methodology: Through its education, community service and job training programs for youth and adults, GWL cultivates respect for the environment, social awareness and healthy behavior while concurrently preparing young people to be positive role models and future leaders in their community.

Budget  $446,428.00
Category  Youth Development, General/Other Youth Leadership
Population Served At-Risk Populations Children and Youth (0 - 19 years) Adults
Program Short-Term Success 

Schoolyard Gardening/Urban Ecology Programs: Through our expanding relationship with the Lawrence Public Schools, we endeavor to more than double the number of youth we engage in our Extended Learning Time (ELT) and Out-of-School Time (OST) programs over the next 2 years (1,000 in FY14, 1,500 in FY15).

Green Team offers part-time employment for high school youth to prepare them for a lifetime of environmental and healthy community leadership and to invest in Lawrence’s future capacity to improve its physical environment and public health. We seek to engage 10 additional youth in the coming years through the introduction of a third summer cohort.

Adult Programs: New in FY13, Green Jobs helps prepare unemployed/underemployed adults for jobs in the burgeoning green economy. Healthy Living Workshops teach adults healthy cooking, eating, gardening and cleaning lessons. In FY14, we plan to produce 30 additional Green Jobs graduates and provide 10 additional workshops for 60 attendees.

Program Long-Term Success 

Schoolyard Gardening/Urban Ecology Programs: We envision a healthy, urban youth community who are fluent in healthy living and environmental concepts and who incorporate them as part of their daily life. We envision maintaining a connection with these youth as they grow, through our Green Team program and community events.

Green Team: Ultimately we envision our Green Team graduates becoming our communities next generation of environmental and healthy living leaders who return from college and bring their expertise to bear on the city’s evolving restoration. We envision maintaining a connection with these youth throughout their college experience and into adulthood through our alumni programs and community events.

Adult Programs: Our ultimate vision for these programs is the transformation of an unemployed community deeply affected by environmental injustice and struggling with public health to a vibrant, healthy and empowered community fueling the local economy. 

Program Success Monitored By 

Schoolyard Gardening/Urban Ecology Programs increase students’ understanding of environmental, healthy living and STEM concepts. We use student-submitted questions on lesson themes to assess comprehension, concept mapping to determine built knowledge and focus groups to discern improved understanding.

Green Team increases youths’ understanding of environmental/healthy living concepts and increases their job-readiness. To gauge success, we track youth’s activities and outputs, including professional development sessions & field trips attended, plans implemented, seed to harvest yield and money earned in produce sales and the number of educational skits & workshops provided. Pre/post surveys measure youths’ understanding of related educational topics and high school/college graduation rates provide longer term success information.

Adult Programs: In the coming years, Green Jobs success will be measured by the % of our graduates who are able to find work in the environmental field. Surveys measure workshop success.  

Examples of Program Success 

Schoolyard Gardening/Urban Ecology: Since program launch, our youth programs have been rapidly expanding. In 2008, we served 20 youth through 1 school partner. In FY14, we serving 1,400 youth through 11 school partners. We are ramping up at the invitation from the Superintendent/Receiver to meet schools’ increased demand for our programs.

Green Team: Over 90% of our Green Team graduates are attending college; several have declared environmental majors and have received full/partial scholarships. “To be a steward of Lawrence and its green spaces is not just a job, it is also an amazing privilege…As stewards we have the joy of knowing that we ARE making a change” Jaxell Negron, Green Team member.

Green Jobs: In FY13, we produced 33 certified graduates with our new program and recently produced an additional 18 certified graduates. We have provided 37 workshops to 671 attendees and have a growing list of interested organizations: “The Healthy Living Workshop is the strongest we have. The participants didn’t stop talking about it.”


Environmental and Open Space Improvements

Vision: GWL will promote Lawrence’s identity and reputation as an affordable, prosperous and healthy green city by providing high quality improvements to the built and natural environment by renovating existing facilities, creating new recreational opportunities and restoring Lawrence’s three rivers. GWL will explore how to leverage skills and capacity to connect improvements in Lawrence to surrounding communities.

Methodology: GWL works to make Lawrence a cleaner, greener place to live, work, and play by focusing its environmental improvement projects on the city’s underutilized outdoor spaces and making them safe, accessible and attractive. GWL projects transform vacant and often contaminated open spaces into parks, playgrounds, gardens, orchards, wooded trails and pathways, promoting healthy pursuits like walking, running, cycling and gardening.

Budget  $673,176.00
Category  Environment, General/Other Environmental & Urban Beautification
Population Served At-Risk Populations
Program Short-Term Success 

Park Development and Design: We are currently improving the historic North Common, pursuing development of the Ferrous site, an 8 acre parcel at the confluence of the Merrimack and Spicket Rivers, and exploring opportunities to further develop the Merrimack Valley region trail network.

Urban Forestry: In 2004, GWL completed a statistical survey of 2,300 of Lawrence’s street trees which revealed that the canopy was overplanted with Norway maples (28%), suffered from poor tree health (30%) and consisted of few mature shade trees. Since then GWL has planted 120 setback trees through our Green Streets program and 536 trees through our park development projects. In the coming year, we aim to add an additional 60 trees to the canopy.

River Restoration: We seek to reduced river bank erosion and water velocity, increase fishery habitat, restore river bank, and diversify stream habitat types in Lawrence’s 3 Rivers.

Program Long-Term Success 

Park Development and Design: We envision a Lawrence where every resident has easy and safe access to a beautiful park and garden close to their house and that these spaces are well utilized and cared for by the community.

Urban Forestry: We envision a Lawrence with a full, healthy and mature urban canopy that provides the community with plenty of shade and fresh air; that adequately mitigates the heat island effect by absorbing sunshine that would otherwise heat city pavement and that significantly reduces storm water runoff which would otherwise pollute the city’s rivers.

River Restoration: Fully restored rivers in Lawrence will be marked by improved riparian habitat and improved in-stream habitat such that there is increased and varied fish populations and macroinvertebrate communities.

Program Success Monitored By 

Park Development and Design success is measured by GWL’s proven track record to deliver quality parks. But residents’ informal testimonials speak most directly to our success: “It’s been amazing to see the growth of the city in just the short span of my son’s life. I remember when he was first born I would travel just to have a decent park for him to play in. To see the changes around the city, it’s been amazing, we can just walk anywhere. We feel safe.” Loreen Lopez, GWL Board Member & Lawrence Resident.

Urban Forestry program success is measured by the survival rate of the trees that we plant beyond the most critical first two years post-planting and long term. GWL and the City of Lawrence perform periodic street tree surveys to determine the extent and health of the City’s urban canopy and GWL follows up with the homeowners of the trees that we have planted.

River Restoration success will be measured against our baseline developed using industry standard quality assurance plans.

Examples of Program Success 

Dr. Nina Scarito Park, a former 2.7 acre contaminated brownfield in the city, was transformed into a local oasis on the Spicket River in 2006 and now provides safe recreational opportunities for hundreds of children and families.

Manchester Street Park (the former Covanta power plant) was a highly contaminated brownfield when purchased by the city for $1. Development of the award winning park and greenway is a great improvement for the densely populated Arlington neighborhood, providing local residents with more than five acres of open space and access to Stevens Pond.

Spicket River Greenway: We cut the ribbon this spring on the Spicket River Greenway and celebrate the new 3.5 miles of public green space along the river running through the heart of Lawrence.

Urban Forestry: We have lost only one of the 145 setback trees which we have planted since 2006 through our GreenStreets program. That’s a 99% success rate!


Fresh Food Access and Healthy Living Programs

Vision: GWL will increase access to high-quality fresh produce in the Greater Lawrence area thereby enabling residents to make healthy food choices for themselves and their families in order to improve public health by decreasing the rate of diet-related preventable disease.

Methodology: GWL increases fresh food access by creating, promoting and supporting food subsidy instruments and spaces to grow and purchase fresh food.

Budget  $189,667.00
Category  Food, Agriculture & Nutrition, General/Other Food
Population Served At-Risk Populations
Program Short-Term Success 

Community Gardening: GWL creates safe-soil gardening spaces by transforming abandoned/contaminated lots and alleyways into attractive community gathering spots with raised garden beds. We have created 8 community gardens and also 30 backyard gardens.

GWL Share-a-ShareTM Program: GWL raises funds through our Share-A-Share ProgramTM to subsidize the cost of Community Supported Agriculture shares and to redeem Fruit and Vegetable Prescriptions at our Farmers Market. In 2013, we raised nearly $24,000 in fresh produce food subsidy funds through 93 donations.

Lawrence Farmers Market, held weekly (July – Oct.), features a wide variety of locally grown produce, provides a lively, community gathering place and accepts WIC, SNAP/EBT, and Senior Coupons. GWL is currently evaluating the optimum market location to best service the Greater Lawrence community. 
Program Long-Term Success 

Community Gardening: We envision a Lawrence with a safe and attractive community garden to serve every neighborhood and with a vibrant and healthy population of local gardeners who congregate to swap gardening techniques and gather to share their harvest. We also envision a prosperous population of small-scale urban farm entrepreneurs who grow produce and value-added products for sale at our Farmers Market.

GWL Share-a-ShareTM Program: We envision a time when the need for our Share-a-ShareTM program no longer exists because the Lawrence community has available a fresh supply of affordable produce for which the people have the means to purchase.

Lawrence Farmers Market: We envision a vibrant and vast Lawrence Farmers Market network which draws people from near and far into the heart of Lawrence to participate in a lucrative agro-based, local economy and to celebrate the locally grown harvest and the City’s rich culture.

Program Success Monitored By 

Community Gardening success is measured by our ability to sustain and increase the number of community gardeners we engage and by the testimonials of community members about the secondary benefits that the garden has brought to their neighborhood.

GWL Share-a-ShareTM Program: We measure the success of our Share-A-ShareTM program, by the increase in the number of funders who provide donations, the number of communities through which donations are provided and by the amount of funding we raise each year.

Lawrence Farmers Market: Success is measured by the number of innovative redemption mechanisms, through which subsidy funds are provided, by the number of partners with whom we work to provide these benefits and by the number of individuals that this program assists. Ultimately, we measure our success by our ability to sustain and grow the number of farmers who sell at our market and their profitability as well as increases in foot traffic.

Examples of Program Success 

Community Gardening has seen extraordinary growth over 7 years from 30 gardeners in 2006 to 234 in 2012, a 768% increase! “My garden has helped my father a lot. He is a retired man that feels sad and useless because he does not have enough to fill his time. But since I got my garden bed, he is helping me in the garden and is happy and has more energy and vitality” Guiffrida Place gardener.

GWL Share-a-ShareTM Program: We have seen a 40% increase in the number of donations received since program launch in 2010; a 14% increase in the number of communities from which our donations come and a 133% increase in the number of funds raised.

Lawrence Farmers Market: Since 2006 we have made the market more affordable, first by accepting EBT payment and then by accepting coupons in lieu of payment. We subsequently introduced a wireless EBT machine to expedite processing and expanded coupon redemption through local health facilities forming the basis for our FVRx redemption.


CEO/Executive Director/Board Comments

 

Management


CEO/Executive Director Ms. Heather McMann
CEO Term Start July 2009
CEO Email [email protected]
CEO Experience

Heather McMann is Executive Director of Groundwork Lawrence (GWL), a non-profit that has been“changing places and changing lives”in Massachusetts since 2001. Heather has spent almost 20 years in the nonprofit sector building community and individual assets. She holds a breadth of experience in nonprofit management, with a focus on preparing organizations for growth. Prior to GWL, much of Heather’s experience was with youth organizations focused on creating our communities’ next generation of social justice leaders. She is a 2013 Social Innovator in the Root Cause Social Innovation Forum. Heather received her MBA from The Heller School of Social Policy and Management at Brandeis University and her BA from Smith College. Beyond GWL, she serves as a board member of Groundwork USA and the Massachusetts Public Health Association, an Essex National Heritage Area commissioner, a Haverhill Brownfields Steering Commission member, and volunteers with the Merrimack Valley Sandbox. In 2010 Heather was honored to be one of the YWCA of Greater Lawrence Tribute to Women Awardees and to be included in the Irish Echo's Top 40 Under 40.  

Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
-- -- --

Senior Staff

Name Title Experience/Biography
Mr. Brad Buschur Project Director

Professional Experience and Synergistic Activities:

Brad joined GWL in the fall of 2010 and is responsible for managing the design and construction of landscape and infrastructure improvements throughout Lawrence, including the Spicket River Greenway, Riverwalk Trail, and community garden sites. Brad is overseeing GWL's expanding role in supporting low-impact development (LID) practices in the city and implementing Lawrence's Open Space and Recreation Plan. Since joining GWL Brad has run the bid process for Spicket River Greenway construction and has developed procurement experience. Brad recently oversaw the design and development of our 4 most recent gardening sites: Spruce Street, Cross Street, Guiffrida Place and Costello Park. Brad most recently worked as a Project Coordinator for Cabot, Cabot & Forbes in Boston, MA where he coordinated the firm’s build to suit projects, leasing of existing properties and prepared feasibility studies for multifamily housing development. Previously he worked as a Landscape Designer on park projects in Boston, including developing interpretive details for the North End Park on the Rose Kennedy Greenway, as well as large commercial and institutional projects in Russia and Pakistan and as a Land Protection and Conservation Associate with The Nature Conservancy.

Education & Training:

·         M.A. in Landscape Architecture from University of Massachusetts

·         Edinburgh College of Art, Visiting Student

·         B.A. in Political Science and Urban Planning from Miami University

Affiliations:

·         City of Chelsea Planning Board member

·         Citizen Schools—Boston Public Schools volunteer

·         Drumlin Farm—Massachusetts Audubon Society volunteer

 
Ms. Amanda Cochrane Development Director

Professional Experience and Synergistic Activities:

Amanda joined GWL early in 2012 and is responsible for overseeing the organization’s fundraising efforts across the funding spectrum including grants management, fundraising events and appeals. Amanda most recently worked as Associate Director of Foundation Relations & Capital Campaign Manager for The Home for Little Wanderers in Boston, MA where she secured gifts and foundation funding each fiscal year for operational expenses.  

Education & Training:

·         MBA in Children, Youth and Families from Brandeis University

·         BA in Government with minor in Creative Writing from Colby College

Affiliations:

·         Hermanos Por La Salud, Siuna, Nicaragua, Treasurer/Fundraiser

·         YWCA of Greater Lawrence, Board Member


 

Ms. Lindsey Cotter-Hayes Program Director

Professional Experience and Synergistic Activities:

Lindsey recently joined GWL late in 2012 and is responsible for developing and managing the organization’s educational efforts including youth and adult educational programming. Lindsey most recently worked as Director of Education for Urban Ecology Institute developing a strategic plan and vision for the formal and informal branches of the Education Program including long-term and annual goals and objectives, organizational mission, and development and management of the annual budget.  

Education:

·         MS in The Audubon Expedition Institute from Lesley University

·         BA in Human Ecology from College of the Atlantic

Training:

·         Environmental Education in Urban Communities; Semester Course through Cornell University Civic Ecology Lab

·         Project Wild; Project Aquatic; Project Flying Wild; Project Learning Tree; Project Budburst

·         CityGreen ArcView GIS Software

·         Placeways; CommunityViz Software for Urban Planning

·         CDL; Class A

·         Wilderness First Responder and Emergency Medical Technician Basic

·         Registered Maine Guide (Sea Kayaking and Recreation)

·         Leave No Trace Trainer

 

Awards

Award Awarding Organization Year
21st Century Conservation Science Corp US Department of Agriculture and Department of the Interior 2014
Healthy Lifestyles Social Innovator Root Cause 2013
Peter R. Lee Healthy Communities Award Massachusetts Department of Public Health 2013
Certificate of Recognition Essex National Heritage Commission 2012
Social Impact of the Year Award Brownfields Renewal Magazine 2010
Conservationists of the Year The Trustees of Reservations 2008
The Outstanding Volunteer Award Neighbors In Need 2008
Reviviendo Champion Award Lawrence CommunityWorks 2006
Governor's Award for Smart Growth Leadership Governor of Massachusetts 2004

Affiliations

Affiliation Year
-- --
Member of state association of nonprofits? No
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

--

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Staff Information

Number of Full Time Staff 12
Number of Part Time Staff 2
Number of Volunteers 969
Number of Contract Staff 0
Staff Retention Rate % 100%

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 10
Hispanic/Latino: 4
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 10
Male: 4
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Under Development
Years Strategic Plan Considers 3
Management Succession Plan --
Business Continuity of Operations Plan --
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy No
Document Destruction Policy No
Directors and Officers Insurance Policy No
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

Governance


Board Chair Ms. Sarah B. Young
Board Chair Company Affiliation Massachusetts School Building Authority
Board Chair Term Feb 2011 -
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Silvia Banos MPH Northern Essex Community College Voting
John F. Begley Retired: Fidelity Investments Voting
Paul Erhard L3 Communications Voting
Pati Fernandez Elder Services of the Merrimack Valley Voting
Danissa S. Lembert Enterprise Bank Voting
Eli Levine Brownfields Recovery Group Voting
Loreen Lopez YWCA of Greater Lawrence Voting
Rosa Lopez New Balance Voting
Anthony Marino Merrimack Valley Credit Union Voting
Wanny Munoz Lawrence Public Schools Voting
Marianne Paley Nadel Historic Mill Properties Voting
Russell Stott Phillips Academy Voting
Lester Sydney Merrimack Valley Sandbox Voting
Karen Wood Conservation Law Foundation Voting
Sarah B. Young Massachusetts School Building Authority Voting
Linda Zimmerman Neighbors in Need Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
Kara Anderson Architectural Heritage Foundation, Inc. NonVoting
Pedro Arce Eastern Bank NonVoting
Juan Bonilla Lawrence CommunityWorks NonVoting
Steve Burrington Serrafix NonVoting
Larry Curtis Winn Development NonVoting
Jenn Faigel Community Economic Development & Commercial Real Estate Consultant NonVoting
Kay Frishman Clipper Ship Foundation NonVoting
Rose Gonzalez YWCA NonVoting
Thomas Craig Guerra Massachusetts Institute of Technology NonVoting
Kristin Harol The Massachusetts Life Insurance Community Investment Initiative NonVoting
Michelle Macaux Next Street NonVoting
Ken MacKenzie Dalton & Finegold LLP NonVoting
Victor Martinez Boys & Girls Club of Lawrence NonVoting
Stephanie Pascale Buchholz Lowell Community Health Center Teen Coalition NonVoting
John Raser Greater Lawrence Family Health Center NonVoting
Yashira Robles YWCA of Greater Lawrence NonVoting
Glennys Sanchez Northern Essex Community College NonVoting
Rebecca Veilleux Lawrence Public Schools NonVoting
Luis Yepez Mainstream Global NonVoting

Board Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 9
Hispanic/Latino: 7
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 10
Male: 6
Not Specified 0

Board Information

Board Term Lengths 2
Board Term Limits 3
Board Meeting Attendance % 90%
Written Board Selection Criteria Under Development
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation Yes

Standing Committees

  • Advisory Board / Advisory Council
  • Audit
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Executive

CEO/Executive Director/Board Comments

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Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

Fiscal Year July 01, 2013 to June 30, 2014
Projected Income $1,596,712.00
Projected Expense $1,596,712.00
Form 990s

2013 990

2012 990

2011 990

2010 990

2009 990

Audit Documents

2013 Audited Financials

2012 Audited Financials

2011 Audited Financials

2010 Audited Financials

2009 Audited Financials

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2013 2012 2011
Total Revenue $1,084,964 $2,741,718 $1,582,949
Total Expenses $1,054,388 $2,743,130 $1,290,759

Prior Three Years Revenue Sources

Fiscal Year 2013 2012 2011
Foundation and
Corporation Contributions
$434,902 $289,104 $135,195
Government Contributions $492,820 $2,188,189 $1,353,024
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $492,820 $2,188,189 $1,353,024
Individual Contributions $121,113 $260,925 $80,978
Indirect Public Support -- -- --
Earned Revenue $13,825 -- $11,752
Investment Income, Net of Losses -- -- --
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind $22,304 $3,500 $2,000
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2013 2012 2011
Program Expense $844,416 $2,592,725 $1,184,113
Administration Expense $94,792 $61,968 $69,441
Fundraising Expense $115,180 $88,437 $37,205
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.03 1.00 1.23
Program Expense/Total Expenses 80% 95% 92%
Fundraising Expense/Contributed Revenue 11% 3% 2%

Prior Three Years Assets and Liabilities

Fiscal Year 2013 2012 2011
Total Assets $459,583 $929,227 $678,319
Current Assets $434,678 $919,000 $664,740
Long-Term Liabilities $0 $0 $0
Current Liabilities $192,203 $692,423 $440,103
Total Net Assets $267,380 $236,804 $238,216

Prior Three Years Top Three Funding Sources

Fiscal Year 2013 2012 2011
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy --
Percentage(If selected) --
Credit Line Yes
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 2013 2012 2011
Current Ratio: Current Assets/Current Liabilities 2.26 1.33 1.51

Long Term Solvency

Fiscal Year 2013 2012 2011
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

GWL has experienced substantial growth in the past three years, tripling staff size as well as undertaking capital intensive public infrastructure improvements such as the Spicket River Greenway. Our planned expansion includes growth in earned income from educational programming for the Lawrence Public Schools and investments in fundraising capacity to support programs and open space acquisition. Note: FY11 and FY12 revenues include $785,000 and $1,865,000 respectively from the Commonwealth of MA for the Spicket River Greenway. 
 
Groundwork Lawrence aims to raise $2.1 million over the next two years to expand our education and job training programming, to increase access to fresh food in the city, to secure and develop new open space and trails, and to build organizational capacity to sustain planned growth. Due to GWL’s unique ability to engage multiple stakeholders and lead successful partnerships, an investment in GWL leverages additional resources from across the community to create significant change.
 
Ways To Invest:
$60,000 funds a new Education Program Coordinator
$45,000 develops a new database and outcome measurement system
$12,000 builds a new community garden
$3,500 funds one Green Team youth position for a year 

Foundation Comments

Financial summary data in the charts and graphs above is per the organization's audited financials.

Documents


Other Documents

Prospectus (2013)

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?

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2. What are your strategies for making this happen?

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

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

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

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