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Community Action Agency of Somerville Announces a Request for Proposals
Strategic Planning Facilitation and Development
Submission due on or before September 9, 20131
OVERVIEW
Community Action Agency of Somerville (CAAS) requests a proposal to develop a strategic
planning process that will complete a community needs assessment and to facilitate a series of
decisions by the board and key staff regarding the best use of resources to mitigate poverty for
its constituents – low-income residents in Somerville and for families with pre-school age
children in Somerville and Cambridge. The high level strategic goals selected will set the stage
for CAAS to become a high functioning and effective organization capable of achieving its
mission.
The current mission of the Community Action Agency of Somerville (CAAS) is to reduce poverty
among local families and individuals while working to counteract, and whenever possible
eliminate, the societal conditions that cause and perpetuate poverty.
CAAS has the following objectives for its strategic planning initiative:
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Establish a strategy and broad goals that will enable CAAS to become an effective and
vibrant partner in reducing the negative impact of poverty on low-income Somerville
residents.
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Determine the services needed to advance the elimination of poverty in Somerville.
The Community Needs Assessments components must fulfill the planning and reporting
requirements of DHCD and ACF. Define the program services CAAS can provide to meet
its mission and goals in a sustainable business model.
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Establish a decision process for the board to determine if the agency should retain its
anti-poverty designation for the City of Somerville.
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CAAS will remain the primary driver of this process and seeks to work openly with other
Somerville nonprofit organizations and the City of Somerville; willing to share
information gathered for the Community Needs Assessments with a goal of building a
shared compilation of information valuable to all groups serving low income residents.
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The strategy and goals developed will enable the Board to determine the talents and
skills required for the next Executive Director.
Please note that a letter of submission is required as soon as possible.
Drafted: August 9, 2013
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PRIMARY SCOPE OF WORK
The primary scope of work will include, but not be limited to:
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Lead and facilitate the Strategic Planning Committee through the process that is expected to
take place between September and December 2013, culminating in a board and key staff
retreat on January 4 or 11, 2013, in preparation for a board vote at its January meeting and
for a presentation to funders by January 30, 2014.
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An environmental scan of poverty in Somerville that makes use of the extensive data
available from secondary sources that includes data from the City of Somerville and
Cambridge Health Alliance’s, ”The Well-Being of Somerville Report”.
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A Community Needs Assessment with primary data collections from stakeholders that will
include interviews, focus groups, community forum and survey questionnaires and that
meets DHCD and ACF requirements.2
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Collate data collected from primary and secondary sources for the SP Committee to analyze
options for the agency’s strategic direction, including optimal use of federal funds and new
funding streams to facilitate the board’s January retreat.

Lead the Board and Key staff in a January 2014 retreat that facilitates a decision on the key
strategies to move CAAS’s mission forward and leads to the development of a long-range
strategic plan, including plans for achieving fiscal sustainability for CAAS and its role in the
community as the designated anti-poverty agency.
The interim executive director, Lynne Molnar, will work directly with the consultant and be the
liaison to members of CAAS’s Executive and Strategic Planning Committees. An update on the
planning process will be expected for each Board meeting, generally held the fourth Tuesday of
each month in the early evening.
CAAS’s Strategic Planning Committee acknowledges the tight turn around for the deliverables
related to the planning process. The agency is under considerable pressure to complete the
planning in the timeline referenced in this RFP.
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The Strategic Planning timeline that culminates with the January board vote and subsequent report to DHCD is out of sync with
deadlines and requirements for DHCD’s Community Needs Assessment. As much as possible, CAAS seeks to coordinate and use
information gathered for these reports.
Drafted: August 9, 2013
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AGENCY BACKGROUND
CAAS is a 501(c)(3) organization founded in 1980 to address the causes and effects of poverty in
Somerville. In 1998, its Head Start program expanded to include Cambridge. CAAS is a
designated Community Action Agency (CAA), a national network initiated under President
Lyndon Johnson’s “War on Poverty.” CAAS’s long-term Executive Director, Jack Hamilton,
remained at its helm for 28 years.
The current environment is characterized by a reduction in funding, more stringent standards
and oversight. Meeting the new requirements for ROMA standards and seeking new funding
sources to augment on-going client services is an important element of a successful strategic
plan.
CAAS offers free services in two primary program areas:
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Client Advocacy & Community Services serves low-income households in Somerville.
Effective August 2013, this program is subcontracted to a fellow CAA, Tri-CAP. The
program is currently called the Homelessness Prevention Program, Somerville, and offers
client services at 66-70 Union Square, which is also CAAS’s administrative office. This
program generally sees about 400 clients annually for homelessness prevention, which
extends to investigating the need for additional client services to ensure longer-term
stability for families and individuals.
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The Head Start Program enrolls 335 students from low-income families in Somerville and
Cambridge. This program has received high marks and recognition for its quality services
and ability to consistently meet strict federal standard. Its programs have included
substance abuse education, obesity reduction, and are in the forefront of father
involvement initiatives. CAAS’s Head Start program is recognized in its field for its
excellent work with children and, year after year, receives a 100% compliance rating. It
was just awarded a five- year contract that will begin in FY14.
Community Services are offered in partnership with some 60 agencies that offer services needed
by Somerville and Cambridge’s low-income populations.
CAAS came under increased scrutiny from one of its funding sources since 2010 for its inability
to achieve best practices as associated with quality standards known as ROMA. CAAS’s Executive
Director, who assumed the role from its long-term director, left in July 2012 after a three year
term; the finance director shortly after. An Interim Executive Director, with considerable
experience in nonprofit transition management, assumed the reigns in December 2013, the
beginning of CAAS’s fiscal year.
Drafted: August 9, 2013
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CAAS is currently an agency in flux that is looking to the strategic planning process to support its
decision making for the future composition of its programs and revenues, and most critically to
maximize the use of CSBG funds so Somerville low-income residents receive the best services
either directly from CAAS or another venue. Its tripartite board has undergone significant
changes in membership, moving from a full composition of 21 members at its annual meeting in
October 2012 to ten members just four months later.
PROJECT OVERVIEW
Part 1: Picture of Poverty and Constituent Needs
A coalition of six nonprofit & municipal executives along with three senior staff is formed to
serve as a Steering Committee for the SP. The Steering Committee will review submitted
proposals and select the consultant for this project. Additionally, the Committee will provide
input into data collection, mapping client services and analysis of service gaps. To support this
effort, the SP Consultant will facilitate this group and work closely with CAAS’s Interim Executive
Director to:
1. Gather current information on poverty in Somerville & for Cambridge families with young
children
A. Determine dimensions/categories of services that impact poverty that can be used to
bench mark progress.
Dimensions include: health, food security, housing, education and literacy,
employment, income management and youth/family development.
B. Arrange focus groups & other measures to gather information on needed services
defined by low-income residents and professional organizations.
Part 2: Gap Analysis: What needs are not being met? How can the needs identified best be met?
1. Mapping the Delivery of Current Services for Low income Residents
A. Synthesize Information from Part 1 onto a format that allows board and staff to easily
make use of the information for planning.
B. Gathering information on services currently offered to low-income constituents.
C. Facilitate large group meeting of community stakeholders to enhance the
understanding of data gathered and the services needed for low-income
constituents.
Drafted: August 9, 2013
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Part 3: CAAS: Strategic Stabilization Plan
1. Plan and Facilitate Board and Senior Managers January 2014 Retreat
A. The retreat will be on either January 4 or 11th
- Present the synthesized gap analysis
- Facilitate discussion on the composition of CAAS’s programs
- Establish goals to lead CAAS to its desired future
2. Prepare Summary Presentation for a Board Vote at its January 28, 2014 Meeting
3. Work with the IED and Board President on Response to DHCD by January 31
4. Work with the Steering Committee
Key Strategic Planning Questions:
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Which needs (as outlined in the Community Assessment) can we meet?
Which needs (as outlined in the Community Assessment) can we partner with others to
meet?
Which needs (as outlined in the Community Assessment) can we advocate for change so that
needs can be met?
What skills do we have?
What skills do we need to have for the future?
What will we stop doing?
Are we going to be the voice of poverty in Somerville? How?
What are our REAL Strengths and Weaknesses as an organization?
Drafted: August 9, 2013
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PROJECT DELIVERABLES AND TIMELINE
The Strategic Stabilization Plan for CAAS will have distinct parts with the primary deliverables
focused on the January 31st deadlines.
1. Preparation & gathering of information for the Community Needs Assessment for monthly
Board meetings (Sept. – Dec.)
2. Gap Analysis Report and Board Report to DHCD (Initial findings prepared for October 22
board meeting)
3. Prepare Final Gap Analysis Report to be shared with broader audience of stakeholders and
Partner organizations Nov./Dec.
4. Develop Scenarios of program composition and present to the board at its Nov. 26th
meeting
5. Board Retreat- Flesh out Scenarios with Budget Projections (Jan. 4 or 11, 2014)
6. Prepare presentation for potential funding sources of long term strategic direction
7. Prepare presentation for final Decision/Vote on SP Recommendations at the Jan 28, 2014
Board Meeting
Later Stage Deliverables
 Business Plan that demonstrates the financial viability of the suggested program composition
 FY2015-7 Community Needs Assessment Report Requirements for DHCD and ACF
 Detailed Plan for accomplishing the Broad Goals – This phase of the process and will be
developed under the direction of a newly hired permanent executive director
The Strategic Planning Consultant will have demonstrated experience with:
 Group facilitation
 Data analysis from primarily health and human services
 Key informant interviews
The Strategic Planning Consultant must be familiar with:
 The Massachusetts non-profit landscape, preferably in greater Somerville and Cambridge
 Federal Funding Realities:
o CSBG Guidelines and Sequestration Budget cuts
 ROMA Goals and Outcome Measures
o Reporting Requirements
o Competition for Head Start Contracts
Drafted: August 9, 2013
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PREPARING AND SUBMITTING A PROPOSAL
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Proposals shall be submitted on or before September 9, 2013. Please submit electronic
proposals to Lynne Molnar, Interim Executive Director at:
o E-mail – Alia Ann Matacchieri [amatacchieri@caasomerville.org]
Questions regarding the proposal must be submitted to Lynne Molnar via the email address
above and must be received in a timely manner.
To be considered eligible, the Strategic Planning Steering Committee requests a simple Letter
of Intent to Submit a Proposal that includes your organization’s experience in strategic
planning and the resumes or qualifications of key personnel who will be involved in the
project.
GENERAL INSTRUCTIONS
The evaluation and selection process will be based on the information submitted in the
proposal, which should, at a minimum, address the following:
 Letter of Intention by August 31, 2013
 Explanation of how you would design the project to ensure that the deliverables identified in
this RFP are completed well and on time.
 Identify consulting tasks that you consider as primary to developing the deliverables, and
than secondary tasks that would inform and enhance the SP’s outcome, but could negotiated
based on cost.
 Submit an estimate of costs based on your organization’s hourly rate and scope of services
identified in this RFP.
o The SP Committee has not yet identified several aspects of this proposal that will
affect the overall cost of the project. This would include determining the number of
stakeholder interviews. The Committee would value your professional input in this
area that maybe more creative, comprehensive and cost effective than guidelines it
would set.
 The timeline to complete the process is extremely tight. A consultant must show that it can
meet the milestones and deadlines as set by combined factors of the board’s schedule and
funder requirements.
 Electronic submissions of the Letter of Intent and Proposal are encouraged, as are all
materials for easy communications among the Committee, staff, board and consultant(s).
Drafted: August 9, 2013
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