CONTENTS ABCD

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ATTACHMENTS

 Presentation of Secondary Source Materials  Needs Assessment Instruments

 Summary of Survey Data

 Summary of Focus Group Results

 Selected Key Informant Interview Records  Selected Client Characteristics Analysis  Selected Planning Group Discussion Materials

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ACKNOWLEDGEMENTS

This Community Action Plan was developed through the collaborative participation of a broad cross-section of ABCD executive leadership, staff, and Board members, and most importantly, community residents.

Especially important contributions were made by:

 Low-income Boston residents through surveys and focus groups;

 The staff and leadership of ABCD programs and neighborhood-based service centers, who devoted time and resources to making this Community Action Plan a grassroots product; and

 The members of the ABCD Board of Directors, which reviewed and guided our planning activities.

The collaborative nature of this planning process has enabled the production of a strategic planning initiative and guiding document that accurately reflects community needs, agency capacity, and goals and action steps to bring ABCD and its clients closer to achievement of the mission of poverty eradication.

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INTRODUCTION

In this Community Action Plan document, Action for Boston Community Development, Inc. (ABCD) outlines the critical community characteristics and needs which will guide development and innovation of the agency’s anti-poverty programming over the next three years. Its contents have been developed through a collaborative process of

assessment involving key agency and community stakeholders, and most importantly, our clients. The completion of this Community Action Plan document represents a first response to the ever-evolving challenges facing low-income populations in Boston. We know that the ABCD Community Action Plan will be a roadmap for, rather than a final product of, the ongoing assessment and improvement of our programming, as well as the fulfillment of our mission. I look forward to working with our staff, community leaders, and the Massachusetts Department of Housing and Community Development to make the vision of Community Action an increasingly powerful reality.

John J. Drew President and CEO

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Action for Boston Community Development, Inc. COMMUNITY ACTION PLAN

Fiscal Years 2012 to 2014 August 1, 2011

1.0 EXECUTIVE SUMMARY

In this Community Action Plan (CAP), Action for Boston Community Development, Inc. (ABCD) describes its overall approach to fighting poverty in Boston over the next three years. As in past planning cycles, this CAP document is an initial product which will be developed, refined and updated to reflect continued Community Action Planning

discussions at ABCD.

This process reflects a key principle of ABCD’s strategic planning processes, which recognize that flexibility and contribution from all constituencies are necessary to accurately respond to community needs and effectively reduce poverty in Boston. This document therefore incorporates an overview of ongoing needs assessment, evaluation, and program development activities.

1.1 Planning Process to Date

The Community Needs Assessment process began during the 2010 program year with leadership from the ABCD Planning Department. Initial activities undertaken were dedicated to qualitative program research and quantitative analysis of secondary source data to establish a baseline of population demographics and community characteristics in Boston. Simultaneously and through summer 2011, the Planning Department worked with ABCD’s central departments, 13 Neighborhood Service Centers (NSCs) and Area Planning Action Councils (APACs) which comprise ABCD’s Neighborhood Network, and Head Start to distribute, collect, and compile community survey information and hold focus groups. As this process unfolded, new questions and new opportunities for learning about the needs of Boston’s poor emerged. These, in turn, became part of the agency’s ongoing approach to continued planning.

 Community Survey. A survey instrument was distributed to 1,740 consumers of ABCD services through the Neighborhood Network, Head Start sites, and central Departments. While the instrument was based on that used in the previous CAP cycles, it was updated to improve the validity of data collected and ensure standardization between languages.

 Compilation of Statistical Data. ABCD Planning staff compiled a wide range of statistical data reflecting the demographic character of Boston, its physical and institutional infrastructure, and the health and social services needs of its

residents. Staff also reviewed and utilized ABCD’s internal service and outcome data through ClientTrack, the agency’s client management database system that is used by all programs and services.

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 Focus Groups. In order to collect direct, community-driven feedback on client need and ABD’s services, Planning staff worked with NSC/APAC sites and central departments to hold 5 focus groups, involving 49 low-income participants, at various NSC/APAC and Head Start sites throughout the city. A standard

discussion template was used to explore basic issues of day-to-day life, with an emphasis on exploring economic conditions, community needs and assets, and available services.

The focus groups produced a rich base of information to complement the data gleaned from client surveys, and were beneficial in strengthening connections between ABCD and the community. Participants were thankful to meet with service providers concerned about their needs, and often asked “When can we do this again?” Accordingly, ABCD plans to institute periodic neighborhood-based focus groups as CAP planning moves into implementation.

Through these community needs assessment strategies, ABCD sought to deepen the involvement of members of the ABCD community at all levels.

Internal Needs Assessment activities included key informant interviews with agency leaders and focus groups conducted with members of the Board of Directors.

 Planning Meetings. As in past CAP processes, The Planning Department

conducted regular discussion meetings as a central forum for sharing information about the CAP process, gathering information, and providing opportunities for input in decision-making.

 Review from Neighborhood Planning and program Evaluation Committee

The CAP document and strategic goals for 2012-2014 were reviewed by the NPPE Committee of the ABCD Board of Directors. This committee’s

membership is representative of Boston residents from a wide range of the city’s neighborhoods, and enabled dynamic feedback and suggestions not offered from other staff and client stakeholders.

 Written Documentation. Access to the CAP process is broadened through production and distribution of a variety of print documents. These include

findings from the community and internal needs assessment processes, a series of briefs identifying preliminary conclusions and recommendations, and a “Chart Book” of data on Boston’s population and economic conditions. It is the hope of the Planning Department that these products can become basic resources for managers across the agency, and can guide any internal strategic planning initiatives they may wish to launch.

As noted above, ABCD considers these needs assessment and planning activities as starting points for continued investigation, and will utilize these resources and the CAP document as a guide for further program evaluation and innovation.

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1.2 Updates to the Service Delivery System

Over the past three years, changes in community needs, funding availability, and

interagency relationships have created considerable change in program delivery. ABCD also had the opportunity to pilot new programs and implement a new client management database system through funding from the American Recovery and Reinvestment Act (ARRA) in 2009-2010.While core resource offerings- education, workforce development, housing, and emergency basic needs supports-have continued to provide a stable

foundation for ABCD’s service base, these elements of the agency infrastructure are confronted by a changing environment, as well. Some key changes that have occurred in the past three years include:

 Significant reduction to the funding and therefore capacity of the Childcare Choices of Boston program, which offers access to vouchers, childcare provider information and referral, and training and technical assistance for childcare providers.

 ARRA funding enabled LearningWorks, ABCD’s adult education and training

center, to launch New Careers, an innovative transitional jobs program. New Careers offered hands on, stipended training, case management, and career and educational planning services to individual in four career areas: childcare,

community health, elder care, and medical office administration. Lessons learned have informed ongoing program design processes and enabled widening

partnership with community employers and higher education institutions. LearningWorks has also suffered the loss of some funding, particularly for its non-ARRA childcare training program, as well as the Community Health Worker Initiative and the women’s construction training program, WAGE.

 To cultivate the agency’s homeless prevention resources, the HPRP-funded

Landlord Outreach Program was implemented in 2009. The program offers training and connection to community resources for landlords, and creates a conduit through which at-risk tenants are connected directly to ABCD housing services that prevent evictions, like rental assistance, landlord-tenant mediation, and housing court advocacy. The program has been very successful and prevented homelessness through very short-term financial assistance in most cases.

 In February 2011, University High’s BPS Innovation School prospects was approved, paving the way for a fill application and potential for expansion to serve about 200 students with rigorous academic curricula and supportive, career and college-focused case management.

 In response to the agency’s commitment to improving comprehensive service delivery and eliminating silos between departments, the Service Integration Pilot

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 In response to growing need for in-home services among senior clients, ARRA funding enabled the launch of the Elder Access to Benefits Program, in which two fully trained staff visited homebound seniors to provide benefit assessment, application, and follow-up services. Staff also connected clients to any ABCD or community services for which they were eligible or in need of, including housing and energy services, transportation, and much more.

One of the most important characteristics of ABCD’s service delivery system continues to be its unique Neighborhood Network—an array of thirteen local service centers (Area Planning Action Councils and Neighborhood Service Centers). The Neighborhood

Network sites continue to develop their own local-needs driven program offerings, and collaborate with the central Departments to ensure client access to staple support programs like Fuel Assistance, EITC, and SummerWorks. This dual access structure provides a responsive framework for promoting community involvement, and delivering programs tailored to meet specific neighborhood needs.

Over the past three years, the Neighborhood Network has experienced significant changes. Several Neighborhood Network sites were able to temporarily expand

significantly due to ARRA funding, and others have maintained expansion of services to address specific neighborhood issue areas. For example:

 The Mattapan Family Service Center has consolidated its position as a local leader in responding to the foreclosure crisis by renewing its contract with the City of Boston, and is also spearheading neighborhood-based collaborative strategic planning, serving as the lead agency and convener of Mattapan United, a group of concerned community stakeholders working to plan and implement place-based improvement strategies. Mattapan United’s activities are funded through a three year Local Initiatives Support Coalition (LISC) grant, the proposal for which Mattapan Family Service Center facilitated.

 The Parker Hill-Fenway Neighborhood Service Center continues to serve a large number of immigrants, who are often have limited English proficiency. To respond to this population’s unique needs, PHF NSC offers immigration counseling, access to free legal services, and citizenship exam preparation. The Center also offers ESOL classes of varying levels and basic computer skill development courses in Spanish.

 The South End Neighborhood Action Program (SNAP) and the Dorchester Neighborhood Service Center (DNSC) have also had a change in leadership. SNAP utilized ARRA funding to develop and offer Second Chance @ Success, a re-entry assistance program for young ex-offenders, offering basic job skill development and employment search services. Second Chance continues to be offered despite the end of ARRA funding, and directly responds to a need for programming for ex-offenders as indentified in ABCD’s 2009-2011 CAP plan. DNSC has launched an intergenerational gardening program, which engages

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youth from the Center’s after school program with seniors from the Dorchester neighborhood to plant and maintain a garden plot located at the Center.

 ARRA also enabled two high-traffic sites to open temporary satellite offices. The

Dudley Square site (a subsidiary of the Elm Hill Family Service Center) and the

Talbot Avenue site (a subsidiary of DNSC) offered case management, benefits access, and job search and placement services to residents during the period of ARRA funding.

The Neighborhood Network system continues to be challenged, both by intensifying needs in the neighborhoods and significant recent threats to funding, and especially to CSBG, the network’s foundation. Accordingly, this CAP process has incorporated consideration of strategies to secure the continued vibrancy of this network. Key questions include:

 What are cost-neutral methods to enable expansion of neighborhood services?

 Which neighborhood-level services are most impactful, and which need improvement or reconsideration?

 How should centralized programs and neighborhood sites interact to provide the greatest access to services at the lowest cost?

 How can effective programs be replicated across the system to fulfill basic needs shared by residents in every neighborhood?

 How can information about and support for neighborhood programs be made more available, both inside and outside ABCD?

These and other questions raised during the CAP process provide the basis for continued development of funding and service delivery strategies.

ABCD recognizes that its decentralized organizational model can present many challenges, but also an unparalleled system for effective service delivery. In this

Community Action Plan process, the need for improved support and growth in all parts of ABCD’s network was underlined, as was the need for continuing efforts to promote effective communication, coordination and resource-sharing across the ABCD system. 1.3 Goals and Objectives Looking Forward

Review of ABCD workplans and results of needs assessment conducted as part of the CAP process have facilitated identification of various goals and agenda items. Related action steps include agency-wide initiatives and efforts related to the challenges and opportunities facing specific business units.

Use of CSBG Outcome Measures. ABCD staff, management, and executives have used the national CSBG structure of National Indicators to evaluate program performance and monitor progress and service delivery trends. As part of the Community Action Planning process, ABCD Planning staff has reviewed the structure of outcome measures now in place to identify any issues and opportunities for more efficient use. Progress has also been made in familiarizing staff with outcome and benchmark development processes,

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and the collaborative workplan development activities conducted between Planning and program managers has facilitated greater ownership over outcome measurement and data development among program staff.

Goals in Program Development. Much of the planning conducted through the CAP process has focused on responding to challenges and opportunities in the environment as revealed through community needs and internal assessment activities.

Specific goals according to program area include: Adult Education and Training

 Develop stipended skills training programs through enhanced

partnerships with employers, unions and institutions of higher education;

 Link education and training to job placement through an expanded array of job search and employer partnership services

 Increase availability of neighborhood-based job training and adult education resources, including basic computer skill, GED, and ESOL classes

 Combine education and training services with immigration services when necessary and possible to ensure that clients can address multiple barriers to finding and keeping stable employment

Housing

 Advocate for and facilitate creation of more affordable housing in low-income communities, where availability of BHA units, vouchers, and external assistance opportunities are often limited

 Continue to implement prevention strategies for early intervention and eviction prevention for at-risk clients

 Focus on provision of post-placement stabilization and case management services that enable families to sustain housing

Employment

 Expand neighborhood-based job search and readiness services, including resources for resume and cover letter development, and computer access for online search and application

 Focus on employment opportunities for youth, especially during summer months.

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Health Services

 Expand efforts to reduce racial and ethnic health disparities;

 Continue developing peer support and peer education models of health promotion and community-based health care

 To promote development of and access to affordable and appropriate health insurance

Elder Services

 Develop new peer and community support resources for elders, especially with respect to health care access and resources for unique populations like grandparents raising grandchildren

 Create and integrate services and social/recreational opportunities for elders across the ABCD Neighborhood Network

 Expand availability of community-based and in-home service access for seniors

Youth Services

 Expand youth employment programs, emphasizing the effective model of “career exploration” and paid internships

 Develop volunteer or community engagement opportunities for youth in low-income neighborhoods

 Create increased options for full-year, comprehensive youth development services

Secondary and Post-Secondary Education

 To establish improved linkages to post-secondary education for low-income working adults and at-risk youth; and

 To develop expanded resources for youth who are not successful in conventional public school settings through securing the economic base for ABCD’s alternative high schools.

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Energy Services

 Advocate for increased resources for emergency fuel assistance as heating prices rise

 Collaborate and establish cross-referral relationships with other

community agencies and institutions for anticipated heating emergencies

 Ensure that low-income consumers benefit from new technologies in renewable energy and conservation, especially weatherization and audit services

Using goals and objectives identified in the last CAP plan, submitted in 2008, the agency has undertaken many new initiatives in the last three years. These are described briefly below, and followed by discussion of new strategic goals and objectives resulting from this most recent CAP process. In many respects, future goals remain congruent with the areas of emphasis identified in past Community Action Plans.

Recent Progress

Case Management and Service Coordination. The 2009-2011 CAP process revealed case management and service coordination across ABCD programs as critical areas for development. Many of these services are needed to directly respond to clients’ struggle to keep up with the rising cost of basic needs and accessing critical job and educational services that enable better employment opportunities. In response to this identified need, ABCD has:

 Piloted an intensive, neighborhood-based case management program during the ARRA funding period

 Increased capacity for longitudinal outcome tracking and service data sharing through the implementation of ClientTrack, the agency’s new client database management system

 Pilot participation in DHCD’s Benefits Enrollment Coordination System (BECS), with ABCD inputting information about current programming, eligibility, and how clients can access services. Staff will also be trained on how to make referrals using the system to other departments and external agencies/organizations. Program information will be input during the first half of FY12, and full implementation will begin during the second half of FY12, with initial referral actions taking place between ABCD departments and ABCD and two initial external partners, the MA

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Department of Transitional Assistance and Boston’s One-Stop Career Centers.

 Used lessons learned from ARRA pilot and ClientTrack implementation to develop and launch the agency’s comprehensive service integration pilot, in which collaborative and intensive case management services are delivered to Head Start and Housing Department client families by NSC, Housing, and Head Start case management teams

Development and Marketing. Internal assessment activities conducted during the last CAP process revealed concerns about comprehensive development and marketing

strategies and the need to create a standard public image for the agency. To address these concerns, ABCD has:

 Created a Department of Institutional Advancement tasked with designing and implementing a comprehensive fundraising strategy to support the agency’s growth and continued delivery of core services

 Drafted marketing plans and resource lists of potential supporters

 Established design standards for all ABCD external marketing materials to ensure that message and appearance of all ABD materials are aligned Planning, Data Development, and Evaluation. To ensure continued institutionalization of data-driven strategic planning and program innovation, ABCD has:

 Convened strategic planning groups in key issue areas based on 2009-2011 CAP recommendations. Each group met throughout 2009 and produced a set of recommendations that were reviewed and approved by the President/CEO.

 Streamlined of data collection and information management through implementation of ClientTrack, which offers standard service and outcome measurement systems utilized by all staff across the agency

 Improved capacity for intra-program data management and monitoring through ClientTrack trainings and data review workshops for front-line staff and program managers

 Improved utilization of outcome measurement tools and benchmark-based workplan development processes which are collaborative between the Planning Department and program management staff

 Invested in data-driven program development via increased utilization of ClientTrack data and other evaluative measures at all levels of program management and administration

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Linkage Development. A prominent theme of 2009-2011 CAP findings related to continuing need for ABCD to network with other organizations, build positive partnerships, and support effective coalition-based approaches to problem-solving. In response to these needs, ABCD has:

 Developed several community-based partnerships with organizations like the Local Initiative Support Coalition(LISC), the Dudley Street

Neighborhood Initiative (DSNI, and the Boston Housing Authority(BHA) which are intended to ensure collaborative strategic planning and successful implementation of neighborhood improvement projects

 Increased visibility and capacity for fundraising and partnership with community-based philanthropic organizations that support the mission of community action and poverty eradication

Three Year Goals 2012-2014

In addition to progress made related to goals identified in the 2009-2011 CAP Plan, the 2012-2014 CAP process enabled the agency to identify new goals and a strategic action agenda to implement over the next three years and beyond.

Goals in Staff Support. Participants also noted continuing opportunities to provide more effective supports to staff members working directly with customers. The following goals were identified:

 To provide stronger training options for front-line staff and new managers; and

 To encourage staff interaction through informal opportunities for information-sharing and socialization.

Goals in Resource Development. All ABCD divisions expressed unmet needs for resources to expand and strengthen their programs. To help meet these needs, the following goals were identified:

 To continue strengthening grants-seeking activities through staff training and access to skilled grant-writers;

 To increase agency-wide information-sharing and planning around fundraising activity;

 To develop effective print marketing tools, including more polished case statements;

 To improve agency-wide capacity for list management and tracking of fundraising activities;

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 To build on the agency’s successful track record of special events by ensuring that all divisions sponsored at least one fundraising event annually.

Goals in Advocacy and Community Organizing. Participants in the planning process advocated enthusiastically for increased investment in ABCD’s traditional roles of public policy advocacy and community organizing. The following goals were suggested:

 To publicly affirm ABCD’s continued commitment to community empowerment;

 To provide training for staff and consumers in tactics and strategies of community organizing;

 To continue to integrate public policy advocacy with the development of direct service programs in each of the issue areas important to ABCD.

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Goals in Data Development and Systems Capacity. ABCD remains committed to

expanding the data systems development and capacity maximization processes that began during the ARRA program period. To ensure that staff at all levels of the agency can input, access, and analyze data efficiently, the following goals were suggested:

 Offer continued training on ClientTrack reporting and data input and extraction functions to all staff

 Provide frequent reports program performance and outcomes

achievement to ensure that agency staff, managers, executives, and Board Members are aware of ongoing data analysis and program development activities

 Continue to develop data systems warehouse functions so that data from across the agency can be centralized, de-duplicated, and accessed for analytical and planning purposes

1.4 Linkages

The Community Action Plan process identified major agency linkages by program area and by neighborhood. Additional linkage opportunities, including a select group

identified as vital to the agency’s continued growth and development, were also identified.

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ABCD’s current funding conditions and new development goals were described and analyzed as part of the CAP process. Trends in funding, unmet needs, and opportunities were identified. Based on this information, and overall plan for resource development was outlined.

1.6 Vision Statement

ABCD’s mission has remained fundamentally unchanged in its focus on helping families and communities escape poverty. In this year’s planning process, the agency’s mission was reviewed, as was a vision statement emphasizing empowerment, self-help, and personal responsibility as elements of ABCD’s guiding philosophy.

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2.0 AGENCY MISSION AND VISION

ABCD’s focus on supporting self-sufficiency and community self-help has remained essentially unchanged since the agency’s founding in 1967. In this planning process, ABCD’s historical mission was reconfirmed.

However, the planning process also reinvigorated discussion of the way ABCD markets itself and manages aspects of its internal institutional culture. These discussions focused new attention on the mission statement and vision statement as tools for communication. Both statements will be considered in depth over the next planning period (Phase Two.) 2.1 Formal Mission Statement

The agency’s formal mission statement (provided below) outlines a broad field of potential activities, unified by their focus on building self-sufficient communities and helping to lift families and individuals out of poverty.

The primary purpose of the corporation is to encourage and promote the improvement of community life in the Boston area, with special emphasis upon, but not limited to, the initiation of programs in education, social services, youth employment and related fields. In furtherance of and in addition to that primary purpose, to carry on the following activities in the Boston area:

 To initiate programs and make recommendations concerning the activities of agencies responsible for education, social services, youth employment, and related programs so that Boston can more effectively and efficiently satisfy the educational, economic and social needs of its people;

 To help neighborhood leaders and residents participate in planning and carrying out the city’s urban renewal program;

 To assist Boston’s disadvantaged people to make their full contribution to the community;

 To provide facilities, personnel, and funds for studies, surveys, and

demonstration plans leading to effective programs to be carried out by private and public institutions and agencies directed toward the achievement of the goals of the corporation;

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 To plan jointly and in cooperation with existing public and private agencies toward the effective utilization of the human resources of the Boston

community.

 To make outright grants or loans of all or any part of its funds or property, with or without interest, in furtherance of or in connection with the objectives of the corporation;

 To engage in such other educational, charitable, or scientific activities as the corporation may from time to time determine;

 To acquire by purchase, gift, devise, bequest, lease or otherwise, to own, hold, use, maintain, improve and operate, and to sell, lease, and otherwise dispose of, real and personal property;

 To solicit and to accept gifts of money, securities and real and personal property from any firm, person, corporation, trust, association, organization, or agency, of any kind or nature, public, governmental or private, to invest and reinvest the funds of the corporation, and to borrow money and issue evidences of indebtedness therefore and to secure the same by mortgage, pledge or otherwise;

 In general to perform and do, either directly or indirectly and either alone or in conjunction or cooperation with other persons and organizations of every kind and nature, all other acts and things incidental to or in furtherance of the accomplishment of the purpose of the corporation, and to use and exercise all powers conferred from time to time by the laws of the Commonwealth of Massachusetts upon corporations organized under Chapter 180 of General Law.

2.2 Informal Mission Statement

Over the past three years, the following brief statement has been used in a variety of contexts to provide a capsule summary of ABCD’s mission.

Helping People to Help Themselves

Since its inception in 1962, ABCD has remained devoted to its mission of promoting self-help for low-income people and neighborhoods. ABCD empowers disadvantaged people by providing them with the tools to overcome poverty, live with dignity, and achieve their full potential. It emphasizes education, skilled job-training and asset development. While ABCD's overall focus remains long-term self-sufficiency, we understand that sometimes, things happen. ABCD offers a number of programs that help families through these times of crisis, including fuel assistance in winter, food pantries, and rental

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Once stability has been established, ABCD helps people move forward with a focus on education and skill development. The agency works closely with area businesses and academic institutions to develop programs that educate workers who are consistently applauded for their abilities and commitment to excellence.

2.3 Vision Statement

To further articulate the shared philosophy behind ABCD’s work, the following statement of vision was developed by staff and Board members in 1996. This vision statement was re-affirmed in 2002, and modified slightly to emphasize the values of constituent participation, community-building, and social and economic justice. ABCD’s mandate is to promote self-help for low-income families and neighborhoods. ABCD emphasizes empowerment as the most effective means of promoting personal and community success; service models build on community strengths; and individual

responsibility is recognized as the starting point for economic and social progress. The following principles are demonstrated not only in the design and delivery of service programs, but in the agency’s governance, its relationships with staff and Board members, and its partnerships with other agencies and institutions.

 Emphasis on empowerment and self-help. Programs are built on the principle of personal responsibility. ABCD seeks to provide tools, not handouts. As a result, families and individuals which utilize ABCD services develop new skills and resources which allow them to advocate for themselves, increase their earnings, and build supportive peer and community networks.

 Holistic approach to service delivery. Services are designed to address issues on the family and community level, whenever possible, and to recognize the multiple, interacting challenges that face families in poverty. Case

management approaches are used to help families and individuals take charge of their own futures, and the agency offers coordinated “one-stop” access to the widest possible range of services. ABCD also recognizes — and helps constituents to recognize — the broader cultural, economic and political forces which contribute to persistent poverty.

 Emphasis on linkage and inter-agency collaboration. ABCD leads or participates in a wide variety of coalitions and inter-agency groups, with the aim of promoting efficient, seamless services and building supportive

communities. Community-and neighborhood-building efforts, like all ABCD services, incorporate constituent participation in program decision – making, and promote civic participation on multiple levels.

 Sensitivity to cultural and linguistic diversity. As an inclusive organization reflective of all of Boston’s neighborhoods and ethnic communities, ABCD stresses services designed to be linguistically accessible and culturally congruent. ABCD seeks personnel and leadership from all of Boston’s

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low-income communities, and provides staff and constituents with the tools needed to work together effectively in a multi-racial, multi-cultural

environment. ABCD services are seen as safe and accessible for linguistic minorities and newcomers, and no one is turned away due to language or cultural barriers.

 Focus on self-sufficiency. The basic outcomes around which services are organized are economic security, avoidance of long-term dependency, and family and community independence. This means, in part, that families and individuals who can increase their income from work are helped to do so, while those who cannot work are helped to assemble a stable and secure array of supports which can reduce the level of crisis in their lives. ABCD also recognizes that no one in our society is completely independent — that the health of families and communities depends on the variety and richness of connecting bonds and interdependencies which can be called on in times of stress. ABCD seeks to support these sources of mutual help.

 Emphasis on the strengths of family and community. ABCD draws on the traditional informal networks of Boston’s neighborhoods, and on the deep cultural resources of the city’s minority communities, to address the changing demands of inner-city life. In work with individuals and families, ABCD honors the endurance and ingenuity required to survive in poverty and believes that these strengths represent the roots of positive change.

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3.2

Neighborhood Profiles

Allston-Brighton is the westernmost neighborhood of Boston. With a population of 74,9971, Allston-Brighton is second only to Dorchester in size. In addition to many transient students there is a rapidly changing low-income population, including many newly arrived immigrants. More than one-third of current residents are foreign-born, the majority from China, Brazil, and other Central and South American nations.2

While Allston-Brighton remains a mostly White population, the percentage of White residents has continued to decline from 68% in 2000 to 66% in 2010. In the 2010 Census, 4.5% of the population reported was Black, 10% Hispanic, and 15% Asian. ABCD clients in Allston-Brighton, however, are much more diverse (38% White; 23% Asian; 31% Black), reflecting the over-representation of minority groups among low-income residents.3 Allston-Brighton’s residents are linguistically diverse as well—over a third of residents spoke a language other than English at home. The 2009 American Community Survey also identified 20% of the area’s population as non-citizens, but this is likely an underestimate.

In 2009, approximately 9.5% of families in Allston-Brighton’s residents lived in poverty.4 In 2010, 42.3% of ABCD clients in Allston-Brighton a level of family income at or below 75% of the HHS federal poverty guideline, indicating greater need.5

Allston-Brighton has been the traditional home of many of Boston’s college students and thus one of Boston’s better educated neighborhoods. In 2009, only 10% of all Allston-Brighton adults did not have a High School diploma.6

1

Boston Redevelopment Authority. (March 2011). Allston Neighborhood and Brighton Neighborhood: 2010 Census Population. Retrieved from: http://bostonredevelopmentauthority.org/Research/ResearchSubject.asp?SubjectID=25

2_{Boston Redevelopment Authority. (June 2011). American Community Survey, 2005-2009 Estimate: Allston Neighborhood and} Brighton Neighborhood. Retrieved from: http://bostonredevelopmentauthority.org/Research/ResearchSubject.asp?SubjectID=42 3_{Action for Boston Community Development, Inc. (2010). CSBG IS Survey, FY2010 10/01/09 to 09/30/10. Retrieved July 25, 2010,} from ABCD internal client database.

4_{See citation 2.} 5_{See citation 3.} 6_{See citation 2.}

Allston-Brighton

Allston-Brighton APAC

Charlestown

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Charlestown, with a population of 16,439, is a small but growing neighborhood. It is Boston’s oldest neighborhood, and has experienced a great deal of demographic change since the nineties—many young professionals were drawn to Charlestown’s historic row houses and proximity to the City’s center, resulting in an increase of condominium development and accompanying gentrification. In 1990, Charlestown was primarily inhabited by White, non-Hispanic residents who accounted for 94.9% of the total population. By 2010, this figure had dropped dramatically to 76%; 5% of the population was Black, 10% Hispanic, 8% Asian, and 1% of multiple racial backgrounds.7

There remain pockets of persistent poverty in Charlestown, and ABCD’s 2010 client survey data shows that this small yet needy population is still present. About 66.5% of ABCD Charlestown clients have annual incomes at or below the 50% of the HHS federal poverty threshold. Furthermore, educational attainment is low compared to the citywide average. In 2010, 32% of ABCD Charlestown clients over 18 had less than a high school education8— compared to the City average of only 16%.9

7_{Boston Redevelopment Authority. (March 2011). Charlestown Neighborhood: 2010 Census Population.} Retrieved from: http://bostonredevelopmentauthority.org/Research/ResearchSubject.asp?SubjectID=25

8_{Action for Boston Community Development, Inc. (2010). CSBG IS Survey, FY2010 10/01/09 to 09/30/10. Retrieved July 25, 2010,} from ABCD internal client database.

9_{U.S. Census. (2009). American Community Survey: 2005-2009 Estimate, Boston City.}

J.F. Kennedy Center

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Chinatown, including the neighboring Leather District and Downtown area, is a growing community of 16,298 residents. A Chinese immigrant destination area for over 100 years, it now includes more Vietnamese immigrants as well as a gentrifying population. The diverse, densely populated neighborhood is one where traditional businesses exist beside new development near the bustling center city.

Chinatown and the Downtown comprise two very distinct populations, although both have changed in the

past decade. Total population in Chinatown grew by 25% and in Downtown by over 50%. The percentage Asian population in Chinatown decreased from 89.5% in 2000 to 76.8% in 2010, alongside a growing White population which increased from 6% in 2000 to 16% in 2010. In the Downtown area, the Census reports the population as 69% White, 13% Asian, 9% Black and 7% Hispanic.10

Downtown is more affluent, with a median household income of $60,025, compared to $46,591 in Chinatown. Residents in Chinatown face linguistic barriers as well. About 16% of Chinatown is linguistically isolated, and this effect is more pronounced amongst the older population.

Despite these barriers, there is a relatively low poverty rate and an extremely low unemployment rate of 1.4% in Chinatown. The majority of residents work in Managerial, Professional and related occupations. About 65% of residents hold at least a Bachelor’s degree, above average for the city11.

10_{Boston Redevelopment Authority. (March 2011). Chinatown Neighborhood and Downtown Neighborhood and Leather District} Neighborhood: 2010 Census Population.

Retrieved from: http://bostonredevelopmentauthority.org/Research/ResearchSubject.asp?SubjectID=25

11_{Boston Redevelopment Authority. (June 2011). American Community Survey, 2005-2009 Estimate: Chinatown Neighborhood and} Downtown Neighborhood and Leather District Neighborhood. Retrieved from:

http://bostonredevelopmentauthority.org/Research/ResearchSubject.asp?SubjectID=42

Chinatown

Dorchester

Asian American Civic Association ABCD Central

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Dorchester is the largest as well as one of the most racially diverse neighborhoods in the City, although it was also one of the few neighborhoods to lose population between 2000 and 2010.12 Within Dorchester many neighborhood enclaves have their own individual character—from Savin Hill to Franklin Field a mix of Irish, southeast Asian, and African communities are identifiable.

According to the 2010 Census, Blacks accounted for 37% of Dorchester’s residents, Whites 28%, Hispanics 14%, Asians 12% and other races 9%. The growth of neighborhood minority populations is evident, particularly the Hispanic population.13

Both the 2009 Survey and ABCD’s 2010 client survey data suggest that Dorchester has a higher concentration of young, poor working families than Boston’s other neighborhoods. A quarter of Dorchester’s total population in 2009 was younger than 18 and 59% of families lived in households with children. Educational attainment in this neighborhood is poor, and 22% of residents do not have a high school diploma or GED. In addition, 23% of working-age adults report not working in the last 12 months and 17.7% of families subsist below the poverty level.14. Those who are employed tend to work in the social services, as well as the service industry and some managerial positions.

12_{Boston Redevelopment Authority. (April 2011). Boston 2010 Census Population: Neighborhood Comparison.} Retrieved from: http://bostonredevelopmentauthority.org/Research/ResearchSubject.asp?SubjectID=25 13_{Boston Redevelopment Authority. (March 2011). Dorchester Neighborhood: 2010 Census Population.} Retrieved from: http://bostonredevelopmentauthority.org/Research/ResearchSubject.asp?SubjectID=25

14_{Boston Redevelopment Authority. (June 2011). American Community Survey, 2005-2009 Estimate: Dorchester Neighborhood.} Retrieved from: http://bostonredevelopmentauthority.org/Research/ResearchSubject.asp?SubjectID=42

Dorchester NSC

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The physical separation of East Boston from downtown Boston often creates barriers to services and opportunities, while the overwhelming presence of Logan Airport imposes burdens on residents not shared by other neighborhoods. These unique issues are superimposed on those problems common to low-income communities across the City.

The population of East Boston, like the City as a whole, is steadily becoming more diverse. The White, non-Hispanic population of the area declined from 96% of total population in 1980 to 50% in 2000, and is currently 37% by the 2010 Census. The minority population (particularly Central and South American) has increased proportionately. In 2010, 53% of residents are reported as Hispanic, 4% as Asian, 3% as Black, and 1.5% as multiple racial backgrounds.15

East Boston is quickly evolving, with a rapidly growing immigrant population and a gradually younger population by age. In 2009, 51.3% of residents were foreign-born, one of the highest rates in the city. More than 80% of the foreign-born are not US citizens. Despite the fact that 35% of adults do not hold a high school diploma, East Boston evidenced a relatively low unemployment rate of 8.7% in 2009. Of those who are employed, 40% work in service occupations, and 20% in sales and office occupations. The poverty rate in East Boston in 2009 was 10%, slightly lower than other neighborhoods.16

15_{Boston Redevelopment Authority. (March 2011). East Boston Neighborhood: 2010 Census Population.} Retrieved from: http://bostonredevelopmentauthority.org/Research/ResearchSubject.asp?SubjectID=25

16_{Boston Redevelopment Authority. (June 2011). American Community Survey, 2005-2009 Estimate: East Boston Neighborhood.} Retrieved from: http://bostonredevelopmentauthority.org/Research/ResearchSubject.asp?SubjectID=42

East Boston APAC

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Jamaica Plain (“JP”) is one of Boston’s most dynamic and diverse neighborhoods, economically, ethnically, and racially. The neighborhood has been shaped by its diverse population, its active community organizations, and by locally owned business-led growth and revival. It is also a neighborhood known for its independent and community-minded residents.

The population is characterized by a mix of long time residents and more recent arrivals. It has become a popular destination for students, artists, young families, young college-educated professionals, activists, and a growing gay and lesbian community. Newcomers have been attracted by affordable rent and housing prices. Hyde, Jackson, and Egleston Squares are home to significant Spanish-speaking populations, especially those coming from the Dominican Republic. Small businesses, such as the restaurants and small shops that line Centre Street, the commercial center of much of the neighborhood, reflect the blend of cultures that can be found in JP.17

The 2010 Census reported a 1.9% drop in Jamaica Plain’s total population, with a drop in both Black and Hispanic populations. The Black population decreased from 15.5% to 13.4%, and the Hispanic population from 27.5% to 25.3. However, there was an increase in the White population from 49.9% to 53.6%. The Asian population also saw an increase from 4.0% to 4.4%.18 While the neighborhood continues to provide low income and public housing options for residents, JP has recently seen a wave of gentrification. Some community members have agitated against this change, as residents have resisted the construction of condos and other higher priced housing units, and commercialization by major retailers and other “big box stores,” viewing it as a threat to the neighborhoods unique and traditional character.19

Jamaica Plain’s changing character is reflected in the percentage of holders of Bachelor’s degrees or higher, with 53.3% of the male population and 58.3% of the female population having obtained a degree, as reported in ACS Estimates for 2005-2009. The ACS estimates also list 25-29 year olds and 30-34 year olds as the largest segment of the population, at 14.1% and 13.0% respectively.20

17_{City of Boston Neighborhoods Page. (2011). Jamaica Plain. Retrieved from:} http://www.cityofboston.gov/neighborhoods/jamaicaplain.asp

18_{Boston Redevelopment Authority. (March 2011). Jamaica Plain Neighborhood: 2010 Census Population. Retrieved from:} http://www.bostonredevelopmentauthority.org/PDF/ResearchPublications//Jamaica%20PlainNB.pdf

19_{The Boston Globe (January 8, 2006):}_{Anything but Plain,}_{Retrieved from:}

http://www.boston.com/news/globe/magazine/articles/2006/01/08/anything_but_plain/?page=full

20_{Boston Redevelopment Authority. (June 2011). American Community Survey, 2005-2009 Estimate: Jamaica Plain Neighborhood.} Retrieved from: http://www.bostonredevelopmentauthority.org/PDF/ResearchPublications//JamaicaPlainACSNBHD.pdf

Mattapan

Jamaica Plain

Jamaica Plain APAC

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Mattapan started out as a nineteenth century bedroom community of Boston, expanding with the streetcar lines. Today, Mattapan is a somewhat of an isolated community of color and its residents have the longest commute to downtown of any Boston neighborhood. Mattapan’s population in 2010 was predominantly Black (75%), including significant representation from Haitian and other newcomer groups, with 37% of the population speaking a language other than English at home.21 There is a growing Hispanic population, reported at 13% in 2000 and 18% in 2010. Less than 7% of residents are either White, Asian, mixed race, or some other race. 22 In 2009, 28% of Mattapan’s general population was identified as having attended college without completing a Bachelors degree. Only 13% of Mattapan’s adults had earned a Bachelor’s degree by 200923_{. In contrast, 41.3% of Boston’s adults over 25 have earned} at least a Bachelor’s degree24

. This low level of education, perhaps combined with poor access to jobs within Boston, has contributed to low employment rates. 27% of adults 16-64 years of age have not worked in the last 12 months.25

21_{Boston Redevelopment Authority. (June 2011). American Community Survey, 2005-2009 Estimate: Mattapan Neighborhood.} Retrieved from: http://bostonredevelopmentauthority.org/Research/ResearchSubject.asp?SubjectID=42

22_{Boston Redevelopment Authority. (March 2011). Mattapan Neighborhood: 2010 Census Population.} Retrieved from: http://bostonredevelopmentauthority.org/Research/ResearchSubject.asp?SubjectID=25 23_{See citation 21.}

24_{Boston Redevelopment Authority. (January 2010). The New Boston Economy in 2010. Retrieved from:} http://www.bostonredevelopmentauthority.org/pdf/ResearchPublications//TheBostonEconomyin2010.pdf 25_{See citation 21}

Mattapan FSC

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The North End is a neighborhood with a strong immigrant history, which retains a largely Italian character despite much gentrification—according to ACS estimates for 2005-2019, 30.9% of foreign born residents are from Italy.26 Shifts in populations in the North End since the 2000 Census are most notable within the Hispanic population, who now comprise 3.7% of the population, versus 2.0% in 2000, and the Asian population who comprise 2.8% in 2010 versus 1.8% in 2000. The Black population also saw a small increase to 1.1% from .7%. Nevertheless, the White population remains the majority in the area (despite a drop), comprising 90.4% of the population (from 94.4% in 2000).27 A significant feature of the North End in recent years is its isolation from the City’s center by the Central Artery Project.

After a controversial urban renewal project in the late 1950s, the West End saw a large portion of the neighborhood’s Italian and Jewish population displaced and unable to afford to live in the area. Today, the West End is a mixed commercial and residential area, and is considered an “up and coming” neighborhood. The West End saw similar shifts in populations since the 2000 Census, again most notably within the Hispanic population, who now make up 6.1% of the population in 2010, an increase from 3.3% in 2000. Black and Asian populations have seem smaller growth, with the Black population increasing to 3.8% in 2010 up from 3.5% in 2000, and the Asian population increasing to 16.7% in 2010 from 15.3% in 2000. Again, despite a drop in numbers, the White population constitutes the majority of the population, at 70.7% (down from 75.3% in 2000).28

The North End has become home to many young professionals over the past twenty years. Correspondingly, the North End has a higher than average number of people with higher education. The 2000 Census lists the percentage of persons in Boston with a bachelor's degree or higher at 35.5%, meanwhile ACS estimates for 2005-2009 cite 72.86% of North End residents with a Bachelor’s Degree or higher. In contrast, among ABCD’s 2010 survey respondents in the North End, 45% have less than a high school education.29 Additionally, ABCD’s service population in the area consists mostly of long-term linguistically and culturally isolated immigrants who are primarily Italian. There is also a high ratio of elders to the total population. According to ABCD’s FY 2010 IS data North

26_{Boston Redevelopment Authority(June 2011): American Community Survey, 2005-2009 Estimate: North End} http://www.bostonredevelopmentauthority.org/PDF/ResearchPublications//NorthEndACSNBHD.pdf

27_{Boston Redevelopment Authority. (March 2011). North End: 2010 Census Population. Retrieved from:} http://www.bostonredevelopmentauthority.org/PDF/ResearchPublications//North%20EndNB.pdf 28_{Boston Redevelopment Authority. (March 2011). West End: 2010 Census Population. Retrieved from:} http://www.bostonredevelopmentauthority.org/PDF/ResearchPublications//West%20EndNB.pdf

29_{Action for Boston Community Development, Inc. (2010). CSBG IS Survey, FY2010 10/01/09 to 09/30/10. Retrieved July 25,} 2010, from ABCD internal client database.

North End/ West End NSC

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End/West End NSC clients are primarily composed of an ageing population: 45.7% of clients were 70 years old or older, and 26.1% were between the ages of 55 and 69 years old. Moreover, the majority of clients subsist on a fixed income, with 47% reporting Social Security as their primary income source. Additionally, 80.2% of clients live at or below the poverty level, including 63.2% who live at 50-percent of the poverty level.30

30_{See citation 29.}

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Parker Hill/Fenway (encompassing Mission Hill, Fenway, and the Longwood Medical Area) is a neighborhood of striking contrasts. This extremely dense, ethnically diverse community—which incorporates significant Latino, Black, White, and newcomer populations—has one of the lowest household median incomes in Boston and one of the highest poverty rates. While public perception often is that transient students dominate the neighborhood (and, indeed, the majority of residents are between the ages of 18 and 24), there is also a large, stable population of families trapped in persistent poverty. Because of the many different kinds of people who reside in Parker Hill/Fenway, the educational attainment statistics for the neighborhood are difficult to judge. Many residents residing in Mission Hill and Fenway neighborhoods are students – the educational attainment for population over 25 in Mission area is well over 40%. According to 2010 Census data, there were 33,796 residents living in Fenway area, experiencing a significant increase in population size from 2000, which had a population of 29,316.31 The area has seen a surge Hispanic or Latino population over the last 10 years – in Fenway neighborhood, there was a 26.2% increase since 2000, and in Mission Hill, 16.9% increase since 2000 in this minority group.32

ABCD’s Parker Hill/Fenway Neighborhood Service Center serves well over 2,500 residents every year serving predominantly Hispanic and Latino population.33

There is an extraordinary concentration of technical and academic resources located in the neighborhood—including the hospitals of the Longwood Medical Area, and major colleges and universities such as Northeastern and Harvard Medical School. These institutions create jobs and wealth; one of the principal missions of the NSC is creating bridges between disadvantaged residents and the economic opportunities represented by their institutional neighbors.

31_{Boston Redevelopment Authority. (March 2011). Fenway Neighborhood: 2010 Census Population. Retrieved from:} http://www.bostonredevelopmentauthority.org/PDF/ResearchPublications//FenwayNB.pdf

32_{Boston Redevelopment Authority. (March 2011). Mission Hill Neighborhood: 2010 Census Population. Retrieved from:} http://www.bostonredevelopmentauthority.org/PDF/ResearchPublications//Mission%20HillNB.pdf

Parker Hill-Fenway NSC

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Roxbury is the geographic heart of the City. Today the Roxbury area has the following characteristics: racial diversity, the presence of a large number of single-parent households and non-citizen households, lower-than-average educational attainment, and a high poverty rate.

Roxbury is the third largest neighborhood in Boston, with a population count of 56,827 in 2010. Although Roxbury has historically had the largest Black population in the City—70% of the neighborhood in 1990 – it has become more diverse in recent years. In 2010, only 52.5% of the population was Black. The Hispanic population grew by nearly 50% and the White population doubled between 2000 and 2010. The 2010 Census reports that 28.5% of Roxbury residents were Hispanic, 9.6% White, 2.5% Asian and 6.4% of mixed race or other.34

Roxbury has a large number of single-parent families. In 2009, 79.1% of households with children were headed by a single parent, and 30.7% of families lived in poverty. Educational attainment in Roxbury is increasingly disparate. While 44% of adults have at least some college experience, about 26% of adults lacked a high school diploma or GED, which is poor in comparison to the city average. Additionally, 29% of adults aged 16-64 have not worked in the last 12 months. Most of those employed work in service occupations, as well as in professional occupations and office administrative support occupations. Median household income in 2009 was $27,052, one of the lowest in the city.35

34_{Boston Redevelopment Authority. (March 2011). Roxbury Neighborhood: 2010 Census Population.} Retrieved from: http://bostonredevelopmentauthority.org/Research/ResearchSubject.asp?SubjectID=25

35_{Boston Redevelopment Authority. (June 2011). American Community Survey, 2005-2009 Estimate: Roxbury Neighborhood.} Retrieved from: http://bostonredevelopmentauthority.org/Research/ResearchSubject.asp?SubjectID=42

Roxbury

Elm Hill FSC

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South Boston (“Southie”) is one of America's oldest and most historic neighborhoods and is known as a working class Irish-American neighborhood. It is considered close-knit, of all Boston’s neighborhoods, South Boston natives are more likely to settle down in the neighborhood they grew up in than any other part of the city. Home to some of the oldest U.S. housing projects, South Boston has more recently seen property values join the highest in the city, namely due to targeted massive redevelopment of the South Boston Waterfront (earlier known as the “Seaport District”).

South Boston is a densely populated neighborhood. It is also home to some of the oldest public housing projects in the US, which over the past 30 years have shifted from a primarily white population to a more mixed population. However, the neighborhood remains predominantly White. In the 2000 Census South Boston’s total population was primarily White at 81.5%, with just 5% Black, 8.2% Hispanic, and 3.7% Asian. While minority populations have increased in South Boston, change has been relatively slow: the 2010 Census shows a population of 75.8% White, 6.7% Black, 11.1% Hispanic, and 4.6% Asian.36 ABCD’s South Boston Action Center correspondingly serves mainly White clients, who make up 63.7% of clients versus 9.8% Black clients.37 The majority of South Boston Action Center clients are also very high need, with 72.4% who live at or below the poverty level, including 58% at 50-percent of the poverty level.38

Development and construction in the South Boston Waterfront is ongoing and construction in 2011 was expected to cost $3 billion and replace parking lots between the federal courthouse and convention center with a mixed-use development.39 Other development includes a new transportation network (as a result of the “Big Dig”), new hotels and office buildings, a convention and exhibition center, and the Institute of Contemporary Art. The surge in redevelopment has increased property values in the Water Front and has driven a growing demographic and resource gap between the two neighborhood areas. In 2010, the Waterfront was 85% White, 1.7% Black, 5.1% Hispanic, and 6.1% Asian.40

36_{Boston Redevelopment Authority. (March 2011). South Boston Neighborhood: 2010 Census Population. Retrieved from:} http://www.bostonredevelopmentauthority.org/PDF/ResearchPublications//South%20EndNB.pdf

39_{"Seaport makeover to begin next year". Boston Metro, 23 September 2010, p 3.}

40_{Boston Redevelopment Authority. (March 2011). South Boston Waterfront Neighborhood: 2010 Census Population. Retrieved} from: http://www.bostonredevelopmentauthority.org/PDF/ResearchPublications//South%20Boston%20Waterfront.pdf

South Boston

South End

South Boston Action Center

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The South End, once a center of Black middle class life and culture, has experienced significant demographic change since the 1990s, starting with the arrival of the gay and artistic community, and continuing today with the arrival of working professionals, upper-middle class families, and new upscale restaurants and commercial properties.41 Today, the South End is now known as a progressively upper-middle class neighborhood, as some long time residents continue to find themselves priced out by raising rents and property taxes. Nevertheless, despite a wave of gentrification the neighborhood has maintained a level of racial and economic diversity in part because of low-income and public housing unit in the area.42

The 2000 Census recorded a population of 52% White, 17% Black, 14.5% Hispanic, and 13.7% Asian, pointing to a trend in increased gentrification in the area. This trend continued in 2010, with the White population increasing to 55.2%, while the Black population continued to decline to 12.5%, and the Hispanic population to 13.3%. The Asian population saw the only increase in population to 16.2%.43

The gap in privilege and resources between population groups in the South End is evident. One striking example is evident in educational attainment. In 2000, amongst residents who held Bachelor’s degrees, 77.76% were White, while only 4.27% were Hispanic, 7.51% were Black, and 8.85% were Asian.44 At the South End site (SNAP), 51.6% of clients did not complete schooling beyond high school.45

Differences in income are also striking. In 2000, per capita income for the White population stood at $60,701 compared to $12,415 for the Hispanic population, $15,878 for the Black population, and $18,414 for the Asian population.46 ACS estimates for 2005-2009 show that within minority populations, the largest percent have an income below $10,000: 21.7% of the Hispanic population, 22.5% of the Asian population, and 17.8% of the Black population. By comparison, within the White population, the largest percent (13.5%) earned between $75,000 and $99,999.47 At the SNAP site, 74% of clients

41_{Boston Redevelopment Authority. (2011). Boston’s Neighborhoods: South End/Bay Village. Retrieved from:} http://www.bostonredevelopmentauthority.org/neighborhoods/Neighborhoods.asp?action=ViewHood&HoodID=18

42_{City of Boston Neighborhoods Page. (2011). South End. Retrieved from: http://www.cityofboston.gov/neighborhoods/southend.asp} 43

Boston Redevelopment Authority. (March 2011). South End: 2010 Census Population. Retrieved from: http://www.bostonredevelopmentauthority.org/PDF/ResearchPublications//South%20EndNB.pdf

44_{Boston Redevelopment Authority. (December 2003). South End 2000 Census of Population and Housing, Summary File 3 (SF3)} Data. Retrieved from: http://www.bostonredevelopmentauthority.org/PDF/ResearchPublications//576S-End.pdf

46_{See citation 27}

47_{Boston Redevelopment Authority. (June 2011). American Community Survey, 2005-2009 Estimate: South End Planning District.} Retrieved from: http://www.bostonredevelopmentauthority.org/PDF/ResearchPublications//South%20EndACSPD.pdf

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lived at or below the poverty level, including 48.9% who live at 50-percent of the poverty level.48