SCC Strategic Plan 2014-2017

Somerville Community Corporation’s Strategic Plan for 2014-2017 builds on the previous three-year strategic plan by taking a close look at the critical challenges and issues we face in order to sharpen our approach to achieving our intended impact:

SCC has determined that preserving and enhancing the remaining economic, racial, and ethnic diversity of our population is the overarching priority that drives our work today. This decision was made after witnessing the substantial displacement of low-income and working families from the western half of Somerville since the 1980s.

The City of Somerville projects that 30,000 new jobs and 6,000 new housing units will come to Somerville by 2030, as well as 6 new Green Line stops. There is also the ongoing large scale redevelopment of Assembly Square and that planned for Union Square and other districts. Somerville is in the midst of major transformation. With this change comes great opportunity for the community:  access to transportation, jobs, housing, and other amenities within walking distance. 

However, the risk of displacement of SCC’s core constituency — low and moderate income and immigrant residents of Somerville, is higher than ever. Through this strategic planning process, SCC zeroed in on key questions we must address if we hope to be successful in realizing our intended impact:

  1. How can SCC sharpen its role in transitioning areas, i.e. those undergoing major redevelopment and/or with the arrival of new Green Line stations?

  2. How should we consider using an Equity framework to move forward as we try to minimize displacement?

  3. What are the ways we can increase our public profile in order to expand our impact?

  4. How can we improve our internal operations to maximize our productivity and effectiveness?

These questions helped to inform the goals and strategies included in this document. 

Highlights from the Plan:

  1. SCC prioritizes transitioning areas (those areas prone to change as a result of new development and GLX stations) to concentrate its focus across many key areas of work, including: land use planning; organizing to influence zoning, community benefits agreements; and property acquisition of large and small properties.  “Prone to change” areas are those that are most likely to see significant transformation through development and urban reuse plans, with associated risk of increased market pressures and displacement.

  2. SCC recognizes the need to have a cohesive communications strategy to increase our recognition, presence, and impact across a broad and diverse audience.

  3. In order to expand its impact, SCC needs to create an aggressive fundraising strategy, including increasing its donor base and establishing reserve and working capital funds for the development of affordable housing.

  4. SCC is launching the First Source program with city and organizational partners to connect local workers with local jobs.  To do this effectively will require expanded capacity in Asset Building Department.

  5. In concert with building leadership and expanding SCC’s base, SCC will dedicate more resources to actively engaging tenants of SCC properties in organizing and Asset Building (now Economic Opportunity) work.

  6. SCC will adopt a model of using criteria to help inform key decisions, such as property acquisitions, prioritization for new work, and equity measures.

  7. SCC is committed to maintaining a strong focus on affordable housing production and preservation; organizing and planning around social equity, including jobs, housing and land use; and Asset Building (now Economic Opportunity) through financial literacy, first-time homebuyer, job readiness and case management.

strategic_plan_final_may15_2014.pdf812 KB
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