Lawrence Community Works, Inc.

A Community Network Powered by People

aka Lawrence CommunityWorks   |   Lawrence, MA   |


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

Ruling year info


Principal Officer

Ms. Jessica Andors

Main address

168 Newbury Street

Lawrence, MA 01841 USA

Show more contact info

Formerly known as

Heritage Common Community Development Corporation

Lawrence Planning & Neighborhood Development Corporation



NTEE code info

Community, Neighborhood Development, Improvement (S20)

Leadership Development (W70)

Youth Development Programs (O50)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Programs and results

What we aim to solve

SOURCE: Self-reported by organization

Our mission is rooted in a commitment to (1) fostering individual leadership and neighborhood empowerment through organizing residents to improve their lives economically, politically, and socially; (2) producing and preserving safe, decent, and affordable housing for low- and moderate-income families; (3) creating programs and facilities that build the educational and economic assets of neighborhood young people, adults, and families; and (4) building a sustained institutional infrastructure for community revitalization through strategic local, regional, and national partnerships.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Youth Development (Movement City)

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

Population(s) Served
At-risk youth

LCW offers an array of programs and services to help low- and moderate-income residents build a path to economic stability and advancement. Our programs include adult basic education, homebuyer education, basic financial literacy workshops, financial counseling, and matched savings programs (Individual Development Accounts/IDAs). The Lawrence Financial Opportunity Center is a hub for financial literacy and asset building programs that allows us to bundle programs in order to provide more comprehensive and longer-term services to participants who are struggling financially.

Population(s) Served

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

Population(s) Served

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

Population(s) Served

Programming provides practical employment training in financial services, education, and information technology sectors to provide Lawrence families with the tools necessary for economic advancement and family stability, thereby also helping to create a more culturally competent and effective local workforce. Intensive but well-paced cohort sessions offer hands-on training opportunities, job readiness skills, and financial and employment coaching. Under the Workforce umbrella, we also provide adult basic education courses in basic and intermediate digital literacy as well as two levels of ESOL classes.

Population(s) Served

Where we work


National Industry Standards for Homeownership Education and Counseling

NeighborWorks America

United States Department of Housing and Urban Development (HUD) - Housing Counseling Agency Certification


Jim and Patty Rouse Award for Excellence in Community Revitalization 2008

Enterprise Community Partners

Housing for Everyone 2008

TD Bank

Housing for Everyone 2009

TD Bank

Financial Literacy Champions in Action Award 2009

Citizens Bank

1st Award in Neighborhood Revitalization 2009

LISC-MetLife Foundation Community-Police Partnership

Housing for Everyone 2010

TD Bank

Housing for Everyone 2011

TD Bank

Housing for Everyone 2013

TD Bank

Audrey Nelson Community Development Achievement Award 2013

National Community Development Association

Hispanic Heritage Month Celebration community Service Award 2014

Partners in Transportation

Housing for Everyone 2018

TD Bank

Vanguard Award 2018

National Affordable Housing Management Association

Affiliations & memberships

NeighborWorks America Network Organization 2003

United Way Member Agency

CDC - State certified Community Development Corporation 1986

UnidosUS Affiliate 2006

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

Lawrence Community Works aims to meet the following objectives:
• Growing our network of residents who are engaged in building family and community assets, supporting each other, developing leadership skills, and engaging in collective action to advance an agenda for change;
• Partnering with families to build their assets through jobs skills, savings, and money management programs for adults, thereby building the asset base of Lawrence;
• Building housing, commercial space, and community areas for the benefit of families living in Lawrence;
• Expanding and developing our network of neighborhood leaders who have the capacity to identify issues, strategize solutions and work together for economic progress, a productive public realm, and city-wide policy change; and
• Providing a holistic youth development program that offers a wide range of hands-on creative and technical skill development, academic, leadership, and collective action activities.

By facilitating conversations and action on community priorities, LCW engages partners and a network of youth and adult residents in opportunities to move themselves and the city of Lawrence forward. We focus our work in four key areas: ♦ Asset Building to grow the local asset base and promote economic advancement and family stability for Lawrence’s low-income immigrant families. ♦ Network Organizing in order to connect people to each other and LCW programs, and build resident leadership and civic engagement skills. ♦ Movement City Youth Network offering programming for exploring the arts, academic support and career exploration, leadership development, entrepreneurship and community service opportunities. ♦ Real Estate Development an efforts for phyisical revitalization resident-led design processes, and development of affordable homeownership, rental housing, green space creation, commercial space and expansion of community facilities.

LCW had its beginnings in the early 1980s struggle to build affordable housing in North Lawrence, and has built or renovated over 400 units of affordable housing for the people of Lawrence. Since an organizational rebirth in July of 1999, we have become a powerful vehicle for community revitalization, attracting over $100 million dollars in local, regional, and national public and private investment and catalyzing collaborative, community-wide revitalization efforts.

In the past twenty years, LCW has: ♦ Grown our membership base from 0 to over 5,000 residents and stakeholders. Successfully completed 210 new units of affordable homeownership and rental housing for low-income families on formerly vacant, abandoned, tax-title, historic, and brownfields properties, with 5 more in pre-development and 20+ in the pipeline. These properties have won awards from HUD, the National Association of Home Builders, the National Trust for Historic Preservation, the Fannie Mae Foundation, and the National Community Development Association. ♦ Created Asset Building programs for over 1,000 adults annually, offering Individual Development Accounts, financial education and coaching, home-ownership education, foreclosure intervention, computer basics, ESOL, workforce training, leadership development. ♦ Launched Movement City, our evolved youth programs.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback

  • What challenges does the organization face when collecting feedback?

    It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time


Lawrence Community Works, Inc.

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The people, governance practices, and partners that make the organization tick.


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Connect with nonprofit leaders


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  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

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Lawrence Community Works, Inc.

Board of directors
as of 01/07/2022
SOURCE: Self-reported by organization
Board chair

Ms. Rosa Pina

MA Cannabis Control Commission

Term: 2015 - 2020

Armand Hyatt

Hyatt & Hyatt

Patrick Grotton

Greater Lawrence Family Health Center, Inc,

Rosa Pina

MA Cannabis Control Commission

Sarah B. Perez

New York Life Insurance Company

Maria M. Fina

TD Bank

Jonathan Machado

Enterprise Bank

Lenin Tejada

Northern Essex Community College

Mariel Silverio

Community Member

Michael P. Driscoll

Lawrence Police Department

Jacoba Olivero

LCW Volunteer

Ariorca Abreu

Childcare Provider

Nicole Villar

Carlos Manuel Morel Perez

City of Lawrence

Beyazmin Jimenez

Madison Park Community Development Corporation

Sheila Muller

Northern Essex Community College

Nancy Colon Torres

LCW Volunteer

Atanacio Polanco

Joseph's Pasta

Johanna Mata

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes

Organizational demographics

SOURCE: Self-reported; last updated 1/7/2022

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.


The organization's leader identifies as:

Race & ethnicity
Gender identity
Sexual orientation
Decline to state
Disability status
Decline to state

Race & ethnicity

Gender identity


Sexual orientation


Equity strategies

Last updated: 11/08/2019

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We disaggregate data by demographics, including race, in every policy and program measured.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We use a vetting process to identify vendors and partners that share our commitment to race equity.
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.