This document analyzes the Cambridge Economic Opportunity Committee (CEOC) and provides recommendations to improve its strategy, structure, and environmental positioning. It notes CEOC provides various services to low-income clients through different programs managed by a leadership team and board of directors. However, it faces challenges like funding cuts, competition from other non-profits, and needing to differentiate itself. The document recommends CEOC adopt a "reconstructionalist" approach to align its value, profit, and people propositions. This includes providing a one-stop shopping experience, leveraging low-cost operations and intrinsic motivations, and increasing community engagement through social media and traditional outreach.

1. An analysis and interpretation Cambridge economic opportunity committee NatasaAnagnostopoulou | Minsoo Lee | Melissa Collins | Mike Crawford | KC Murphy

2. Background CEOC’s Leadership Team of Executive Director, Associate Director, and Finance Director provide operational and visionary leadership, reporting to CEOC’s 15-member Board of Directors. Program Managers provide comprehensive management for every program within the agency.

3. Corporate Mindset Reflective Collaborative Worldly

4. Environmental strategy structure Without proper strategy alignment, the ceoc will fail to become a sustainable organization

5. summary Traditional approach to strategy and structure Unfavorable and unattractive environmental conditions Reconstructionalist model aligning the strategy propositions of value, profit, and people Cutthroat competition, low profit margins, and recent threat of a 50% cut to their annual budget

6. Moving from structured to reconstructionalist thinking Distinctive positioning, with a “one stop shopping” experience Comprehensive approach to financial assistance Structure-conduct-performance paradigm The CEOC needs to align its strategic propositions towards both differentiation and low costs

7. Value proposition The CEOC provides a one-stop shopping experience to its clients (low-income) Easily accessible services Traditional community-help organizations and programs often address only one aspect of need Donors can contribute and help their community at a low cost Investors can see the benefit of their contributions attributed to multiple areas of service

8. Profit/break-even proposition CEOC does not advertise heavily Clients access and utilize services at no cost Other donors provide additional funding for client services There is an issue of alignment with profit proposition and differentiation from a donor perspective Their focus and elaboration needs to be on differentiation

9. People proposition There is a high amount of intrinsic value that drives both employees and donors A focus on external constituent groups in an attempt to increase visibility and support to make value and profit propositions sustainable Free advertisement during events Low-wage members/employees Celebrity endorsers and sponsors also receive positive and free publicity The low cost, differentiated people proposition appeals to all external constituents

10. environmental analysis A look at the internal and external factors

11. swot

12. Internal factors positive negative Offers intertwined activities Intrinsically motivated staff Collaborative management team Funding issues Not enough money for salaried employees Struggle with social marketing

13. external factors positive negative Strong relationships with elected officials People of Cambridge American economy Federal legislation Competition of 24 non-profits in MA

14. constituents

15. CEOC clientele Word-of-mouth and low impact marketing Large population of low income families Cultural, academic, linguistic, and economic barriers Paycheck to paycheck – economic rut CEOC offers a way to begin building economic stability

16. Ceoc staff Headed by a team of directors 15 person board of directors Each program has a manager Largely staffed by community members Participant-driven programs = loyalty Staff must be empowered (HEROs)

17. Local media Wide network of local media outlets Local approach = purposeful behavior The Cambridge Life, The Cambridge Chronical, Wicked Local: Cambridge

18. Cambridge community Must be heavily catered towards CEOC must increase presence Very active and regarded society 40% of resident employment: Educational, Health, and Social industries Many competing charities Small business owners

19. Culture dimensions Power distance Social mobility Collectivism Gender equity Uncertainty avoidance

20. Third party Third Party - Cambridge Community Services (CCS) www.cambridgecommunity.org the CAMBRIDGE Economic Opportunity Committee Network For Good

21. Pr implementation Create, Improve, and Assign Social Media Coordinator Find A Client of CEOC to maintain CEOC’s Social Media Presence: Facebook, Twitter, Blogging, Website...Any broad-reaching outlet that helps get the message out Work with‘Traditional Media’ as a PSA outlet for informational sessions Grassroots: Flyer Cambridge with A Message that reaches the hearts of those that grew up in Cambridge: IE: Ben Affleck

22. Cambridge Economic Opportunity Community A Family without Food Is A Family without Hope 11 Inman Street Cambridge, MA 02139 CEOCCambridge.org Help Us Cover Cambridge Helping Cambridge Live Since 1965