To build public support for

human services in Massachusetts

GUIDE BOOK
 Acknowledgements

Dēmos
A N  I  A

The Guide Book was developed by: Michael Ripple and Bill Yelenak of the Providers’ Council
and Patrick Bresette from the Demos Center for the Public Sector and assisted by: Leo Sarkissian, Arc
Massachusetts; Gary Blumenthal, Association of Developmental Disabilities Providers; Sue Todd, Children’s
League of Massachusetts; Bill Allen, Disability Policy Consortium; Beth Green, Human Service Forum; Joe
Diamond, Massachusetts Association for Community Action; Vic DiGravio, Mental Health and Substance
Abuse Corporations of Massachusetts; Toby Fisher, National Alliance for the Mentally Ill – MA and; Christina
Kasica, United for a Fair Economy.

Special thanks to The Boston Foundation and staff members Geeta Pradhan and Allison Bauer
for their support of the Two Penny Project

January 2008
Table of Contents

Introducing the Two Penny Project - Q & A 1

A Short Course in Reframing 5

Tips for Working with the Media 8

More Core Values and Ideas 10

A List of Resources that Will Help Build Your Presentations 11

Appendix

Facts and Figures about the Human Service Sector 12

Facts & Figures on the Human Service Workforce

& its Economic Impact 13
Nonprofits embody the best spirit and values of our
nation. They help millions of individuals and families
daily. They protect, feed, heal, shelter, educate, and
nurture our bodies and spirits. Nonprofits also give
shape to our boldest dreams, highest ideals, and
noblest causes. They turn our beliefs into action – as
promoters of democracy, champions of the common
good, incubators of innovation, laboratories of
leadership/responders in times of trouble, stimulators
of the economy, and weavers of community fabric.

– by Tim Delaney
The Center for Leadership, Ethics, & Public Service.
I NT RODUC I NG THE T WO P ENNY P R O J E C T
Questions and Answers

What is the Two Penny Project?

The goal of this project is to build public support for human services by finding new ways for human service
providers and their supporters to communicate to the public and our elected and appointed officials about the
valuable services that our sector delivers. As part of this overarching goal, we must also find ways to rebuild
support for the role of government in providing funding and support for human services. We want to advance
the principle that the human services sector helps to support the common good, and we would like to engage
the public in this endeavor.

THIS PROJECT IS A NEW WAY OF THINKING ABOUT HOW TO

WRITE, SPEAK AND COMMUNICATE ABOUT OUR WORK.

And why engage the public? Though we know how important human services are to life in Massachusetts, there are many negative
stereotypes used to denigrate government spending on human and other public services. In some circles, spending on human
services is frequently framed as “wasteful” and that too many people are “dependent” on government “handouts.” Human service
providers could counter these negative perceptions by creating better public understanding of the positive impact that human
services have on individuals, families and communities across the state. We can do this by offering a powerful alternative message
and story that debunks the negative frames we confront and creates positive frames of our own. Having the public recognize the
value of human services and involving them in communicating this to their legislators can only help us achieve our goal. The public is
our most important donor, and they should know and appreciate the value of their investment in the human service sector.

Where did the name come from?

It was calculated that only two pennies from every dollar of personal income (per
capita) in Massachusetts are spent on human services.

It is important to understand the concept of “framing” at this point, and how messages
can be created that will engage the public and our decision makers in state government.

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Reframing? Tell me more.

We all use “frames” to make sense of the world…

The Two Penny Project is basing its program on the work of Public Works: The Demos Center for the Public Sector and a project
they have undertaken with the FrameWorks Institute. Public Works has undertaken a multi-year effort to understand what has
happened to America’s perceptions of government and what it does and funds. The research conducted for this effort by the
FrameWorks Institute uses an innovative process called Strategic Frame AnalysisTM. FrameWorks defines a “frame” as “the way
a story is told – its selective use of particular values, symbols, metaphors, and messages – which, in turn, triggers the
shared and durable cultural models that people use to make sense of their world.”

We all use frames to reduce complex subjects into ideas and concepts we can readily grasp. These frames become shortcuts to
thinking. They also become habits in the way we make sense of the world. Within the human services sector, some of the widely
held frames about our field and government’s role in supporting what we do work against us and some work for us. If you use the
words “human services,” the public may think of “nagging advocates, giving handouts to the undeserving” or they may think of those
folks doing “God’s work.” Once people tag who you are, or what your story is, with such reflexive thinking, it is often difficult to get
them to think more deeply or differently about an issue; the rest of your story may not be heard. They think they know who you are
and what you are going to say, and they simply tune out.

Ever tell someone you work in human services? Does that person say, “I am glad there are people like you doing that kind of work.”
And then do you find the conversation slowly dies?

AT ITS MOST SUCCESSFUL LEVEL, THE TWO PENNY PROJECT

HOPES TO ENABLE THE PUBLIC TO TAKE “PERSONal
RESPONSIBILITY for THEIR SHARED RESPONSIBILITIES.” WE
ALSO WANT OUR ELECTED AND APPOINTED OFFICIALS TO
READ IN THE LOCAL PRESS ABOUT THE CONTRIBUTIONS
OUR PROGRAMS MAKE TO OUR CITIES AND TOWNS
ACROSS THE STATE.
Wouldn’t it be good if the frames that were triggered by a conversation about human services were more like this:
• “Human service programs enable thousands of people to go to work every day, knowing that a family
member has quality care from a community-based agency.”
• My local human service agency employs hundreds of local people who spend their money right here in town,
and these jobs will not move out of state.”
• “I am glad our tax dollars are accomplishing so much good for my town and for the Commonwealth.”

At its most successful level, The Two Penny Project hopes to enable the public to take “personal responsibility for their shared
responsibilities.” We also want our elected and appointed officials to read in the local press about the contributions our
programs make to our cities and towns across the state. To have this happen, it will take a concerted effort on the part of human
service providers to communicate effectively and consistently about the value of our work, and to engage the broader public in
understanding and appreciating the work we do every day.

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Will I be given carefully crafted messages to deliver?
Not exactly. This project is more about a new way of thinking about how to write, speak and communicate about our work. The
goal is to help you reframe messages over time in order to change the overarching perceptions of our fellow Massachusetts residents
about human services, government and our shared roles and responsibilities in maintaining this critical system of services and
supports. In tackling this challenge, we also want to help the public feel they have an active role in government, in what it funds and
supports, and to remember it is not something that just happens to them. Remember what the late President John F. Kennedy said:
“Ask not what your country can do for you, ask what you can do for your country.”

There is value in having several “tag lines” that we all use to build a broad-based identity for the human service sector. The emphasis,
however, is on you the individual provider building the frames that tell a positive story about your mission, your efforts to serve your
entire community, how you contribute to the local economy and help to build a strong and caring Commonwealth.

Can you give me a good example of this?

Yes. The next three paragraphs come from a Ford Foundation Project called – An Economy that Works for All.

Suppose you wrote:

America is increasingly being separated into the haves and have-nots. One of every three Americans
is poor and two-thirds of those are single mothers with children. Try to imagine the plight of a single
mother working a low-wage job. Even at $10 an hour – twice the minimum wage, she earns only about
$20,000. Who could support a family on $20,000 a year?

After extensive testing the Ford Foundation found:

The Sympathy/Poverty message was the least effective frame of all those tested. The problem with the
Sympathy/Poverty frame is that it reinforces the idea that poverty is the result of bad individual choice rather
than a condition that requires systemic reform. This message also recreates the sense that people will think
nothing can be done that doesn’t make matters worse. Note: It is important to create a sense of hope
within your audience to have your ideas accepted.

So – what message – or frame – might be better?

The Ford Foundation Project suggests:
Creating prosperous communities tomorrow requires responsible planning today. Too many companies
and decision-makers focus on short-term profits and short-term thinking to the detriment of our
communities. And when we allow one part of the community to weaken and struggle, it weights us all
down, resulting in a lower stan­dard of living. Our nation needs to change its short-term thinking and start
building good paying jobs with benefits and strong communities for the long term. With better planning
we can repair our economic engine and create a future with good-paying jobs and strong communities.

The Ford Foundation recommends that advocates frame their messages in terms of responsible planning and economic
vision, with a strong secondary or reinforcing message about community planning. The research also shows that
messages about teamwork in the workplace and respect for workers buttress support for policy change.

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Have we caught your attention?
“A steady drip can change the shape of any rock.” Join the sponsoring members in reaching the public with positive stories about
our work. There are no perfect answers when it comes to telling the human service story in new ways, but working with others in the
pursuit of creating good frames and messages will enrich everyone’s job and help the sector. This Project hopes to build the capacity
of the human service community to work together as we communicate to the public through all possible means.

More information is also available at:

http://www.demos.org/publicworks
http://www.frameworksinstitute.org/

And how can people in my agency be a part of this effort?

1. Join our training programs and webinars.

2. Take advantage of our research and communication advisors and ask for a Two Penny consultation or
message coaching. The Director of Operations and Communications Manager at the Provider’ Council, and the
Communications Director at the Massachusetts Budget and Policy Center are ready to work with you on your
community outreach efforts.

3. Need additional training? We would be glad to arrange customized trainings with regional provider/advocacy
groups that want to learn more and become a part of this Project. Call us.

4. Let us know that you want to become active in the Project. Are you receiving the Two Penny Tips for ongoing
education? If not, call or email us.

5. Use this Guide Book. If you add to it, please let us know how. We want to make it better. And please share it
with your human service colleagues.

6. Use the facts and figures in this Guide Book to bolster your community presentations.

7. Use the media lists the Two Penny Project has available to help you reach your community.

8. Ready for more information? Call the

Providers’ Council at 617.428.3637 and
ask for the Director of Operations or
Communications Manager. You can also
call the Communications Director at the
Massachusetts Budget and Policy Center at
617.426.1228 for consultation or technical
assistance.

4
A SHORT COURSE IN REFRAMING
Tell me more ‑ you have caught my attention.

There are central themes that we need to evoke in all our messaging and communications. The following keys to reframing are
derived from materials developed by the FrameWorks Institute and Public Works. Please keep in mind – there are no “one size fits
all” answers. Each time you write there will be new problems to solve that take careful thinking. It is easy to slip into old writing
habits. We hope you start developing new ones.

This is the way it goes:

STEP 1. The goal of the Two Penny Project is to rebuild public support for the role of government and the human
services sector in particular. The Project would like the public to become partners in public decision-making, and to build a
“citizen perspective” rather than the “consumer perspective.” What do we mean by this? In research conducted by the FrameWorks
Institute for Public Works, one of the barriers to broader public engagement with and support for government and government-
funded services is the dominance of a “consumer stance” in our society – even toward the public sector.

In the consumer perspective:

• Government takes money that people can use.
• Government redistributes income – think taxes.
• Government is a drag on the economy and a barrier to business.
• Government services are for the lazy, while those who work hard will succeed.
• Government is the problem.

However, people also hold more positive “citizen” perspectives that are more dormant, but can be elevated.
In the citizen perspective:
• Government is a necessary agent in maximizing quality of life.
• Government redistributes risk – think Social Security.
• Government works with citizens and nonprofits and business to create economic opportunity.
• Government services offer protection and empowerment when needed.
• Government, partnering with our residents and nonprofits, is our tool for solutions.
• Citizens see themselves as “stockholders” in government.

To quote Massachusetts’ Governor Deval Patrick in talking about the need for taxes: “…it’s not this idea
that people earn what they earn and have no responsibility for the Commonwealth. We have a
responsibility, in addition to personal responsibility, to take charge of shared responsibility.”

The Two Penny Project, with human service providers, would like to foster more “citizen-thinking” and to help
people recognize and feel connected to the critical role human services play in their communities. The Two
Penny Project wants to build the sense that human services advance the common good and benefits us all.

5
STEP 2. Human service providers need to understand the power of “frames.” Frames are mental shortcuts we all use
to make sense of the world. They can act like stereotypes that give us reflexive answers to complex questions. As the FrameWorks
Institute has shown, understanding is frequently frame-based, not fact-based. Over time, people develop habits of thought and
expectation that configure incoming information to conform to our frames. To change opinion, human service communicators
must shift the frame.

For example: If commentators or politicians say that budget developers must “starve the beast,” they are
inherently calling for funding cuts for human and social service programs. This thinking produces a powerful
anti-government frame. It is the providers’ job to communicate the value of human services make us more
human. To inoculate against the dominant negative perceptions, we need to create our own positive frames.

FRAMES ARE MENTAL SHORTCUTS WE ALL USE TO MAKE

SENSE OF THE WORLD. THEY CAN ACT LIKE STEREOTYPES
THAT GIVE US REFLEXIVE ANSWERS TO COMPLEX
QUESTIONS.
When communications are inadequate, people default to the “pictures” or “frames in their heads.” When
communications are effective, people can see an issue from a different perspective.
(The FrameWorks Institute)

STEP 3: Why doesn’t the public seem to take responsibility for pressing social issues? It is not because people are
selfish, small-minded or uncaring. It is more often a cognitive failure, rather than a moral one. People don’t understand what their
responsibility could be. We can help change that.

So how do we frame?
• First, research shows new frames are only possible because ideas and issues come in hierarchies.
• Cognitive science teaches us that these hierarchies, or levels of thought, track and direct our thinking.
• Higher-level frames act as primes for lower-level frames, and higher-level frames map their values and
reasoning onto the lower-level frames.

STEP 4. Value levels and higher level frames – applying the three previous steps.

Level One Values: Write or present your message by first evoking values like justice, protection, family and
community, quality of life, independence and opportunity that underpin your work. These are likely values
your audience recognizes and supports, and it will help you engage them in what you do and why. This is
critical.

Level Two Values: Next move to issues like women’s rights, children’s concerns, the environment – in our
case human services, mental health, homelessness, etc.

Level Three Values: Now your reader is able to apply the big picture to the specifics that you would like
them to consider which might include adequate pay, independent living, minimum wage, etc.

6
You are now ready to draw your audience into a solution. By appealing to higher-level values to reframe your issues, you are
working to connect to what the broader public also cares about. The Two Penny approach can offer people an alternative way to
perceive the issues we care about; for example, about various children’s issues or the need for independent living assistance. And
providers can now move people toward consideration of solutions, not merely wringing their hands over another intractable social
problem that affects children.

WRITE OR PRESENT YOUR MESSAGE BY USING VALUES LIKE

JUSTICE, PREVENTION, FAMILY, EQUALITY, INDEPENDENCE
AND ECONOMIC OPPORTUNITY.
Research has shown that when providers approach people as citizens, parents and stewards of their communities, we tap into
powerful models that can guide their thinking about themselves and their political responsibilities. By communicating this way, we
can also combat the currently dominant and often negative frames about our sector and government’s role. We can move toward
solutions by reminding our citizens and our neighbors about the widely-shared Level One values they have already
incorporated into their thinking and help them to make important choices for the world.

A human services example follows:

Again, you need to keep in mind that there are no “silver bullets.” Each new situation calls for a new creative communication just
like painting a new picture.

Values
The health and well being of our communities depend on the network of human services that helps us all in times of need,
protects the vulnerable and offers opportunity to all members of the community. (Note the use of Level One Values).

Now who would disagree with that? Your audience is ready to listen, not tune you out with an existing human
service frame. You have evoked a connectedness – our shared fate.

Model
What “tools” are in place that can bring victory? Or – what are the familiar forums/avenues at your disposal that can help create
positive change. (Move to the “issues” and Level 2 values).

Throughout our communities, private agencies work with our public structures to meet the needs of people
with mental illness, empower those with disabilities, care for children and support families. This partnership
between our government and our dedicated nonprofit organizations helps to keep our community and our
state thriving and working together.

That sounds hopeful, and you have not sent your audience running. You are moving them toward a solution.

Solution
And so, as we look to the budget priorities being discussed by our policymakers, each of us must make sure our leaders put
these services at the top of their list. (Follow with specifics relevant to your agency and mission . . . )
It is not easy to reframe the way we communicate. But the Two Penny Project has tools and advice available to
help you and to move your mission forward.

Are you ready for us to help you prepare to get on your local community television
program, meet with key civic groups or do an op/ed column? Please call.

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TIPS

FOR WORKING WITH THE MEDIA
Using the media is one of the easiest ways you can broadcast your positive messages about the valuable work you do. Knowing the
basic tools is important. Too often, coverage about human services and government focuses on singular events and “what went
wrong” in a given situation. Understanding the broad, system-wide benefits offered by the human service network need to be in the
public eye. There needs to be greater focus on the positive role of human services and the positive role government plays in our lives.
It is incumbent upon us to be proactive in sharing our stories and our successes with the media.

It is critical that we do our best to:

• “Shape” the stories and the debate surrounding our work. We have to reinforce the positive frames about our work – how our work
benefits the entire community, etc. – and we must avoid negative frames such as: we need to bear a “tax burden” so that government
can “take care of us.” The more proactive we are in the media, the more positive the view of our work will be in the eyes of the
public, and the policymakers that wield great impact over our resources.

• Proactively use the local media as a tool to educate members of the community as to what your organization does and why it is
a necessary part of the community, as well as to influence policymakers on the local and state level to support the work of your
organization.

P R OAC T I V E LY U S E T H E L O C A L M E D I A A S A TO O L
TO E D U C AT E M E M B E R S O F T H E C O M M U N I T Y A S
TO W H AT YO U R O R G A N I Z AT I O N D O E S .
• Reach out to the key people at the newspaper and introduce yourself and your organization to them. News Desk and Editorial
Page editors are key contacts. Do the same writers tend to cover stories of importance to you and your organization? Then those are
key contacts as well. E-mail, phone, snail mail, and fax – figure out what methods work best for each contact. And always be sure to
follow up. Call a contact to let them know you’ll be e-mailing or faxing them something, then offer a follow-up call after it has gone
through to make sure it has been received. Provide these media contacts with information about your organization and let them
know that you are happy to speak with them in the future on stories related to the work that you do. Be visible!

• After you’ve made your introductions, you should be comfortable engaging them in any of several ways – of course, the Two Penny
Project is always happy to be of assistance as you craft your media strategy or individual media outreach effort.

And the best ways to reach out are:

• Press Releases – When your organization does something of note, or wants to offer a public comment on a current event, sending
a concise, informative release is the most common method of engaging the media. Make sure you clearly illustrate the significance
of whatever it is your release discusses, and be sure to follow up with members of the media, to answer any questions they may have
and clarify anything that might be confusing to somebody without your technical knowledge.

• Letters to the Editor – When a newspaper writes a story about an issue or event relating to the work of your organization, you can
respond to the story with a letter to the editor. Did the paper overlook an important point? Did they not frame the work done by
your organization in the appropriate light (as a “fiscal burden” rather than “vital service” for the community)? Also, have different
stakeholders write letters from organization staffers and direct care workers, to clients and family members. The greater the variety
of perspectives offered, the more likely something will get printed.

8
• Op/Ed Pieces – These are more sizeable than letters to the editor, and they are meant to frame or drive the debate on an issue
rather than just respond to existing commentary. Editorial page editors ration this space carefully, so pick your moments. One or
two op/eds per year are a reasonable target. When you decide you want to submit an op/ed, contact the editorial page editor and
pitch them the idea and explain why the thoughts you are presenting in your op/ed piece are important for public dialogue. With
enough advance notice, editors will usually be willing to work with you. It is also effective to partner up with a co-writer when
drafting an op/ed. Choose a writing partner who the public wouldn’t normally view as a natural ally. For instance, if your op/ed is
about why funding social services is helpful for all members of the community, find a business owner who shares your views on the
matter.

• Editorial Board Meetings – An “ed board” is a meeting of your organization with key people at the newspaper for a discussion of
a topic. You have the opportunity to have a more free-flowing discussion of issues with writers and editorial writers. These are also
infrequent, so pick your moments – for instance, scheduling an editorial board in the weeks before the beginning of the annual state
budget process to let the local media know what you will be looking for in the budget, and why it is important to you is an effective
and well-timed way to prime the media to be attentive to your organization’s needs and goals.

• Beyond Print Media - In addition to print media, you

can disseminate your information via television, radio, and
internet. While your story might not be something that
the local nightly news might cover, many municipalities
have a public access television station with local affairs
programming. Contact the hosts of these programs,
introduce yourself, and suggest that you’d like to be a guest
in the future to explain the work your organization does and
how it benefits the community. Similarly, are there radio
shows or internet sites (such as local blogs) that discuss issues
relevant to the work that you do? Make your introductions
and use these conduits for your message as well. Again, we
at Two Penny are always happy to assist your organization in
planning and preparing media outreach efforts.

And, be sure to use your website as a prime place to “tell your story.” Consider making it a resource for local news outlets.

In conclusion

With any media effort, always be mindful of two questions: who is your audience, and what is your purpose? Is your audience
state legislators and your purpose to rally support for funds in the state budget? Or is your audience members of the community
and your purpose is to inform them about a new program offered by your organization?

You know how critically important the work done by your organization is. If you effectively use the media as tools to share your
message, policymakers and the community at large will share your support for the important efforts of your organization.

And again, please share your stories with the Two Penny network. It will help
all of us learn what works.

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M OR E CORE VAL UES AND I DEAS
The values and ideas listed below come from various sources and can be used to help you create values-based
communications about our sector. Remember STEP 4 in the “Short Course in Reframing?” We listed values that the
public can identify with; they evoke the “I believe in this” response.

Eleven Core Values (Overcoming Polarization: The New Social Morality by Daniel Yankelovich-January 2006)
In our analysis of public attitudes, we have identified eleven core values that are consistently embraced by most Americans. They can
be summarized as follows:

• Patriotism • Self-confidence • Individualism

• Belief in hard work and productivity • Child-centeredness •Community and charity
• Pragmatism and compromise • Acceptance of diversity • Hunger for common ground

(Remember, some of these widely held “values” work for us and some are barriers; navigating this complexity is one of our challenges)

4 Things Americans Crave (The Public Agenda-Jean Johnson)

• Hunger for explanation…people are confused • Hunger for candor
• Desire for honorableness, fairness, civility, respectfulness • Hunger for a message for our common good

The following items were written by Tim Delaney – The Center for Leadership,
Ethics, & Public Service.
Nonprofits embody the best spirit and values of our nation. They help millions of individuals and families daily. They protect, feed,
heal, shelter, educate, and nurture our bodies and spirits. Nonprofits also give shape to our boldest dreams, highest ideals, and
noblest causes. They turn our beliefs into action – as promoters of democracy, champions of the common good, incubators of innovation,
laboratories of leadership/responders in times of trouble, stimulators of the economy, and weavers of community fabric.

Nonprofits help promote healthy communities by:

• Providing citizens a means for civic engagement so people know more about their communities as they volunteer to champion the
common good and serve their fellow citizens.

• Serving as laboratories for individuals to develop their leadership skills.

• Incubating innovations that serve the community, from social services and child development to medical cures and scientific
advancements.

• Providing services to those who need them.

• Stimulating the economy -- because nonprofits account for almost 9% of our nation’s paid workforce (which size is almost doubled
when considering volunteers’ time), so think of the overall economic impact in terms of computers, ink, pens, paper, buildings,
vehicles and so much more.

• Adding value to the broader community.

• Providing a space for individuals to weave invisible networks of connections

that build and strengthen the social capital of their community.

• Providing the vehicles for individuals to build their own sense of community as they
increase volunteers’ awareness of important societal issues and make volunteers more
informed citizens.
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A LIST OF RESOURCES T H AT WI LL H EL P
BUILD YOUR PRESEN TAT I ONS
A good quote can quickly engage your audience. These are also frames that can tip your listener, reader or viewer into
wanting to learn more. Remember, people want to be hopeful and believe there are solutions to social problems.

Please add your own and share them with the Two Penny Project as well!

• Human service programs touch countless lives and serve the common good by caring for society’s most
vulnerable members.

• “Our national quality of life, now and for the future, depends upon our citizens working for the public good.”
(Michael Lipsky of Demos)

• Thousands of people are able to go to work every day because of the support offered by human services
programs and their community-based programs.

• People who were once secluded in restricted institutional settings (because of our fears about difference)
are now living and working in their own communities with the supports made possible by the citizens of the
Commonwealth.

“Government is the name we give to the things we

choose to do together.” – Congressman Barney
Frank
• Rather than talk about underfunding, consider: “Careful economic planning is needed to insure we can
meet society’s goals. The real question is what kind of society/community do we want to have and what
investments by us all are necessary to achieve that vision.”

• “Throughout our community, private agencies work with our public structures to meet the needs of the
mentally ill, empower those with disabilities, care for children and support families. This partnership between
our government and our dedicated non-profit organizations helps to keep our community and our state
thriving and working together.” (Demos)

• “Government is the name we give to the things we choose to do together.” (Massachusetts’ Congressman
Barney Frank)

Thank you for your interest in this vital subject. Two Penny advisors are ready to work with you. Help us build the capacity of the
human services sector to tell the public about our valuable work. The people in your community should be as proud as you are
of this great human investment in our cities and towns. Once again - call the Providers’ Council at 617.428.3637 and ask for the
Director of Operations or Communications Manager. You can also call the Communications Director at the Massachusetts Budget
and Policy Center at 617.426.1228 for consultation or technical assistance.

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A P PEN DI X : Facts a nd f igur e s a b out th e
hum a n servic e se ctor
The information that follows may be useful to you as you prepare to reach out to your communities to describe your work.

• The State Legislature appropriates over $2.9 billion through the Executive Office of Health and Human Services to provide
essential community-based human services with contract providers. (FY 2007)

• These services are mandated by the Legislature to serve one in ten of the state’s residents – our most vulnerable.

• This contract system is governed and audited by a comprehensive array of federal and state contracting and quality assurance
mechanisms.

• These contracts carefully detail all expenditures and staffing requirements. There are virtually no “variable” expenses. The rise of
“fixed” expenses in the market go unrecognized by the state’s purchasing system.

• There are approximately 1,100 contract providers and they operate from over 5,500 sites across the Commonwealth.

• Services provided include: Community-based residential and vocational programs for people with mental and physical disabilities,
protection for women and children at risk of abuse; safe houses for battered women, mental health clinics, veterans programs, elder
services, programs for troubled adolescents, day care, foster care, adoption, substance abuse clinics, vocational rehabilitation, health
care centers, supports for the homeless, family planning, AIDS support services, independent living centers, teen pregnancy and more.

12
Appendix: Facts and figures about the
Human Service Workforce and its
economic impact
The information that follows is taken from: “Help Wanted: The Future of the Human Services Workforce in
Massachusetts,” a report commissioned by the Massachusetts Council of Human Service Providers, Inc., April 2006
and completed by the Donahue Institute of UMASS.

In 2003, the human services workforce exceeded 100,000 employees in Massachusetts, representing 3.3 percent of the state’s total
workforce (nearly 3 million workers) and 3.4 percent of all 2.9 million human services workers nationwide. The Massachusetts
human services workforce was approximately three times the size of the biotech industry in 2001, when it employed an estimated
30,000 persons, and is of comparable size to the Commonwealth’s telecommunications industry estimated workforce in 2004.

The Massachusetts human services sector is not just a social necessity – it is a significant economic contributor. According
to the Department of Commerce’s Economic Census, in 2002, the Massachusetts human services industry generated $4.6 billion
in revenue and in 2003, industry payroll alone exceeded $2 billion. Considering that the state provided $2.6 billion in state funds
to human services providers in FY06, it is clear that the industry provides substantial economic as well as social returns to both the
people and the economy of Massachusetts.

Findings
General Massachusetts population findings
• Massachusetts is the only state to have lost population between 2003 and 2004.
• The Massachusetts birth rate has been flat in recent years, resulting in an increasing median age of the population.
• Over 213,000 more domestic residents moved out of Massachusetts than moved into the state between 1990 and 2002. Between
2002 and 2004, the imbalance grew.
• The most recent job vacancy study of all industries across the Commonwealth indicates all employers have at least 70,000 vacant
positions and 140,000 people are unemployed.

Human services workforce profile

• The state’s human services workforce totaled 98,129 in 2003, which is comparable in size to the 2004 telecommunications industry
and three times the size of the 2001 biotechnology sector.
• The median earnings among human services workers overall is approximately $9,000 less than in healthcare and other industries.
Among direct service providers, the gap is even greater — nearly $15,000 less than the same workers in healthcare and nearly $5,000
less than their counterparts in other industries.
• Nearly 18 percent of human services workers had 1999 total income that was below 150 percent of the federal poverty level; nearly
twice as many human services workers are in poverty as compared to healthcare workers.
• More than 80 percent of human services occupations are filled by women; fewer than half (45.5 percent) of jobs in other sectors are
filled by women.
• Nearly 70 percent of the human services workforce provides direct services; 30 percent are in management or support positions.
• In 2001, 45 percent of human services workers did not receive health insurance from their employer or some other source.

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Economic impact
• In 2002, the human services industry generated $4.6 billion in revenue and the 2003 payroll exceeded $2 billion. State contracted
investment in 2005 was $2.6 billion.
• Though human services represented 3.3 percent of the state’s workforce, it represented only 1.6 percent of the total payroll. Low
share of state payroll is consistent with low wages paid to many in the industry’s workforce.
• In 2003, of the $2 billion earned by the 98,129 human services workers, nearly $1.4 billion was income spent on basic living
expenses, goods and services in Massachusetts.
• The $1.4 billion in local spending generated an estimated $620 million in additional state economic activity.
• Human services workers’ spending supported an additional 33,918 jobs across Massachusetts in 2003.
• Human services workers’ wages generated more than $112 million in state and local revenues in 2003.

Forecast of need
• The Census Bureau estimates that the number of Massachusetts residents of traditional working age (20 to 65 years old) will grow
much more slowly than the younger and elderly populations over the next 25 years.
• At present pace, dependent populations will grow 24.3 percent over the next 25 years while the working-age population will shrink
by 3.3 percent.
• Human services employment is projected to grow 37.5 percent nationally over the next decade, indicating an estimated need for
35,000 additional human services jobs in Massachusetts by 2014. Overall employment growth in Massachusetts is predicted to grow
at just under 1 percent annually through 2009.
• Home health aides and personal/home care aides are predicted to be among the occupations with the largest job growth over the
next decade; these workers are imperative to the human services industry and are also in demand by healthcare and other industries,
which will compete for the available labor force.

Conclusion
The findings of this report strongly suggest that, without significant public policy attention, Massachusetts human services
employees can expect challenges to worsen in the years ahead. Employers can expect to find it increasingly difficult to find workers
willing to provide essential services to vulnerable populations in a highly demanding work environment for relatively low wages.
They can also expect increasing competition for both skilled and unskilled workers from healthcare and other service sectors that
are also expected to grow, but which presently provide employees with comparatively higher wages, training and support.

Developing public policies to assist human services agencies in overcoming these challenges will not be easy. There is no “silver
bullet” solution to these problems. What is clear, however, is that meeting the human services needs of the Massachusetts
population will require workers, employers and public and private funders to work together to find ways to obtain and effectively
utilize the resources that will be required to recruit, retain and sustain the Massachusetts human services workforce of the future. As
this report demonstrates, the consequences of failing to meet these challenges are significant, both socially and economically. These
issues require the serious attention of state leaders and policy makers. Our most vulnerable neighbors and a significant and growing
employer in Massachusetts deserve nothing less.
From: Help Wanted 1: The Future of the Human Services Workforce in Massachusetts

We invite you to use this information and to share it with others. Please
be sure to recognize the efforts of Demos, the Frameworks Institute, the
Providers’ Council and the Massachusetts Budget and Policy Center and give
full attribution when necessary.

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 Copyright © 2008 by
Massachusetts Council of Human Service Providers, Inc.,
All Rights Reserved
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A N  I  A
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