David Bates - NOW (Woodlawn) Strategy Presentation

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Rev. Bates' 07/2013 Presentation before the Illinois Task Force on Social Innovation, Entrepreneurship, and Enterprise, focusing on Woodlawn's "Coordinated Community" mode in Chicago

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David Bates - NOW (Woodlawn) Strategy Presentation

  1. 1. A Comprehensive Plan requires A Comprehensive Organization Strategic Community Development 1
  2. 2. Dr. David Bates We in the Human Services Business manage people in their condition. When you manage someone in poverty that is where they stay Strategic Community Development 2
  3. 3. There is a difference between reform and transformation. The difference is dependent on which way you are looking. Strategic Community Development 3
  4. 4. • Programmatic in Nature – Service Driven – Competitive – Singularly focused • Lacks Ability to address Systemic Issues • Furthers Management vs. Transformation Model • No sustainability after program completion Conventional Investment Strategy 4
  5. 5. There Are Many Integrated Challenged In Our Communities That Programs Individually Don’t Address Economic Development Education Public Safety Human Services Political Leaders
  6. 6. • A comprehensive Plan requires a comprehensive organization – Extension of Lead Agency Model • Produced by community conveners and stakeholders with resident involvement • Focused on: – Organizational Community Unity – Systemic issues with systemic outcomes – Discipline driven Different Investment Strategy 6
  7. 7. Strategic Difference 7
  8. 8. NETWORK OF WOODLAWN (Wesley Walker) ECONOMIC DEVELOPMENT HEALTH & HUMAN SERVICES Woodlawn Children’s Promise Community (Nicole Iliev) Woodlawn Public Safety Alliance (Cortez Trotter) EDUCATION PUBLIC SAFETY Community Pillar Structure TBA Woodlawn Health & Human Services (Laura Lane) NOW is supported by Four Infrastructure Pillars which include: Education, Public Safety, Economic Development and Health and Human Services. 8 The Woodlawn Community
  9. 9. • Based on Four Discipline Pillars – Education – Safety – Health and Human Services – Economic Development • Unification of Stakeholders • Creation of strategic organizations that produce sustainable outcomes – Competency development • Coordination of community resources Community Pillar Architecture 9
  10. 10. • Address the short-fall in conventional programmatic investment • Take the competition out of the process • Community-wide inclusion – Stakeholders – Service Providers – Residents • Systemically Issue Focused • Transformational and Capacity Driven Mission 10
  11. 11. NOW model Five Conditions for Collective Impact Success 11
  12. 12. • Community Unification at all levels – How do the consortiums of a community intentionally coordinate and collaborate around mission. • Defining the Community’s Self-Determination – What do you want to build, not just maintain • Build on community assets – Create an apparatus for sustainability • Resource synchronization – Gateway for Mission, Funding, and Service Distribution Outcomes 12
  13. 13. Focus on three central areas: The quality of instruction and leadership in schools Expanded, realigned, and coordinated supports for youth and families, in school and out Family and community assets focused on positive educational outcomes WCPC aims to: Change the odds for Woodlawn children 13
  14. 14. In partnership with Woodlawn Schools, Private funders, Foundations, we have: •Increased access to Full day Pre Kindergarten for 100 students through the Child Parent Center Expansion Project •Supported Professional development for over 120 teachers and principals on Common Core Literacy Standards •Expanded access to after-school and extended learning opportunities such as CDF: Freedom School Programming, Promising Young Readers and Leaders, and Young Men and Women of Promise •Continued Parent Leadership Initiative working with over 100 family members •Increased access to primary health care and immunizations •Built strong partnerships with the University of Chicago, DLA Piper, YMCA, CPS, and CHOICE/POAH Current Accomplishments 14
  15. 15. • ISAT Growth • CPS ↑ 0.8%, CPS African-American students ↑ 0.7% • Woodlawn schools ↑ 4.1% • Most schools grew, Fiske ↑ 11.8% • Hyde Park HS On-Track Rate • From 53% in 2006 to 61% in 2012 • Improvements in 5 Essentials: • Fiske: large improvements in Effective Leaders, Collaborative Teachers, Involved Families • Fermi: big gains in instructional practice, teacher collaboration and data-use • Dumas: strong gains in almost all aspects of Ambitious Instruction and Supportive Environment Growth of Woodlawn Schools 15
  16. 16. • Investment in Prenatal – 3 supports and programming • Full day Pre-K Network in Woodlawn • Create Middle Years Pathway beginning in 6th grade • Strengthen professional development of principals and teachers • Access for all to extended learning opportunities • Support Hyde Park High School International Baccalaureate Implementation, and an IB Elementary, and STEM Elementary Implementation. • Enhanced wrap around supports for all students and families Next Steps 16
  17. 17. Goal: • Established in 2012 with an overarching goal of enhancing public safety, and reducing the number of violent, societal, and property crimes in the Woodlawn community. Note: Goal and objectives align with Woodlawn’s ten year Quality of Life Plan and the City/County CARE Plan. WPSA 17
  18. 18. Objectives: • Engage Woodlawn stakeholders, partners and institutions into consortium groups that will seek to reduce violence by reaching consensus on how to best allocate and implement individual and shared violence prevention and reduction ideas, resources and best practices. • Develop and implement a comprehensive sustainable violence reduction and prevention strategy that focuses on prevention, intervention and response as foundations for addressing the personal, communal and external violence influencers that drive behaviors and perceptions. • Create a mechanism that ensures accountability to the strategy by holding all stakeholders and partners accountable to metrics and performance based outcomes. WPSA OUR OBJECTIVES… 18
  19. 19. 1 2 14 3 4 5 6 7 8 9 10 11 12 13 WPSA OUR DATA… RED–2012 BLUE-2011 YELLOW - 2010 PURPLE -2009 GREEN-2008 BROWN -2007
  20. 20. DULLES TILL SEXTON FISKE CARNEGIE HYDE PARK WADSWORTH FERMI DUMAS A B C D E F G H I J K L WOODLAWN UOFCW WPSA OUR CHALLENGE…
  21. 21. Clearing House Effect 21
  22. 22. WPSA • Engage Woodlawn stakeholders, partne rs and institutions • Develop & Implement Comprehensive Strategy • Create Mechanism to ensure accountability • An organized and empowered community with fewer gangs • A sustainable public safety plan • Significant reduction in homicides and other crimes • Lack of positive organization throughout the community • No cohesive violence strategy • Increase in Gang factions lacking leadership and consequences • Poverty and lack of community vibrancy Current Influences Proposed Influencers Desired Outcomes 22 WPSA MEASURING SUCCESS…
  23. 23. 200 plus vacant single family homes Disproportionate number of multi unit buildings in need of repair Lack of investment in commercial /retail and manufacturing corridors of Woodlawn Lack of a coordinated comprehensive development strategy Current Issues WPED Immediate Action Strategies Desired Outcomes A fully implementable economic development plan Collection analysis and assessment of development/land use data from Gensler and Goodman and Associates Outreach, education and engagement of Woodlawn Community towards developing 20 year Quality of Life Plan Establishing Woodlawn as a “Community of Choice” for residents, commercial and retail investors Creation of a community wide Economic Development Plan Coordination, integration and community vetting of existing development plans such as Green Healthy Neighborhoods, 63rd Street Revitalization Plan Development of South Chicago Commercial District Sustainable strategy for the rehab of vacant single and multi unit properties WPED Process Continuum 23
  24. 24. • The Woodlawn Partnership for Economic Development once established will: Incubate, initiate and coordinate a strategy to enhance comprehensive community and economic development in Chicago’s Woodlawn community. The initiative seeks to bridge Woodlawn stakeholders, partners, institutions and elected officials for the purpose of promoting and enhancing a stable economic foundation in the Woodlawn community. WPED 24
  25. 25. • Homicides are down 95% • WSPA has become the 2nd largest employer of Woodlawn residence. • Woodlawn is the lead community of 9 in the Governor’s Gigabit Initiative in Chicago. • ISAT Growth • CPS ↑ 0.8%, CPS African-American students ↑ 0.7% • Woodlawn schools ↑ 4.1% • Most schools grew, Fiske ↑ 11.8% • Hyde Park HS On-Track Rate • From 53% in 2006 to 61% in 2012 Current Results 25
  26. 26. Thank you! 26
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