David Bates - NOW (Woodlawn) Strategy Presentation
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Transcript of David Bates - NOW (Woodlawn) Strategy Presentation
A Comprehensive Plan
requires
A Comprehensive Organization
Strategic Community Development
1
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
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There is a difference between reform and transformation.
The difference is dependent on which way you are looking.
Strategic Community Development
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• 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
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There Are Many Integrated Challenged In Our Communities
That Programs Individually Don’t Address
EconomicDevelopment
Education
PublicSafety
HumanServices
Political Leaders
• 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
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Strategic Difference
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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.
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The Woodlawn Community
• 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
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• 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
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NOW modelFive Conditions for Collective Impact Success
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• 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
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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
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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
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• 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
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• 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
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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
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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.
WPSAOUR OBJECTIVES…
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WPSAOUR DATA…
RED–2012 BLUE-2011 YELLOW - 2010 PURPLE -2009 GREEN-2008 BROWN -2007
DULLES
TILL
SEXTON FISKE CARNEGIE
HYDE PARK
WADSWORTH
FERMI
DUMAS
A B CD
E F
G H
I
J
K LWOODLAWN
UOFCW
WPSA OUR CHALLENGE…
Clearing House Effect
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WPSA
• Engage Woodlawn stakeholders, partners 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
InfluencesProposed
Influencers
Desired
Outcomes
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WPSAMEASURING SUCCESS…
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
WPEDImmediate
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
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• 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
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• 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
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Thank you!
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