A Comprehensive Plan requires

A Comprehensive Organization

Strategic Community Development

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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

Economic Development

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)

NETWORK OF WOODLAWN(Wesley Walker)

ECONOMIC DEVELOPMENT

ECONOMIC DEVELOPMENT

HEALTH & HUMAN SERVICES

HEALTH & HUMAN SERVICES

Woodlawn Children’s Promise

Community (Nicole Iliev)

Woodlawn Public Safety

Alliance(Cortez Trotter)

EDUCATION EDUCATION PUBLIC SAFETYPUBLIC 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 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.

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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.

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RED–2012 BLUE-2011 YELLOW - 2010 PURPLE -2009 GREEN-2008 BROWN -2007

DULLES DULLES

TILL TILL

SEXTON SEXTON FISKE FISKE

CARNEGIE CARNEGIE

HYDE PARK HYDE PARK

WADSWORTH WADSWORTH

FERMI FERMI

DUMAS DUMAS

A B CD

E F

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K L WOODLAWN WOODLAWN

UOFCW UOFCW

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 Influences

Proposed Influencers

Desired Outcomes

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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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