new haven promise zone logic model

WORKING DRAFT -‐ New Haven Promise Zone Goals and Strategies

New Haven Promise Zone Goals and Strategies / DRAFT 12-‐5-‐14 /

As the fastest-‐growing city in Connecticut, New Haven is endowed with a revitalized urban core, thriving arts scene, and rapidly-‐expanding university and hospital district, with an investment pipeline surpassing $1 billion. New Haven is the dense hub of a relatively wealthy metropolitan area whose educated workforce, walkable neighborhoods, and major employers create opportunities for residents and entrepreneurs. These assets offer a challenge: how can we enhance this economic engine, increasingly concentrated in the city center, while reducing the barriers that prevent many city residents from becoming full participants and beneficiaries?

Government, nonprofit, business, and community organizations in New Haven have acquired a national reputation for their ability to confront social and economic challenges through social innovations, evidence-‐based programs, and multi-‐sector partnerships. NHPZ will create a process to define strategies intentionally to connect all Zone residents to the regional economic growth and opportunity; educational achievement; and safe, vibrant and healthy neighborhoods, and will establish measures and systems to achieve these shared goals.

To encourage region-‐wide growth, NHPZ will enhance economic and entrepreneurial activity (Goal 2) to create jobs for which we will prepare and support residents (G1). Our education system, guided by our nationally-‐heralded School Change Initiative (G3), will produce graduates with “21st Century skills”—creativity and teamwork, essential social-‐emotional and soft skills—as well as sound academic skills that will support job access to growing sectors (G1) and supply the workforce to help drive our economic development (G2). NHPZ will weave together a continuum of efforts to support youth from birth through career, providing the experiences they need to succeed and become adaptive, lifelong learners who comprise our technically skilled workforce (G1, G3). The changing workforce needs of employers in strong or growing sectors of our economy—health, biotech, IT, and manufacturing—inform our education and workforce initiatives (G2). Integrated strategies such as our early childhood system (G3), neighborhood-‐ and school-‐based wraparound health, family support, and home visiting services (G5), youth-‐serving agencies (G3), and efforts to improve the physical neighborhoods that make up the NHPZ (G4, G6) will foster an environment needed to engender social development, family stability and wellness, and success in school and career. Our community capacity building work, including connecting the various nonprofit organizations around common work through collaboratives (G3, G5) and community policing and intervention programs (G4) also intersect, creating the groundwork for safe city neighborhoods that support healthy activity, social cohesion, and economic growth (see Plan Graphic below).

While individual services in New Haven are generally strong, disconnected institutions and the lack of a more unified approach to policy, practice and systems’ change sometimes undermine the city’s ability to deploy its resources most effectively. To produce collective impact, the NHPZ Leadership Team will align these independent activities under a common set of goals and results, offer technical assistance, facilitate transformative collaboration and create open and real-‐time communication to enable data sharing, cooperation, and shared systems of accountability. The NHPZ provides a framework to integrate support available across multiple partners, using the results from this cross-‐sector work to benefit neighborhoods. Through various partners’ substantial capacity and experience in the collection and use of data, NHPZ leadership and partners will use the Results Based Accountability Framework to guide planning and adjust for maximum efficacy along the way. NHPZ leadership, partners and implementation teams will review results to adjust programs, practices and policies, address performance issues, and disseminate results to the public in clear, accessible formats.

In the coming months and beyond, the City will work with NHPZ partners to form a Leadership Team to work with all NHPZ partners and the broader community to refine the approach, build community trust and involvement, and open communication channels required to solidify the partnership. NHPZ leadership and partners will meet regularly to refine goals and shape them into the City’s Transformation Plan, finalize the implementation plan, and establish processes for ongoing planning, refinement, and quality improvement.

WORKING DRAFT -‐ New Haven Promise Zone Logic Model

New Haven Promise Zone Logic Model / DRAFT 12-‐5-‐14 /



Issues Goal Strategies / Initiatives Outcomes / Metrics (O = Outcomes, P = Programmatic Metrics)

Goal 1. Create a skilled workforce. Create pathways to careers for residents and to support business growth. In the Zone, there is a 17% unemployment rate. Over 28% of families live in poverty. 36% of PZ households have income below $20,000. And 37% of PZ individuals have Extremely Low Income, as determined by the HUD mapping tool. In the PZ, there are 44,000 jobs; however, only 17% of PZ residents work in these jobs, due to barriers in education, training, and transportation.

Subgoal 1.1 Increase access to lifelong career pathways and jobs in

demand

Deliver customized training to meet the needs of new and current employers through partners like Gateway Community College and Workforce Alliance.

• Increased number of residents placed in growth sector jobs (O)

• Increase in overall employment rate (O) • Increase in customized collaborative skills

training opportunities for residents (P) • Increased number of employer-‐

customized college internships and training opportunities (P)

Recruit, match and place residents in growth sector jobs to create an integrative workforce pipeline. Strategically align employers’ job skills needs with college internships/training, while expanding and promoting certificate programs in skills in demand for non-‐college-‐bound students. Create a continuum of skills training opportunities for youth, adults and elders for in-‐demand jobs and lifelong learning.

Subgoal 1.2 Increase labor market success and

financial security

Provide job readiness training in basic skills and job coaching for candidates and new hires to aid in employment success and retention.

• Increase in GED credentials obtained (O) • Increase in employment and retention

rates (O) • Increase in participants in job coaching

and basic skills/workplace readiness training (P)

Engage employers systematically across sectors, working with Chambers, HR offices of major employers, and the job developers network. Expand number of employers’ job access agreements.

Goal 2. Increase economic activity. Advance investments in major projects and small businesses of over $1.5 billion in the next 5 years.

Central New Haven is a hub of activity, and a cultural, business, shopping, and entertainment center for the greater New Haven area. Gaining access to these new jobs for PZ residents will require work.

Subgoal 2.1 Advance major economic

development projects to grow knowledge-‐based,

service, and manufacturing jobs to transform the local

economy

Work with developers to advance proposed major development projects to bring in temporary/permanent jobs and tax revenue, including: • Investment in 100 College Street Downtown Crossing ($120

million), the former Coliseum Site ($395 million), Science Park ($150 million), River Street, ($18.5 million), and Union Station Transit Orientated Development Project

• Mill River Redevelopment • Route 34 West (underway) -‐ $50 million mixed-‐use

development

• Increase in temporary and permanent FTE jobs (construction, commercial, retail, bioscience industries) (O)

• Increased tax revenue (O) • Increased economic investment in

development projects (P)

Subgoal 2.2 Support business start-‐up and

expansion

Create a coordinated business development plan, providing supports to address challenges faced by business owners while trying to expand or start up, incl. sites, technical assistance, access to a Revolving Loan Fund, and workforce development.

• Increase in businesses created and expanded (O)

• Increase in jobs in new businesses (O) • Increase in services (tech. assistance,

loans) for new/small businesses (P)




Subgoal 2.3 Revitalize Neighborhood

Commercial Corridors to attract and sustain

businesses

Implement Main Street program across 5 commercial strips by addressing issues of vacancy, blight, lack of active management and marketing, and engagement with surrounding consumers. Provide training and support to community stakeholders, especially local business owners.

• Increased tenancy/jobs in 5 corridors (O) • Increased engagement with community,

public/private sectors (P) • Increase in support services for local

business owners in 5 corridors (P)

Goal 3. Improve educational opportunities. 27.6% of District students do not attend preschool, and too many arrive at school not ready.

Although achievement scores continue to rise in the District, a substantial number of students do not achieve goal level in Reading on standardized tests (which are in the process of shifting to the Common Core standards).

Graduation rates are rising, although for the Class of 2012, 29.1% of members in 9th gr. did not graduate with their class.

10% of 16-‐19 year olds in the PZ are disconnected, meaning they are not in school or working.

There is very low educational attainment in the PZ; 25% lack a high school degree, and only 20% of adults have a bachelor’s degree.

Subgoal 3.1 Increase the percentage of

children arriving at school ready

Achieve universal high quality early childhood programs. Expand access and quality of infant/toddler care. Create a unified, easy preschool enrollment system.

• Increase in readiness for school (O) • Increase in number of providers and

quality of early child care/education and enrollment (P)

• Increase in parent engagement and education efforts (P)

• Increase in awareness of/access to child healthcare/support services (P)

Coordinate Early Literacy efforts.

Provide child healthcare/support services: Increase home visiting programs. Ensure effective collaboration across systems. Provide training to bolster parenting skills.

Subgoal 3.2 Increase the percentage of

students graduating from high school prepared for college, apprenticeships and other postsecondary

programs.

Implement comprehensive School Change Initiative. Improve the school experience with principals’ and teachers’ leadership and instructional development, a portfolio of schools and wraparound services/partnerships. Increase student engagement.

• Increase in achievement across grades (O) • Increase in students who graduate from

high school and obtain a vocational certificate (O)

• Increase in college/other postsecondary enrollment and job placement (O)

• Increase in age 16-‐24 engagement (O) • Increase in quality of education, as

evidenced by NHPS Key Performance Indicators (test scores, grad. rates) (P)

• Increased participation in out-‐of-‐school programming (P)

• Increase in number of student internships offered and completed (P)

[Contributes to 3.1 outcomes]

Provide comprehensive college and career preparation, support and success, aligning with NH Promise for scholarships and other partners.

Create an Integrated Youth Development Plan including: a network of quality youth development and after school programs; mentoring; enhancing facilities and Open Schools strategy; increasing student internships; fostering youth voices and leadership opportunities; engaging families through Parent University.

Subgoal 3.3 Increase the adult literacy rate

Expand Adult Ed programming through learning opportunities for adults with low literacy levels and ELL Adult Learners. Provide opportunities for GED completion.

• Increase overall adult literacy rate of residents (O)

• Increase in literacy and ELL program opportunities and participants (P)

• Increase in adults who acquire high school diplomas or GEDs (P)

[Contributes to 2.1 outcomes]




Goal 4. Reduce serious and violent crime

Although going down, the rate of violent crime in the PZ remains high (rate of 61.9/1,000). Additionally over 1,400 ex-‐offenders returned to the PZ per year post incarceration and face a high risk of recidivism if not connected to jobs, housing, and basic services.

Subgoal 4.1 Create safe neighborhoods through community

policing and environmental improvements

Prioritize environmental improvements: clean up sidewalks, add streetlights and cameras, increase speed bumps, and improve walkability of neighborhoods.

• Higher percent of residents reporting feeling safe in their neighborhood (O)

• Reduction in crime rate (O) • Increase in Zone police presence (P) • Increase in the number of substantive

environmental changes implemented (P) • Higher percent of residents reporting

feelings of trust/confidence in NHPD (P)

Continue and deepen commitment to Community Policing, by increasing police patrols in targeted areas, especially crime “hot spots,” decreasing misdemeanor arrests, and increasing mental health/drug screenings for arrestees. Also provide more police-‐connected programming to build trust.

Subgoal 4.2 Reduce crime through

interventions with individuals likely to engage in criminal

activity

Implement Project Longevity and Street Outreach Worker Program (SOWP) to engage at-‐risk/high-‐risk youth & young adults outside the schools, providing them with counseling to redirect them into pro-‐social activities. Implement Project Longevity to engage ex-‐offenders at risk of recidivism.

• Decrease in chronic absenteeism/truancy, school suspensions and expulsions (O)

• Decrease in recidivism (O) • Increase in employment of reemerging

residents (O) • Reduction in crime (O) • Increase in percent of youth avoiding

justice involvement (O) • Increase in pro-‐social activities and

engagement for at-‐risk youth (P)

Bolster efforts of City of New Haven’s Project Fresh Start (PFS) Reentry program, which supports prisoners as they reenter mainstream society. Improve efforts to coordinate data through YouthStat Prevention program in order to better identify at-‐risk youth and young adults and link them to role models and services.

Goal 5. Build the wellness, stability and civic cohesion of residents In the PZ, 36% of residents live on household incomes below $20,000. Poverty is highly concentrated in some areas (e.g. 66% extremely low income). Of working Zone residents, >70% are earning a living wage (<$40,000). Zone residents additionally have extremely high rates of asthma, obesity and diabetes.

Subgoal 5.1 Support the wellness and

resilience of families and individuals with

unaddressed needs

Improve neighborhoods conditions through community-‐based interventions that promote healthy eating and exercise.

• Reduction in asthma, obesity & diabetes (O)

• Increased access to healthy food and a stronger local food economy (O)

• Increase in physical activity/exercise by students and employees (O)

Improve case management collaboration by connecting providers’ efforts to respond to residents’ health needs. Implement School-‐Based/Workplace Wellness Strategies to support student/employee wellness and share best practices.

Subgoal 5.2 Engage, educate, and connect

Zone families to services, entitlements, and

experiences that build resilience, health and economic security

Connect Zone residents seeking employment and/or facing economic instability with appropriate health and social service benefits, monetary assistance and financial literacy skills.

• Reduction in poverty rate (O) • Improved access to health care (DSS-‐

Husky; health insurance coverage) (P) • Increase access to social service benefits

and mental health service (P) • Reduce emergency room utilization, and

substance abuse (P) [Contributes to 2.1, 3.1 and 3.2 outcomes]

Implement Family HUBS and Wraparound New Haven Care Coordination for children with complex health care needs.

Cross-‐train and deploy outreach workers.




Only half of low-‐income neighborhood residents thought their neighbors could be trusted, and 77% did not feel safe walking around their neighborhood at night.

Subgoal 5.3 Build community connections, leadership capacity, and

civic engagement

Launch a Neighborhood Leadership Initiative (NLI). • Increased perception of community

cohesion (O) • Increase in voter registration & voting (O) • Increased participation in neighborhood

groups and PTA (P)

Support, develop and engage community leaders through multiple, coordinated approaches to organize and transform their communities.

Goal 6. Improve housing and the physical infrastructure of neighborhoods In Zone neighborhoods, there is a need for improving basic physical infrastructure and increasing access to affordable housing. 74% of PZ housing stock is renter occupied – fully 60% of these rental units are cost burdensome, and many are severely cost burdensome. Additionally, 520 properties in the PZ are vacant, and 78% of those are substandard and reported to be in fair or poor condition. In the PZ neighborhoods, 7.54% of the housing stock is long-‐term vacant.

Subgoal 6.1 Improve neighborhood

infrastructure and community spaces

Implement Complete Streets initiative to improve traffic calming measures through super crosswalks, speed bumps and bike lanes. • Increase in feelings of safety and

wellbeing (O) • Increase in physical changes to streets and

neighborhoods (P) • Increase in number of residents engaged

in neighborhood improvements (P)

Upgrade downtown streets by installing traffic cameras, replacing traffic signals, converting lights, creating more two-‐ways streets and improving travel safety. Partner with the Arts Community to promote arts initiatives, murals and open studios, and with community partners to enhance and expand green spaces and community gardens.

Subgoal 6.2 Preserve and develop quality,

affordable housing and healthy homes

Develop and execute an aggressive redevelopment/ modernization program to transform the City’s housing portfolio. Create mixed use and mixed finance housing communities, expanding new units of affordable housing (Ribicoff, Rockview, Brookside, Westville Manor, Farnam Courts, Eastview).

• Increase in home ownership (O) • Increase in amount of rehabilitated and

affordable housing stock (P) • Decrease in vacant, blighted, foreclosed,

and tax delinquent properties (P) [Contributes to 4.1 and 4.2 outcomes] Accelerate access to home ownership through opportunities like

the Yale’s Homebuyers Program.

Subgoal 6.3 End homelessness

Reduce new episodes of homelessness and return entries into homelessness by building a unified system of care, increasing the supply of supportive housing, and expanding service coverage for special populations.

• Decreased number of people who become homeless/return to homelessness (O)

• Decrease in length of time homeless (O) • Increase in supportive housing units (P)

new haven promise zone logic model

Documents

city residents

support residents g1

social development

zone residents

economic challenges

economic engine

growing city

family support