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

1. A Comprehensive Plan
requires
A Comprehensive Organization
Strategic Community Development
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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
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3. 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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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
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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. • 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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7. Strategic Difference
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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.
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The Woodlawn Community

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
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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
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11. NOW model
Five Conditions for Collective Impact Success
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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
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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
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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
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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
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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
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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
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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…
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19. 1
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3
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5
6
7
8
9
10
11
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WPSA
OUR DATA…
RED–2012 BLUE-2011 YELLOW - 2010 PURPLE -2009 GREEN-2008 BROWN -2007

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. Clearing House Effect
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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
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WPSA
MEASURING SUCCESS…

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
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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
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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
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26. Thank you!
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