A Joint Venture of Trusted Space Partners andNational Initiative on Mixed Income Communities

Triple Aim Impact in Mixed-Income Communities

COMMUNITY TRANSFORMATION

Physical, Economic and Social Revitalization

Co-InvestmentOperating

CultureINDIVIDUAL TRANSFORMATIONSocial and Economic Advancement of All

Residents

OPERATING EFFICIENCY

Increased property revenue and property

reduced costs

The Triple Aim Framework for Mixed-Income Development

Triple Aim Impact in Mixed-Income CommunitiesA Joint Venture of

Trusted Space Partners andNational Initiative on Mixed Income Communities

TSP and NIMC work with owners, managers, residents and other partners of mixed income developments to articulate and advance a Triple Aim goals framework:

1. OPERATING EFFICIENCY: Increased Property Revenue and Reduced Property Costs

2. COMMUNITY TRANSFORMATION: Physical, Economic, and Social Revitalization

3. INDIVIDUAL TRANSFORMATION: Social and Economic Advancement of All Residents

Our core innovation and expertise is to help shift the operating culture from a narrow focus on compliance and needs based services to one of shared aspiration, problem solving and innovation.

Triple Aim Impact: Our Value Proposition

Triple Aim Impact in Mixed-Income CommunitiesA Joint Venture of

Trusted Space Partners andNational Initiative on Mixed Income Communities

1. OVERARCHING GOAL: To develop thriving communities through co-investment with residents, staff and partners.

2. UNDERLYING BELIEF: We are all human beings – residents, staff, partners - interdependent on one another for a quality life.

3. UNDERLYING STRATEGY: Create intentional spaces, practices and a network for mutual exchange and collaborative action.

4. IMMEDIATE OBJECTIVE: Shift the current operating culture of fear and isolation to a culture of aspiration and connection.

Our Guiding Framework

Triple Aim Impact in Mixed-Income CommunitiesA Joint Venture of

Trusted Space Partners andNational Initiative on Mixed Income Communities

• Creating, operating and sustaining successful mixed income housing is far more complex than originally envisioned.

• Requires a sophisticated approach to financing and asset management, property management, resident services and community building.

• The standard housing management practice, linked to a typical array of social services, is not enough to ensure medium-term success and long term viability.

• The development arm of the affordable housing industry has evolved and changed dramatically over the last 25 years to achieve a high level of sophistication and innovation in the financing and asset management of mixed income developments.

• It is time to support the same kind of evolution in the property management, resident services and community building dimensions of operating mixed income developments.

Our Motivation:

Triple Aim Impact in Mixed-Income CommunitiesA Joint Venture of

Trusted Space Partners andNational Initiative on Mixed Income Communities

• We believe a “systems approach” to mixed income housing is critical and that two fundamental system shifts are needed:

o A GOAL SHIFT from separately-defined goals for asset management, property management and resident services to a unified “triple aim” framework which emphasized the shared interests of owners, managers, service providers and residents.

o AN OPERATING SHIFT from narrow focus on maintaining compliance, meeting needs and solving problems to a more aspirational operating culture designed to create the kind of co-investment among owners, staff and residents needed to achieve both individual and community transformation.

Our Philosophy:

Triple Aim Impact in Mixed-Income CommunitiesA Joint Venture of

Trusted Space Partners andNational Initiative on Mixed Income Communities

Some Examples of “Cultural Dysfunctions” in a typical Affordable Housing Eco-System

Here are some habits and practices which are often taken for granted and can prevent a collaborative approach to community transformation:

• Central and site staff rarely sit together to assess, reflect and plan. • Many site staff only have contact with a household during the highly structured recertification

moment.• Resident gatherings are viewed as difficult and scary…something to control rather than embrace.• Maintenance workers do not have the opportunity to share broader insights given their daily

contact with residents.• Outside service providers are assumed to have the right resources for needy residents.• We do not take the time to understand and leverage the resources available through and among

residents.• We overestimate the value of common areas and playgrounds as community building devices.• We assume that neighborhood associations are the only vehicle for building partnerships with

neighbors.• Site staff do not fully reveal relevant information due to highly formalized performance review

processes.

Triple Aim Impact GoalsOwner & Asset

ManagersProperty

ManagersResident Services

Residents

Thriving Communities

within our resource frame.

Quality Customer Service within our

profit goals.

Thriving Households within our

resource frame.

Quality Life within my community and personal opportunity

frame.

System for clear goals and

providing support and

accountability.

Leasing, Retention, Collection,

Maintenance, Long Term

Viability

Economic Opportunity, Safety, Youth

Development, Healthy Living,

etc.

Neighbor to Neighbor

Exchanges, Small Group Initiatives, Political Influence

Intentional Spaces, Practices, Habits and Norms in support of Triple Aim Impact Goals and Specific Objectives

Products or Programs

Operating Culture

Specific Objectives

Triple Aim Approach

COMMUNITY TRANSFORMATION

Physical, Economic and Social Revitalization

Co-Investment Operating

Culture

INDIVIDUAL TRANSFORMATIONSocial and Economic Advancement of All

Residents

OPERATING EFFICIENCYIncreased property

revenue and property reduced costs

The Triple Aim Framework for Mixed-Income Development: Measurement

How will we know?• Healthy network of

diverse relationships• Constant exchange of

information• Shared decision making

practices and protocols• Unexpected problems

collectively and more easily solved.

How will we know?Physical - Buildings - Public spaceEconomic - Commercial/Retail - Employment/Spending - Micro-Enterprises Social - Aspirational network - Resident Initiative - Collective efficacy - Safety

How will we know?Social- Educational- Levels of engagementEconomic- Employment- Savings- More % of rent paid

How will we know?Occupancy rate ↑Vacancy rate ↓Turnover rate ↓Repair costs ↓Security costs ↓Sale prices ↑Rents ↑

Triple Aim Impact in Mixed-Income CommunitiesA Joint Venture of

Trusted Space Partners andNational Initiative on Mixed Income Communities

1. STAFF AND RESIDENT ENGAGEMENT: Shaping New Intentional Spaces and Practices for Co-Investment in the Housing Community

2. STRATEGIC COMMUNICATIONS: Crafting New Messaging, Communications and Learning Tools for Triple Aim Integration Company-wide

3. STAFF DEVELOPMENT AND COLLABORATION: Providing Capacity Development and Identifying New Triple Aim Protocols/System Fixes for Site Staff Operations

4. ORGANIZATIONAL ALIGNMENT: Designing Vertical and Horizontal Alignment Strategies to Achieve Triple Aim Impact Across Business Lines Throughout the Organization

5. LEARNING: Documenting and Evaluating the Impact of the Triple Aim Framework and Operating Culture Shift

Triple Aim Impact: Our Services