28
 A Multi-City Comparison of Poverty Reduction Strategies What Can Tucson Learn from Other Cities?   Making Action Possible in Southern Arizona White Paper #1 January 21, 2016 Prepared by Brian Mayer, Ph.D. Associate Professor, School of Sociology University of Arizona College of Social and Behavior Sciences Julia Grace Smith, M.S. Doctoral Candidate, School of Sociology University of Arizona College of Social and Behavior Sciences

A Multi-City Comparison of Poverty Reduction Strategies...A Multi-City Comparison of Poverty Reduction Strategies ... city Comparison of Poverty Reduction Strategies,” provides potential

  • Upload
    others

  • View
    3

  • Download
    0

Embed Size (px)

Citation preview

Page 1: A Multi-City Comparison of Poverty Reduction Strategies...A Multi-City Comparison of Poverty Reduction Strategies ... city Comparison of Poverty Reduction Strategies,” provides potential

 A Multi-City Comparison of Poverty Reduction Strategies What Can Tucson Learn from Other Cities?   

MakingActionPossibleinSouthernArizonaWhitePaper#1January21,2016PreparedbyBrianMayer,Ph.D.AssociateProfessor,SchoolofSociologyUniversityofArizonaCollegeofSocialandBehaviorSciencesJuliaGraceSmith,M.S.DoctoralCandidate,SchoolofSociologyUniversityofArizonaCollegeofSocialandBehaviorSciences

Page 2: A Multi-City Comparison of Poverty Reduction Strategies...A Multi-City Comparison of Poverty Reduction Strategies ... city Comparison of Poverty Reduction Strategies,” provides potential

2MAPDashboardWhitePaper

www.mapazdashboard.arizona.edu

Executive Summary  Increasingly, city and county leaders are developing regionally specific strategies and programs for alleviating poverty. As federal and state funding for antipoverty efforts continue to diminish, local stakeholders representing a broad set of municipal sectors are looking for ways to work together to identify alternative sources of funding and innovative approaches to address persistent and disproportionately high urban rates of poverty. Many cities across the United States are taking these bold and inspiring steps to develop collaborative models for priority setting, policymaking, and interventions.  The Making Action Possible Dashboard project was created to measurably improve Southern Arizona through data driven collective civic action and education. This white paper, “A Multi-city Comparison of Poverty Reduction Strategies,” provides potential models for collaborative action based on the activities of five cities across the United States: Norfolk, VA, Nashville, TN, Springfield, MO, Kalamazoo, MI, and Rochester, NY. This white paper builds on the research collected for Tucson Mayor Jonathan Rothschild’s Poverty Commission (2012-2014) which profiled city and households trends in poverty in combination with a review of several other cities. Together, these reports provide a comprehensive review of the most prominent and potentially successful cases of city-specific initiatives to alleviate poverty and provide economic security to low income households within the past decade.   Our multi-city comparison found remarkable similarities across the five cities included here. In particular, we found that the cities adopted a collaborative model that included both municipal representatives, the local nonprofit community, and to a slightly lesser degree the for-profit private sector. This diversity in representation of interests, resources, and strategies was universally seen as essential for determining what regionally-specific antipoverty strategies should be developed and prioritized. The inclusion of the private sector, both for its potential in financially supporting key programs as well as influencing the development of strategies – particularly workforce development strategies – was also seen as essential to the long-term success of these antipoverty initiatives. The legitimacy of the proposed actions was also largely dependent on the representativeness of the programs, with backing and participation from both elected city officials and municipal agency directors.  

 Reducing poverty and providing economic security for low income families is an essential function for any city and its public and private sectors. Collaborative partnerships appear to be the ideal strategy for bringing key stakeholders to the table to determine priority areas that reflect regional concerns and potential resources for addressing them. In each of the five cities reviewed here, collaborative coalitions of city, nonprofit, and private sector stakeholders committed substantial time, energy, and resources to developing regionally specific antipoverty strategies. Each city’s coalition reported significant benefits gained through the collaborative process, from building trust to developing innovative partnerships and engaging solutions to the persistent problem of poverty.  

Page 3: A Multi-City Comparison of Poverty Reduction Strategies...A Multi-City Comparison of Poverty Reduction Strategies ... city Comparison of Poverty Reduction Strategies,” provides potential

3MAPDashboardWhitePaper

www.mapazdashboard.arizona.edu

IntroductionAsfederalfundingfordiscretionarydomesticprogramsthatprovideaidtothepoorcontinuestodecline,manycityandcountyleadersareworkingtodevelopregionally‐specificantipovertyprogramsontheirown.Althoughnationalpovertyratesarestartingtoshowsignsofstabilizationandperhapsevenslightdecline,regionalpovertyrates–especiallyinmetropolitanareas–continuetoremaindisproportionatelyhigh.Thesepersistentpovertyrateshaveledmanypolicyprofessionalstoconcludethatregionalcontributingfactorsandantipovertystrategiesarefundamentalforaddressinglocalneeds.Competingdemandsandlimitedresourcesatthemunicipallevelhavedrivencitiestobeinnovativeintheseapproaches,creatinganopportunetimetocompareandreflectonthesuccessfulstrategiescitiesacrossthecountryarepursuing.InJune2012theUniversityofArizonaandtheSchoolofSocialandBehavioralSciencespartneredwithMayorRothschild'sPovertyCommissiontoanswerfivequestionsaboutlocalpovertyinTucson:howdoesTucson'spovertyratecomparetothatofotherlargecities?1WhoarethepoorinTucson,andwherearetheylocated?Whataretheirlivesreallylike?WhatservicesarecurrentlyprovidedinTucson?Whatpromisingantipovertystrategieshaveothercitiespursued?Thereportfrom2014thatprovidedtheseanswersdescribedtheantipovertystrategiesSavannah,GA,Portland,OR,NewYorkCity,Providence,RI,Richmond,VA,andPhiladelphia,PA.Thecommonthemetoemergefromthecomparisonofthisfirstsetofcitieswascollaborationandcoordinationofservicedeliveryledtoeitherimprovedservicedeliverythroughsomeformofpublic‐privatepartnershipsorcreatedthesettingforpartnerstoworktogetherfurther.In2015,theMakingActionPossibleforSouthernArizonaDashboardprojectinvitedwhitepapersinvestigatingsocialandeconomicfactorsaffectingtheoverallwellbeingoftheregion.ThiswhitepaperseekstoaddressregionalconcernswithTucsonandPimaCounty’scomparativelyhighpovertyratesbybuildingonthefindingsofthepreviousmulti‐citycomparisonwiththeprofilesoffiveantipovertyprogramsinNorfolk,VA,Kalamazoo,MI,Rochester,NY,Nashville,TN,andSpringfield,MO.Tothecasualobserver,thesecitieswouldappeartohavelittleincommon.Yet,facingcommonchallengesduetosomeofthehighestlevelsofpovertyintheUnitedStates,thesecitieshaveremarkablesimilaritiesinhowtheyareapproachingtheirfightagainstpoverty.ThesecitieswereselectedtoprovidesuitablecomparisonstothecityofTucsonbasedonkeycharacteristicsdescribedinthenextsection.

Selecting Cities for Comparison Asmoreandmorecitiestodayturntowardsmunicipalorregionalpoliciestodeveloppovertyalleviationstrategies,thediversityofapproachesisalsoincreasing–providinganopportunitytocompareTucson’santipovertystrategiestoothers.Inthedevelopmentofthisreport,weidentifiedroughlyfortypotentialcaseswherenewsmediaandinternetsearchesidentifiedsometypeofcityorcountyantipovertyinitiative.Thatlistwasthennarroweddowntosixteenpotentialcandidatesbasedontheavailabilityofsufficientreporting,newscoverage,orothermaterialsthatwouldallowustodevelopmentafullcaseprofile.Fromthosesixteencases,weidentifiedfivecities/countiesthatweresimilartoTucsonintermsofpopulation,officialpovertyrate,racial/ethnicdiversity,governmentstructure,andeconomicmakeup(unemploymentrateandprimaryindustrialsectors).Table1presentseachofthesecharacteristicsincomparisontothecityofTucson.

1Smith,JuliaandLaneKenworthy.2014.“PovertyinTucson:WhatDoWeKnow?HowCanWeDoBetter?”ReporttoMembersoftheCityofTucsonMayor’sCommissiononPoverty.

Page 4: A Multi-City Comparison of Poverty Reduction Strategies...A Multi-City Comparison of Poverty Reduction Strategies ... city Comparison of Poverty Reduction Strategies,” provides potential

4MAPDashboardWhitePaper

www.mapazdashboard.arizona.edu

Table1.ComparisonofCaseStudyCitiesCase Population

(City)PovertyRate(City)

PovertyRate(MSA)

%Non‐White

%HispanicorLatino

GovernmentStructure

UnemploymentRate(CivilianLaborForce)

Top2Industries

Tucson,AZ 526,141 25.3% 19.5% 27.8% 42.3% Council‐Manager

12.2% Service,Tourism

Norfolk,VA 246,139 22.4% 13.0% 51.5% 7.3% Council‐Manager

9.8% Service,Retail

Kalamazoo,MI 75,542 33.6% 17.8% 35.7% 9.8% Commission‐Manager

13.2% Service,Tourism

Rochester,NY 210,345 35.4% 14.7% 54.6% 18.0% Mayor‐Council 13.9% Service,Administrative

Nashville,TN 634,465 18.2% 13.7% 38.2% 10.2% Mayor‐Council 7.1% Service,Administrative

Springfield,MO 164,133 29.7% 18.7% 12.3% 4.6% Council‐Manager

8.6% Service,Retail

Basedon2014datafromtheU.S.CensusBureau,theofficialpovertyratefortheUnitedStateswas14.8percent.2Eachofthecitiesabovehasalevelabovethenationalaverage,rangingfromslightlyover(Nashville)andsignificantlyhigher(KalamazooandRochester).MSAratestendtobelowerduetotheinclusionofsuburbanandoutlyingareas.The2014datafromtheCurrentPopulationSurveyshownosignificantchangesfrom2013.TheAmericanCommunitySurvey,whichprovidesmunicipalandMSAleveldatafollowthesamepattern,withthe25largestMSAsshowingvirtuallynochangesoverthelastyear.ThefivecitycomparisonsalsohaveothersimilaritiestoTucson,suchasafairlylargenon‐whitepopulation,governmentalstructureinvolvingamayorormanagerandcitycouncil,andasignificantdependenceontheservicesectoreconomy.

CityComparisonsInthissectionwedescribetheeffortsthatthefivecomparisoncitieshavetakentoaddresspovertyintheirmunicipality.Eachcasestudypresentsatimelineofevents,theprecipitatingeventsleadinguptotheformationofthenewantipovertyinitiative,whoparticipated,andwhatstrategiestheypursued.Asseveraloftheseeffortsarefairlyrecentintime,wedonotpresentdataonobjectivepovertyreductions.Giventhenormalonetothreeyeardatadelayofpublicallyavailabledata,measuringoutcomesfromtherecenteffortsisnotpossible.

2DeHavas‐Walt,CarmenandBernadetteD.Proctor.2015.“IncomeandPovertyintheUnitedStates:2014.”CurrentPopulationReports.U.S.DepartmentofCommerce,EconomicsandStatisticsAdministration.P60‐252.

Page 5: A Multi-City Comparison of Poverty Reduction Strategies...A Multi-City Comparison of Poverty Reduction Strategies ... city Comparison of Poverty Reduction Strategies,” provides potential

5MAPDashboardWhitePaper

www.mapazdashboard.arizona.edu

Norfolk, VA3  

Timeline February2013:Resolutiontoappoint31individualstotheMayor’s

CommissiononPovertyReductionapproved.4 July2013:MayorPaulFraimandCityCouncilformallyestablishestheMayor’s

CommissiononPovertyReduction June2014:Commissionpublishesfindingsandrecommendations5 July2014:CityCouncilapproves$500,000seedmoneyinfiscalyear2015tohelpwithplan

implementation.

TheNorfolkPovertyCommissionInearly2013,asthelocaleconomycontinuedtorecoverandimprovefollowingtherecentnationalrecession,statisticsseemedtosuggestthattherecoverywasnotnecessarilytricklingdowntothoseatthelowerendoftheincomedistributionaspoverty,out‐of‐wedlockbirths,andsingle‐parenthouseholdsremainedhigh.Thesestatistics“helpedtopersuadetheCityCounciltoappointahigh‐leveltaskforcetoexaminethenatureofpoverty.”6Severalmonthslater,theMayorconvenedtheMayor’sCommissiononPovertyReduction.TheCommissionwasco‐chairedbytworepresentativesofthepublicsectorfromtheCityofNorfolkViceMayor,AngeliaWilliams,andCouncilmanAndyProtogyrou.Themayor’sgoalwastobringtogether“privatesectoremployers,jobtrainingfacilities,educationalinstitutions,serviceorganizations,andfaithbasedcommunities”toworktogethertoidentifythecausesofpovertyinNorfolkanddeveloprecommendationstoaddresssaidcauses.7Althoughbothco‐chairsrepresentedthepublicsector,theCommissionersasawholerepresentedallsectorsincludingthefor‐profit,not‐for‐profit,andpublicsectors.Furthermore,withineachsectortherewasalsoarelativelydiversesetofrepresentatives.Forexample,withinthepublicsectorthemayor’soffice,thecitymanager’soffice,thecitycouncil,thesheriff’soffice,thechiefofpolice,thestate,andtheschoolsystem,boththeK‐12andhighereducationsystems,wereallrepresented.Withinthenot‐for‐profitsector,serviceorganizations,includingfaith‐basedorganizations,advocacygroups,andfoundationswereallrepresented.However,notablyabsentfromtheCommissionwererepresentativesofmajoremployersintheareaeitherdirectlyorviatheChamberofCommerce.TosupplementthevolunteerhoursoftheCommissionmembers,thecityalsohiredaconsultingfirm,CommunitasConsulting,tofacilitatetheCommission’sworkandcreationofthefinalreport

3TheMayor’sCommissiononPovertyReduction.RetrievedJuly25,2015.(http://www.norfolk.gov/index.aspx?NID=3280).4AResolutionAppointing31PersonstotheMayor’sCommissiononPovertyReduction.February26,2013.RetrievedJuly25,2015.(http://www.norfolk.gov/documentcenter/view/3926)5CommunitasConsulting.June2014.NorfolkPlantoReducePoverty.TheMayor’sCommissiononPovertyReduction.RetrievedJuly25,2015(http://www.norfolk.gov/documentcenter/view/16632).6AltDaily.2014.“MayorFraim’sStateoftheCity2014.”February24.www.altdaily.com.RetrievedSeptember29,2015.(http://www.altdaily.com/features/news/119‐politics34/6564‐full‐text‐video‐mayor‐fraim‐s‐state‐of‐the‐city‐2014).7MayorFraim’sWebsite.RetrievedAugust23,2015.(http://mayorfraim.com/community‐service/)

Page 6: A Multi-City Comparison of Poverty Reduction Strategies...A Multi-City Comparison of Poverty Reduction Strategies ... city Comparison of Poverty Reduction Strategies,” provides potential

6MAPDashboardWhitePaper

www.mapazdashboard.arizona.edu

submittedtothemayorandcitycouncil.8TheCommissionmetmonthlybeginninginJuly2014throughitscompletionnearlyoneyearlaterinJune2015whenthefinalreportwaspresentedtothemayorandNorfolkcitycouncil.

CommissionRecommendationsTheCommissionidentifiedfourkeyareastotargettohelpreducepovertyinNorfolk:1)earlychildhooddevelopment,2)educationandcareerpathways,3)workforcedevelopment,4)andneighborhoodrevitalization.Thefinalreportincludesabroadgoalforeachtargetareaandthenincludesseveralspecificstrategiestopursueinordertoachievesaidgoal.9 Inadditiontothespecificgoalforeachofthekeytargetareas,theCommissionalsoidentifiedtwoothergoalsthatwererelevanttoallfourofthetargetareas:“increaseawarenessanduseofavailableresources…andcoordinatetheimplementationoftheplantoreducepoverty.”10Thereportsummarizesitsowncontributioninthefollowingway:“thisplanisintendedtoreducepovertyinNorfolk.Likeitsinception,itsfuturewilldependonbringingpeopletogetherfromacrosssectorsandneighborhoods,withablendofpublic,nonprofit,private,andcharitableresourcestoimplement.”11 Thegoalsofincreasingawarenessofservicesandresourcesandbettercoordinatetheirdeliveryalsofeaturedmorespecificstrategiesforimplementation.Forexample,toimproveawarenessthereportrecommendstwostrategies:first,to“developandimplementapublicawarenesscampaigntopromoteknowledgeanduseofeffectiveprograms”andsecond,to“improveconsumeraccesstoavailableresources.”Toachievethesecondgoalofimprovingcoordination,thereportalsorecommendstwospecificstrategies:1)to“establishacoordinatingstructuretofacilitate,advocatefor,2)andidentifyongoingsupportforplanrecommendation”andto“collectandsharedataonprogress.”12 SimilartoPovertyCommissionsinothercitiesthatwerechargedwithmakingrecommendationsregardingthefutureorganizationalstructure,choosingbetweenhousinginthecitygovernment,potentiallydirectlywithinthemayor’soffice,oraseparateentityconsistingofrepresentativesfromallsectorsbutindependentlyoperatedandstaffed.TheCommissionconcludedthatthecoalitionmodelwouldbepreferentialintermsofpotentialscopeofactions,continuingproductivemomentum,andlikelyminimizecost.TheCommissionitselfwasdeemedasuccessfulcross‐sectorcollaboration.TheNorfolkCityManagerwaslaterquotedassaying“thecollaborationof

88CommunitasConsulting.June2014.NorfolkPlantoReducePoverty.TheMayor’sCommissiononPovertyReduction.RetrievedJuly25,2015(http://www.norfolk.gov/documentcenter/view/16632).9Ibid,p.3‐4.10Ibid,p.4.Italicsadded.11Ibid,p.5.12ibid,p.43.

NorfolkMayor’sPovertyCommissionRecommendations

1) EarlyChildhood Development2) EducationandCareers3) WorkforceDevelopment4) Neighborhood Revitalization

Page 7: A Multi-City Comparison of Poverty Reduction Strategies...A Multi-City Comparison of Poverty Reduction Strategies ... city Comparison of Poverty Reduction Strategies,” provides potential

7MAPDashboardWhitePaper

www.mapazdashboard.arizona.edu

public/privatepartnersledtothecreationofabrandnewimage.Wearecommittedtocontinueourwork.”13 TheCommission’sreportemphasizestheneedfor“commitmenttolong‐terminvolvement,involvementofkeystakeholdersacrosssectors,useofshareddatatosettheagendaandimproveovertime,andengagementofcommunitymembersassubstantivepartners.”14Thereportconcludeswithanactionplanthatincludesspecificsteps,outcomesandtimeline,whichorganization/sectorshouldtakethelead,whichorganizations/sectorsshouldbeincludedinthediscussion,andaproposedbudgetforfuturefiscalyears.Withregardstoorganizationalstructure,thereportrecommendsestablishinganintermediaryofficethatissupportedfinanciallybyallthreesectorsthatjointlyparticipatedintheCommission;theintermediaryofficecaneithertransitionintoapermanententityorinsteadserveonlyasafacilitatortoensurethattheimplementationphasemovesforwardcontinuingthecollaborativeeffortsoftheCommission;thereportdoesnotspecificallyrecommendonestructureovertheother.15

Post‐CommissionNorfolk’smayorpresentedthefollowingtimelineforthepovertyreductionplan:Identification(2014),Initial(2015),Continued(2016),andVisionary(2016andbeyond).Themayorrequested,andreceivedfromcitycouncil,$500,000ofinitialfundingtoaddressthefourpriorityareasidentifiedbytheCommissionduringfiscalyear2015.AccordingtotheCityofNorfolk’swebsite,specificstrategiesandprogramshavebeenimplementedineachofthefourcriticalneedsareas.16AccordingtotheFiscalYear2016FinancialPlan"ofthe36actionstepsoutlinedinthereport,27arecompleted,inprogress,orintheplanningstageforimplementation.”17ThefollowinginformationispostedontheNorfolkCityCouncilwebsite:

1) EarlyChildhoodDevelopment NewbornScreeningandReferral—Provideshospitalscreeningandmedical

referralstonewbornsandtheirfamilies QualityTrainingandDevelopment—Enhancethequalityofchildcareprograms

throughtraining,mentoringandparticipationinalicensingprogram VirginiaStarQualityRatingSystem—Providesmentoringandtechnicalsupport,

ratingandqualityimprovementitemsforNorfolk’scenter‐basedchildcareprograms

Faith‐basedchildcaregrantprogram—Grantsawardedtofaith‐basedorganizationstosupportchildcareprogramdevelopment

2) YouthEducationandPathways UnitedforChildrenSummerEnrichmentProgram—SupportsNorfolkchildren

livinginpovertyoverthesummerwithenrichmentopportunitiesandwraparoundservices.

13(http://altdaily.com/features/news/8150‐city‐of‐norfolk‐to‐spend‐surplus‐funds‐on‐poverty‐mitigation‐police‐body‐cameras‐and‐more14Jolin,Michele,PaulSchmitz,andWillaSeldon.February2012.“Needle‐MovingCollaborative:APromisingApproachtoAddressingAmerica’sBiggestChallenges,”TheBridgespanGroup.RetrievedAugust28,2015.(http://www.bridgespan.org/getattachment/efdc40ca‐aa41‐4fb5‐8960‐34eb504eaf9a/Needle‐Moving‐Community‐Collaborative‐s‐A‐Promisin.aspx)15CommunitasConsulting.June2014.NorfolkPlantoReducePoverty.TheMayor’sCommissiononPovertyReduction.RetrievedJuly25,2015(http://www.norfolk.gov/documentcenter/view/16632).P.44‐46.16CityofNorfolk,Virginia.OfficeoftheCityCouncil.CommissiononPovertyReduction.RetrievedAugust28,2015.(http://www.norfolk.gov/index.aspx?NID=3280).17RetrievedSeptember25,2015.(https://va‐norfolk.civicplus.com/DocumentCenter/View/20983)

Page 8: A Multi-City Comparison of Poverty Reduction Strategies...A Multi-City Comparison of Poverty Reduction Strategies ... city Comparison of Poverty Reduction Strategies,” provides potential

8MAPDashboardWhitePaper

www.mapazdashboard.arizona.edu

OpenCampusHighSchool—Aprogramthatprovidesavirtualand/orpersonalizedcurriculumtore‐engagestudentswhohavedroppedoutorareatriskofdroppingout

3) AdultWorkforceDevelopment EducationalandEmploymentresourceguide—Aresourcetoconnectresidentswith

educationalandemploymentopportunities LibrariesasWorkforcepreparationaccesspoints—Providesworkforceresources

andworkshopsinNorfolk’spubliclibraries4) NeighborhoodRevitalizationandSupport

Strengthencommunitycorridorsconnectedtodistressedneighborhood—grantstobusinessesforrenovations/purchasesinordertoleasevacantproperty(whilecreatingorretainingjobs).”18

EstablishaHousingTrustFund–the2016fiscalyearbudgetincludes$1millionfromtheGeneralFundtoestablishthefund,afundthatwillsupportthenewconstructionorpreservationofaffordableunitsforlow‐incomeresidentsofNorfolkinmixed‐incomedevelopments.19

Absentfromthecity’swebsiteisanyupdateonthestatusofimplementationforthetwo“cross‐cutting”strategiesofincreasingawarenessof,knowledgeabout,andutilizationofexistingservicesandestablishingacoalition‐modeltofacilitatethecoordinationofplanimplementation.AccordingtoanarticleinthelocalnewspaperdatedNovember5,2014,partofthe$500,000seedmoneyallocatedtothepovertyreductionplanwassupposedto“gotowardsdevelopingacomprehensiveguidetoemploymentandeducationalopportunities.”20Todatenosuchguidecanbefound.Itisunclearatthistimewhetheranystepshavebeentakentowardsimplementationofthesecond“cross‐cutting”strategyofestablishinganeworganizationalstructuretooverseetheimplementationphaseofthelargerprocess.Themayor’srepeatedrequestsforfundsandthecitycouncil’srepeatedapprovalofrequesteddisbursementscoupledwiththecouncil’strackingofactionspursuedtodate,suggestthatthecityhastakentheleadintheimplementationphase.Norfolk’ssustainedcommitmenttopovertyreductionthroughthecreationofaCommission,thepublicationofanofficialpovertyreductionplan,andthemaintainedfinancialsupportthroughtheannualbudgetallocationprocess,appearstoalsohavesecondarypositiveimpactsonthecommunity.InDecember2014Norfolkwasnamedtothe100ResilientCitiesNetworkoftheRockefellerFoundation.21ThedesignationgrantsNorfolkaccesstoafundthatisusedbymembercitiestocoordinatedisasterplanningefforts.Thedesignationalsoprovidedgrantmoneytosupportthehiringofachiefresilienceofficer.WhilethisdesignationdidnotitselfseemtobedirectlyrelatedtotheworkoftheCommissiononPovertyReduction,thedesignationtogetherwiththeworkoftheCommission,ledtoNorfolk’sselectionbytheWhiteHouseinAugust2015asoneof10citieschosentoreceivearesiliencegrant.Theresiliencegrantprovidesasmallgrantintheamountof$25,000andhumancapitalintheformofadditionalAmericorpsvolunteers.TheAmericorpsvolunteerswillworkwiththeNorfolkChiefResilienceOfficerChristineMorristoimplement18CityofNorfolk,Virginia.OfficeoftheCityCouncil.CommissiononPovertyReduction.RetrievedAugust28,2015.(http://www.norfolk.gov/index.aspx?NID=3280).19Ibid.20Livas,Nicole.2014.“Norfolkapproves$500ktoreducepoverty.”www.wavy.com,November5.RetrievedJuly25,2015.(http://wavy.com/2014/11/05/norfolk‐approves‐500k‐to‐reduce‐poverty/)21TheRockefellerFoundationNewsandMedia.December2013.“TheRockefellerFoundationAnnouncesInauguralMembersof100ResilientCitiesNetwork”,December13.RetrievedJuly25,2015.(https://www.rockefellerfoundation.org/about‐us/news‐media/rockefeller‐foundation‐announces/).

Page 9: A Multi-City Comparison of Poverty Reduction Strategies...A Multi-City Comparison of Poverty Reduction Strategies ... city Comparison of Poverty Reduction Strategies,” provides potential

9MAPDashboardWhitePaper

www.mapazdashboard.arizona.edu

recommendationsfromtheMayor’sPovertyCommissionandwillexpandasset‐mappinginvulnerablepopulationswithinthecity.22NorfolkMayorPaulFraimsaidinanofficialstatementthat“ThegrantfromtheWhiteHouseandtheCitiesofServiceisanaffirmationoftheworkNorfolkisdoingtobuildresilienceinthecommunity.”23

SummaryTheMayor’sCommissiononPovertyReductioninNorfolk,Virginiaisacaseofcity‐initiated,cross‐sectorcollaborationtoidentifythecausesofandrecommendstrategiestoalleviatepovertyinthecity.TheCommissionwasco‐chairedbytwogovernmentofficialsbutrepresentativesofallsectorssatontheCommission,particularlygovernment(politicians,policymakers,educationalservices)andnon‐profits(serviceproviders,advocacygroups,andfoundations).ThemostnotableabsencefromtheCommissionwasarepresentativefromthelocalChamberofCommerceorrepresentativesofmajorlocalemployersinthefor‐profitsector.Thesestakeholderswerehoweverlistedintheacknowledgementssectionofthefinalreportindicatingthattheywereatleastconsultedinsomecapacity,evenifnotaspartnersinthecollaborationitself.Onlyoneactor,CommunitasConsulting,whoservedasthefacilitatorandauthorofthefinalreport,waspaidfortheircontributiontothecollaboration.TheCommission’splanidentifiedfourcriticalareasthatifaddressedwillimprovethequalityoflifeforasignificantnumberofNorfolk’sresidents.Thereportexplicitlystatesthattheplanisnotacomprehensiveplantoeliminatepoverty,butratheronethatistargetedtowardsspecificgoalsthatwillhavethegreatestimpactonreducingpovertyspecificallyforNorfolk.Todate,atleastonestrategyfromeachgoalareahasbeenfundedbythecity.ThetwoprimaryprogramsfundedtodaterepresentexpansionsofexistingprogramsinNorfolkratherthannewevidence‐basedprogramsimportedfromothercommunities.Unlikeinthefourcriticalareas,littletonoactionappearstohavebeentakenonthetwo“cross‐cutting”strategies,thetwostrategiesthatifpursuedwouldreportedlyimpactallfourofthefourcriticalareas.Inparticularthereisnoevidencetosuggestanyforwardmovementontheorganizationalstructure“cross‐cutting”strategyrecommendedintheplan–thecoalitionmodelfortheimplementationphase.Instead,itappearsasthoughthecity,throughthemayorandcitycouncil,havecontinuedtotaketheleadintermsofplanimplementation.Oneimportanttake‐awayfromtheNorfolkcaseisthattheestablishmentofalocalCommissionandaPovertyReductionPlansendsasignaltoawidersetofstakeholdersthatthecommunityanditsleadershaschosentoprioritizequalityoflifeissues.SincetheestablishmentoftheCommissionanditspublishedplan,thecityhasbeenawardedgrantsinothertangentiallyrelatedfields,andintheareaofcommunityresilienceinparticular.WhileNorfolk’soriginaldesignationandrecognitionasaresilientcommunitywassparkedbyitsgeographicallocation,thelatestgrantbytheWhiteHouseexplicitlyrecognizestheworkoftheCommission.Insum,acommitmentbylocalleaderstoreducepovertycanhavesecondarybenefitsintheformofmakingthecitymorecompetitiveforadditionalexternalgrantsfromboththepublicandprivatesectors.

22Vascara,Virginia.2015.“Norfolkoneof10citieschosenforresiliencegrantsandvolunteers.”InsideBusiness:TheHamptonRoadsBusinessJournal.August28.RetrievedSeptember2,2015.(http://insidebiz.com/news/norfolk‐one‐10‐cities‐chosen‐resilience‐grants‐and‐volunteers).23Ibid.

Page 10: A Multi-City Comparison of Poverty Reduction Strategies...A Multi-City Comparison of Poverty Reduction Strategies ... city Comparison of Poverty Reduction Strategies,” provides potential

10MAPDashboardWhitePaper

www.mapazdashboard.arizona.edu

Kalamazoo, MI24 25  

Timeline 2001:Livingwageballotinitiativedefeated. 2001–2003:Workgroupsformedandcommunitymeetingsheldabout

poverty 2003:CommunityFoundationgivesmoneytoestablishtheKalamazooCountyPoverty

ReductionInitiativeasa501c3. 2013:ExecutiveDirectorofKalamazooCountyPovertyReductionInitiativeleavesorganization. 2013:KalamazooCountyPovertyReductionInitiativedoesnotreceivefundingfromcityfor

2014fiscalyear. Early2014:KalamazooCountyPovertyReductionInitiativeBoardvotestodissolvethe

organization. April2014:KalamazooCityCommissioncreatesacommunitycollaborativetoaddressquality

oflifeconcernsinthecity,collaborativeistitledSharedProsperityKalamazoo.

BackgroundIn2001,afterpassageofalivingwageinitiativeinDetroit,MichigantheKalamazooCityCouncilorganizedagrouptostudyalivingwageballotinitiativethussparkingdebateaboutthedegreetowhichthecity,asawhole,bearsresponsibilityforthequalityoflifeoflower‐incomeresidentsinthecity.26Althoughtheballotinitiativeultimatelyfailed,thedefeatsparkedinterestfromawiderangeofcommunitystakeholderswhoformedworkinggroupsandheldcommunitymeetingsthatultimately,in2003,ledtothecreationofanew501c3organizationin2003,theKalamazooCountyPovertyInitiative.Overthenexttenorsoyears,theKalamazooCountyPovertyInitiativeoperatedasacommunitycollaborativeworkingtokeeppovertyonthepublicagenda.TheKalamazooCountyPovertyInitiativewasknownfortwoprimaryfunctions:first,ProjectConnect,anannualcommunityserviceseventfreetothepublicwhichconnectsindividualsandfamiliestofreeon‐sitecommunityservices,andsecond,itspovertysimulationswheremembersofthepublicaregivenrolesandmustbudgetplaymoneytolastamonthin3‐hourworkshops.27TheorganizationhadastaffofonefundedbyseedmoneyfromtheKalamazooCommunityFoundationandanannualoperatingbudgetrangingfrom$50to$75,000peryearfromavarietyofsourcesincludinglocalKalamazooorganizations,foundations,andthecityofKalamazoo.In2013theexecutivedirectoroftheorganizationleftandthecityelectednottoprovidethe$25,000itnormallyprovidedtotheorganizationforfiscalyear2014.Asaresult,inearly2014withfundsdryinguptheboardvotedtodisbandtheorganization.28AroundthesametimeasthefundingfortheKalamazooCountyPovertyReductionInitiativebegandryingout,theWesternMichiganUniversity(WNU)BoardofTrusteesvotedtoapprovethe

24PovertyReductionInitiative.RetrievedJuly15,2015.(http://www.haltpoverty.org/).25SharedProsperityKalamazoo.RetrievedJuly15,2015.(http://www.kalamazoocity.org/sharedprosperity).26“TheCaseforaTargetedLivingWageSubsidy.”June2001.TheEmploymentPoliciesInstitute.RetrievedSeptember25,2015.(https://www.epionline.org/wp‐content/studies/epi_livingwage_07‐2001.pdf).27Monacelli,Emily.2014.“KalamazoopovertytaskforcecomesaftercountyPovertyReductionInitiativedisbands”.www.mlive.com.April21.RetrievedJuly20.(http://www.mlive.com/news/kalamazoo/index.ssf/2014/04/kalamazoo_poverty_reduction_in.html).28Ibid.

Page 11: A Multi-City Comparison of Poverty Reduction Strategies...A Multi-City Comparison of Poverty Reduction Strategies ... city Comparison of Poverty Reduction Strategies,” provides potential

11MAPDashboardWhitePaper

www.mapazdashboard.arizona.edu

University‐CommunityEmpowermentCenter(U‐CEC)asaresearchandpolicytrainingcentertobehousedintheCollegeofHealthandHumanServices.29Accordingtothecenter’swebsite,theU‐CEC“collaborateswithindividuals,groups,andorganizationstoempowercommunitiestoreducepoverty.”30Inthespringof2014U‐CECpartneredwiththeOsherLifelongInstituteatWesternMichiganUniversity(LLIatWMU)31,avolunteerorganizationthatprovidesnon‐creditcoursesandprogramstoadultsinthegreaterKalamazooarea,topromotea“CalltoAction”onpovertyinKalamazoo.OverthecourseofJanuarythroughMarch2014,thetwoorganizationshosteda“CalltoAction”seriesofeventsincludingfiveseminarclassesaboutpoverty(education,incomesecurity,affordablehousing,mentalandphysicalhealth,andlegalissuesandcriminaljustice)inKalamazooopenandfreeforthegeneralpublic,afreepubliclecturetitled“BuildingBridges,”andaCalltoActionPlanningMeeting(alsoknownasthe“BuildingBridgesBreakfast”)whichbroughttogetherattendeesofeachofthepreviouseventsaswellasothercommunity‐universitystakeholders.InApril2014,shortlyaftertheU‐CECandLLIatWMUCalltoActioneventseriesconcluded,theKalamazooCityCommissionannouncedthecreationoftheKalamazooPovertyTaskForce.TheKalamazooPovertyTaskForcewouldbeledbyMayorBobbyJ.Hopewell.TheTaskForceultimatelyledtothecreationoftheOfficeforSharedProsperity(alsoknownasSharedProsperityKalamazoo),housedinthecitygovernmentwithasteeringcommitteecomprisedofgovernmentofficials,academics,andprivatecitizens.AccordingtotheSharedProsperityKalamazoowebsite,thegoalis“topromoteincreasedaccesstowell‐payingjobs,strongandeconomicallysecurefamilies,andhealthygrowth,developmentandlearningforallourkids.”32Overthepastyearandahalftheofficehasoperatedwiththefollowingtimeline:firstlistentoresearchoncausesandbestpractices(complete)33,secondhoststrategicplanningworkshoptodiscussideas(complete,May2015)34,third,hostsecondstrategicplanningworkshoptodevelopspecificactionsteps(complete,August28,2015)35,andfinally,develop,advocatefor,andactonaformalfive‐strategyplantoreducepovertyinKalamazoo(tobecompleted,estimateddateunknown).

29“CalltoActionReport:AddressingpovertyanditscorrelatesinKalamazooCounty”.Spring2014.PublishedbytheUniversity‐CommunityEmpowermentCenter(U‐CEC)andOsherLifelongLearningInstituteatWesternMichiganUniversity.RetrievedJuly19,2015.(http://wmich.edu/offcampus/documents/June2014‐CallToActionReport.pdf).30University‐CommunityEmpowermentCenteratWesternMichiganUniversity.RetrievedJuly20,2015.(http://wmich.edu/empowerment).31TheOsherLifelongLearningInstituteatWesternMichiganUniversity.RetrievedJuly20,2015.(http://wmich.edu/olli).32SharedProsperityKalamazoo.RetrievedJuly15,2015.(http://www.kalamazoocity.org/sharedprosperity).33KalamazooSharedProsperityInitiativePlan.RetrievedJuly15,2015.(http://www.kalamazoocity.org/docucmentlibrary/city‐commission/shared‐prosperity/4652‐shared‐prosperity‐plan/file).34“PresentationslidesforMay15,2015StrategicWorkshop.”SharedProsperityKalamazoo.RetrievedAugust13,2015.(http://www.kalamazoocity.org/sharedprosperity).35“PresentationslidesforAugust28,2015StrategicWorkshop.”SharedProsperityKalamazoo.RetrievedSeptember4,2015.(http://www.kalamazoocity.org/docman/city‐commission/shared‐prosperity/5011‐2015‐08‐28‐spk‐presentation/file).

Page 12: A Multi-City Comparison of Poverty Reduction Strategies...A Multi-City Comparison of Poverty Reduction Strategies ... city Comparison of Poverty Reduction Strategies,” provides potential

12MAPDashboardWhitePaper

www.mapazdashboard.arizona.edu

TheSharedProsperityInitiativeidentifiesthreeprogrammaticobjectives:1)jobs,2)families,and3)youth.Thefirstobjectiveconcernscreatinganincreaseinemploymentopportunitiesandaccesstowell‐payingjobsinparticular.Thelastisalsostraightforward–workwithout‐of‐schoolyouthtoconnectthemtopathwaystoopportunities,eitherviaconnectionstothelabormarketoralternativeformsofschooling.Thesecondislessobvious.Theprogrammaticobjectiveistitledfamilies,butthespecificdescriptionisaboutthechallengesfacinglow‐incomefamiliesinKalamazooandimprovingcoordinationofservices.

MembershipTogetherthethreeaforementionedinitiatives(KalamazooCountyPovertyReductionInitiative,CalltoActionSeries:AddressingPovertyanditscorrelatesinKalamazooCounty,andSharedProsperityKalamazoo)takencollectivelyrepresenttherangeofmulti‐sectoralinterestsinpovertyreductionasasubstantiveissueofimportanceinthecommunity.Thefirststartedasacommunityadvocacygroupandmorphedintoa501c3,anonprofitorganization,thesecondwasspearheadedbyresearchinstituteshousedattheuniversity,andthethirdwasspearheadedbythecitygovernment.Eachofthethreeinitiativesdiscussedabovehavesomeformofboardorsteering/planningcommittee.TheboardfortheKalamazooCountyPovertyReductionInitiativewasbyfarthemostdiverseintermsofitsrepresentation.Accordingtoorganizationrecords36,theboardin2011‐2012,hadrepresentativesfromcityandcountygovernment,highereducation,thefor‐profitsector,non‐profitserviceproviders,andprivatecitizens.Bycontrast,theplanningcommitteefortheCalltoActionserieshadonlyrepresentativesfromthehighereducationsystemandthesteeringcommitteeforSharedProsperityKalamazoohasrepresentativesfromgovernment,onefromtheacademy,andthreeprivatecitizens.

Goal/StrategiesThepurposesofthethreeinitiatives(Table2)doappeartobeslightlydifferentfromthosethatprecededthem.Thefirstwasbothacalltocoordinatedactionandanattempttofacilitatethatcoordination.Thesecondwasarenewedcalltoaction,onethatappearedtobemoreevent‐driventhanprojectspecific.Thethirdisanattempttodevelopastrategicactionplanthatisdevelopedthroughinputfromrepresentativesfromallsectorsoftheeconomy.Table2.EvolutionofAntipovertyInitiativesinKalamazooInitiative Sector/Industry Purpose37

KalamazooCountyPovertyReductionInitiative

Non‐profit "focusestheeffortsofneighborhoodorganizations,stakeholders,andprivateenterprisesintoprogramsthatbuildtowardslong‐termreductionsinthepovertyrate"

36PRIBoardofDirectors.RetrievedJuly10,2015.(http://www.haltpoverty.org/board.html)37Thepurposeofeachinitiativewasobtainedfromtherespectivewebsites.RetrievedAugust14,2015.(http://www.haltpoverty.org/mission.html).(http://wmich.edu/offcampus/documents/June2014‐CallToActionReport.pdf).(http://www.kalamazoocity.org/sharedprosperity).

SharedProsperityKalamazooObjectives

1) Jobs2) Families3) Youth

Page 13: A Multi-City Comparison of Poverty Reduction Strategies...A Multi-City Comparison of Poverty Reduction Strategies ... city Comparison of Poverty Reduction Strategies,” provides potential

13MAPDashboardWhitePaper

www.mapazdashboard.arizona.edu

CalltoAction HigherEducation "thecriticalstepofcallingthecommunitytoactionandtheactofurgingindividualsandstakeholderstoworktogetherto'buildbridges'withinthecommunity"

SharedProsperityKalamazoo

PublicAdministration “topromoteincreasedaccesstowell‐payingjobs,strongandeconomicallysecurefamilies,andhealthygrowth,developmentandlearningforallourkids”

SummaryTwoindividualsinparticularhavebeenpresentatthetablethroughoutthevariousinitiatives:DonCooneyaCityCommissionerforKalamazooandAssociateProfessorintheSchoolofSocialWorkatWMUandTimothyReadyanAssociateProfessorofSociologyatWMUandDirectoroftheLewisWalkerInstitute.CooneywasparticularlycriticalinthemostrecentdevelopmentinKalamazoo’sfightagainstpovertyashewasoneoftheCommissionerswhospecificallyrequestedthatdecreasingpovertybecountedasoneoftheCommissionstopprioritiesstartingin2014.AccordingtoMr.Cooney[quotedinthelocalpaper],"whenthePovertyReductionInitiativestarted,awholebunchofpeoplestartedfromthedifferentinstitutionsinthecityandsaid,'Wethinkthisisgreat.'Thentheywenthome.Nowtheinitiativeisgoingtobelodgedinthecityandthere'sgoingtobefollow‐upandaccountability.Thelegitimacyandprestigeinthecitywillallowthingstobedonethatcouldn'tbedonewithasatelliteoperation."38

Cooneywasagainquotedinthelocalpaperassaying,“they've[theKalamazooCountyPovertyReductionInitiative]donereallyexcellentworkwiththeresourcestheyhave.Buttheydon'thavetheresourcesthattheyneedandtheydon'thavethelegitimacy.Iftheycallameeting,peoplemightshowup,butifthecitycallsameetingpeoplewillshowup."DonaldRoberts,aformerchairmanoftheBoardofDirectorsfortheKalamazooCountyPovertyReductionInitiative,seemedtosuggestthatthedisbandingoftheorganizationwasnotsomuchafailureasasuccessstating,"oneofthegoalsofthePovertyReductionInitiativehadalwaysbeentogetgovernmentinvolvement.Thepoint,orthefocusoftheinitiativewasnonprofits,governmentandbusinessworkingtogethertoaddresstheissuesofpoverty,includingemployment,training,education."39ThegoalherewastokeeptheissueofpovertyinpublicviewandonthelistofprioritiesamonggovernmentleadersandthecreationoftheOfficeofSharedProsperityKalamazoowithinthecitygovernmentwasseenasastepintherightdirection.TheseslightlydifferenttakesonthedisbandingoftheKalamazooCountyPovertyReductionInitiative,oneattributingittoalackoflegitimacyandoneacknowledgingthatitcouldbeseenasasignofprogress,doesnottakeawayfromtheultimatelessonlearnedbyKalamazoo:thecoalition‐modelofcollaborationasanorganizationalstructuremaynotsurviveasanon‐service‐providingpovertyreductioncollaborativewithouttheinstitutionalizedsupportoflocalgovernment.

38Monacelli,Emily.2014.“KalamazoopovertytaskforcecomesaftercountyPovertyReductionInitiativedisbands”.www.mlive.com.April21.RetrievedJuly20.(http://www.mlive.com/news/kalamazoo/index.ssf/2014/04/kalamazoo_poverty_reduction_in.html).39Ibid.

Page 14: A Multi-City Comparison of Poverty Reduction Strategies...A Multi-City Comparison of Poverty Reduction Strategies ... city Comparison of Poverty Reduction Strategies,” provides potential

14MAPDashboardWhitePaper

www.mapazdashboard.arizona.edu

Rochester, NY40  

Timeline September2014:OfficeofInnovationandStrategicInitiativesis

formed. November2014:Cross‐sectorcollaborationtoaddresspovertyinitiatedbyMayorWarren,

StateAssemblyrepresentativeandMajorityLeaderJosephD.Morelle,andtheUnitedWayofGreaterRochester.

December2014:Rochesterisawardedthree‐year$1.9milliongrantbyBloombergPhilanthropiesaspartoftheBloombergInnovationTeamsprogram.

January2015:GovernorCuomoannouncesgrantof$500,000tolocalRochester‐MonroeAntiPovertyInitiative.HealsoannounceshisownRochesterAnti‐PovertyTaskForcethatwillworkalongsidethelocalInitiative.

March2015:GovernorCuomo’sRochesterAnti‐PovertyTaskForceholdsfirstmeeting. March2015:MayorWarrenhiresfirstdirectorofOfficeofInnovationandStrategic

Initiatives. May2015:LeonardBrockannouncedasthedirectoroftheRochester‐MonroeAnti‐Poverty

Initiative;103individualsassignedtoworkgroups.41 ComingSeptember2015:PreliminaryreportfromRochester‐MonroeAnti‐Poverty.

BackgroundInresponsetoa2013reporttitled“PovertyandtheConcentrationofPovertyintheNine‐CountyGreaterRochesterArea”42andinhopesofsecuringaBloombergPhilanthropiesgrant43,inSeptember2014MayorWarrenestablishedtheOfficeofInnovationandStrategicInitiativesinsidethecitygovernment.Thestatedpurposeoftheofficeisto“researchanddevelopboldnewsolutionstoRochester’smostpressingsocialandeconomicchallenges.”44MayorWarrenindicatedthatthefirstchallengetobeaddressedbytheofficewouldbepoverty.Severalmonthslater,MayorWarrentogetherwithStateAssemblyrepresentativeandMajorityLeaderJosephD.Morelle,MonroeCountyExecutiveMaggieBrooks,andPeterCarpinooftheUnitedWayofGreaterRochester,jointlyconvenedapublic‐privatepartnership,theRochester‐MonroeAnti‐PovertyInitiative,tobegindiscussionsonhowtoaddresspovertyinthecommunity;theseindividualsbecamethesteeringcommitteefortheInitiative.Aninitialpovertymeetingwasconvenedandtheeventwaswellattendedwith24individualsrepresenting15differentorganizationsandallmajorsectorsrepresentedincludingthepublic,privateandnot‐for‐profit.InMay2015,thesteeringcommitteeof

40RochesterAnti‐PovertyInitiative.RetrievedJuly10,2015.(https://www.uwrochester.org/RochesterAnti‐PovertyInitiative.aspx)41Riley,David.May2015.“Anti‐povertyinitiativeleadernamed.”Democrat&Chronicle,May28.RetrievedSeptember28,2015.(http://www.democratandchronicle.com/story/news/2015/05/26/leonard‐brock‐anti‐poverty‐initiative‐rochester‐members‐leadership/27957545/).42Doherty,Edward.December2013.“SpecialReport:PovertyandtheConcentrationofPovertyintheNine‐CountyGreaterRochesterArea.”RochesterAreaCommunityFoundation.RetrievedSeptember25,2015.(http://roc.democratandchronicle.com/assets/pdf/A22162251210.PDF).43Sharp,Brian.September2014.“Cityseeksradialapproaches.”Democrat&Chronicle.September28,2014.RetrievedSeptember28,2015.(http://www.democratandchronicle.com/story/news/2014/09/28/zhi‐tang‐delmonize‐smith‐henry‐fitts‐rochester‐innovation/16294201/).44CityofRochester,OfficeofInnovationandStrategicInitiatives.RetrievedAugust25,2015.(http://www.cityofrochester.gov/innovation/).

Page 15: A Multi-City Comparison of Poverty Reduction Strategies...A Multi-City Comparison of Poverty Reduction Strategies ... city Comparison of Poverty Reduction Strategies,” provides potential

15MAPDashboardWhitePaper

www.mapazdashboard.arizona.edu

theRochester‐MonroeAnti‐PovertyInitiative,hiredadirector,LeonardBrook,fortheInitiative,aswellasnamingover150individualstothesixworkgroups.45Thelocalcollaborationwaswellalignedwithactivityoccurringatthestatelevel,wherebyNewYorkGovernorCuomoidentifiedfightingpovertyandbettertargetingstateaidtolocalneedsastwoofhisadministration’spriorities.46ByDecember,theactionstakenbythecitybegantoreceiverecognitionbothinthefoundationworldandinstategovernment.InDecember2014,Rochesterwasawardeda$1.9milliongrantfromBloombergPhilanthropiesaspartoftheBloombergInnovationTeamsprogram.ThegrantwillbeusedtohireuptosevenadditionalemployeesandadirectorfortheOfficeofInnovationandStrategicInitiatives.47InJanuary2015,aspartGovernorAndrewCuomo’sOpportunityAgendatocombatpovertyandinequality,itwasannouncedthata$500,000grantwouldbegiventothelocalinitiative.InadditiontheGovernorcreatedananti‐povertytaskforceforRochestertobecalledtheRochesterAnti‐PovertyTaskForcetoactasapartnertotheRochester‐MonroeAnti‐PovertyInitiative.48However,unlikethelocalAnti‐Povertyinitiative,whichfeaturedrepresentationfromallthreemajorsectors,GovernorCuomo’sRochesterAnti‐PovertyTaskForceiscomprisedprimarilyofvariousrepresentativesofthestateandcabinetmembers.49Theintentionofthestate‐leveltaskforceistoreportedlyworkalongsidethelocalanti‐povertyinitiativeandincreaseaccesstocriticalservicesincludingchildcare,healthcare,jobtraining,andyouthmentoringaswellaspromotingqualityeducation,anti‐hunger,andanti‐homelessnessefforts.50Thecollaborationstartedwiththeintentiontohavefiveworkgroups,oneforeachoftheidentifiedfivecriticalareas(jobs,healthandnutrition,educationandworkforcetraining,housing,andsafeneighborhoods).AsofAugust2015theSteeringCommitteehadbeenformedandworkgroupsestablished.ByMarch2015twoadditionalworkgroupsweresuggested(policyandsystemsredesign).BythetimetheSteeringCommitteeandworkgroupswereformallyestablished,theRochester‐MonroeAnti‐PovertyInitiativehadsevenworkinggroups,oneforeachcriticalarea(thefiveoriginalkeyareasplustransportation)andoneforsystemsdesign.51Boththesteeringcommitteeandtheworkgroupsarediverseintheircross‐sectorrepresentationwithrepresentativesfromthepublicsector(city,county,state,K‐12andhighereducationsystems),theprivatenot‐for‐profitsector(serviceproviders,faith‐basedorganizations,andfoundations),andtheprivatefor‐profitsector(localbusinessesandemployers).Privatecitizensarealsoincludedintheworkgroups.

45Riley,David.May2015.“Anti‐povertyinitiativeleadernamed.”Democrat&Chronicle,May28.RetrievedSeptember28,2015.(http://www.democratandchronicle.com/story/news/2015/05/26/leonard‐brock‐anti‐poverty‐initiative‐rochester‐members‐leadership/27957545/).46Rochester‐MonroeCountyAnti‐PovertyInitiativeProposal.November26,2014.RetrievedJuly18,2015.(http://www.uwrochester.org/pdf/NYSPOVERTYPROPOSAL.pdf).47Riley,David.2014.“$1.9millioninnovationgranttohelpcitytacklepoverty.”Democrat&Chronicle.September14.RetrievedJuly18.(http://www.democratandchronicle.com/story/news/2014/12/15/rochester‐grant‐bloomberg‐philanthropies‐poverty‐innovation‐lovely‐warren/20435127/)48Singer,Patti.January2015.“TaskforcetoaddressRochesterpoverty.”Democrat&Chronicle.January18.RetrievedSeptember28.(http://www.democratandchronicle.com/story/news/2015/01/18/task‐force‐address‐rochester‐poverty/21981175/).49“GovernorCuomoAnnouncesRochesterAnti‐PovertyTaskForceHoldsFirstMeeting50Ibid.51ListofSteeringCommitteeandWorkGroupMembersforRochester‐MonroeAnti‐PovertyInitiative.RetrievedAugust20,2015.(http://www.uwrochester.org/RochesterAnti‐PovertyInitiative.aspx).

Page 16: A Multi-City Comparison of Poverty Reduction Strategies...A Multi-City Comparison of Poverty Reduction Strategies ... city Comparison of Poverty Reduction Strategies,” provides potential

16MAPDashboardWhitePaper

www.mapazdashboard.arizona.edu

SummaryRochester’santi‐povertystrategyisuniqueintwoways.First,Rochesterhashadmultipletaskforcesatvariouslevelsofgeographyoccurringsimultaneously.Further,thesedifferentgroupsarereportedlyworkingalongsideoneanotherasjustmoreexampleofthemagnitudeoftheattemptatcross‐sectorandcross‐geographycollaboration.Second,thecitydemonstratedacommitmenttoreplicatingandimplementingbestpracticesfromothercommunitiesinRochesteronascaleunlikeothercases.First,themayorestablishedthecity‐ledofficetopursuepovertyalleviationpriortoanystrategicactionplanthatcalledforit.Inotherwords,thecityadoptedasystemthathadbeenproveneffectiveinothercitiespriortoadoptingtheactionplanthatthatagencywouldlaterbechargedwithhelpingtoimplement.Thestrengthofthisapproachappearstobethatthecitysoonthereafterreceivedagranttoexpandtheone‐personofficeintoanofficeofsevenincludingadirectorthatreportsdirectlytothemayor.Thecity’sinvestmentinthisinstanceappearstohavepaidoffoverfive‐fold,albeitonlyfortheperiodofthegrant.TheapproachthenthatthecityhastakenisoneoflookingtoothercitiestoidentifybestpracticestoaddressRochester’sregionalpoverty.

Nashville, TN52  

Timeline 2002:NashvilleChamberofCommerceconductsastudyonthecohesion

ofthesupportnetworkforyouthinNashville. 2003:AlignmentNashvilleisformedasa501c3nonprofitorganizationtoworkas

intermediary,collectiveimpactorganizationwiththegoalofworkingtowardssystemicchange.

September2009:MayorKarlDeanestablishesNashvilleasoneoftheoriginaltenCitiesofService,acommitmentbythemayorstofindnewwaystopromotevolunteerismintheirrespectivecities.

2008‐2009:MetropolitanActionCommissionandtheNashvilleChamberPublicBenefitFoundationoverseecollaborativeefforttodevelopaPovertyReductionInitiativePlan.

February2010:ThePovertyReductionInitiativeisreleasedandMayorKarlDeanaskstheMetropolitanActionCommissiontocoordinatetheimplementationoftheplan.

2010:MetropolitanSocialServicescreatestheNashvillePovertyCouncil,apublic‐privatepartnershipresponsibleforimplementationoftherecommendations.

2011:MayorappointsKristineLaLondetoChairtheNashvillePovertyCouncil. January2013:NashvilleisselectedbyBloombergPhilanthropiesandtheCitiesFinancial

EmpowermentFundasareplicationsiteforoneofNewYorkCity’ssuccessfulanti‐povertyprograms,theFinancialEmpowermentCenter.

March2013:Nashville’sFinancialEmpowermentCenteropens.

52AlignmentNashville(http://portal.alignmentnashville.org/about‐an),NashvillePovertyReductionInitiative(http://www.nashville.gov/Social‐Services/Planning‐And‐Coordination/Poverty‐Reduction.aspx),andNashvillePovertyCouncil(http://www.nashville.gov/Social‐Services/Planning‐And‐Coordination/Poverty‐Reduction.aspx).

Page 17: A Multi-City Comparison of Poverty Reduction Strategies...A Multi-City Comparison of Poverty Reduction Strategies ... city Comparison of Poverty Reduction Strategies,” provides potential

17MAPDashboardWhitePaper

www.mapazdashboard.arizona.edu

April2013:MayorestablishestheMayor’sOfficeofInnovationandhirestwoco‐directors:KristineLaLonde(ChairoftheNashvillePovertyCouncil)andYiawayYeh,formermayorofPaloAlto,California.53

May2013:MayorcreatesHousingTrustFund

AlignmentNashvilleUnlikeothercases,inNashvillethefirstcontemporaryinitiativetoaddresspovertyinNashvilleoriginatedintheprivatesector.AstudycompletedbytheNashvilleChamberofCommercein2002highlightedthefragmentednatureofthesupportnetworkforyouthinNashville.Thestudyreportedthatwhilethecommunityhasresourcesavailable,thereislittlecommunicationbetweenorganizationsthatprovidesaidresources/services.Thisfindingsparkedconversationsamongcommunityorganizationsacrosssectorsaswellasresidentsofthecity.AlignmentNashvillewasbornoutoftheseconversations.In2003,AlignmentNashvillewasformedasa501c3nonprofitorganizationtoworkasintermediary,collectiveimpactorganization.Theorganizationhasaformalizedstructureincludingaprofessionalstaffof11andadiverseboardofdirectorswithrepresentativesfromthepublic,non‐profit,andfor‐profitprivatesectorsallwellrepresented,andthefor‐profitbusinesssectorinparticular.ThewidespreadparticipationofthebusinesssectorinNashville’scollectiveimpactcoalition‐modelcollaborativedistinguishesNashvillefromothercaseswhererepresentationofthissectortendstobeminimal,ifatall.Tobesure,theorganization’sfocusisonimprovingoutcomesforyouthandassuchisnotacomprehensiveanti‐povertyinitiative.Accordingtothe2014AnnualReport,boththeNashvilleAlignmentAdvisoryBoardandtheNashvilleAlignmentOperatingBoardcontinuetofeaturerepresentativesofallthreesectors:public,privatefor‐profit,andprivatenotforprofit.54AnexternalevaluationofsuccessfulcollaborativespublishedbyTheBridgespanGroupattributedAlignmentNashville’ssuccesstoits’formalizedstructure.Theinclusionofprofessionalstaff,meaningfulworkcommitteeswithrotatingpositions,anoperatingboardseparatefromtheboardofdirectors,andcontinuedcommunityalignmentwasfosteredthroughregularrequestsforparticipationissuedtothepublic.55

NashvillePovertyReductionInitiative&TheNashvillePovertyCouncilInSeptember2008,NashvilleMayorKarlDeancreatedtheNashvillePovertyReductionInitiative.TheInitiativekickedoffwithacalltoactionevent.Theeventdrewacrowdofapproximately500people.Followingthepublickickoffevent,thecityhostedaone‐dayactiongroupkickoffeventconvenedbytheNationalLeagueofCities;thiseventwasalsowellattendedwithapproximately200individualsbeingassignedtooneofsevensubstantiveworkgroups:childcare,economicopportunity,food,healthcare,housing,neighborhooddevelopment,andworkforcedevelopment.Therewerealsotwosupervisorycommittees:theplanningcommitteeandtheactioncommittee.AccordingtothefinalNashvillePovertyReductionPlan,the200individualsthatparticipatedinthe53McGee,Jaime.2013.“DeancreatesOfficeofInnovation,hiresformerPaloAltomayor.”NashvilleBusinessJournal.April26.RetrievedJuly26,2015.(http://www.bizjournals.com/nashville/news/2013/04/26/dean‐creates‐office‐of‐innovation‐to.html).54“AlignmentNashvilleAnnualReport.”2014.AlignmentNashvilleforsuccessful,healthychildren.RetrievedJuly20,2015.(http://portal.alignmentnashville.org/documents/10179/311608/2014+Alignment+Nashville+Annual+Report/657a4aa9‐6d49‐4723‐bf96‐ad9ec51356e3).55Seldon,WillaMicheleJolinandPaulSchmitz.2012.“Needle‐MovingCollaboratives:APromisingApproachtoAssessingAmerica’sBiggestChallenges.”TheBridgespanGroup.February6.RetrievedJuly20,2015.(http://www.bridgespan.org/Publications‐and‐Tools/Revitalizing‐Communities/Community‐Collaboratives/Needle‐Moving‐Community‐Collaborative‐s‐A‐Promisin.aspx#.Ve50_mRVikq).

Page 18: A Multi-City Comparison of Poverty Reduction Strategies...A Multi-City Comparison of Poverty Reduction Strategies ... city Comparison of Poverty Reduction Strategies,” provides potential

18MAPDashboardWhitePaper

www.mapazdashboard.arizona.edu

plan’sdevelopmentincludedrepresentativesofbusinesses,foundations,andgovernmentagenciesaswellasprivatecitizens.56Thereportmakesthreetofiveactionrecommendations(referredtoasstrategies)ineachoftheseventargetareasandforeachactionrecommendationthereportincludesthefollowinginformation:anexplanationastohowtheactionitemwillreducepoverty;thetimeframefortheaction;theorganizationalstructurethattheactionitemwillrequireaswellasspecificorganizationstofillthoseroles;andhowtheactionisrelatedtoexistinglocalefforts.In2010,themayoraskedtheMetropolitanSocialServicesOfficetocoordinatetheInitiative’simplementation.Inresponsetothatrequest,theMetropolitanSocialServicesOfficecreatedtheNashvillePovertyCouncil,apublic‐privatepartnership,toserveinthatcoordinatorandfacilitatorrole.ThisshiftsuggeststhattheCouncil’srolewasultimatelysubsumedbyacity‐ledeffort.

TheMayor’sOfficeofInnovationTheNashvilleOfficeofInnovationwascreatedinApril2013byMayorKarlDean.Atthetime,thepurposeoftheofficewasto“createjobsandadvanceeconomicdevelopmentaswellasexaminethecity’ssocialservices.”57Unlikeothercity‐ledcollaborativeeffortsliketheNewYorkCityCEOmodel,theNashvillecity‐ledmodelisjustatwo‐personteamandthestaffareresponsibleforawiderangeofinitiativesofwhichthePovertyReductionInitiativeisjustonecomponent.YiawayYeh,theformermayorofPaloAlto,will“beresponsibleforIT,dataandentrepreneurship”andKristineLaLonde,theChairoftheNashvillePovertyCouncil,willberesponsiblefor“socialservices,povertyandvulnerablepopulations.”58Accordingtoaninterviewwiththetwoco‐chairs,theco‐chairs“sharethemayor’ssensethat‘governmentshouldbeacollaborativepartnerwiththenonprofitsector,withbusiness,withcitizens.It’saplatformforengagementandchange.It’snotjustaservicedeliverysystem.”59TheMayor’sOfficeofInnovationthenisanexampleofacity‐ledcollaborationmodelonamuchsmallerscalethansomeoftheothersthatareevidentinothercasessuchasRochesterorthecommonlyreferencedandreplicatedNewYorkCityCenterforEconomicOpportunity(CEO)model.

SummaryAlthoughtherearethreedistinctinitiativesinplaceinNashville,eachhasitsownspecificfocusareaandassuchtheeffortsoftheinitiativesdonotappeartoberedundant.Infact,thereappearstobesomeoverlapinthecollaborativepartnersofeachinitiative.Nashvilleisauniquecaseforthreereasons:first,Nashvillewastheonlycasewhereaninitiateoriginatedinthefor‐profitprivate56NashvillePovertyReductionInitiativePlan.February2010.CityofNashville.RetrievedJuly22,2015.(http://www.healthynashville.org/javascript/htmleditor/uploads/NashvillesPovertyReductionPlan.pdf).57“Mayor’sStateofMetroCallsonNashvilletobeKnownasCityWith‘OpportunityforEveryone’.”2013.www.Nashville.gov.May20.RetrievedJuly26,2015.(http://www.nashville.gov/News‐Media/News‐Article/ID/1595/Mayors‐State‐of‐Metro‐Calls‐on‐Nashville‐to‐be‐Known‐as‐a‐City‐With‐Opportunity‐for‐Everyone)58Haruch,Steve.2014.“AtalkwithKristineLaLondeandYiawayYeh,co‐chiefsofthemayor’snewOfficeofInnovation:DaringDuo”.NashvilleScene.January13.RetrievedJuly20,2015.(http://www.nashvillescene.com/nashville/a‐talk‐with‐kristine‐lalonde‐and‐yiaway‐yeh‐co‐chiefs‐of‐the‐mayors‐new‐office‐of‐innovation/Content?oid=3502944)59Ibid.

NashvillePovertyReductionInitiativePlan

1) ChildCare2) EconomicOpportunity3) Food4) HealthCare5) Housing6) Neighborhood

Development7) WorkforceDevelopment

Page 19: A Multi-City Comparison of Poverty Reduction Strategies...A Multi-City Comparison of Poverty Reduction Strategies ... city Comparison of Poverty Reduction Strategies,” provides potential

19MAPDashboardWhitePaper

www.mapazdashboard.arizona.edu

sector.Infact,AlignmentNashville’ssuccesshasbeenhasbeenrecognizednationallyandatleastsevenothercities/regionsacrosstheU.S.havesincereplicatedtheAlignmentcollectiveimpactmodel.60Second,Nashvillehasadoptedbothtypesofcollaborativemodelsidentifiedintheliterature:thecoalition‐model(viaAlignmentNashville)andthecity‐ledcollaborativemodel(viatheOfficeofInnovation).Finally,thecity‐ledmodelimplementedbyNashvillediffersfromothercity‐ledmodelsthattendtohavelargerstaffsandmoreformalizedstructuresforcollaborativepartners.

Springfield, MO61  

Timeline March2014:SpringfieldImpactingPovertyCommissionisformedby

theCommunityPartnershipoftheOzarks March2014–May2015:monthlymeetingsoftheCommission May2015:Cityofficialshostseriesofcommunitymeetingscalled“CommunityListen”62 September2015:MayorannouncespreliminaryrecommendationsfromtheCommunity

ListenZoneBlitzActionPlan;willbepresentedonSeptember29,2015toCityCouncilforapproval.63

October2015(planned):ifapproved,theCommunityListenZoneBlitzActionPlanwillbepresentedattheJuniorLeagueofSpringfield’sCommunitySummit:FocusonPovertyeventalongwiththeImpactingPovertyCommissionReport.64

TheCommissionRepresentativesfrommultipledivisionsandlevelsofgovernmentsitontheSpringfieldImpactingPovertyCommissionalongsidebusinessowners,representativesoffaith‐basedorganizationsandserviceprovidingorganizationsaswellasrepresentativesofhighereducation,foundations,andfinallyprivatecitizensincludingahighschoolstudent.65TheCommissionalsoreceivesstaffsupportfromtheCommunityPartnershipoftheOzarksandUnitedWayoftheOzarks;inotherwords,thereisnodevotedstaffbutthesetwoorganizationsactasfacilitatorsoftheCommission’swork.TheCommissionisco‐chairedbyGregBurris,Springfield’sCityManagerandGailSmartofCenterCityChristianOutreach.

60“AlignmentNashvilleAnnualReport.”2014.AlignmentNashvilleforsuccessful,healthychildren.RetrievedJuly20,2015.(http://portal.alignmentnashville.org/documents/10179/311608/2014+Alignment+Nashville+Annual+Report/657a4aa9‐6d49‐4723‐bf96‐ad9ec51356e3).p.56.61SpringfieldImpactingPovertyCommission.RetrievedJune28,2015.(http://www.impactingpoverty.org/).62Herzog,Stephen.2015.“CitytolistentonorthwestSpringfieldresidents.”SpringfieldNews‐Leader.April23.RetrievedSeptember28,2015.(http://www.news‐leader.com/story/news/local/ozarks/2015/04/23/city‐listen‐northwest‐springfield‐residents/26261729/)63Herzog,Stephen.2015.“GroupsoutlineplanstodealwithpovertyinnorthwestSGF.”SpringfieldNews‐Leader.SpringfieldNews‐Leader.September23.RetrievedSeptember28,2015.(http://www.news‐leader.com/story/news/local/ozarks/2015/09/23/groups‐outline‐plans‐deal‐poverty‐northwest‐sgf/72710002/).64Herzog,Stephen.2015.“‘Zoneblitz’plantoaddressconcernssharedinMay’slisteningmeetings.”SpringfieldNews‐Leader.September24.RetrievedSeptember29,2015.(http://www.news‐leader.com/story/news/local/ozarks/2015/09/24/zone‐blitz‐plan‐address‐concerns‐shared‐mays‐listening‐meetings/72765636/).65SpringfieldImpactingPovertyCommission,CommissionMembers.RetrievedJune28,2015.(http://www.impactingpoverty.org/commission‐members/)).

Page 20: A Multi-City Comparison of Poverty Reduction Strategies...A Multi-City Comparison of Poverty Reduction Strategies ... city Comparison of Poverty Reduction Strategies,” provides potential

20MAPDashboardWhitePaper

www.mapazdashboard.arizona.edu

AccordingtotheCommission’swebsite,theCommissionwaschargedwithtakinganinventoryofwhatwascurrentlyavailableinthecommunity,learningaboutthelocalrootcausesofpovertyaswellasthesymptomsofpovertylocally,identifyingbestpracticesfromothercommunitiestoaddresspoverty,developingastrategicactionplanwithmeasurablegoals.TheCommissionwasaskedtodevelopaplanthathadspecificactionitemsforeachbroadgoalincludingrecommendingtheroleandorganizationthatwouldplaytheroleforeachactionitemaswellastheprojectedbudget.TheCommissionwasalsoaskedtoidentifylegislativepriorities,increasepublicawarenessofpovertyinthecommunity,andrecommendanorganizationalstructure,ifneeded,inordertomonitortheimplementationphaseaswellasfutureefforts.66Accordingtoanonlineinterview,oneCommissionmember“describedSpringfieldasa‘program‐rich,butsystem‐poor‘city”.67TheCommissionisjustoneoftwokeyorganizationsinthelocalfighttoalleviatepoverty.Thesecondorganization,theImpactingPovertyCollaborative,istheorganizationthatisresponsibleforalignmentofservices,empowerment,andcommunityeconomicdevelopment.BothorganizationsareworkingtogethertodevelopthePovertyReductionPlan.Aroundthistime,communityleadersdiscoveredthroughaspatialanalysisofpovertytrends,anditscorrelates,thatpovertywasparticularlyconcentratedinthenorthwestzoneofthecity68,thusthedecisiontofocuseffortsonthisparticulargeographicregionwithregardstopovertymitigationefforts.Cityofficials,togetherwithleadersof40variousorganizationsfromacrossthecommunity,thenlaunchedaseriesofmeetingsthroughoutMay2015withresidentsinordertogetfeedbackfromthecommunityaboutthecausesandconsequencesofpovertyaswellasbarrierstosocialmobility;thesemeetingsweretitled“CommunityListens.”AftertheconclusionoftheCommunityListensevents,Mr.Burris,citymanager,solicitedpartnershipswithrepresentativesfromallthreesectorstoform11workgroups,oneforeachproblemareaidentifiedthroughtheCommunityListensevents:1)chronicnuisanceproperties,2)civicengagement,3)communication,4)digitaldivide,5)foodaccess,6)healthcare,7)housing,8)infrastructureandtransportation,9)jobsandeconomicdevelopment,10)publicsafety,and11)wellness.69BytheconclusioninSeptember2015,167individualsrepresenting95organizationswererepresentedintheworkgroups;representativesincludedawiderangeofindividualsfromCEOstorepresentativesoffaith‐basedorganizationstorepresentativesofthehealthcaresector.Ofthese,residentsofthecommunityvotedtoprioritize1)chronicnuisanceproperties,2)sidewalkandotherroadwayissues,and3)crimeandsafetyconcerns.70PreliminaryrecommendationsforeachtargetareawereannouncedSeptember23,2015buttheformalplanwillnotbereleaseduntilOctober8,2015.

66SpringfieldImpactingPovertyCommission,AboutUs.RetrievedJune28,2015.(http://www.impactingpoverty.org/commission‐members/)).67“TheImpactingPovertyCommission:UnderstandingPovertyinSpringfield,MO”.TheIntersectorProject.RetrievedJuly22,2015.(http://intersector.com/impacting‐poverty‐commission‐understanding‐poverty‐springfield‐mo/).68CityofSpringfieldCommunityListenEvents.RetrievedSeptember29,2015.(springfieldmo.gov/2794/Community‐Listen‐Events).69Herzog,Stephen.2015.“‘Zoneblitz’plantoaddressconcernssharedinMay’slisteningmeetings.”SpringfieldNews‐Leader.September24.RetrievedSeptember29,2015.(http://www.news‐leader.com/story/news/local/ozarks/2015/09/24/zone‐blitz‐plan‐address‐concerns‐shared‐mays‐listening‐meetings/72765636/).70CityofSpringfieldCommunityListenEvents.RetrievedSeptember29,2015.(springfieldmo.gov/2794/Community‐Listen‐Events).

Page 21: A Multi-City Comparison of Poverty Reduction Strategies...A Multi-City Comparison of Poverty Reduction Strategies ... city Comparison of Poverty Reduction Strategies,” provides potential

21MAPDashboardWhitePaper

www.mapazdashboard.arizona.edu

Themajorityofthepreliminaryrecommendationsrevolvearoundincreasingaccesstoinformation/resourcesandcoordinationofservices;forexample,thecommunicationsworkgrouprecommended“thedevelopmentof‘hubs’forinformationsharing”;thedigitaldivideworkgrouprecommended“educationalprogramstopromotelow‐costinternetaccessoptions”;thefoodaccessworkgrouprecommended“developingacommunityfoodresourcecenter”;thehealthcareworkgrouprecommended“aplantoensurecoordinationofhealthcareservices”;thehousingworkgrouprecommended“thepossibilityofcreatingan‘arearesourcemanager’;and,thepublicsafetyworkgrouprecommended“enhancingcoordinationamongsafetyagencies.”71AccordingtotheCityofSpringfield’swebsite,thefinalActionPlanwillbedevelopedbasedonresultsfromavarietyofongoingeffortsincludingtheaforementioned11CommunityListenZoneBlitzTeamsandtheImpactingPovertyCommissionReport&CalltoAction.72

SummarySpringfieldisauniquecaseamongitscounterpartsinthattheSpringfieldCommissionmembersrepresentoneofthemorediversegroupsintermsofsectoralinterestrepresentation.RepresentativesfrommultipledivisionsandlevelsofgovernmentsitontheCommissionalongsidebusinessowners,representativesoffaith‐basedorganizationsandserviceprovidingorganizationsaswellasrepresentativesofhighereducation,foundations,andfinallyprivatecitizensincludingahighschoolstudent.73Thenotableabsencehoweveristhemayororanotherpolitician.Whileoneoftheco‐chairsisapolicymaker(thecitymanager),thisisdistinctfromtheroleofthepoliticianswhoregularlyshapepolicyagendas.Thisnotableabsenceis,accordingtoonememberoftheCommission,problematicbecausefortheCommissiontohaveanyrealpowertoeffectchangeitwillrequireresourcesandbuy‐infromthegovernmentandthatincludeslocalpoliticians.74TheargumentforNorfolktopursueacoalition‐modelapplieshereaswell:thesooneryoubringfunderstothetable,thebetter.Inotherwords,ifyoucanturnfundersintoco‐plannersaswell,thentheoverallcollaborativeismorelikelytobesuccessful.Unlikeothercases,theSpringfieldImpactingPovertyCommissiondistinguishesbetweensymptomsandcausesofpoverty.TheCommissionarguesthatmostoftheeffortslocallyaretargetedtowardsaddressingthesymptomsratherthanthecausesandasaresulttheeffortsappearfruitlessatthemoremacrolevel.Tobesure,othercasesdomakethedistinctionbetweenshortandlongtermrecommendationsandonecouldequatethesewithsymptomandcauserecommendations,respectively.

71Herzog,Stephen.2015.“GroupsoutlineplanstodealwithpovertyinnorthwestSGF.”SpringfieldNews‐Leader.SpringfieldNews‐Leader.September23.RetrievedSeptember28,2015.(http://www.news‐leader.com/story/news/local/ozarks/2015/09/23/groups‐outline‐plans‐deal‐poverty‐northwest‐sgf/72710002/).72“CommunityListenZoneBlitz.”2015.CityofSpringfield.RetrievedSeptember29,2015.(www.springeifledmo.gov/documentcenter/view/19952.)73SpringfieldImpactingPovertyCommission,CommissionMembers.RetrievedJune28,2015.(http://www.impactingpoverty.org/commission‐members/)).74“Don’tTurnAway:Takingalong,hardlookatSpringfield’sPoverty.”January2015.417Magazine.RetrievedJuly19,2015.(http://www.417mag.com/417‐Magazine/January‐2015/Dont‐Turn‐Away‐Taking‐a‐long‐hard‐look‐at‐Springfields‐Poverty‐Problem/).

SpringfieldImpactingPovertyCommissionVotedPriorities

1. ChronicNuisance

Properties2. Sidewalkand

RoadwayIssues3. CrimeandSafety

Concerns

Page 22: A Multi-City Comparison of Poverty Reduction Strategies...A Multi-City Comparison of Poverty Reduction Strategies ... city Comparison of Poverty Reduction Strategies,” provides potential

22MAPDashboardWhitePaper

www.mapazdashboard.arizona.edu

ComparisonofCasesTheprevioussectionpresentedthefivecasesindetail.Thissectioncomparesthecasesbasedonthreekeycategories:membershipandorganizationalstructure,areasoffocusforantipovertystrategies,andlessonslearned(Table3).Eachofthesecitiessearchedforinnovativesolutiontothesharedproblemofpoverty,eithergeneratedfromregionalstrategiesormodeledaroundothersuccessfulinitiatives,aswasthecaseparticularlyinRochester.Whatiscommonacrossallthecasesisacommitmenttocollaborationinthepursuitofinnovation.Withtherecognitionthatregionalcausesofpovertyrequireregionalsolutionsleadingtotheformationofthesecity‐drivenapproaches,theircommonalitiesinproposedstrategiesissuggestivethatothercitiescanlearnfromtheexperiencesofthecitiesleadingthewaytoday.

MembershipandOrganizationalStructureThefullspectrumofcollaboration‐initiatingsectorsisrepresentedacrossthefivecases.NorfolkandRochester’sprojectswereinitiatedbycitygovernments,Kalamazoo’sprojectswerelargelycommunity‐driven,andNashville’sinitialantipovertyprogramwasstartedwithintheprivatesector.Interestingly,Kalamazoo’sinitialprojectfromwithinthenonprofitsectoreventuallycametoahalt,butwastheninvigoratedbyinterestincollaborativeresearchandactionfromalocaluniversity.Althoughthereisadiversityoforiginatingorganizationalsectors,eachcityemphasizedcollaborationandtheinclusionofrepresentationsfromeachofthethreepossiblesectors(city,nonprofit,andprivate).However,severalcitiesreflectedontheimportanceofanactiveroleofthecitygovernment.Forexample,inKalamazoo’suniversity‐drivenCalltoActionprogram,severalparticipantscommentedthatlackingactiverepresentationfromtheCityofKalamazoogovernment,othersectorspotentiallyfeltlessinclinedtoparticipant.Thusthequestionoflegitimacyseemsespeciallyimportanthere.Themoreapparentlysuccessfulcases,forexampleNorfolkandRochester,drewonbackingfromoutsidestakeholders–suchasthestategovernmentinthecaseofRochesterandfederalsupportinthecaseofNorfolk–forlegitimacyinbuildingnewcollaboratives.OthercitieslikeNashvilleandSpringfieldfollowedamoretraditionalmodelofthecitygovernmentsinitiatingandconveningacollaborationcommissionorcoalitionofpublicandprivateactors.Whilenooneinitiatingactorwascommonacrossallthecases,thecommonthemetoemergefromthesefivecities,aswellasthepreviousfivereviewedfortheTucsonMayor’sCommissiononPoverty,istheimportanceofcollaborationwithinandrepresentationfromthecity,nonprofit,andprivatesectors.Thoughthecityandnonprofitsectorsarerepresentedineachcase,theinclusionandactiveinvolvementfromtheprivatesectoralsoseemsparticularlyimportant.Beyondinclusionforfinancialreasons,theprivatesectorbringsmuchtothetableintermsofdevelopingstrategiesrelatedtoworkforcedevelopment,themostcommonlyidentifiedstrategiesacrossthefivecities.Lastly,leadershipemergesasanimportantcharacteristicofsuccessfulcommunitycollaboration.Forexample,participantsintheSpringfieldprojectobservedthatalthoughthecitywasrepresentedbypolicymakers,noelectedpoliticianswererepresentedwhichcouldleadtoproblemswithfindingsupportforfundingforboththeantipovertyprojectitselfanditsproposedpolicies.Also,lackingauthoritytobringanyCommission’srecommendationstoactionwasacommonsourceoffrustrationfromprojectslackingparticipationfromaMayororotherelectedofficial.SupportfortheCommissionswasalsoimportant,withaprivateconsultingfirm(Norfolk)orstaffingfromthecity(Kalamazoo)providingmuchneededadministrativehelp.

Page 23: A Multi-City Comparison of Poverty Reduction Strategies...A Multi-City Comparison of Poverty Reduction Strategies ... city Comparison of Poverty Reduction Strategies,” provides potential

23MAPDashboardWhitePaper

www.mapazdashboard.arizona.edu

TargetAreasThemostcommonlyidentifiedareatobeaddressedthroughantipovertystrategieswasjobsorworkforcedevelopment.Everycityputforwardastrategicplan,orproposaltodevelopaplan,toincreaseemploymentamonglowincomeadults.Thisisnotsurprisinggiventhecentralimportanceofemploymentopportunitiesandjobtrainingtoalleviatepoverty.Severalcitiesalsochosetoemphasizetheimportanceofneighborhooddevelopmentandsafety.Springfieldinparticularidentified“chronicnuisanceproblems,”whichincludesphysicalneighborhoodblightandcriminalbehaviors,housing,publicsafety,andinfrastructureandtransportationascentral–alongwiththemoretraditionalworkforcedevelopment,healthcare,andeducation.RochesterandNashvillealsoincludedneighborhooddevelopmentasareastobeaddressed.Otherareas,suchasearlychildhoodeducationandhousingappearinsome,butnotallofthecases.AndonlyinNorfolkisthereastrategicaimofcontinuingtodevelopacoordinatingstructureasacross‐cuttingstrategythataddressesmultipleotherspecificantipovertyinitiatives.

LessonsLearnedCollaborationandlegitimacyemergeasthetwomostimportantlessonslearnedacrossthefivecities.Althoughaccuratedataon‘movingtheneedle’forpovertyisnotyetavailableinmostofthecases,thepositiveexperiencesexpressedbythevariousprojectparticipantsisquiteevident.Thecoalition‐modelofcollaborationwithrepresentationfromthecity,nonprofit,andprivatesectorsledtoimportantdiscussionsofprioritiesandresourcedistributionthatappeartohaveledtobetter‐informedstrategiesofregionally‐specificactions.Theimportanceofthelegitimacyoftheprojects’activitiesandbuy‐infromthesediversesectorsisalsoemphasizedacrossallthecases.Forexample,thehigh‐profileCommissioninNorfolkwasseenasimportantnotonlyfortheactionsandreportsitprepared,butalsofortheattentionitbroughttotheissueofregionalpoverty.Likewise,participantsintheNashvilleprojectscommentedthatthemultipleMayoral‐driveninitiativessignaledtothenonprofitandprivatesectorsalong‐termcommitmenttopovertyalleviation–seedingthefuturewithpossibilitiesforfuturecollaboration.Rochesteralsoreflectedthissentiment,withmultiplelevelsofgovernmentsignalingtothecommunityofRochesteralong‐termcommitmenttoreducingregionalpoverty.Somechallengeswerealsoobservedwiththecollaborationcoalitionmodelregardinglegitimacyhowever.LackingpoliticalsupportforanantipovertyCommissionbeyondtheinitiationfromaMayor’sofficeappearstobeproblematic.ParticularlyinSpringfield,thesoleCityCommissionparticipantinthecity’santipovertyprogramobservedthatanyrecommendationdevelopedoveryearsofactivitywouldnotbebeneficialtothecityunlessitcouldbepolitically‐driven.Commitmentthenfromelectedcityofficialsandcouncilmembersseemstobeaparticularlyimportantcomponentforthesuccessoftheseantipovertycommissionsifthegoalistodeveloprecommendationsandproposalsintorealaction.

Page 24: A Multi-City Comparison of Poverty Reduction Strategies...A Multi-City Comparison of Poverty Reduction Strategies ... city Comparison of Poverty Reduction Strategies,” provides potential

24MAPDashboardWhitePaper

www.mapazdashboard.arizona.edu

Conclusions WhatlessonscanTucsonlearnfromtheantipovertystrategiesofNorfolk,Kalamazoo,Rochester,Nashville,andSpringfield?In2012,TucsonMayorJonathanRothschildestablishedacommissiontopovertytoidentifyregionallyspecificstrategies.Thecommissionwaschairedbyrepresentativesfromtwononprofitorganizationsandincludedparticipantsfromthecityandcountygovernments,publicnonprofitsector,andprivatesector.ThecommissionpartneredwiththeUniversityofArizonatobetterunderstandlocalpatternsofpovertyandpotentialstrategiesforalleviatingpoverty.ThecommissionprovidedseveralrecommendationstotheMayor’sofficeanddisbandedin2014.Tucson’stimeline,then,isnotdissimilarfromthoseofantipovertyprojectsobservedinothercities.Amayoralinitiativetoaddresswhatwasin2011the8thhighestmetropolitanlevelofpovertyintheUnitedStatesledtotheformationofapublic‐privatecollaborationintheformaMayor’sCommission.Norfolk,Rochester,andSpringfieldformedsimilarantipovertycommissions.OnlyNashville’sfirstinitiativebeganinthenonprofitsector.InTucson,thePovertyCommissionwasthenchargedtocollaborativelydeveloppriorityareasandprovidestrategicrecommendationtotheMayor’soffice.Similarly,eachofthefivecitiesprovidedstrategicrecommendationswitheachincludingsomefocusonjobsandworkforcedevelopment–asdidtheTucsonCommission,whichprioritizedworkforcedevelopmentasitshighestpriority.Informationandinitialdirectionthen,Tucson’scity,nonprofit,andprivatesectorsworkedtogetherinasimilarfashionasmanyothercities.Whilenotallthecities’antipovertyinitiativesreviewedherepersistedbeyondapriority‐settingexercise,thecitiesexhibitinghigherdegreesofsatisfactionwiththecollaborativeprocessreceivedlonger‐termcommitmentstothecoalitionmodel.Inmostcases,thiscommitmenttolong‐termcollaborationrequiredamoreformalizedoperatingstructure,oftenintheformofacity‐supportedcoalitionwithsometypeofstaffing(cityorconsultant).Themostproductivecityintermsofreports,grants,andactivities,Norfolk,greatlybenefitedfromthesupportofaprivateconsultingfirmthatranmeetings,preparedreports,andhelpedproviderecommendationsspecificallyonorganizationaldevelopment.Kalamazoo,ontheotherhand,repeatedlyshiftedthroughorganizationalforms(non‐profitdriven,university‐driven,andcity‐driven).ParticipantsineachofthethreeantipovertyinitiativestodevelopinKalamazooreflectedonthechallengesofnothavingeveryoneatthetableatoneuniquetimewithasharedmaterialandtimeinvestmentinthefutureofthecollaborativemodel.Tucsonlikelyfallssomewhereinthemiddleofthesetwocities,withsomesupportforthePovertyCommissionbutnotthesupportofafulltimeconsultingfirm.Reducingpovertyandprovidingeconomicsecurityforlowincomefamiliesisanessentialfunctionforanycityanditspublicandprivatesectors.Inatimeofdecreasedsupportfromthefederalandstatesystems,citiesareincreasinglydependentontheirownresourcesandinnovationforfindingefficientmeansofsocialservicedelivery.Collaborativepartnershipsappeartobetheidealstrategyforbringingkeystakeholderstothetabletodeterminepriorityareasthatreflectregionalconcernsandpotentialresourcesforaddressingthem.Ineachofthefivecitiesreviewedhere,collaborativecoalitionsofcity,nonprofit,andprivatesectorstakeholderscommittedsubstantialtime,energy,andresourcestodevelopingregionallyspecificantipovertystrategies.Thoughwemustwaitforofficialcensusdatatodeterminehowfartheneedlehasbeenmovedintermsofpovertyindicators,eachcity’scoalitionreportedsignificantbenefitsgainedthroughthecollaborativeprocess,withmanygoingontoapplyforandwinfederalandstategrantsupportfortheirantipovertyefforts.Long‐termsuccessofthiscollaborativemodel,however,requiressubstantialcommitmentfromits

Page 25: A Multi-City Comparison of Poverty Reduction Strategies...A Multi-City Comparison of Poverty Reduction Strategies ... city Comparison of Poverty Reduction Strategies,” provides potential

25MAPDashboardWhitePaper

www.mapazdashboard.arizona.edu

participantsaswellasstrongleadershipfromelectedofficialstoseethecollaborativedevelopmentprocessresultinpolicyimplementationandaction.

Page 26: A Multi-City Comparison of Poverty Reduction Strategies...A Multi-City Comparison of Poverty Reduction Strategies ... city Comparison of Poverty Reduction Strategies,” provides potential

26MAPDashboardWhitePaper

www.mapazdashboard.arizona.edu

Table3.Multi‐CityComparisonofAntipovertyPrograms,Structures,andLessonsLearnedCase OrganizationalStructure TargetAreas LessonsLearnedNorfolk,VA MayoralCommissionwith

primarilypublicandnon‐profitrepresentation+facilitatedbyconsultingfirm

(1)EarlychildhoodDevelopment(2)YouthEducationandPathways(3)AdultWorkforceDevelopment(4)NeighborhoodRevitalizationandSupport(5)PublicAwarenessofServices(cross‐cuttingstrategy)(6)CoordinatingStructure(cross‐cuttingstrategy)

‐ Coalition‐modelofcollaborationisrecommendedbyconsultantbutnoapparentmovementonthisrecommendationdespiteprogressonrecommendationsinallothertargetareas.Coalition‐modelofcollaborationmayonlyworkifthereisastrongleaderadvocatingfortheapproach.‐HighprofileCommissionmayhavepositiveindirecteffectsonthecommunityintermsofcompetitivenessforothergrants/awards.

Kalamazoo,MI

Threemostlydistinct(temporally,membership,andgoal)initiatives:(1)Non‐profitdriven(BoardofDirectorsrepresentativeofallthreesectors:public,for‐profit,non‐profit)(2)Highereducationdriven(steeringcommitteeisexclusivelyrepresentativesofhighereducation)(3)CityCommissiondriven(primarilygovernmentbutminimalrepresentationfromnon‐profitandhighereducation)

(1)Jobs(2)Families(3)Youth

‐Coalition‐modelofcollaborationmaynotbesustainableinthelong‐termforanissuelikepovertyreductionwhichrequireslong‐terminvestmentandcommitmenttothegoal.

Page 27: A Multi-City Comparison of Poverty Reduction Strategies...A Multi-City Comparison of Poverty Reduction Strategies ... city Comparison of Poverty Reduction Strategies,” provides potential

27MAPDashboardWhitePaper

www.mapazdashboard.arizona.edu

Rochester,NY Two,mostlysimultaneous

andcomplementaryinitiatives:(1)CityGovernment+facilitatedbyUnitedWay(diverserepresentation(2)StateGovernment(primarilyrepresentativesofstategovernment)

(1)Jobs(2)HealthandNutrition(3)EducationandWorkforceTraining(4)Housing(5)SafeNeighborhoods(6)Transportation(7)SystemDesign

‐ Replicationofbestpracticesfromothercitieshaspotentialtomakecitycompetitiveforoutsidegrants‐Establishingorganizationalstructure/systemredesignpriortoformationofstrategicactionplancanhavepayoffs.

Nashville,TN Threemostlydistinctinitiatives:(1)For‐profitdriven(diverserepresentationfromallthreesectors)(2)Mayoralinitiative(diverserepresentationfromallthreesectors;coalition‐modelleadbygovernment)(3)Mayoraldrivenorganizationalstructurechange‐creationofMayor'sOfficeofInnovation

(1)Youtheducation(2)ChildCare(3)EconomicOpportunity(4)Food(5)Healthcare(6)Housing(7)NeighborhoodDevelopment(8)WorkforceDevelopment

‐ Strongfor‐profitsectorparticipationandcommitment(beyondfinancing)toacoalition‐modelofcollaborationcanleadtoasuccessfulmodel.‐Formalizedstructureforcoalition‐modelofcollaborationcanbesuccessful.‐Long‐termcommitmentoflocalofficialstogoalratherthanorganizationalstructure/systemdesigncanallowforrelativelyfastchangesinapproachestointractableproblems.

Springfield,MO CityCommissionwithdiverserepresentationfromallthreesectorsandprivatecitizensincludingahighschoolstudent;politicians(asopposedtopolicymakers)arenotablyabsent

(1)Chronicnuisanceproblems(2)CivicEngagement(3)Communication(4)DigitalDivide(5)FoodAccess(6)HealthCare(7)Housing(8)InfrastructureandTransportation(9)JobsandEconomicDevelopment

‐ Thereisdiversitywithineachsector(public,for‐profit,non‐profit)thatmustalsobetakenintoconsiderationwhenselectingcoalitioncollaborationrepresentatives.Herethepolicymakerswereatthetablebutthepoliticianswerenot;atleastoneCommissionerhasidentifiedthataspotentiallyproblematic.

Page 28: A Multi-City Comparison of Poverty Reduction Strategies...A Multi-City Comparison of Poverty Reduction Strategies ... city Comparison of Poverty Reduction Strategies,” provides potential

28MAPDashboardWhitePaper

www.mapazdashboard.arizona.edu

(10)PublicSafety(11)Wellness