High-Performance Partnerships - National Academy of Public ...

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PARTNERSHIP CASE STUDIES chapter three NEIGHBORHOODS IN BLOOM RICHMOND,VIRGINIA In 1999, the Richmond, Virginia City Council dramatically altered its approach to neighborhood revitalization. Ending its historic pattern of dispersing revitalization funds to more than 20 neighborhoods, it chose to target resources to six concentrated areas, a program entitled Neighborhoods in Bloom (NIB). Every previously served neighborhood had significant needs, but the council realized that a “shot-gun” approach to revitalization was ineffective. Individual houses were restored but the neighborhoods near them continued to decline. Given Richmond’s population of 200,000, focusing on six neighborhoods was difficult. The council made the decision following a rigorous evaluation process involving objective data, qualitative analysis, and community input. Partnership Characteristics A public, nonprofit, and civic partnership with more than 20 entities implements NIB. The public sector is the primary funding source using governmental powers to achieve what the nonprofit and civic sectors cannot. The two primary public sector players are the City of Richmond and the Richmond Redevelopment and Housing Authority. In addition to funding the initiative and providing overall coordination, the city operates a proactive code enforcement program to supplement housing construction efforts. It also aligned its public safety and social services functions to support the partnership. The Redevelopment and Housing Authority, which performs housing rehabilitation and repair, uses its power of eminent domain to acquire property in the six neighborhoods. The nonprofit sector plays a major role. Nine community development corporations build and rehabilitate housing and provide related services to residents. Housing Opportunities Made Equal, Inc. educates homebuyers and assists with down payments. Additionally, the Local Initiative Support Corporation offers funding and technical assistance to the community development corporations. Neighborhood associations play a tremendous role, as well. Neighborhood leaders are instrumental in deciding which housing activities to undertake and where, and allocate funds accordingly. Civic associations provide support activities, such as neighborhood clean ups, neighborhood watches, and outreach to publicize NIB programs and encourage their use. NIB governance is accomplished through partnership boards at the neighborhood level. These boards, composed of community leaders, housing providers, and city staff, are Focused Public Investment/ Services Neighborhood Empowerment FIGURE 3-9 NIB STRATEGIES Partnership Development Aggressive Code Enforcement Leverage Private Investment 48 Powering the Future: High-Performance Partnerships
esponsible for developing specific neighborhood strategies, overseeing their implementation, and ensuring participant coordination. Results NIB has two clear goals: to restore the physical livability of neighborhoods and to improve their stability. These are ambitious goals for the six neighborhoods. Of the approximately 1,000 properties in the targeted blocks, only 26 percent were owner occupied, 21 percent were vacant, 25 percent were vacant lots where housing was demolished, and more than 70 percent had code violations. NIB employs numerous strategies to address the improving physical livability goal. During its first three years, the partnership constructed or rehabilitated more than 160 houses and provided repair assistance to 210 owner-occupied homes. Further, the city finished approximately $1.5 million in such infrastructure TABLE 3-5 NEIGHBORHOODS IN BLOOM RESULTS JULY 1999 - DECEMBER 2001 Measure Houses Completed Houses under Construction Houses Repaired Uninhabitable Structures Eliminated Output 163 27 210 90 improvements as streetscape, sidewalk, and street lighting projects. Proactive code compliance efforts have provided the regulatory means to encourage owners to improve their properties’ physical appearance. More than 500 code violations have been abated, while the city has encouraged private sector investment with real estate tax incentives. State and federal historic tax credits have boosted private investment. The second goal—to improve neighborhood stability—is designed to ensure NIB’s longterm viability and success. The partnership recognizes that physical improvements alone are window dressing without stable and capable resident leadership. Neighborhood stability requires increased homeownership rates, community leadership, and improving public safety. NIB has worked with Virginia Commonwealth University to establish a leadership academy that has provided training to 66 residents on leadership, property development, and other important topics. The partnership measures its short-term and long-term successes. Output indicators include number of rehabilitated properties, newly constructed homes, and housing repairs. Results for NIB’s first three years are summarized in Table 3-5. Outcome measures include changes in neighborhood property values and reductions in crime rates. From 1998 to 2002, aggregate real estate values increased 24 percent in NIB areas, compared to 13 percent during the prior fouryear period. Three of the six neighborhoods actually reversed a trend of declining values. 49 Powering the Future: High-Performance Partnerships
Page 1 and 2: Powering the FUTURE: High-Performan
Page 3 and 4: A Report by a Panel of the NATIONAL
Page 5 and 6: TABLE OF CONTENTS FOREWORD.........
Page 7 and 8: CHAPTER 12: MANAGEMENT APPROACHES A
Page 9 and 10: Public Business High Performance Pa
Page 11 and 12: Medicare and Medicaid health progra
Page 15 and 16: FIGURE 1-1 CONTINUUM OF ORGANIZATIO
Page 17 and 18: Coexistence: Cooperative: Contractu
Page 19 and 20: Business FIGURE 1-3 HIGH-PERFORMANC
Page 21 and 22: “Creating a partnership takes tim
Page 25 and 26: FIGURE 2-2 NONPROFIT SECTOR REVENUE
Page 27 and 28: TABLE 2-1 SECTOR DIFFERENCES Public
Page 29 and 30: eform to establish some form of res
Page 33 and 34: FIGURE 3-1 DESIGN LAB PARTNERSHIPS:
Page 35 and 36: TABLE 3-2 DESIGN LAB — PARTNERSHI
Page 37 and 38: dren. Nine MCCP case managers made
Page 39 and 40: FIGURE 3-5 MEDICAL CARE FOR CHILDRE
Page 41 and 42: “The Healthy Families Partnership
Page 43 and 44: HFP is an excellent model of growin
Page 45 and 46: identifying specific goals and outc
Page 47 and 48: 5 A DAY FOR BETTER HEALTH PROGRAM N
Page 49: FIGURE 3-8 PUBLIC AWARENESS Percent
Page 53 and 54: FAMILY STRENGTHENING COALITION INDI
Page 55 and 56: Challenges Despite its solid track
Page 57 and 58: Challenges NBSD encountered some ba
Page 59 and 60: early intervention; and an early ch
Page 61 and 62: CAREGIVER/EMPLOYER PROJECT CENTERS
Page 63 and 64: Medicare insurer, CMS was the ultim
Page 65 and 66: A 1996 survey of La Alma/Lincoln Pa
Page 69 and 70: and establishing performance manage
Page 71 and 72: PROGRAM AREA TABLE 4-2 SAMPLE PERFO
Page 73 and 74: The Lapham Park Venture originally
Page 75 and 76: THE DATA TRAP No partnership can cl
Page 79 and 80: FIGURE 5-1 THE 5 C’S OF EFFECTIVE
Page 81 and 82: SURVIVING TRANSITIONS IN LEADERSHIP
Page 85 and 86: Without a well-documented mission s
Page 87 and 88: FIGURE 6-4 CAREGIVER/EMPLOYER PROGR
Page 89 and 90: FIGURE 6-6 STRATEGIC PLANNING CYCLE
Page 91 and 92: BALANCING FOCUS AND FLEXIBILITY The
Page 95 and 96: Asset mapping is key to determining
Page 97 and 98: 8. Use third-party payment opportun
Page 99 and 100: partners agree that redirection is
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Individual governmental units, foun
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Public Business High Performance Pa
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dedicate resources to effective ong
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The business community does not imm
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TABLE 8-3 FAMILY STRENGTHENING COAL
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Organizations may feel that a partn
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The PODER Project was a six-year in
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Neighborhoods in Bloom operates in
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Results Characteristics • Derive
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FIGURE 10-2 PHASES OF LEADERSHIP Ma
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The CMS Employer/Caregiver Workgrou
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Informal communications strategies
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Management Approaches and Attribute
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Public managers tend to be risk ave
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Putting It All Together Chapter13 H
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FIGURE 13-2 ROWING TOGETHER FOR A H
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Appendix A Panel Member Biographies
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Appendix B Selected Bibliography
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National League of Cities. “City
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Appendix C Performance Management G
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Outcomes: The quantified result, or
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Appendix D Design Lab Participants
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Heidi Veltman Reston Kaiser Permane
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America’s Promise Gregg Petersmey
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Appendix E Excerpt from Lapham Park
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LAPHAM PARK VENTURE STRATEGIC PLAN,
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2. Venture Operations Committee PUR
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Appendix F Memorandum of Understand
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ARTICLE I - HIGHLAND PARK SOUTHERN
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NATIONAL ACADEMY OF PUBLIC ADMINIST
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