Retreat Summary February 22, 2011

1. Retreat Summary February 22, 2011 Prepared by Corporate F.A.C.T.S.

2. Table of ContentsA look at what’s inside. 3 Retreat objectives and expectation • Lessons LearnedCornerstone evaluation, national best practices, sustainable community models and theories • Approach to Community DevelopmentTiered approach. Key Strategies, Investor’s Role 30 Next StepsUnderstanding success factors and being candid about our past misses helps us learn how to better serve MI. 31 Meeting Evaluation Prepared by Corporate F.A.C.T.S.

3. Retreat Objectives Prepared by Corporate F.A.C.T.S.

4. Participant Expectations Prepared by Corporate F.A.C.T.S.

5. Lessons Learned Place matters evaluationBest PracticesModels and Theories Prepared by Corporate F.A.C.T.S.

6. place matters Evaluation Cornerstone provided highlights of lessons learned: • place matters has been defined over the last four years to mean “transformational change” • place matters – requirements to be successful • Anchor with neighborhood support organization or community based organization acting as a HUB or go to organization in a neighborhood • NSO/CBO needs to be well-led, of the community, have credibility and can get things done. • Patient investments; time is needed to achieve results • Flexible resources • place matters is a brand • place matters is important but not the only thing you can do in a neighborhood that is worthwhile • Don’t try to force place matters to do different things in different neighborhoods Prepared by Corporate F.A.C.T.S.

7. place matters Evaluation Cornerstone evaluation continued: • Public involvement/alignment and public/private partnerships leads to more resources, more neighborhoods, flexibility and political cover • place matters investors are building the partnership role • Need to influence public policy • Resource mapping needed Prepared by Corporate F.A.C.T.S.

8. All Neighborhoods Leveraging of Funds & Resources Prepared by Corporate F.A.C.T.S.

9. All Neighborhoods Community Engagement & Diversity Inclusion Prepared by Corporate F.A.C.T.S.

10. Summary and Recommendations: Avondale • Evidence of Capacity Building in Youth Development. Community Impact in strong in Early Childhood and Health with potential and perhaps evidence for transformational change, particularly if scale up continues and data support continues showing that community benefits are maintained. • The community was enhanced by significant funding acquired for Health and Community development projects. • To ensure transformational change for the Avondale community, strategies will need to be increasingly comprehensive to address complex community issues. Services will need to be further integrated to include schools (youth development), government, and social service work. Finally, additional funds will need to be leveraged to broaden the potential for impact. Prepared by Corporate F.A.C.T.S.

11. Summary and Recommendations: Covington • Positive and steady progress in Housing/Neighborhood Development, Community Engagement, and Youth Development. • Models are sustainable but scale-up is needed to ensure broader community impact. • Initiatives are also focused and increasing collaborative to integrate schools and government. • Recommendations are to strengthen health initiatives and outcomes for early childhood and financial stability. • Also consider aligning goals to funder priorities to increase sustainability without compromising CGN priorities. Prepared by Corporate F.A.C.T.S.

12. Summary & Recommendations: Price Hill • Santa Maria/PHW is coordinating a number of initiatives in the areas, with impact and transformational change in early childhood, housing, and community engagement. • Price Hill’s Center for Financial Stability and health/wellness initiatives are building capacity and have achieved their initial set of goals while working on a number of policy issues aimed at improving quality of life for residents in Price Hill. • Santa Maria’s/Price Hill’s ability to engage volunteers, partners, as well as to engage funders and leverage dollars has been significant • Recommendations are to continue to strengthen alignment and to demonstrate effective and replicable models of impact that can be spread to other communities. Prepared by Corporate F.A.C.T.S.

13. Alignment with National Best Practices • Five levers of change • Citizen engagement • Best practices • Policy development • Cohesion • Sustainability • United Way Bold Goals • Education • Income • Health • HUD Livability Principles • Provide more transportation choices • Promote equitable, affordable housing • Enhance economic competitiveness • Support existing communities • Coordinate policies and leverage • Value communities and neighborhoods • Sustainable Communities • Develop, Preserve and Invest in the Physical Environment. • Increasing Family Income and Wealth • Stimulate Economic Activity, Locally and Regionally • Improve Access to Quality Education • Foster Livable, Safe and Healthy Environments Prepared by Corporate F.A.C.T.S.

14. Model for Developing Shared Outcomes for PM and Aligning Place Matters Outcomes with Bold Goals Increasing Alignment *alignment with UW Bold Goals **Neighborhood Level indicator tracked over time Prepared by Corporate F.A.C.T.S.

15. Alignment with Regional Initiatives • Agenda 360 • Vision 2015 • Strive • United Way Bold Goals • Plan Cincinnati Prepared by Corporate F.A.C.T.S.

16. Exercise What are we doing well? Investors/Funding • Collaboration of investors • Longevity of investors • Funder alignment/collaboration is working better • Using LISC resources better • Targeted investments focused in three areas is working; place based strategies are working • Patient philanthropy – commitment to stay at the table • High level of solidarity among funders • Funder’s support of place-based strategy Alignment and Collaboration • Complimentary strengths leveraged with LISC and CBI • Alignment of organizations • Flexibility – no one person/partner/group has all the answers • Diverse partners working collaboratively • Only community with LISC, NeighborWorks and private funders focusing on the same neighborhoods • Lead Agencies • NSO perspective – initially a shaky start; investment partners open to dialogue;, improved relationships • NSO increased capacity to do work Prepared by Corporate F.A.C.T.S.

17. Exercise What are we doing well? Community Engagement • Community engagement and organizing are beneficial • Community engagement is key driver of sustainability – renewed leadership Models and Approaches • More comprehensive approach • Bringing in best practices • Place based focus is expanding • seen progress and evolution in the way we are doing business • Time and space to figure it out and get it right; figuring out our roles • Recognition/awareness and incorporation of neighborhood culture • Comprehensive focus (physical and social) Other • We are talking about it • Good balance of roles between investors and lead agencies • Recognition that the work has to evolve organically • A lot to be learned from not being successful • More sharing across neighborhoods Prepared by Corporate F.A.C.T.S.

18. Exercise What can be done to improve impact and effectiveness of community development? Funding Expand resources at the table Bring in business community and other non-traditional partners; Find win-wins for corporations and neighborhoods (example: Quality of Life equals business attraction); direct other private and family foundations to neighborhood investments; engage key Corporate leaders (Duke, P&G, Kroger, Macy’s, etc.) and other foundations Create CDFI to finance work/patient capital Intentional sustainability planning Figure out funding strategy for long-term sustainability; how funding is allocated; what makes it work; will it be a political issue as well Transparency of funder priorities Creative solutions that work require new money Connect neighborhoods with resources Need brain power to show private investors the value of community development products and patient capital Identify conduit for individuals who what to donate in a different way Lead Agencies Increase capacity of lead agencies Insist on foundation of core competencies Training More grass roots involvement at beginning of effort Prepared by Corporate F.A.C.T.S.

19. Exercise What can be done to improve impact and effectiveness of community development? Expansion and Alignment Scale to impact in City/region Pick future neighborhoods carefully; less distressed and smaller places Build City/suburb connections Connect higher level strategies Key stakeholders need to be at the planning table to increase impact Identify the goals up front Communications and Marketing Increased marketing Increase coordination with neighborhood groups and regional initiatives Communicating results/successes; tell the story to specific audiences (Corporate, local government, foundations, etc.); communication within and out; best practice sharing Better explain long-term process Communicate what place matters is and what it has accomplished (put accomplishments in context) Communicate and celebrate the plan and accomplishments Prepared by Corporate F.A.C.T.S.

20. Approach to Community Development Tiered ApproachFive Key Intermediary Strategies Prepared by Corporate F.A.C.T.S.

21. Opportunities To Align Moving Forward • Cincinnati HUD Challenge grant – Unified Development Code • Covington HUD Challenge grant – Downtown action plan • Social Innovation Fund – financial stability • Revive 1-75 • Lick Run / MSD Communities of the Future • Transit Oriented Development (TOD) Prepared by Corporate F.A.C.T.S.

22. Geography of Existing Efforts Prepared by Corporate F.A.C.T.S.

23. Recommendations Moving Forward • Community development technical support to communities and groups of communities based on their current capacity • Tiered approach based on Indianapolis LISC model • Meets communities where they are and builds from there • Similar to the Covington “pyramid” model Prepared by Corporate F.A.C.T.S.

24. Tiered approach to technical support • Tier 1 - Engagement and operational support for initial community organizing • Tier 2 - Quality of Life Planning, early action projects, and organizational development • Tier 3 - Ongoing implementation support Prepared by Corporate F.A.C.T.S.

25. Support for place matters Communities: 2012-13 • Covington and Price Hill • Provide the model for fully functioning communities • Tier three operational support • Continue to fund some organizational capacity, move programming to other funding streams, and support additional fundraising efforts • Avondale • Continue to support organizational development • Tier two support • Fund organizational start-up, planning and board development Prepared by Corporate F.A.C.T.S.

26. Five Strategic Roles for Intermediaries • Help city governments shape their community development approach, investments, and strategies • Help institutions and business organizations develop and maintain productive community engagement strategies and relationships • Support ongoing work in place matters neighborhoods • Expand comprehensive, place-based support network into new communities using custom tiered approach • Align community development work with important local and regional initiatives Prepared by Corporate F.A.C.T.S.

27. Exercise What do you like about the proposed approach and strategies? • Long-term sustainable change over more neighborhoods • Focus on specific issues • Public sector request to partner validates model • Tiered approach is good • Levels of philanthropic involvement • Recognition of value CBI/LISC brings • Empowering neighborhoods • Capitalizes public dollars • Draws on best practices • Leverages national funding • Mechanism for new neighborhood selection Prepared by Corporate F.A.C.T.S.

28. Exercise What are your chief concerns or issues? • Don’t want to be used by City to do their work • Work stays true to place matters principles • Make sure we are serving residents in way that residents want • place matters funders will be asked to fund broader vision • Needs more Corporate support • Protect place matters brand • Existing 2011/12 place matters funding stays as planned • Capacity of CBI/LISC to take on more work • Defining City’s role • Project and neighborhood selection criteria • Impact of inadvertently supporting unpopular decision • Developing a pipeline before sustainability is determined in current neighborhoods Prepared by Corporate F.A.C.T.S.

29. Exercise What is the investor’s role moving forward? • Place matters investors should not be involved in or pay for Tier One work • Tier One work should not negatively impact current place matters work • Have a “seat’ at the City table to help shape and prioritize public investments and funding requests from investors • Help shape public policy • Resource mapping (with some concerns) • Alignment with City investments • Help Avondale new Board • Define sustainability • Define place matters – what it is and what it’s not Prepared by Corporate F.A.C.T.S.

30. Next Steps Prepared by Corporate F.A.C.T.S.

31. Meeting Evaluation What did you like? What would you change? Better parking Feedback from neighborhood on process; need to hear from them more Trust level needs to improve with neighborhoods Talk to place matters groups before retreat • Good meeting space • Preparation materials • Structure of retreat and time management • Outside group input • CBI/LISC presentation • Helped focus • Adequate time to devote to strategic issues • More transparency Prepared by Corporate F.A.C.T.S.