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Social Impact: Ward 7

Social Impact in Ward 7

PAAVE smartcommunity

We’ve identified Ward 7, which has significant social impact needs - and as to the neighborhood’s general personality - to use as an “Identifier for Social Impact Initiatives.” We also identified and chosen community leadership in the capacity to building and strengthening whole communities, one neighborhood at a time, to support and encourage innovation in sustaining a shared resource approach, where the idea of transferring Culturally Rich Experiences to neighborhoods; by collectively focusing on a neighborhood-wide initiative within a totally - replicated social environment see (Brooklyn Boheme). These also have greater implications to ongoing facilitation of Social Impact environments, as these can nurture the individual/ collective through Culturally Attractive and Rich experiences in the community.


These areas will have a neighborhood coordinator assigned to them and will each be led by a Strategic Director of Neighborhood Social Development. Although violent crime was the determining indicator in the neighborhood selection, our approach is interdisciplinary. That is, select collaborating agents should bring their skills, energies and resources to the table. A formula of basic need indicators will be provided for training purposes on cultural competency/sensitivity and/or other frequency factors for the organization.Using the Business Model of (Manchester/Bidwell, Pittsburgh PA), as a starting point, our social development teams would take an inventory of the targeted area and document the criteria of Higher versus Lower need indicator, which will be used to develop its Social Impact Plan designed specifically to improve specific-social needs in a specific geographic in Ward 7. Local stakeholders such as churches, businesses, non profits, civic associations etc, are included in the entire process as external members and will have the ability to present individualized input into the neighborhood action plan. Overall program success will be itemized by sub/categories and measured by the improvement in that specific need indicator, where these will have viable data toward replication.

Interim program progress and successes will be calculated and measured by output indicators that are specific to each neighborhood strategy see (CDP).This is reflective of the idea that individual neighborhoods have different - individual personalities and needs, and will therefore conduct different activities thus, generating different outputs.

Team outputs will be collected and measured on a monthly basis through the use of our data warehouse developed by PAAVE (KM) Knowledge Management Platform using the (CDP) or Cultural Data Project, its tools and resources. These output indicators will be submitted by each team and reviewed on a monthly basis. The program will be reviewed every six (6) months to determine its impact on the local community, its economy, the improvement of education, the safety of the neighborhood, and the quality of health and human services. Annually, the program will be reviewed to determine if it has achieved its desired outcomes.

Shared Resources:

Each participating department/agency/organization will be asked to have at least 1 (one), middle to senior management representative on each of the five teams. It will be requested that at least three (3) people be assigned by each participating agency or (1 person per 2 teams). If desired, the department/agency/ organization can assign more people Team Member Responsibilities:

Attend bi-weekly environmental “Think Tank” to coordinate within their respective Teams while communicating with the department/agency/organizational head and ensure that the department/
agency/organization is focusing adequate resources and support into the team’s designated area. Also, to collaborate closely with the other team members to ensure that efforts are aligned and information is being shared and processed effectively. Please refer to the team roles, responsibilities and criteria which are shown below.


The processes used within each department/agency/organization will not necessarily be impacted by this program. In other words, whatever process the Police use to address gangs (for example) may not have any measurable impacted, but it will be done in collaboration with other agencies that can assist. Or, whatever the schools are doing to improve test scores may not be impacted - but it will be done in collaboration with other departments/agencies/organizations that may help. Departments Agencies/ Organizations may decide that they want to change how they are doing something based on an idea or innovation that comes to light as a result of the team’s work. So, in some cases, the Department/ Agency/Organization may choose to change their processes to streamline or improve the effectiveness of their intra-departmental processes.

Neighborhood Team Roles, Responsibilities and Criteria
Responsibilities of the Neighborhood Team Leader:

- Lead the Neighborhood Team in the development of Neighborhood Strategy.

- Coordinate the efforts and activities of a Neighborhood Team to implement the Neighborhood strategy and achieve measurable results.

- Ensure that Neighborhood Team strategies and activities remain consistent with the Administration’s seven priorities.

- Obtain and coordinate resources needed across the County government, quasi-government entities, non-profit organizations and other stakeholders that can contribute to program success.

- Coordinate with other Neighborhood Team leaders to collaborate, share information and ensure that team activities are being conducted in the most cost effective and efficient manner.

- Ensure that the teams are meeting on a regular basis and action items and follow up activities are documented.
- Ensure that team members are properly tracking their activities in the data warehouse.
- Serve as primary liaison to neighborhood partners.
- Provide monthly reports to the CAO on team status, activities, accomplishments, challenges and results.

Responsibilities of the Neighborhood Team Member:

- Understand the goals and objectives of the Transforming Neighborhoods Program.
- Be an engaged and active participant in the planning and execution of the Team’s strategy.
- Attend meetings and complete assignments on a timely basis.
- Keep their Department/Agency management informed of the activities of the Team.
- Coordinate with other personnel and resources within their respective Department/Agency to ensure that the Team’s activities are aligned with the departmental processes and resources.
- Inform and advise other Neighborhood Team Members on the best way to work with their respective Departments/Agencies to execute Team activities and strategies.
- Make the Neighborhood Team duties and activities one of their top priorities on a weekly basis.
- Inform the Neighborhood Team Leader of any conflicts with priorities or assignments given by their immediate supervisor (within their department/agency) or other department/agency head
- Keep accurate and timely records, including information properly entered into database systems.

Neighborhood Team Member Selection Criteria and Considerations:

- Department/Agency Heads should select middle or senior managers who have the following:
- Knowledge of their department/agency’s programs and processes
- Knowledge of the neighborhood they are being assigned to and some of the current challenges and current activities being conducted in the area
- The authority and/or respect within the Department/Agency and the communication skills to motivate people within their department
- The ability to get things done while being a team player
- Someone who is committed to the growth of the Ward and not just to their own department/agency/organization
- Someone who will get up from their desk and go out in the field and meet with citizens and other stakeholders
- Someone who understands how to collaborate with people in other departments/agencies/organizations

- Someone who is flexible and open to new ideas and approaches and will not just say “that’s not how we do it around here” but rather “this is how we may build on getting it done”
- There will be six (5) Neighborhood Teams and the same person cannot be on all five teams. At a minimum, a department/agency/organization.
- Departments/Agencies will also be expected to maintain focus on areas and issues within the Ward that are a priority to the Department/Agency/Organization based on their individual Department/Agency/Organization’s goals, objectives and strategies.

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