Location: Nationwide
Website: m4bl.net
As we enter 2017, under an administration motivated by hate and greed, we renew our commitment to you, and to our fight for justice.
We know that Black people have always made a way, even when the odds were against us – as they are now.
An administration full of racist, sexist, fear mongers are moving into the White House – and we should all be concerned about their potential impact on our lives. We are just beginning to see the effects of the fear and violence they support. In the last 30 days, we’ve seen an increase in hate crimes and hate speech against Black people, the vandalizing of Black churches, and vigilantes taking up arms in our communities to incite violence and fear. In the face of all this, millions of Black folks across the country are asking, “What can we do?”
We heard you loud and clear. While we don’t have all the answers, we know where to start – and we are committed to working alongside you to figure them out the rest. A lot is at stake right now. Some have cautioned us to wait and see, to give the new administration a chance, but we know that’s a mistake. We won’t sit idly by as people threaten the safety and quality of life of Black people across the country.
We are confident that we have the commitment, the people power and the vision to organize our country into a safe place for Black people — one based on inclusivity and justice, not intimidation and fear. Join us. Our vision has always included our children living in safety, our communities having control of our destinies, and an economy that provides good jobs, food, clean water and safe housing for our people. That hasn’t changed, and if anything, this moment requires that we work even harder for those things. We’ve done it before and we can do it again.
The Movement for Black Lives includes a number of organizations, individuals and networks focused on a hopeful and inclusive vision of Black joy, safety, and prosperity. That means freedom from violence and economic inequality, as well as the freedom to realize our greatest dreams.
Showing posts with label Economic Development. Show all posts
Showing posts with label Economic Development. Show all posts
Thursday, January 5, 2017
Monday, December 5, 2016
The Lowell Plan
Location: Lowell, MA
Website: lowellplan.org
The Lowell Plan, Inc. was established as a nonprofit economic development organization in 1980. For 30 years, the Lowell Plan has sustained constructive and productive dialogue among the city’s key leaders in business, government, education, and community development. Visitors from around the country and the world have asked how the city has become a model of urban revitalization. They want to know the formula. In its simplest terms, the answer is that Lowell’s public and private leaders have maintained an ongoing dialogue that has yielded practical responses to the challenges and opportunities facing the city.
The formula sounds simple, but it was revolutionary at the outset. The Lowell Plan created a neutral ground where public and private sector officials could speak candidly and collaborate on priority issues. Through the years the names and faces have changed, but the board’s structure and reputation for getting results ensure that the pieces keep coming together month after month.
The Lowell Plan has shown itself to be bold, versatile, and effective from funding the American City Corp.’s Downtown Master Plan and the Lowell Model for Educational Excellence in the early years to undertaking the feasibility study for the Tsongas Arena and the market analysis for a minor-league baseball team in the middle years—to recently funding the Urban Land Institute and Creative Economy Studies and administering the National Park’s trolley extension project. Click on past projects for a listing of the Lowell Plan’s involvement in Lowell since 1980.
Going forward, the Lowell Plan is committed to fostering a dialogue that will take Lowell well into the 21st century as a city with a productive and sustainable economy; lifelong educational opportunities; and vibrant and diverse cultural offerings. With a belief in the value of community service, the Lowell Plan make civic engagement a priority through its support of the leadership program “Public Matters.”
Lowell shines when the community’s best talent, backed by resources, is put to work to achieve common objectives. As we have done so often in our 30-year history, the Lowell Plan will work to achieve consensus on future courses of action to ensure the city’s ongoing revitalization.
Lowell will be the best city of its size in America. The Lowell Plan commits its resources to this goal, which will be achieved through partnership with the public sector in a renewed commitment to dialogue followed by action.
Website: lowellplan.org
The Lowell Plan, Inc. was established as a nonprofit economic development organization in 1980. For 30 years, the Lowell Plan has sustained constructive and productive dialogue among the city’s key leaders in business, government, education, and community development. Visitors from around the country and the world have asked how the city has become a model of urban revitalization. They want to know the formula. In its simplest terms, the answer is that Lowell’s public and private leaders have maintained an ongoing dialogue that has yielded practical responses to the challenges and opportunities facing the city.
The formula sounds simple, but it was revolutionary at the outset. The Lowell Plan created a neutral ground where public and private sector officials could speak candidly and collaborate on priority issues. Through the years the names and faces have changed, but the board’s structure and reputation for getting results ensure that the pieces keep coming together month after month.
The Lowell Plan has shown itself to be bold, versatile, and effective from funding the American City Corp.’s Downtown Master Plan and the Lowell Model for Educational Excellence in the early years to undertaking the feasibility study for the Tsongas Arena and the market analysis for a minor-league baseball team in the middle years—to recently funding the Urban Land Institute and Creative Economy Studies and administering the National Park’s trolley extension project. Click on past projects for a listing of the Lowell Plan’s involvement in Lowell since 1980.
Going forward, the Lowell Plan is committed to fostering a dialogue that will take Lowell well into the 21st century as a city with a productive and sustainable economy; lifelong educational opportunities; and vibrant and diverse cultural offerings. With a belief in the value of community service, the Lowell Plan make civic engagement a priority through its support of the leadership program “Public Matters.”
Lowell shines when the community’s best talent, backed by resources, is put to work to achieve common objectives. As we have done so often in our 30-year history, the Lowell Plan will work to achieve consensus on future courses of action to ensure the city’s ongoing revitalization.
Lowell will be the best city of its size in America. The Lowell Plan commits its resources to this goal, which will be achieved through partnership with the public sector in a renewed commitment to dialogue followed by action.
Saturday, December 3, 2016
L.A. Conservancy
Location: Los Angeles, CA
Website: laconservancy.org
Think about your favorite building in Greater Los Angeles. Chances are, it’s one of the fantastic historic places that help make the region unique. The Los Angeles Conservancy works every day – as we have since 1978 – to make sure these places survive and thrive for future generations.
A private, member-based nonprofit, the L.A. Conservancy was formed in 1978 as part of the effort to prevent demolition of the stunning Los Angeles Central Library. What started as a handful of concerned citizens is now the largest group of its kind in the U.S., with more than 6,000 member households, hundreds of volunteers, and a full-time staff of nearly twenty.
The Conservancy is based in downtown Los Angeles but works throughout L.A. County—which spans 88 cities plus the County’s unincorporated areas.We work through education and advocacy to raise awareness of historic places, prevent their needless demolition, empower people to save the places they love, and foster strong preservation laws and incentives.
Why Preserve Historic Places?
As people rely more on technology and virtual connections, and as cookie-cutter development makes cities look more and more alike, we have a growing need for authenticity, character, and distinction. We don’t want our communities to look like everyone else’s. Historic buildings, structures, landscapes, and neighborhoods help fill this critical need. They tell great stories, give us a sense of place, help us learn who we are and what we value as a culture, and embody our shared history.
The L.A. Conservancy has a vision of Los Angeles as a place that values our past and considers it an essential part of our present and future. The Conservancy is a nonprofit membership organization that works through education and advocacy to recognize, preserve, and revitalize the historic architectural and cultural resources of Los Angeles County.
We raise awareness of the value of historic places in strengthening communities, fostering economic development, and enriching lives.
For more than thirty-five years, our walking tours, special events, and other programs have brought countless Los Angeles residents and visitors closer to the beautiful buildings and unique spaces that make Los Angeles County so special. Our educational programs have introduced many people to the history and value of Greater Los Angeles' built environment.
We also work on a vast range of preservation issues throughout Los Angeles County, both proactively and in response to specific threats to historic cultural and architectural resources.
We provide technical assistance and resources to help people enjoy and preserve the historic places they love.
The largest local preservation group in the United States, our large and active membership reflects an unprecedented level of support for L.A.'s historic resources and we continue to gain ground in making preservation part of public policy, urban planning, and public consciousness.
Website: laconservancy.org
Think about your favorite building in Greater Los Angeles. Chances are, it’s one of the fantastic historic places that help make the region unique. The Los Angeles Conservancy works every day – as we have since 1978 – to make sure these places survive and thrive for future generations.
A private, member-based nonprofit, the L.A. Conservancy was formed in 1978 as part of the effort to prevent demolition of the stunning Los Angeles Central Library. What started as a handful of concerned citizens is now the largest group of its kind in the U.S., with more than 6,000 member households, hundreds of volunteers, and a full-time staff of nearly twenty.
The Conservancy is based in downtown Los Angeles but works throughout L.A. County—which spans 88 cities plus the County’s unincorporated areas.We work through education and advocacy to raise awareness of historic places, prevent their needless demolition, empower people to save the places they love, and foster strong preservation laws and incentives.
Why Preserve Historic Places?
As people rely more on technology and virtual connections, and as cookie-cutter development makes cities look more and more alike, we have a growing need for authenticity, character, and distinction. We don’t want our communities to look like everyone else’s. Historic buildings, structures, landscapes, and neighborhoods help fill this critical need. They tell great stories, give us a sense of place, help us learn who we are and what we value as a culture, and embody our shared history.
The L.A. Conservancy has a vision of Los Angeles as a place that values our past and considers it an essential part of our present and future. The Conservancy is a nonprofit membership organization that works through education and advocacy to recognize, preserve, and revitalize the historic architectural and cultural resources of Los Angeles County.
We raise awareness of the value of historic places in strengthening communities, fostering economic development, and enriching lives.
For more than thirty-five years, our walking tours, special events, and other programs have brought countless Los Angeles residents and visitors closer to the beautiful buildings and unique spaces that make Los Angeles County so special. Our educational programs have introduced many people to the history and value of Greater Los Angeles' built environment.
We also work on a vast range of preservation issues throughout Los Angeles County, both proactively and in response to specific threats to historic cultural and architectural resources.
We provide technical assistance and resources to help people enjoy and preserve the historic places they love.
The largest local preservation group in the United States, our large and active membership reflects an unprecedented level of support for L.A.'s historic resources and we continue to gain ground in making preservation part of public policy, urban planning, and public consciousness.
Wednesday, December 30, 2015
Future Ready Cities
Location: Nationwide
Website: futureready.dell.com
For many decades, creating a future-ready local economy meant attracting industry. With industry came jobs, people to fill the jobs, and even more jobs from suppliers who supported the lifestyle of the people who came. It was a virtuous circle. Through their economic development efforts, cities reduced the traditional economic frictions of business: those of time, of distance, access to capital and information. To attract industry, they improved their ports, established railroads, built highways and schools, and created financial incentives for growth. And, historically, that worked very, very well.
But in recent years, technology has begun to eliminate or greatly reduce most of those economic frictions. Information is ubiquitous. Virtual infrastructure is as important as physical infrastructure. And access to capital has grown exponentially through democratization and the network effect. Rather than jobs drawing people, today, people draw jobs. But as always, there are winners and losers. Some metro areas are growing rapidly and creating audacious opportunities for members of their communities. While others struggle to march in place. So what strategies should cities adopt to grow and thrive in the future?
Recently Dell and Harvard University posed this question to several dozen experts at the 2015 Strategic Innovation Summit: Enabling Economies for the Future: Enabling Economies for the Future. Economists, educators, local elected officials and administrators, tech infrastructure builders, entrepreneurs and chief innovation officers convened to identify the factors that make cities best poised to thrive in our increasingly frictionless economy.
The consensus at the summit was that communities should focus on three key enablers: 1) attracting and nurturing human capital 2) fostering collaborative, growth-oriented commercial environments; and 3) building an enabling foundation of technology, telecom and physical infrastructure. In a frictionless economy, human capital is critical. Rather than jobs drawing people, today, people draw jobs. Workers care more about what they work on and who they work with than whom they work for, causing companies to pursue talent than the other way around. People arrive for the lifestyle offered by the community. They are attracted by continuous opportunities to learn from others, to collaborate together and to experience culture in all its diversity.
From this fertile talent pool emerge the innovators who will ultimately transform industries and create significant opportunities for economic growth. Future-ready cities understand the need to create a collaborative business environment, supporting not only established firms, with their employees and growing numbers of independent contributors, but growth-oriented entrepreneurs as well. We now know that entrepreneurs drive 50% of GDP and 75% of new jobs. And summit participants suggested that cities put particular focus on nurturing “gazelles”, high-growth companies that have an outsize impact on regional economic growth. Creating public-private partnerships with shared risks and rewards is one important tool that future ready economies can use to spur innovation. The infrastructure that serves citizens has to be robust.
Beyond just transportation, communities must also have the mobile networks, broadband connections and open data platforms that allow value creators to work on their own terms and businesses to provide public services with limited public funds. Coming out of the summit at Harvard, Dell partnered with IHS Economics, an industry-leading macroeconomics firm, to build an economic model for evaluating the future-readiness of cities. The Dell Future Ready Economies Model measures the performance of leading metro areas against the three pillars of human capital, commerce and infrastructure. The model has allowed Dell to identify the Top 25 Future Ready Economies in the U.S. and let public and private sector community leaders compare their own strengths to those of other Future-Ready Economies. (Spoiler alert. The San Jose metro area, home of the Silicon Valley, was ranked number one.)
The 25 cities on the list are well-distributed across the U.S., suggesting that success is no longer just about location, but rather a strong embrace of the factors that enable cities to become future ready.
Website: futureready.dell.com
For many decades, creating a future-ready local economy meant attracting industry. With industry came jobs, people to fill the jobs, and even more jobs from suppliers who supported the lifestyle of the people who came. It was a virtuous circle. Through their economic development efforts, cities reduced the traditional economic frictions of business: those of time, of distance, access to capital and information. To attract industry, they improved their ports, established railroads, built highways and schools, and created financial incentives for growth. And, historically, that worked very, very well.
But in recent years, technology has begun to eliminate or greatly reduce most of those economic frictions. Information is ubiquitous. Virtual infrastructure is as important as physical infrastructure. And access to capital has grown exponentially through democratization and the network effect. Rather than jobs drawing people, today, people draw jobs. But as always, there are winners and losers. Some metro areas are growing rapidly and creating audacious opportunities for members of their communities. While others struggle to march in place. So what strategies should cities adopt to grow and thrive in the future?
Recently Dell and Harvard University posed this question to several dozen experts at the 2015 Strategic Innovation Summit: Enabling Economies for the Future: Enabling Economies for the Future. Economists, educators, local elected officials and administrators, tech infrastructure builders, entrepreneurs and chief innovation officers convened to identify the factors that make cities best poised to thrive in our increasingly frictionless economy.
The consensus at the summit was that communities should focus on three key enablers: 1) attracting and nurturing human capital 2) fostering collaborative, growth-oriented commercial environments; and 3) building an enabling foundation of technology, telecom and physical infrastructure. In a frictionless economy, human capital is critical. Rather than jobs drawing people, today, people draw jobs. Workers care more about what they work on and who they work with than whom they work for, causing companies to pursue talent than the other way around. People arrive for the lifestyle offered by the community. They are attracted by continuous opportunities to learn from others, to collaborate together and to experience culture in all its diversity.
From this fertile talent pool emerge the innovators who will ultimately transform industries and create significant opportunities for economic growth. Future-ready cities understand the need to create a collaborative business environment, supporting not only established firms, with their employees and growing numbers of independent contributors, but growth-oriented entrepreneurs as well. We now know that entrepreneurs drive 50% of GDP and 75% of new jobs. And summit participants suggested that cities put particular focus on nurturing “gazelles”, high-growth companies that have an outsize impact on regional economic growth. Creating public-private partnerships with shared risks and rewards is one important tool that future ready economies can use to spur innovation. The infrastructure that serves citizens has to be robust.
Beyond just transportation, communities must also have the mobile networks, broadband connections and open data platforms that allow value creators to work on their own terms and businesses to provide public services with limited public funds. Coming out of the summit at Harvard, Dell partnered with IHS Economics, an industry-leading macroeconomics firm, to build an economic model for evaluating the future-readiness of cities. The Dell Future Ready Economies Model measures the performance of leading metro areas against the three pillars of human capital, commerce and infrastructure. The model has allowed Dell to identify the Top 25 Future Ready Economies in the U.S. and let public and private sector community leaders compare their own strengths to those of other Future-Ready Economies. (Spoiler alert. The San Jose metro area, home of the Silicon Valley, was ranked number one.)
The 25 cities on the list are well-distributed across the U.S., suggesting that success is no longer just about location, but rather a strong embrace of the factors that enable cities to become future ready.
Monday, June 15, 2015
World Urban Forum
Location: International
Website: wuf7.unhabitat.org
The World Urban Forum (WUF) is a non-legislative technical forum convened by the United Nations Human Settlements Programme (UN-Habitat), hosted in a different city every two years, to examine the most pressing issues facing the world today in the area of human settlements, including rapid urbanization and its impact on cities, communities, economies, climate change and policies. It is the World’s Premier Conference on Cities.
The Forum gathers a wide range of experts from every walk of life. Participants at the Forum include, but are not limited to, national, regional and local governments, non-governmental organizations, community-based organizations, professionals, research institutions and academies, professionals, private sector, development finance institutions, foundations, media and United Nations organizations and other international agencies.
The WUF promotes the strong participation of Habitat Agenda partners and relevant international programmes, funds and agencies, thus ensuring their inclusion in the identification of new issues, the sharing of lessons learned and the exchange of best practices and good policies.
Website: wuf7.unhabitat.org
The World Urban Forum (WUF) is a non-legislative technical forum convened by the United Nations Human Settlements Programme (UN-Habitat), hosted in a different city every two years, to examine the most pressing issues facing the world today in the area of human settlements, including rapid urbanization and its impact on cities, communities, economies, climate change and policies. It is the World’s Premier Conference on Cities.
The Forum gathers a wide range of experts from every walk of life. Participants at the Forum include, but are not limited to, national, regional and local governments, non-governmental organizations, community-based organizations, professionals, research institutions and academies, professionals, private sector, development finance institutions, foundations, media and United Nations organizations and other international agencies.
The WUF promotes the strong participation of Habitat Agenda partners and relevant international programmes, funds and agencies, thus ensuring their inclusion in the identification of new issues, the sharing of lessons learned and the exchange of best practices and good policies.
Sunday, June 14, 2015
Idea Village
Location: New Orleans
Website: ideavillage.org
In 2000, The Idea Village was formed by a group of New Orleans citizens who believed entrepreneurship is a catalyst for positive change. The Idea Village formalized in 2002 as an independent 501c3 nonprofit organization with a mission to identify, support, and retain entrepreneurial talent in New Orleans by providing direct service to high-impact entrepreneurs, educating the broader community, and supporting initiatives that strengthen our entrepreneurial infrastructure.
From 2009-2014, The Idea Village provided direct support to over 3,411 New Orleans entrepreneurs by engaging over 2,600 professionals to allocate 68,543 consulting hours and $2.5 million in seed capital. In addition, The Idea Village hosts New Orleans Entrepreneur Week, a business festival that has become the platform for the New Orleans entrepreneurial ecosystem. We work hard in the company of entrepreneurs, mentors, investors, and professionals who are committed to helping local startups launch.
And just like The Idea Village, New Orleans comes with its own perks. Mardi Gras, Jazz Fest, Wednesdays at the Square (which happens to take place less than a block from The Village), French Quarter Fest, the list goes on and on. This is the only place in the world that has it's own food, music, and holiday. What's not to love?
Website: ideavillage.org
In 2000, The Idea Village was formed by a group of New Orleans citizens who believed entrepreneurship is a catalyst for positive change. The Idea Village formalized in 2002 as an independent 501c3 nonprofit organization with a mission to identify, support, and retain entrepreneurial talent in New Orleans by providing direct service to high-impact entrepreneurs, educating the broader community, and supporting initiatives that strengthen our entrepreneurial infrastructure.
From 2009-2014, The Idea Village provided direct support to over 3,411 New Orleans entrepreneurs by engaging over 2,600 professionals to allocate 68,543 consulting hours and $2.5 million in seed capital. In addition, The Idea Village hosts New Orleans Entrepreneur Week, a business festival that has become the platform for the New Orleans entrepreneurial ecosystem. We work hard in the company of entrepreneurs, mentors, investors, and professionals who are committed to helping local startups launch.
And just like The Idea Village, New Orleans comes with its own perks. Mardi Gras, Jazz Fest, Wednesdays at the Square (which happens to take place less than a block from The Village), French Quarter Fest, the list goes on and on. This is the only place in the world that has it's own food, music, and holiday. What's not to love?
Sunday, June 7, 2015
citymetric
Location: International
Website:intelligence.citymetric.com
City administrations use citymetric to get a clear understanding of how their city is performing compared to other key competitor cities. Interactive tools showing long-term forecasts of key economic, demographic, income and employment series provide clients with an independent assessment of the city’s characteristics benchmarked again other major global cities.
With insight and analysis produced by Timetric analysts as well as respected journalists, policymakers and academics, city administrators and other public bodies operating at the city-level can keep up to date with latest trends and issues affecting cities around the world.
Website:intelligence.citymetric.com
City administrations use citymetric to get a clear understanding of how their city is performing compared to other key competitor cities. Interactive tools showing long-term forecasts of key economic, demographic, income and employment series provide clients with an independent assessment of the city’s characteristics benchmarked again other major global cities.
With insight and analysis produced by Timetric analysts as well as respected journalists, policymakers and academics, city administrators and other public bodies operating at the city-level can keep up to date with latest trends and issues affecting cities around the world.
Wednesday, June 3, 2015
The Institute for New Economic Thinking
Location:
Website:
The Institute for New Economic Thinking is a nonpartisan research and education nonprofit organization based in New York, NY. Created in response to the global financial crisis of 2007 and 2008, the Institute accelerates the development of a new field of economic thought.
By funding academic research, building communities of innovative scholars, and spreading the word globally about the urgent need for change, we are creating real-world solutions to the great challenges of the 21st century. Our work supports the efforts of scholars all over the world as they change the way economics is studied, considered and taught.
The global financial crisis made it clear that the world needs new economic thinking, and it needs it now.
Website:
The Institute for New Economic Thinking is a nonpartisan research and education nonprofit organization based in New York, NY. Created in response to the global financial crisis of 2007 and 2008, the Institute accelerates the development of a new field of economic thought.
By funding academic research, building communities of innovative scholars, and spreading the word globally about the urgent need for change, we are creating real-world solutions to the great challenges of the 21st century. Our work supports the efforts of scholars all over the world as they change the way economics is studied, considered and taught.
The global financial crisis made it clear that the world needs new economic thinking, and it needs it now.
Friday, April 10, 2015
City Accelerator
Location: Nationwide
Website: www.governing.com/cityaccelerator
As local government resources contract and challenges ranging from economic inequality to infrastructure compound, cities must design new and more effective responses. Cities are increasingly looking for ways to implement promising innovations that will have a significant impact in the lives of their residents, especially those with low income.
The City Accelerator, an initiative of Living Cities and the Citi Foundation, aims to help accelerate the adoption of such innovations within and across cities. The City Accelerator will work with three cohorts of three cities each over an 18-month period to advance innovative efforts that improve the lives of low-income people and help cities run more effectively.
Cities participating in each cohort will outline the progress that they intend to make in advancing innovative practice over the duration of the cohort, and then will use a number of program elements to accelerate progress on their work, including: an innovation guidebook that highlights how leading practices can be concretely adapted; periodic convenings to learn from other cities and leading practitioners; and coaching, technical assistance, and implementation resources to advance strategy and overcome barriers.
Participation in the City Accelerator will be drawn from cities that participate in the Project on Municipal Innovation(PMI), a network of 35 of the nation’s largest and most innovative cities. The first cohort will launch in September, with the second and third cohorts launching at six-month intervals.
About Living Cities:
Living Cities harnesses the collective power of 22 of the world’s largest foundations and financial institutions to develop and scale new approaches for creating opportunities for low-income people and improving the cities where they live. Its investments, research, networks, and convenings catalyze fresh thinking and combine support for innovative, local approaches with real-time sharing of learning to accelerate adoption in more places.
About the Citi Foundation:
The Citi Foundation works to promote economic progress in communities around the world and focuses on initiatives that expand financial inclusion. We collaborate with best-in-class partners to create measurable economic improvements that strengthen low-income families and communities. Through a "More than Philanthropy" approach, Citi's business resources and human capital enhance our philanthropic investments and impact.
Website: www.governing.com/cityaccelerator
As local government resources contract and challenges ranging from economic inequality to infrastructure compound, cities must design new and more effective responses. Cities are increasingly looking for ways to implement promising innovations that will have a significant impact in the lives of their residents, especially those with low income.
The City Accelerator, an initiative of Living Cities and the Citi Foundation, aims to help accelerate the adoption of such innovations within and across cities. The City Accelerator will work with three cohorts of three cities each over an 18-month period to advance innovative efforts that improve the lives of low-income people and help cities run more effectively.
Cities participating in each cohort will outline the progress that they intend to make in advancing innovative practice over the duration of the cohort, and then will use a number of program elements to accelerate progress on their work, including: an innovation guidebook that highlights how leading practices can be concretely adapted; periodic convenings to learn from other cities and leading practitioners; and coaching, technical assistance, and implementation resources to advance strategy and overcome barriers.
Participation in the City Accelerator will be drawn from cities that participate in the Project on Municipal Innovation(PMI), a network of 35 of the nation’s largest and most innovative cities. The first cohort will launch in September, with the second and third cohorts launching at six-month intervals.
About Living Cities:
Living Cities harnesses the collective power of 22 of the world’s largest foundations and financial institutions to develop and scale new approaches for creating opportunities for low-income people and improving the cities where they live. Its investments, research, networks, and convenings catalyze fresh thinking and combine support for innovative, local approaches with real-time sharing of learning to accelerate adoption in more places.
About the Citi Foundation:
The Citi Foundation works to promote economic progress in communities around the world and focuses on initiatives that expand financial inclusion. We collaborate with best-in-class partners to create measurable economic improvements that strengthen low-income families and communities. Through a "More than Philanthropy" approach, Citi's business resources and human capital enhance our philanthropic investments and impact.
Saturday, January 10, 2015
The Milken Institute
Location: International
Website: www.best-cities.org
A nonprofit, nonpartisan economic think tank, the Milken Institute works to improve lives around the world by advancing innovative economic and policy solutions that create jobs, widen access to capital, and enhance health. We produce rigorous, independent economic research — and maximize its impact by convening global leaders from the worlds of business, finance, government, and philanthropy. By fostering collaboration between the public and private sectors, we transform great ideas into action.
Website: www.best-cities.org
A nonprofit, nonpartisan economic think tank, the Milken Institute works to improve lives around the world by advancing innovative economic and policy solutions that create jobs, widen access to capital, and enhance health. We produce rigorous, independent economic research — and maximize its impact by convening global leaders from the worlds of business, finance, government, and philanthropy. By fostering collaboration between the public and private sectors, we transform great ideas into action.
Friday, April 25, 2014
Treme4Treme
Location: New Orleans, LA
Website: www.treme4treme.org
Character of Place as Social Capital in the Revitalization of the Iberville Housing Project and the Surrounding Tremé/Lafitte Neighborhood in New Orleans began to circulate, residents of the neighborhood who are active in civic life began responding positively to it.
Many found it to be an accurate picture of the community, and some found it highly congruent with their own ongoing work and with what they themselves have previously affirmed about the place. The report was described as having “rediscovered” things the community has previously and repeatedly discovered about itself.
+ -A group, Treme4Treme, representing several area non-profits, residents, business, and community leaders with a long history of working in social services, community and economic development, and culture in the Tremé neighborhood came together to design the future and developed a strategic plan for how to create that future.
Tremé for Tremé reached out widely within the community to develop a broadly based vision and process.
What was developed is fundamentally different from providing input into a planning process, or providing community engagement. Tremé for Tremé stepped forward to take the primary role in creating their own future.
The first words of the Choice Neighborhood Initiative application for New Orleans were that “Nearly six years ago, when the city had been inundated with flood waters, some national leaders pronounced that New Orleans was dead and suggested not to rebuild.
This once great city refused to accept that pronouncement…” It is widely recognized that it was the deep resilience of New Orleans, rising from the love of its people for the place and its culture, that produced a bottom-up process of renewal.
Tremé for Tremé and the residents of this neighborhood is ready to take its place and accept its responsibility in continuing that renewal.
Most important, the people and institutions of this neighborhood have taken responsibility for planning their own future, and creating that future. Rather than merely providing input concerning their needs and desires, or stepping forward to play a role in initiatives designed by others. Tremé for Tremé is prepared to play a primary role and ask for partnerships to complement its efforts.
The goal is to create a state that we call resilient autonomy, in which a community is self-directed and capable of constantly renewing itself in a healthy, sustainable way.
We believe the path to resilient autonomy is through neighborhood-led, asset-based and place-based community and economic development.
Website: www.treme4treme.org
Character of Place as Social Capital in the Revitalization of the Iberville Housing Project and the Surrounding Tremé/Lafitte Neighborhood in New Orleans began to circulate, residents of the neighborhood who are active in civic life began responding positively to it.
Many found it to be an accurate picture of the community, and some found it highly congruent with their own ongoing work and with what they themselves have previously affirmed about the place. The report was described as having “rediscovered” things the community has previously and repeatedly discovered about itself.
+ -A group, Treme4Treme, representing several area non-profits, residents, business, and community leaders with a long history of working in social services, community and economic development, and culture in the Tremé neighborhood came together to design the future and developed a strategic plan for how to create that future.
Tremé for Tremé reached out widely within the community to develop a broadly based vision and process.
What was developed is fundamentally different from providing input into a planning process, or providing community engagement. Tremé for Tremé stepped forward to take the primary role in creating their own future.
The first words of the Choice Neighborhood Initiative application for New Orleans were that “Nearly six years ago, when the city had been inundated with flood waters, some national leaders pronounced that New Orleans was dead and suggested not to rebuild.
This once great city refused to accept that pronouncement…” It is widely recognized that it was the deep resilience of New Orleans, rising from the love of its people for the place and its culture, that produced a bottom-up process of renewal.
Tremé for Tremé and the residents of this neighborhood is ready to take its place and accept its responsibility in continuing that renewal.
Most important, the people and institutions of this neighborhood have taken responsibility for planning their own future, and creating that future. Rather than merely providing input concerning their needs and desires, or stepping forward to play a role in initiatives designed by others. Tremé for Tremé is prepared to play a primary role and ask for partnerships to complement its efforts.
The goal is to create a state that we call resilient autonomy, in which a community is self-directed and capable of constantly renewing itself in a healthy, sustainable way.
We believe the path to resilient autonomy is through neighborhood-led, asset-based and place-based community and economic development.
Sunday, March 16, 2014
Beautiful Downtown Lewiston
Location: Lewiston, ID
Website: www.beautifuldowntownlewiston.com
Beautiful Downtown Lewiston evolved from efforts of the Lewiston Chamber of Commerce, downtown business and property owners and the City of Lewiston to revive efforts of previous downtown organizations, including the Port City Action Committee.
As participation and interest in the downtown revitalization increased, the organization left the umbrella of the Lewiston Chamber to become a stand alone non-profit organization. Beautiful Downtown Lewiston is a 501(c)3 organization, directed by its own by-laws and board of directors. With support from citizens, property owners, business owners and the City of Lewiston, Beautiful Downtown Lewiston is spearheading the task of revitalizing Lewiston’s downtown district.
Through application of the Main Street Program, Beautiful Downtown Lewiston is working to create a vital downtown district which promotes quality business, cultural and community growth.
Beautiful Downtown Lewiston has adopted the principles of the Main Street™ program, due to its 30 year history of proven success across the United States. The comprehensive four point approach emphasizes:
Organization involves getting all stakeholders to work toward common goals. Proper financial and human resources need to be identified. The basic framework entails assembling a governing board and standing committees. This volunteer-driven design also needs coordination and support from a paid director. The outlined structure promotes cooperation and consensus building, thus providing stability to build and maintain a long-term effort.
Promotion creates excitement downtown. Special events, marketing, advertising and retail promotions all aid in showcasing the district’s authenticity and work toward creating a brand for downtown. In addition, the promotions create consumer confidence in the district, resulting in increased commercial activity and investment in the area.
Design enhances the attractiveness of the business district by capitalizing on its assets. Enhancing appearance, developing maintenance and design management practices, encouraging historic building rehabilitation, incorporating long-term planning are the cornerstones of this piece. Creating an inviting atmosphere where consumers gravitate to shop, work, play and live. Design improvements result in a reinvestment of public and private dollars to downtown.
Economic Restructuring involves analyzing current market forces to develop long-term solutions. Retaining businesses, recruiting new businesses, and sharpening the competitiveness of downtown merchants are examples of economic restructuring. Converting unused commercial space into economically productive property heightens the profitability of the district.
Website: www.beautifuldowntownlewiston.com
Beautiful Downtown Lewiston evolved from efforts of the Lewiston Chamber of Commerce, downtown business and property owners and the City of Lewiston to revive efforts of previous downtown organizations, including the Port City Action Committee.
As participation and interest in the downtown revitalization increased, the organization left the umbrella of the Lewiston Chamber to become a stand alone non-profit organization. Beautiful Downtown Lewiston is a 501(c)3 organization, directed by its own by-laws and board of directors. With support from citizens, property owners, business owners and the City of Lewiston, Beautiful Downtown Lewiston is spearheading the task of revitalizing Lewiston’s downtown district.
Through application of the Main Street Program, Beautiful Downtown Lewiston is working to create a vital downtown district which promotes quality business, cultural and community growth.
Beautiful Downtown Lewiston has adopted the principles of the Main Street™ program, due to its 30 year history of proven success across the United States. The comprehensive four point approach emphasizes:
Organization involves getting all stakeholders to work toward common goals. Proper financial and human resources need to be identified. The basic framework entails assembling a governing board and standing committees. This volunteer-driven design also needs coordination and support from a paid director. The outlined structure promotes cooperation and consensus building, thus providing stability to build and maintain a long-term effort.
Promotion creates excitement downtown. Special events, marketing, advertising and retail promotions all aid in showcasing the district’s authenticity and work toward creating a brand for downtown. In addition, the promotions create consumer confidence in the district, resulting in increased commercial activity and investment in the area.
Design enhances the attractiveness of the business district by capitalizing on its assets. Enhancing appearance, developing maintenance and design management practices, encouraging historic building rehabilitation, incorporating long-term planning are the cornerstones of this piece. Creating an inviting atmosphere where consumers gravitate to shop, work, play and live. Design improvements result in a reinvestment of public and private dollars to downtown.
Economic Restructuring involves analyzing current market forces to develop long-term solutions. Retaining businesses, recruiting new businesses, and sharpening the competitiveness of downtown merchants are examples of economic restructuring. Converting unused commercial space into economically productive property heightens the profitability of the district.
Wednesday, March 12, 2014
SactoMoFo
Location: Sacramento, CA
Website: www.sactomofo.org
Sacramento Mobile Food (SactoMoFo if you wanna get familiar) wants a level playing field for mobile kitchens. We believe these entrepreneurs deserve the same opportunities for success that other businesspeople enjoy, and to further awareness and build support we produce street food-centric events throughout the greater Sacramento region, to showcase their product, and their positive impact in our community.
Their tasty food is only the beginning. These small business owners buy local produce, meat and bread products, pay local sales taxes, add affordability and diversity to the local food scene, hire local workers, and offer aspiring restaurant owners an entry point into the possibility of the American Dream. Some of the local food trucks are already well on their way there, and have opened local restaurants, created even more Sacramento jobs and have generated thousands of dollars in sales taxes.
Additionally, food truck owners are heavily vested in their local communities and generously give back. In 2013 alone, food trucks working with SactoMoFo raised thousands of dollars for organizations like the Rebuild McKinley Park effort, Toys for Tots Foundation, the California Firefighters Foundation, the Sacramento Food Bank and Family Services, the Whole Foods Foundation, the Getty Owl Foundation and various others.
The Sacramento region is the farm to fork capital of the country, and offers a myriad of great local food opportunities by ways of the various farmers markets, the multiple ethnic restaurants and the wide variety of local gourmet restaurants that are owner operated. We see food trucks as a natural extension of this great community, and hope you will love them as much as we do. Come join us at an event, and experience it yourself!
Some interesting facts about the food truck industry:
Food trucks were the #1 small business opportunity of 2011 according to Forbes Magazine. Food truck owners buy their products and produce, and spend their earnings in the communities they serve, creating a virtuous circle.
Food truck roundups are family-friendly community events, with entertainment and food geared to the entire family.
By discarding the formalities of a sit-down restaurant, food trucks encourage patrons to make new friends while eating a great meal and supporting local small business owners. 54% of food truck consumers said they otherwise would have eaten fast food.
Website: www.sactomofo.org
Sacramento Mobile Food (SactoMoFo if you wanna get familiar) wants a level playing field for mobile kitchens. We believe these entrepreneurs deserve the same opportunities for success that other businesspeople enjoy, and to further awareness and build support we produce street food-centric events throughout the greater Sacramento region, to showcase their product, and their positive impact in our community.
Their tasty food is only the beginning. These small business owners buy local produce, meat and bread products, pay local sales taxes, add affordability and diversity to the local food scene, hire local workers, and offer aspiring restaurant owners an entry point into the possibility of the American Dream. Some of the local food trucks are already well on their way there, and have opened local restaurants, created even more Sacramento jobs and have generated thousands of dollars in sales taxes.
Additionally, food truck owners are heavily vested in their local communities and generously give back. In 2013 alone, food trucks working with SactoMoFo raised thousands of dollars for organizations like the Rebuild McKinley Park effort, Toys for Tots Foundation, the California Firefighters Foundation, the Sacramento Food Bank and Family Services, the Whole Foods Foundation, the Getty Owl Foundation and various others.
The Sacramento region is the farm to fork capital of the country, and offers a myriad of great local food opportunities by ways of the various farmers markets, the multiple ethnic restaurants and the wide variety of local gourmet restaurants that are owner operated. We see food trucks as a natural extension of this great community, and hope you will love them as much as we do. Come join us at an event, and experience it yourself!
Some interesting facts about the food truck industry:
Food trucks were the #1 small business opportunity of 2011 according to Forbes Magazine. Food truck owners buy their products and produce, and spend their earnings in the communities they serve, creating a virtuous circle.
Food truck roundups are family-friendly community events, with entertainment and food geared to the entire family.
By discarding the formalities of a sit-down restaurant, food trucks encourage patrons to make new friends while eating a great meal and supporting local small business owners. 54% of food truck consumers said they otherwise would have eaten fast food.
Saturday, January 11, 2014
The Idea Village
Location: New Orleans, LA
Website: www.ideavillage.org
Thirteen years ago a group of New Orleans entrepreneurs calling themselves The Idea Village asked a very important question: What if?
What if you could create economic and social change in New Orleans?
What if you could do it in a way that not only inspired entrepreneurs, but those who believed in them as well?
These questions were the result of many conversations between five local entrepreneurs at the Loa Bar in downtown New Orleans on how to reverse the last 40 years of fundamental economic and social decline. New Orleans was in a downward spiral and concerned civic leaders and entrepreneurs wanted to create an environment that would allow emerging talent to stay in New Orleans, grow businesses and create quality jobs.
The core problem was the exodus of the best and brightest from the community; from 1990-2000, there was a net loss of over 41, 23-35 year olds from the State of Louisiana. This brain drain created a vacuum of innovative individuals to provide new thinking to grow the economy and to address pressing social issues such as crime and education.
The collective answer to this problem was to attract and retain entrepreneurial talent that would in turn create innovative solutions to the social challenges and become the next generation civic leaders. To accomplish this goal, New Orleans needed a linked network of business, government, and university resources to support high impact startups. New Orleans needed a “village” for new ideas.
The entrepreneurs continued to meet to discuss how the group would execute this vision. Action was needed, not another plan. In August 2000, each of them contributed $2,000 towards a $10,000 business plan contest.
Word spread quickly and companies began contacting the group with offers of in-kind support for the winner, eventually leading to a grand prize worth over $125,000. The group’s mission became clear – transform New Orleans by stimulating entrepreneurial growth. This organic coming together of like-minded individuals in an implementation-oriented manner ignited a movement that eventually gave rise to The Idea Village.
Twelve years later, New Orleans has developed a vibrant, interconnected entrepreneurial ecosystem that includes corporations, non-profits, universities, and government who collaborate to make New Orleans a place for people with big ideas, grand dreams, and the passion to build, grow, and execute. New Orleans is becoming a globally recognized ecosystem.
Forbes named New Orleans the “Biggest Brain Magnet” of 2011 as well as the No. 2 “Best City for Jobs.” A July 2010 Brookings Institute “Katrina After 5” report states that New Orleans entrepreneurial activity is 40% above the national average, while Inc. called New Orleans the “Coolest Startup City in America.
The Brain Drain has turned into the Brain Gain as inspired individuals have flocked to the city and new entrepreneurial hubs are sprouting up throughout the community driven by passionate, committed entrepreneurs. Capital is being invested in new ventures and entrepreneurial leaders are evolving to solve critical issues with innovative solutions.
New models for health care, education, physical infrastructure, food, and creative media are being incubated and developed.
Website: www.ideavillage.org
Thirteen years ago a group of New Orleans entrepreneurs calling themselves The Idea Village asked a very important question: What if?
What if you could create economic and social change in New Orleans?
What if you could do it in a way that not only inspired entrepreneurs, but those who believed in them as well?
These questions were the result of many conversations between five local entrepreneurs at the Loa Bar in downtown New Orleans on how to reverse the last 40 years of fundamental economic and social decline. New Orleans was in a downward spiral and concerned civic leaders and entrepreneurs wanted to create an environment that would allow emerging talent to stay in New Orleans, grow businesses and create quality jobs.
The core problem was the exodus of the best and brightest from the community; from 1990-2000, there was a net loss of over 41, 23-35 year olds from the State of Louisiana. This brain drain created a vacuum of innovative individuals to provide new thinking to grow the economy and to address pressing social issues such as crime and education.
The collective answer to this problem was to attract and retain entrepreneurial talent that would in turn create innovative solutions to the social challenges and become the next generation civic leaders. To accomplish this goal, New Orleans needed a linked network of business, government, and university resources to support high impact startups. New Orleans needed a “village” for new ideas.
The entrepreneurs continued to meet to discuss how the group would execute this vision. Action was needed, not another plan. In August 2000, each of them contributed $2,000 towards a $10,000 business plan contest.
Word spread quickly and companies began contacting the group with offers of in-kind support for the winner, eventually leading to a grand prize worth over $125,000. The group’s mission became clear – transform New Orleans by stimulating entrepreneurial growth. This organic coming together of like-minded individuals in an implementation-oriented manner ignited a movement that eventually gave rise to The Idea Village.
Twelve years later, New Orleans has developed a vibrant, interconnected entrepreneurial ecosystem that includes corporations, non-profits, universities, and government who collaborate to make New Orleans a place for people with big ideas, grand dreams, and the passion to build, grow, and execute. New Orleans is becoming a globally recognized ecosystem.
Forbes named New Orleans the “Biggest Brain Magnet” of 2011 as well as the No. 2 “Best City for Jobs.” A July 2010 Brookings Institute “Katrina After 5” report states that New Orleans entrepreneurial activity is 40% above the national average, while Inc. called New Orleans the “Coolest Startup City in America.
The Brain Drain has turned into the Brain Gain as inspired individuals have flocked to the city and new entrepreneurial hubs are sprouting up throughout the community driven by passionate, committed entrepreneurs. Capital is being invested in new ventures and entrepreneurial leaders are evolving to solve critical issues with innovative solutions.
New models for health care, education, physical infrastructure, food, and creative media are being incubated and developed.
Wednesday, January 8, 2014
Urban Conservancy
Location: New Orleans, LA
Website: www.urbanconservancy.org
The Urban Conservancy’s core values guide our interaction with each other, our stakeholders, our associates and our community. We believe in:
- Equity
- Collaboration
- Being pro-active
Dynamic integration
- Being solution-focused
- Facilitation
- Well-informed constituents
- Being pro-local
Our values provide consistency as we strive to meet our goals:
LOCAL CONTROL
Communities have the right to democratically control their urban environment.
QUALITY OF LIFE
All residents deserve a high quality of life.
The unique culture of Southeast Louisiana is at the heart of our quality of life.
RESPONSIBLE DEVELOPMENT
Responsible development maintains the strengths of the historic built environment including connectivity within and between neighborhoods.
ACCESS TO INFORMATION
Residents need transparency in government and access to accurate information in order to make informed decisions with regard to their communities.
LOCAL ECONOMIES
Diversified local economies sustain the people who live and work in the community.
Website: www.urbanconservancy.org
The Urban Conservancy’s core values guide our interaction with each other, our stakeholders, our associates and our community. We believe in:
- Equity
- Collaboration
- Being pro-active
Dynamic integration
- Being solution-focused
- Facilitation
- Well-informed constituents
- Being pro-local
Our values provide consistency as we strive to meet our goals:
LOCAL CONTROL
Communities have the right to democratically control their urban environment.
QUALITY OF LIFE
All residents deserve a high quality of life.
The unique culture of Southeast Louisiana is at the heart of our quality of life.
RESPONSIBLE DEVELOPMENT
Responsible development maintains the strengths of the historic built environment including connectivity within and between neighborhoods.
ACCESS TO INFORMATION
Residents need transparency in government and access to accurate information in order to make informed decisions with regard to their communities.
LOCAL ECONOMIES
Diversified local economies sustain the people who live and work in the community.
Thursday, December 19, 2013
Music and Culture Coalition of New Orleans
Location: New Orleans, LA
Website: www.maccno.com
The Music and Culture Coalition of New Orleans emerged from the meetings initially called for by Kermit Ruffins beginning in late September 2012 in response to the controversial increase in enforcement imposed on live music venues, and now serves as a platform from which all members of the cultural community may have a voice in decisions that directly affect them and the cultural economy of this city.
Our group is a diverse set of individuals, which include, in addition to musicians: street performers, venue owners and their staff, artists, lawyers and other advocates, craft-makers, traditional culture bearers, 2nd-line vendors, small-business owners, urban planners, and concerned citizens.
MACCNO facilitates discussions on issues concerning the New Orleans’ cultural economy and is dedicated to ensuring that all members of the cultural community have equal access to opportunity and a voice in the decision making process.
Website: www.maccno.com
The Music and Culture Coalition of New Orleans emerged from the meetings initially called for by Kermit Ruffins beginning in late September 2012 in response to the controversial increase in enforcement imposed on live music venues, and now serves as a platform from which all members of the cultural community may have a voice in decisions that directly affect them and the cultural economy of this city.
Our group is a diverse set of individuals, which include, in addition to musicians: street performers, venue owners and their staff, artists, lawyers and other advocates, craft-makers, traditional culture bearers, 2nd-line vendors, small-business owners, urban planners, and concerned citizens.
MACCNO facilitates discussions on issues concerning the New Orleans’ cultural economy and is dedicated to ensuring that all members of the cultural community have equal access to opportunity and a voice in the decision making process.
Monday, December 2, 2013
Urban Development Institute
Location:
Website: www.udi.bc.ca
The Urban Development Institute is a national non-profit association (with international affiliations) of the development industry and its related professions that is non-partisan in its activities.
With over 600 corporate members, UDI Pacific represents thousands of individuals involved in all facets of land development and planning, including: developers, property managers, financial lenders, lawyers, engineers, planners, architects, appraisers, real estate professionals, local governments and government agencies.
Since 1972, the Pacific Region has been dedicated to fostering effective communication between the industry, government, and the public; and aims to improve both housing and job opportunities for all British Columbians.
UDI Pacific also serves as the public voice of the real estate development industry, communicating with the media on a number of issues. UDI concentrates its activities in three primary areas: government relations, professional development and education, and research. As a "Partner in Community Building," the Urban Development Institute is committed to working with communities and governments to create and achieve the vision of balanced, well-planned and sustainable communities.
The Urban Development Institute, a non-profit association of the development industry in British Columbia, promotes wise and efficient urban growth, good planning and good development practices, affordable housing and high quality commercial and industrial developments.
Website: www.udi.bc.ca
The Urban Development Institute is a national non-profit association (with international affiliations) of the development industry and its related professions that is non-partisan in its activities.
With over 600 corporate members, UDI Pacific represents thousands of individuals involved in all facets of land development and planning, including: developers, property managers, financial lenders, lawyers, engineers, planners, architects, appraisers, real estate professionals, local governments and government agencies.
Since 1972, the Pacific Region has been dedicated to fostering effective communication between the industry, government, and the public; and aims to improve both housing and job opportunities for all British Columbians.
UDI Pacific also serves as the public voice of the real estate development industry, communicating with the media on a number of issues. UDI concentrates its activities in three primary areas: government relations, professional development and education, and research. As a "Partner in Community Building," the Urban Development Institute is committed to working with communities and governments to create and achieve the vision of balanced, well-planned and sustainable communities.
The Urban Development Institute, a non-profit association of the development industry in British Columbia, promotes wise and efficient urban growth, good planning and good development practices, affordable housing and high quality commercial and industrial developments.
Wednesday, November 20, 2013
Transportation for America
Location: Nationwide
Website: www.t4america.org
Transportation for America is an alliance of elected, business and civic leaders from communities across the country, united to ensure that states and the federal government step up to invest in smart, homegrown, locally-driven transportation solutions. These are the investments that hold the key to our future economic prosperity.
Strong local economies are the foundation of a strong national economy. Across the country, business, civic and elected leaders understand that a strong transportation network drives the success of our local economies.
They know local employers need to be able to recruit and retain workers both within and from outside their home communities, and they need efficient ways to get their goods to market. Workers of all incomes need affordable, dependable access to jobs. And our cities, suburbs and towns must be able to attract talent and compete on a global scale.
In communities across the country, local leaders are responding to new economic challenges with innovative plans for their transportation networks. But alone, they lack the resources, and the control over them, to build and maintain the infrastructure their economies demand. At the same time, transportation funding at all levels of government is shrinking rather than growing, due to slackening gas tax receipts and budget cuts.
This situation threatens America’s ability to compete economically. Transportation for America is bringing people together to change it, in Congress and state houses across the nation.
Website: www.t4america.org
Transportation for America is an alliance of elected, business and civic leaders from communities across the country, united to ensure that states and the federal government step up to invest in smart, homegrown, locally-driven transportation solutions. These are the investments that hold the key to our future economic prosperity.
Strong local economies are the foundation of a strong national economy. Across the country, business, civic and elected leaders understand that a strong transportation network drives the success of our local economies.
They know local employers need to be able to recruit and retain workers both within and from outside their home communities, and they need efficient ways to get their goods to market. Workers of all incomes need affordable, dependable access to jobs. And our cities, suburbs and towns must be able to attract talent and compete on a global scale.
In communities across the country, local leaders are responding to new economic challenges with innovative plans for their transportation networks. But alone, they lack the resources, and the control over them, to build and maintain the infrastructure their economies demand. At the same time, transportation funding at all levels of government is shrinking rather than growing, due to slackening gas tax receipts and budget cuts.
This situation threatens America’s ability to compete economically. Transportation for America is bringing people together to change it, in Congress and state houses across the nation.
Thursday, November 7, 2013
New Communities Program
Location: Chicago, IL
Website:
The new communities program is a long-term initiative of the Local Initiatives Support Corporation/Chicago to support comprehensive community development in 16 Chicago neighborhoods. The 10-year effort seeks to rejuvenate challenged communities, bolster those in danger of losing ground, and preserve the diversity of areas in the path of gentrification. NCP neighborhoods span a cross-section of Chicago's South, Southwest, West and Northwest sides. Each effort is led by a neighborhood-based lead agency that coordinates programs among other local organizations and citywide support groups. The 14 lead agencies (one of which serves three adjacent communities) have at their disposal:
- Two full-time staff positions: an NCP director and an organizer.
- A pool of loan and grant funds to mount short- and long-term initiatives. The funds, distributed by LISC on a competitive basis, serve as seed money to leverage other public and private resources.
- Technical support and peer-learning opportunities, including planning expertise, trainings, access to subject-area experts and meetings with peers in other NCP agencies.
Lead agencies are encouraged to forge partnerships with other nonprofit groups, businesses, government and residents to address issues such as affordable housing, prisoner re-entry, cultural programming, education reform, and community marketing.
All NCP neighborhoods have undertaken a structured community planning process that involved local residents and leaders in the creation of strategies to improve the community's quality of life.
Three communities completed plans in a pilot phase of the program, from 1998 through 2002; most of the others participated in neighborhood planning programs leading to a quality-of-life plan between May 2003 and May 2005. A total of 3,000 people across the city participated in the meetings that produced the NCP plans, which were unveiled May 18, 2005 during a downtown ceremony attended by 500 residents and other partners including Mayor Richard M. Daley.
- Agencies involved in NCP will spend 10 years and perhaps more implementing their plans.
Creating local and citywide partnerships, communities are addressing issues including employment, parks and recreation, health care, housing affordability, commercial and retail development, child care, education quality, neighborhood aesthetics and personal security.
NCP is designed to strengthen communities from within - through planning, organizing and human development. The comprehensive approach helps broaden opportunities for local residents through better education, broader job choices, safer streets, new economic opportunities and stronger personal finances. This strengthened community is better equipped to take advantage of larger market forces:
- Attracting retail and housing development to areas that have experienced little new construction.
- Achieving economic balance in neighborhoods where working-class residents fear displacement by higher-income newcomers.
- Creating stronger connections to metropolitan-wide business, employment and educational opportunities.
A central NCP strategy is to create active communication among participating communities, lead agencies and support organizations. By documenting the activities and sharing strategies and methods through a newsletter, meetings, training sessions, web site and other methods, NCP hopes to multiply the impact of each neighborhood's work while advancing knowledge of community development practice.
More than $47 million has been committed to NCP by the John D. and Catherine T. MacArthur Foundation and LISC/Chicago to provide lead agencies with staffing, planning assistance and project seed money. Additional funding has been secured from the Annie E. Casey Foundation, Bank One (Chase), Joyce Foundation, Living Cities, Mayor's Office of Workforce Development, Partnership for New Communities, Polk Bros. Foundation, State Farm Insurance Companies and the Steans Family Foundation. LISC/Chicago and the lead agencies will seek the additional private and public support necessary to implement the quality-of-life plans. NCP is one of four demonstration projects of Living Cities, a partnership formerly called the National Community Development Initiative.
Website:
The new communities program is a long-term initiative of the Local Initiatives Support Corporation/Chicago to support comprehensive community development in 16 Chicago neighborhoods. The 10-year effort seeks to rejuvenate challenged communities, bolster those in danger of losing ground, and preserve the diversity of areas in the path of gentrification. NCP neighborhoods span a cross-section of Chicago's South, Southwest, West and Northwest sides. Each effort is led by a neighborhood-based lead agency that coordinates programs among other local organizations and citywide support groups. The 14 lead agencies (one of which serves three adjacent communities) have at their disposal:
- Two full-time staff positions: an NCP director and an organizer.
- A pool of loan and grant funds to mount short- and long-term initiatives. The funds, distributed by LISC on a competitive basis, serve as seed money to leverage other public and private resources.
- Technical support and peer-learning opportunities, including planning expertise, trainings, access to subject-area experts and meetings with peers in other NCP agencies.
Lead agencies are encouraged to forge partnerships with other nonprofit groups, businesses, government and residents to address issues such as affordable housing, prisoner re-entry, cultural programming, education reform, and community marketing.
All NCP neighborhoods have undertaken a structured community planning process that involved local residents and leaders in the creation of strategies to improve the community's quality of life.
Three communities completed plans in a pilot phase of the program, from 1998 through 2002; most of the others participated in neighborhood planning programs leading to a quality-of-life plan between May 2003 and May 2005. A total of 3,000 people across the city participated in the meetings that produced the NCP plans, which were unveiled May 18, 2005 during a downtown ceremony attended by 500 residents and other partners including Mayor Richard M. Daley.
- Agencies involved in NCP will spend 10 years and perhaps more implementing their plans.
Creating local and citywide partnerships, communities are addressing issues including employment, parks and recreation, health care, housing affordability, commercial and retail development, child care, education quality, neighborhood aesthetics and personal security.
NCP is designed to strengthen communities from within - through planning, organizing and human development. The comprehensive approach helps broaden opportunities for local residents through better education, broader job choices, safer streets, new economic opportunities and stronger personal finances. This strengthened community is better equipped to take advantage of larger market forces:
- Attracting retail and housing development to areas that have experienced little new construction.
- Achieving economic balance in neighborhoods where working-class residents fear displacement by higher-income newcomers.
- Creating stronger connections to metropolitan-wide business, employment and educational opportunities.
A central NCP strategy is to create active communication among participating communities, lead agencies and support organizations. By documenting the activities and sharing strategies and methods through a newsletter, meetings, training sessions, web site and other methods, NCP hopes to multiply the impact of each neighborhood's work while advancing knowledge of community development practice.
More than $47 million has been committed to NCP by the John D. and Catherine T. MacArthur Foundation and LISC/Chicago to provide lead agencies with staffing, planning assistance and project seed money. Additional funding has been secured from the Annie E. Casey Foundation, Bank One (Chase), Joyce Foundation, Living Cities, Mayor's Office of Workforce Development, Partnership for New Communities, Polk Bros. Foundation, State Farm Insurance Companies and the Steans Family Foundation. LISC/Chicago and the lead agencies will seek the additional private and public support necessary to implement the quality-of-life plans. NCP is one of four demonstration projects of Living Cities, a partnership formerly called the National Community Development Initiative.
Wednesday, October 2, 2013
Urban Institute
Location: Nationwide
Website: www.urban.org
The Urban Institute gathers data, conducts research, evaluates programs, offers technical assistance overseas, and educates Americans on social and economic issues — to foster sound public policy and effective government.
The Urban Institute builds knowledge about the nation’s social and fiscal challenges, practicing open-minded, evidence-based research to diagnose problems and figure out which policies and programs work best, for whom, and how.
- Explore the work of our ten targeted policy centers and discover the breadth of the Institute's impact.
- Review our research publications, most freely available to all,
In the mid-1960s, President Johnson saw the need for independent nonpartisan analysis of the problems facing America's cities and their residents. The President created a blue-ribbon commission of civic leaders who recommended chartering a center to do that work. In 1968, the Urban Institute became that center.
Our Commitments:
- Use rigorous, state-of-the-art methods to analyze public policies and programs,
- Bring sound objective evidence to public policy decisions.
- Deepen public understanding of policy issues,
- Save government and communities time and money through research on effective and efficient programs,
- Work to make our Washington, D.C., metropolitan area a stronger community.
Website: www.urban.org
The Urban Institute gathers data, conducts research, evaluates programs, offers technical assistance overseas, and educates Americans on social and economic issues — to foster sound public policy and effective government.
The Urban Institute builds knowledge about the nation’s social and fiscal challenges, practicing open-minded, evidence-based research to diagnose problems and figure out which policies and programs work best, for whom, and how.
- Explore the work of our ten targeted policy centers and discover the breadth of the Institute's impact.
- Review our research publications, most freely available to all,
In the mid-1960s, President Johnson saw the need for independent nonpartisan analysis of the problems facing America's cities and their residents. The President created a blue-ribbon commission of civic leaders who recommended chartering a center to do that work. In 1968, the Urban Institute became that center.
Our Commitments:
- Use rigorous, state-of-the-art methods to analyze public policies and programs,
- Deepen public understanding of policy issues,
- Save government and communities time and money through research on effective and efficient programs,
- Work to make our Washington, D.C., metropolitan area a stronger community.
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