GOALS, STRATEGIES, AND MEASURABLE OUTCOMES

PEOPLE
GOALS / STRATEGIES / MEASURABLE OUTCOMES
HEALTH:Children, youth and adults have improved physical and mental health outcomes.
P-1 / Residents have the knowledge and resources to address and/or prevent chronic disease /
  • Build upon the lessons learned from the Building Vibrant Communities grant program with Whittier Street Health Center to continue to affect the health conditions of high-blood pressure and depression.
  • Ensure that residents diagnosed with chronic disease receive appropriate treatment and support.
  • Conduct Community Health Fairs and other health-related workshops.
  • Help Whittier Street Health Center promote its urgent care services.
/ Increase #/% of residents reporting good physical health
Increase #/% of residents reporting a healthy weight
Decrease #/% of residents with hypertension
Decrease #/% of residents with cholesterol
P-2 / Residents have the supports and programs needed to address stress, depression and other mental health issues /
  • Develop culturally-sensitive mental health programs to address depression and stress.
  • Incorporate the Depression, Anxiety, and Stress Scale (DASS-21) into the CNI case management intake and assessment process.
  • Create opportunities for both professional and peer support in all aspects of the People Plan.
  • Connect adult and child victims of domestic and community violence to support programs.
  • Support existing and developadditional community building activities and initiatives that promote positive neighbor interaction and combat isolation.
/ Increase #/% of residents reporting low psychological distress
P-3 / Adults and children are physically active /
  • Partner with Tenacity to engage Whittier Street and neighborhood youth in tennis instruction.
  • Partner with District B-2 to engage youth in sports and recreation.
  • Develop walking and biking programs in the neighborhood.
  • Promote existing Zumba and aerobics classes.
  • Promote utilization of existing recreation venues and amenities in the neighborhood including Reggie Lewis Track and Athletic Center, Madison Park Community Center’s swimming pool, and Whittier Street Health Center’s proposed Medical Fitness Center.
  • Create a tot lot in the new development.
  • Improve public safety and open space amenities in the neighborhood to address key impediments to physical activity.
/ Increase #/% of children and adults reporting 60 minutes of vigorous physical activity 3-5 days per week
Decrease #/% of residents reporting barriers that keep their family from being more physically active
Complete the Roxbury Fitness Loop including all lighting, public art, signage and street furniture
P-4 / Families have access to healthy, affordable food and embrace healthy cooking and eating /
  • Ensure Whittier Street residents have access to Fresh Truck.
  • Make Community-Supported Agriculture (CSA) shares available to Whittier Street residents.
  • Create a farmer’s market in the neighborhood.
  • Engage Whittier Street residents in fresh food activities, nutrition/healthy cooking classes and community gardening.
  • Ensure safe pedestrian access to new Tropical Foods supermarket.
  • Maximize utilization of SNAP and WIC benefits; promote opportunities like Bounty Bucks where the value of food stamps are doubled at farmer’s markets
  • Commit to providing fresh and healthy food and drink at community events and meetings
/ Increase #/% of children and adults who report eating at least five servings of fruits and vegetables per day
Decrease #/% of residents reporting barriers that keep their family from accessing fresh fruits and vegetables
P-5 / Targeted design elements and management policies in the new housing support better health outcomes /
  • Maximize indoor air quality in the design of the units via installation of high-quality ventilation, the elimination of carpeting, the use low VOC materials and other best practices.
  • Implement a No Smoking policy.
  • Utilize integrated pest management and green cleaning protocols.
  • Implement a new resident orientation to help residents keep their homes green and healthy.
/ Is there an indoor air quality standard that we want to achieve/exceed that will be measured as part of the LEED certification?
EDUCATION: A culture of achievement is built to support residents’ participation in quality education programs from birth through career with improved outcomes.
P-6 / Increase capacity of Parent as Advocate/Educator /
  • Develop multi-lingual parenting workshops to build parenting skills.
  • Provide proven multi-week parent peer support programs.
  • Implement Raising a Reader at Whittier Choice – a proven strategy to get parents engaged in reading with their children.
  • Implement Jump Start at Whittier Choice – a project piloted by Associated Early Care and Education in another housing development within CN.
  • Optimize interactions with parents (particularly those with young children) to discuss education and plans for the future.
  • Develop parent peer leaders to work with families on removing stigma that may arise by being labeled special needs or ELL that builds confidence and self-esteem, which correlate with academic success.
/ Increase #/% of households participating in family literacy activities
Increase #/% of parents reporting of parents with school age children attending at least one PTA or other school support organization meeting
For children ages 0-7, increase #/% of parents or family members who report reading to their child three or more times per week
For children in K-8th grade, increase #/% of parents or family members who report encouraging their child to read books outside of school
For children in 9-12th grades, increase #/% of parents or family members who report talking with their child about the importance of college and career
P-7 / Schools and community jointly promote and sustain a culture of achievement and a supportive environment for parents and young people /
  • Implement a community-wide communication campaign to engage all community stakeholders to share accountability and raise expectations of children’s potential. Elements of campaign based on ARGUS’ residents focus groups at Orchard Gardens and Whittier.
  • The Whittier Choice campaign will leverage the work of DSNI’s L.O.V.E. (Learning Our Value in Education) campaign to mobilize the PN community to reach 3rd grade reading proficiency, to reach 95% attendance and to make sure every child has a caring adult/mentor.
/ Are there specific outcomes expected from the Argus initiative?
P-8 / Build on strong early education participation to ensure universal involvement in quality pre-K programs /
  • Support residents’ ability to access early education in their neighborhood by connecting families with early education providers (early Headstart, Headstart, Thrive in 5, Countdown to K).
  • Organize informational sessions for residents on the benefits of high quality early education, the system of early education and ways to meet eligibility criteria.
  • Collaborate with Associated Early Care and Education to serve as Parent Advocate/Navigator to support parents with access to early education services and to serve as advocate with early education providers with Choice Neighborhood – a referral and placement service maximizing access for residents.
/ At least 65% of children, from birth to kindergarten entry, participating in a high quality early learning program
P-9 / Develop a transition to BPS kindergarten protocol involving People Case Manager, BPS and early education programs that enroll BHA children /
  • Facilitate school choice for parents of young children living at Whittier.
  • Provide information to parents about the schools and teachers responsible for their children’s education and promote contact between parents/guardians and school leadership before and during school year.
  • Align curriculum between early education programs and BPS when possible.
  • Share data about students and families so there can be timely and effective interventions.
  • Promote regular mutual visits among all partners – early educator, case manager/families and BPS educator.

P-10 / Children at or above grade level according to state mathematics and English language arts assessment in at least the grades required by the ESEA (Elementary and Secondary Education Act, aka NCLB) [BPI Indicator] /
  • [P7 strategy] Implement a community-wide communication campaign to engage all community stakeholders to share accountability and raise expectations of children’s potential. Elements of campaign based on ARGUS’ residents focus groups at Orchard Gardens and Whittier. Align with DSNI/BPI L.O.V.E. (Learning Our Value in Education) community campaign.
  • Leverage DSNI/BPI’s partnership with Dearborn and Burke to organize 2 annual sessions of Saturday School for students who need more academic tutoring, focusing on ELL students and 11th and 12th graders who have not yet passed MCAS. Expand model to CNI schools – Timilty (Tenacity) and Madison Park Voc/Tech School.
  • Partner with Read Boston, Raising a Reader, WSHC’s Reach Out and Read to recruit and train volunteers to read with 2nd graders in preparation for 3rd grade MCAS.
  • Leverage BPS Area A Partnership Network to convene a Community Of Practice that fosters mutual learning, develops a shared set of indicators for monitoring and tracking, and formulates priorities for system changes.
  • Community wide effort to recruit volunteers/mentors with cultural competencies for literacy and attendance support.
/ Increase the #/% of Whittier students reading at grade-level in 3rd grade
Are there metrics that BPI has adopted?
P-11 / Maximize residents’ access to BPS highest functioning schools and educators /
  • Annual information sessions for families on BPS highest functioning schools – benefits of graduating from these schools, requirements for enrollment and process of enrollment in these schools.
  • Arrange visits/tours of highest functioning schools similar to college tours for families.
  • Involve BPS staff in providing academic counseling to families – monthly dashboard reports such as those sent by Orchard Gardens School; assistance with interpreting report cards and test data.
  • Demonstrate the importance of data-sharing among BPS, Whittier Choice and other service providers to encourage full participation of families with school-age children in signing consent forms.
  • Work with BPS Office of Special Education and Family Resource Centers to provide appropriate support for parents who face additional barriers in navigating the school system and transitions in schooling. This includes parents of students with special needs, ELL students, new immigrant students.
  • Explore BPS Arts Expansion Initiative – see BPI SSS8; [this addresses interest expressed in resident survey to have children enrolled in arts programs].
  • Explore incorporating plans for Dearborn Middle School to become a STEM 6-12 Early College Academy in newly renovated building to be completed in 2015 – see BPI SSS9
/ Increase the #/% of Whittier students enrolled in Level 1 and Level 2 schools
P-12 / More students complete high school education with skills and mindset for success in college and career /
  • Elaborate on elements of RoxMAPP that fit with Whittier CN priorities.
  • Explore EMK Academy for Health Careers post-secondary pathways.
  • Work with relevant and appropriate partners to provide structured social support (peer groups, mentors, guidance counselors, coaches, parent involvement) that empower first-generation college students to navigate the college/financial aid application process. [BPI SSS10; Northeastern’s YDIP; Coach4Change?]
/ Increase the #/% of Whittier students graduating from high school in four years
Increase the #/% of Whittier students attending college in the first two years after high school graduation
YOUTH:
P-13 / Maximize residents’ access to enrichment programs, leadership development and meaningful internship opportunities /
  • Tenacity staff will coordinate closely with Resident Services Coordinator and/or the Case Manager to enroll school-age children in their place-based afterschool and summer programs that combine fitness, reading/tutoring and mentoring.
  • Connect families to the Boston Navigator, Boston After School and Beyond’s online tool to disseminate information to families about enrichment opportunities in the city. [BPI SSS21]
  • Expand the DREAM mentoring program at Madison Park to involve Whittier young residents.
  • Adopt the ACT (Achieving, Connecting, Thriving) framework developed by BASB and shared with youth program providers to identify best practices in building skills in youth that are associated with successful student outcomes. [BPI SSS23]
/ Increase the #/% of Whittier students participating in after-school programs
Increase the #/% of Whittier students participating in summer programs
ECONOMIC MOBILITY:
P-14 / Residents develop action plan to move towards economic stability and financial assets-building /
  • On-site coaches/case managers work with residents to reduce multi-dimensional isolation and develop short- and long-term goals that build the residents’ confidence as they make progress on the path of self-sufficiency.

P-15 / Increase resident households’ participation in workforce and move towards jobs with sustainable pay /
  • Employment specialist from the service collaborative will connect residents with the appropriate service organization to deliver the right level of training on GED/ABE/ESOL, industry-specific technical skills, and more general soft skills such as communication, emotional intelligence, relationship management.
  • Service collaborative will partner with specific employers for career pathways that provide household-sustaining positions.
  • Partner with community colleges and higher education institutions to help residents develop the skills and confidence to be successful in a post-secondary environment and to pursue a pathway to a marketable certificate or degree.
/ Increase the median household income
Increase the average earned income of work-able households
Increase the #/% of work-able adults with certificate or license
Increase the #/% of work-able adults working 30 hours/week
P-16 / Build residents’ capacity for financial planning and management and access to credit and non-exploitive financial products / Increase the #/% of households who completed financial training and/or counseling
Increase the #/% of households with a bank account
Increase the #/% of households receiving EITC
RESIDENT ENGAGEMENT:
P-17 / Develop and build a sustainable partnership model that provides effective supports for residents to become pro-active in connecting with appropriate programs and services and creating more robust peer networks /
  • Ensure close working relationships among coaches/case managers, property management, resident activists and a tightly integrated collaborative of key service providers with a shared ethos of realizing the Whittier Choice People vision.
  • Connect rigorous self-assessments with goal-setting activities so all families have customized roadmaps that help them make realistic and confidence-building progress towards personal and collective aspirations.
  • Establish an integrated collaborative of key service providers whose members go beyond simple data- and resource-sharing butare committed to continual weaving of information and expertise to improve the network that connects residents to each other and to the larger community.
  • Emphasize resident leadership development.
  • Co-locate key partners on site.
  • Develop innovative organizational system enhancements, starting with established MOU’s, data-sharing agreements, letters of support, etc. that facilitate broader connections and leverage non-traditional resources.
/ Increase the #/% of households completing intake assessments
Increase the #/% of residents creating Individual Development Plans