WORKING

DRAFT - New Haven Promise Zone Goals and Strategies

As the fastest-growing city in Connecticut, New Haven is endowed with a revitalized urban core, thriving arts scene,
and rapidly-expanding university and hospital district, with an investment pipeline surpassing $1 billion. New Haven
is the dense hub of a relatively wealthy metropolitan area whose educated workforce, walkable neighborhoods,
and major employers create opportunities for residents and entrepreneurs. These assets offer a challenge: how can
we enhance this economic engine, increasingly concentrated in the city center, while reducing the barriers that
prevent many city residents from becoming full participants and beneficiaries?
Government, nonprofit, business, and community organizations in New Haven have acquired a national reputation
for their ability to confront social and economic challenges through social innovations, evidence-based programs,
and multi-sector partnerships. NHPZ will create a process to define strategies intentionally to connect all Zone
residents to the regional economic growth and opportunity; educational achievement; and safe, vibrant and
healthy neighborhoods, and will establish measures and systems to achieve these shared goals.
To encourage region-wide growth, NHPZ will enhance economic and entrepreneurial activity (Goal 2) to create jobs
for which we will prepare and support residents (G1). Our education system, guided by our nationally-heralded
School Change Initiative (G3), will produce graduates with 21st Century skillscreativity and teamwork, essential
social-emotional and soft skillsas well as sound academic skills that will support job access to growing sectors
(G1) and supply the workforce to help drive our economic development (G2). NHPZ will weave together a
continuum of efforts to support youth from birth through career, providing the experiences they need to succeed
and become adaptive, lifelong learners who comprise our technically skilled workforce (G1, G3). The changing
workforce needs of employers in strong or growing sectors of our economyhealth, biotech, IT, and
manufacturinginform our education and workforce initiatives (G2). Integrated strategies such as our early
childhood system (G3), neighborhood- and school-based wraparound health, family support, and home visiting
services (G5), youth-serving agencies (G3), and efforts to improve the physical neighborhoods that make up the
NHPZ (G4, G6) will foster an environment needed to engender social development, family stability and wellness,
and success in school and career. Our community capacity building work, including connecting the various
nonprofit organizations around common work through collaboratives (G3, G5) and community policing and
intervention programs (G4) also intersect, creating the groundwork for safe city neighborhoods that support
healthy activity, social cohesion, and economic growth (see Plan Graphic below).
While individual services in New Haven are generally strong, disconnected institutions and the lack of a more
unified approach to policy, practice and systems change sometimes undermine the citys ability to deploy its
resources most effectively. To produce collective impact, the NHPZ Leadership Team will align these independent
activities under a common set of goals and results, offer technical assistance, facilitate transformative collaboration
and create open and real-time communication to enable data sharing, cooperation, and shared systems of
accountability. The NHPZ provides a framework to integrate support available across multiple partners, using the
results from this cross-sector work to benefit neighborhoods. Through various partners substantial capacity and
experience in the collection and use of data, NHPZ leadership and partners will use the Results Based Accountability
Framework to guide planning and adjust for maximum efficacy along the way. NHPZ leadership, partners and
implementation teams will review results to adjust programs, practices and policies, address performance issues,
and disseminate results to the public in clear, accessible formats.
In the coming months and beyond, the City will work with NHPZ partners to form a Leadership Team to work with all
NHPZ partners and the broader community to refine the approach, build community trust and involvement, and
open communication channels required to solidify the partnership. NHPZ leadership and partners will meet
regularly to refine goals and shape them into the Citys Transformation Plan, finalize the implementation plan, and
establish processes for ongoing planning, refinement, and quality improvement.

New Haven Promise Zone Goals and Strategies / DRAFT 12-5-14 / Page 1

WORKING DRAFT - New Haven Promise Zone Logic Model

New Haven Promise Zone Logic Model / DRAFT 12-5-14 / Page 2

WORKING DRAFT - New Haven Promise Zone Logic Model

Issues

Goal

Strategies / Initiatives

Outcomes / Metrics

(O = Outcomes, P = Programmatic Metrics)

Goal 1. Create a skilled workforce. Create pathways to careers for residents and to support business growth.
In the Zone, there is a 17%
unemployment rate. Over
28% of families live in
poverty. 36% of PZ
households have income
below $20,000. And 37% of
PZ individuals have
Extremely Low Income, as
determined by the HUD
mapping tool.

In the PZ, there are 44,000
jobs; however, only 17% of
PZ residents work in these
jobs, due to barriers in
education, training, and
transportation.

Deliver customized training to meet the needs of new and

current employers through partners like Gateway Community
College and Workforce Alliance.
Subgoal 1.1 Increase Recruit, match and place residents in growth sector jobs to
access to lifelong career create an integrative workforce pipeline.
Strategically align employers job skills needs with college
pathways and jobs in
internships/training, while expanding and promoting certificate
demand
programs in skills in demand for non-college-bound students.
Create a continuum of skills training opportunities for youth,
adults and elders for in-demand jobs and lifelong learning.
Provide job readiness training in basic skills and job coaching for
candidates and new hires to aid in employment success and
Subgoal 1.2 Increase
retention.
labor market success and
Engage employers systematically across sectors, working with
financial security
Chambers, HR offices of major employers, and the job developers
network. Expand number of employers job access agreements.

Increased number of residents placed in

growth sector jobs (O)
Increase in overall employment rate (O)
Increase in customized collaborative skills
training opportunities for residents (P)
Increased number of employer-
customized college internships and
training opportunities (P)
Increase in GED credentials obtained (O)
Increase in employment and retention
rates (O)
Increase in participants in job coaching
and basic skills/workplace readiness
training (P)

Goal 2. Increase economic activity. Advance investments in major projects and small businesses of over $1.5 billion in the next 5 years.
Work with developers to advance proposed major development

Central New Haven is a

hub of activity, and a
cultural, business,
shopping, and
entertainment center for
the greater New Haven
area. Gaining access to
these new jobs for PZ
residents will require
work.

Subgoal 2.1 Advance projects to bring in temporary/permanent jobs and tax revenue,
major economic
including:
development projects to Investment in 100 College Street Downtown Crossing ($120
grow knowledge-based,
million), the former Coliseum Site ($395 million), Science Park
($150 million), River Street, ($18.5 million), and Union Station
service, and
Transit Orientated Development Project
manufacturing jobs to

Mill River Redevelopment

transform the local

Route 34 West (underway) - $50 million mixed-use

economy
development

Subgoal 2.2 Support

business start-up and
expansion

Create a coordinated business development plan, providing

supports to address challenges faced by business owners while
trying to expand or start up, incl. sites, technical assistance,
access to a Revolving Loan Fund, and workforce development.

New Haven Promise Zone Logic Model / DRAFT 12-5-14 / Page 3

Increase in temporary and permanent FTE

jobs (construction, commercial, retail,
bioscience industries) (O)
Increased tax revenue (O)
Increased economic investment in
development projects (P)

Increase in businesses created and

expanded (O)
Increase in jobs in new businesses (O)
Increase in services (tech. assistance,
loans) for new/small businesses (P)

WORKING DRAFT - New Haven Promise Zone Logic Model

Issues

Goal

Strategies / Initiatives

Subgoal 2.3 Revitalize

Neighborhood
Commercial Corridors to
attract and sustain
businesses

Implement Main Street program across 5 commercial strips by

addressing issues of vacancy, blight, lack of active management
and marketing, and engagement with surrounding consumers.
Provide training and support to community stakeholders,
especially local business owners.

Outcomes / Metrics

(O = Outcomes, P = Programmatic Metrics)

Increased tenancy/jobs in 5 corridors (O)

Increased engagement with community,
public/private sectors (P)
Increase in support services for local
business owners in 5 corridors (P)

Goal 3. Improve educational opportunities.

27.6% of District students
do not attend preschool,
and too many arrive at
school not ready.

Although achievement
scores continue to rise in
the District, a substantial
number of students do not
achieve goal level in
Reading on standardized
tests (which are in the
process of shifting to the
Common Core standards).

Graduation rates are

rising, although for the
Class of 2012, 29.1% of
members in 9th gr. did not
graduate with their class.

10% of 16-19 year olds in

the PZ are disconnected,
meaning they are not in
school or working.

Achieve universal high quality early childhood programs. Expand

access and quality of infant/toddler care. Create a unified, easy
preschool enrollment system.

Increase in readiness for school (O)

Increase in number of providers and
Subgoal 3.1 Increase
quality of early child care/education and
the percentage of
enrollment (P)
Coordinate Early Literacy efforts.

Increase in parent engagement and

children arriving at school
Provide
c
hild
h
ealthcare/support
s
ervices:
I
ncrease
h
ome
v
isiting
education efforts (P)
ready
programs. Ensure effective collaboration across systems. Provide Increase in awareness of/access to child
training to bolster parenting skills.
healthcare/support services (P)
Implement comprehensive School Change Initiative. Improve the
Increase in achievement across grades (O)
school experience with principals and teachers leadership and
Increase in students who graduate from
instructional development, a portfolio of schools and
high school and obtain a vocational
wraparound services/partnerships. Increase student
certificate (O)
Subgoal 3.2 Increase engagement.
Increase in college/other postsecondary
the percentage of
enrollment and job placement (O)
Provide comprehensive college and career preparation, support
students graduating from and success, aligning with NH Promise for scholarships and other Increase in age 16-24 engagement (O)
high school prepared for partners.
Increase in quality of education, as
evidenced by NHPS Key Performance
college, apprenticeships
Indicators (test scores, grad. rates) (P)
Create
a
n
I
ntegrated
Y
outh
D
evelopment
P
lan
i
ncluding:
a

and other postsecondary

Increased participation in out-of-school

network
o
f
q
uality
y
outh
d
evelopment
a
nd
a
fter
s
chool
programs.
programming (P)
programs; mentoring; enhancing facilities and Open Schools
Increase in number of student internships
strategy; increasing student internships; fostering youth voices
offered and completed (P)
and leadership opportunities; engaging families through Parent
[Contributes to 3.1 outcomes]
University.

There is very low

educational attainment in
the PZ; 25% lack a high
school degree, and only
20% of adults have a
bachelors degree.

Subgoal 3.3 Increase

the adult literacy rate

Increase overall adult literacy rate of

residents (O)
Expand Adult Ed programming through learning opportunities for Increase in literacy and ELL program
adults with low literacy levels and ELL Adult Learners. Provide
opportunities and participants (P)
opportunities for GED completion.
Increase in adults who acquire high school
diplomas or GEDs (P)
[Contributes to 2.1 outcomes]

New Haven Promise Zone Logic Model / DRAFT 12-5-14 / Page 4

WORKING DRAFT - New Haven Promise Zone Logic Model

Issues

Goal

Strategies / Initiatives

Outcomes / Metrics

(O = Outcomes, P = Programmatic Metrics)

Goal 4. Reduce serious and violent crime

Although going down, the

rate of violent crime in the
PZ remains high (rate of
61.9/1,000). Additionally
over 1,400 ex-offenders
returned to the PZ per
year post incarceration
and face a high risk of
recidivism if not connected
to jobs, housing, and basic
services.

Subgoal 4.1 Create

safe neighborhoods
through community
policing and
environmental
improvements

Subgoal 4.2 Reduce

crime through
interventions with
individuals likely to
engage in criminal
activity

Prioritize environmental improvements: clean up sidewalks, add

streetlights and cameras, increase speed bumps, and improve
walkability of neighborhoods.
Continue and deepen commitment to Community Policing, by
increasing police patrols in targeted areas, especially crime hot
spots, decreasing misdemeanor arrests, and increasing mental
health/drug screenings for arrestees. Also provide more police-
connected programming to build trust.
Implement Project Longevity and Street Outreach Worker
Program (SOWP) to engage at-risk/high-risk youth & young
adults outside the schools, providing them with counseling to
redirect them into pro-social activities.
Implement Project Longevity to engage ex-offenders at risk of
recidivism.
Bolster efforts of City of New Havens Project Fresh Start (PFS)
Reentry program, which supports prisoners as they reenter
mainstream society.
Improve efforts to coordinate data through YouthStat Prevention
program in order to better identify at-risk youth and young
adults and link them to role models and services.

Higher percent of residents reporting

feeling safe in their neighborhood (O)
Reduction in crime rate (O)
Increase in Zone police presence (P)
Increase in the number of substantive
environmental changes implemented (P)
Higher percent of residents reporting
feelings of trust/confidence in NHPD (P)
Decrease in chronic absenteeism/truancy,
school suspensions and expulsions (O)
Decrease in recidivism (O)
Increase in employment of reemerging
residents (O)
Reduction in crime (O)
Increase in percent of youth avoiding
justice involvement (O)
Increase in pro-social activities and
engagement for at-risk youth (P)

Goal 5. Build the wellness, stability and civic cohesion of residents

In the PZ, 36% of residents
live on household incomes
below $20,000. Poverty is
highly concentrated in
some areas (e.g. 66%
extremely low income). Of
working Zone residents,
>70% are earning a living
wage (<$40,000).

Zone residents additionally

have extremely high rates
of asthma, obesity and
diabetes.

Subgoal 5.1 Support

the wellness and
resilience of families and
individuals with
unaddressed needs

Improve neighborhoods conditions through community-based

interventions that promote healthy eating and exercise.

Subgoal 5.2 Engage,

educate, and connect
Zone families to services,
entitlements, and
experiences that build
resilience, health and
economic security

Connect Zone residents seeking employment and/or facing

economic instability with appropriate health and social service
benefits, monetary assistance and financial literacy skills.

Improve case management collaboration by connecting

providers efforts to respond to residents health needs.
Implement School-Based/Workplace Wellness Strategies to
support student/employee wellness and share best practices.

Implement Family HUBS and Wraparound New Haven Care

Coordination for children with complex health care needs.
Cross-train and deploy outreach workers.

New Haven Promise Zone Logic Model / DRAFT 12-5-14 / Page 5

Reduction in asthma, obesity & diabetes

(O)
Increased access to healthy food and a
stronger local food economy (O)
Increase in physical activity/exercise by
students and employees (O)
Reduction in poverty rate (O)
Improved access to health care (DSS-
Husky; health insurance coverage) (P)
Increase access to social service benefits
and mental health service (P)
Reduce emergency room utilization, and
substance abuse (P)
[Contributes to 2.1, 3.1 and 3.2 outcomes]

WORKING DRAFT - New Haven Promise Zone Logic Model

Issues

Goal

Strategies / Initiatives

Only half of low-income

neighborhood residents
thought their neighbors
could be trusted, and 77%
did not feel safe walking
around their
neighborhood at night.

Subgoal 5.3 Build

community connections,
leadership capacity, and
civic engagement

Launch a Neighborhood Leadership Initiative (NLI).

Support, develop and engage community leaders through
multiple, coordinated approaches to organize and transform
their communities.

Outcomes / Metrics

(O = Outcomes, P = Programmatic Metrics)

Increased perception of community

cohesion (O)
Increase in voter registration & voting (O)
Increased participation in neighborhood
groups and PTA (P)

Goal 6. Improve housing and the physical infrastructure of neighborhoods

In Zone neighborhoods,
there is a need for
improving basic physical
infrastructure and
increasing access to
affordable housing. 74% of
PZ housing stock is renter
occupied fully 60% of
these rental units are cost
burdensome, and many
are severely cost
burdensome. Additionally,
520 properties in the PZ
are vacant, and 78% of
those are substandard and
reported to be in fair or
poor condition. In the PZ
neighborhoods, 7.54% of
the housing stock is long-
term vacant.

Subgoal 6.1 Improve

neighborhood
infrastructure and
community spaces

Subgoal 6.2 Preserve

and develop quality,
affordable housing and
healthy homes

Subgoal 6.3 End

homelessness

Implement Complete Streets initiative to improve traffic calming

measures through super crosswalks, speed bumps and bike
lanes.
Upgrade downtown streets by installing traffic cameras,
replacing traffic signals, converting lights, creating more two-
ways streets and improving travel safety.
Partner with the Arts Community to promote arts initiatives,
murals and open studios, and with community partners to
enhance and expand green spaces and community gardens.
Develop and execute an aggressive redevelopment/
modernization program to transform the Citys housing portfolio.
Create mixed use and mixed finance housing communities,
expanding new units of affordable housing (Ribicoff, Rockview,
Brookside, Westville Manor, Farnam Courts, Eastview).
Accelerate access to home ownership through opportunities like
the Yales Homebuyers Program.

Increase in home ownership (O)

Increase in amount of rehabilitated and
affordable housing stock (P)
Decrease in vacant, blighted, foreclosed,
and tax delinquent properties (P)
[Contributes to 4.1 and 4.2 outcomes]

Reduce new episodes of homelessness and return entries into

Decreased number of people who become
homelessness by building a unified system of care, increasing the
homeless/return to homelessness (O)
supply of supportive housing, and expanding service coverage for Decrease in length of time homeless (O)
special populations.
Increase in supportive housing units (P)

New Haven Promise Zone Logic Model / DRAFT 12-5-14 / Page 6

Increase in feelings of safety and

wellbeing (O)
Increase in physical changes to streets and
neighborhoods (P)
Increase in number of residents engaged
in neighborhood improvements (P)