1. The Integration Initiative Living Cities’ Priorities, Leverage and Learning, and Nationally Significant Work

2. 2 Mapping Integration Initiative Against Priorities Integration Initiative Goals Across Sites Primary City FocusPartial City Focus People Reform local systems so they benefit, rather than work against, low- income people, resulting in population- level improvements in income, assets and skills/education Newark: improve heath of low-income residents by increasing supply of and demand for preventive healthcare and healthy food and housing options Baltimore: Increase skills of low-income workers through demand- and sector- driven workforce training Cleveland: Economic inclusion strategy grows individual, community assets Detroit: Effort includes focus on education reform Place Reposition weaker- market cities as regional and national assets & drivers of growth, as more sustainable places, and as places of opportunity for all. Twin Cities: concentrate development around existing and planned transit lines to promote greater regional prosperity while preserving resident and business diversity in low-income communities Detroit: re-densify development, population and economic activity around new light rail corridor to catalyze revitalization and reconnect challenged neighborhoods to economic opportunity Newark: Increase supply of affordable housing, access to fresh food, healthcare and green spaces; reduce blight Baltimore: Move to a more integrated, whole-region approach to planning and development; lay groundwork for maximizing place-making impact of Red Line Opportunity Create and expand job and business opportunities for low- income people Baltimore: align workforce system, anchors and TOD to expand and create jobs for low- income residents Cleveland: promote economic inclusion, engaging and empowering anchors to expand low- to mid-level job opportunities Twin Cities: Promote and protect small and disadvantaged businesses along transit corridor Detroit: Promote local hiring, purchasing by anchors; cut through red tape to increase small business startup along the corridor

3. 3 Impact LevelBaltimoreClevelandDetroitNewarkTwin Cities On-the-ground See slide for People, place, opportunity alignment Leadership and Influence Create a new partnership of multi-sector players to tackle the current disconnect between adult education, career pathways & public sector investments in economic development & infrastructure Drive regional economic inclusion strategy Re-focus planning and development along Woodward Corridor; enhance engagement of local leaders and residents in development and land use planning; harness power of anchors through Live, Work and Hire Local effort To be determined Develop and institutionalize a fully integrated planning mechanism and new, corridor- wide investment frameworks that better align public investments, community-driven planning and private capital Leverage Align resources to pilot leading- edge workforce development strategies; Target resources toward pipeline of “doable projects” along the Red Line Harness economic power of anchor institutions to create jobs and community wealth; Leverage public small business finance funds to support tech corridor Redirect resources, including unspent federal funds; increase city’s capital absorption capacity; catalyze additional private and philanthropic capital investment along the M-1 corridor Leverage matching grant, PRI and commercial funds from Prudential and federal Neighborhood Stabilization Program Create investment capacity for preservation of affordable housing and development of mixed-income, mixed use projects Levels of Impact: Integration Initiative Sites

4. 4 Substantive Intersections: Integration Initiative Sites and Working Groups Working Groups BaltimoreClevelandDetroitNewarkTwin Cities TOD TOD as subtext for TII work; substantive intersection is around workforce training fund, Red Line community compact Cleveland Foundation has supported bus rapid transit to connect major Cleveland job centers Investment in M1 line paves the way for TOD around Woodward Corridor, North End TOD / Sustainable Communities is the organizing framework Green Economy Green house co-op connects alternative energy generation to jobs / wealth building, but not within WG’s market-building framework Affordable housing preservation efforts include energy efficiency retrofitting Cradle to Career Focus on community college; some interest in Strive Effort includes focus on leveraging education reform 3 rd grade pipeline strategy in process Income and Assets Training fund for workforce development Co-op model aims to increase community, household wealth, potential link to anchors Work to promote small business and entrepreneurship by streamlining city systems Construction mitigation and business support effort along corridor

5. 5 How We’re Thinking About TII Complexity Focused on adaptive challenges (there’s no magic, or even expert pre-described or prescribed solution) Tackling problems at a large-scale with regional aspirations Success depends on the coordination and alignment of a broad set of actors and institutions The “problem” is unique Every attempt to solve the problem has big costs

6. 6 Leverage and Influence On deck: “Road show” with federal agencies, particularly on capital side Knowledge Publications: – Integration of programmatic and capital perspectives – Capital Absorption case studies – Defining Integration-Friendly Policies Resource Development

7. 7 Early Learnings 1.The power of “One Table” to drive large scale problem-solving 2.The challenge of moving beyond the project 3.The public sector paradox 4.Lack of capacity to absorb capital

8. 8 Emerging Strategies 1.Work distinction between adaptive and technical approaches to leadership and problem-solving 2.Provide as much flexibility as possible while holding sites to their “big vision” for large- scale, enduring change 3.Gain deeper understanding about challenge of “capital absorption”

9. 9 Open Questions How do we support and deepen engagement of the public sector leadership in TII? How can we catalyze greater private sector integration in TII? How can we drive substantive community engagement across TII sites? Given that we did a reverse RFP and, therefore, the on-the-ground strategies are diverse, how do we “drive” the nationally significant components?