INSTITUTIONAL OPPORTUNITIES AND MOTIVATING INTERAGENCY COLLABORATION Junious Williams, CEO Urban Strategies Council OAKLAND, CALIFORNIA © Urban Strategies Council 2004

© Urban Strategies Council OVERVIEW  Institutional Opportunities: What are the opportunities that Community Statistical Systems (CSS) present for new and improved institutions and relationships?  Motivation for Interagency Collaboration: What are the motivations for Interagency Collaboration  A Case Example: What are examples of the institutional opportunities and Interagency Collaboration that have occurred in Oakland?  Challenges: What are the challenges ahead in building CSS?

© Urban Strategies Council PARTNERS IN NNIP... OPERATE THROUGH A VARIETY OF STRUCTURES  Single Organizations  Partnerships  Local Collaborations  Regional Collaborations

© Urban Strategies Council PARTNERS IN NNIP... HAVE A VARIETY OF ORGANIZATIONAL HOMES  Community Based Organizations  Specially-Created Organizations  State and Local Government  Universities  United Way  Foundation

© Urban Strategies Council INSTITUTIONAL OPPORTUNITIES INSTITUTIONAL OPPORTUNITIES  Build new, effective organizational structures and arrangements created specifically to support building community statistical systems  Joint ownership by community-based organizations and governmental agencies  Build relationships between people

© Urban Strategies Council MOTIVATING INTERAGENCY COLLABORATION MOTIVATING INTERAGENCY COLLABORATION  No Sector Can Do It Alone  Better Use of Scarce Resources  Improved Quality of Data  Increase in Types of Data  Data as a foundation for building consensus on results and strategies

© Urban Strategies Council URBAN STRATEGIES COUNCIL: A COMMUNITY BUILDING SUPPORT AND ADVOCACY ORGANIZATION MISSION: ELIMINATE PERSISTENT POVERTY BY BUILDING VIBRANT, HEALTHY COMMUNITIES

© Urban Strategies Council THE COUNCIL WORKS IN FIVE PROGRAM AREAS TO SUPPORT YOUTH, FAMILY AND COMMUNITY DEVELOPMENT THE COUNCIL WORKS IN FIVE PROGRAM AREAS TO SUPPORT YOUTH, FAMILY AND COMMUNITY DEVELOPMENT Information and Technology Economic Opportunity Community Safety and Justice Schools in Communities Community Capacity Building

From: Private data warehouse to public data warehouse Analysis by Council staff to analysis by user Administrative datasets to community-based research to create new information Major citywide data reports to strategic data support for neighborhoods Intermediary-driven research to community-driven research MAJOR TRENDS IN COUNCIL DATA WORK

CSS Structure Organizational structure Participants in research Data focus User focus Geographic focus Governance Learning Community Partners TRENDS IN COUNCIL DATA WORK FOR SELECTED AREAS

COMMUNITY STATISTICAL SYSTEM STRUCTURE Building Organizational Capacity Providing Data and Mapping Services 2001-Present Building Community Collaborative Backroom Data Warehouse Datasets Statistical Software Mapping Software Staff Analyst Backroom Data Warehouse Datasets Statistical Software Mapping Software Staff Analyst Online Data Warehouse and Mapping Service Website Map and Data Room

ORGANIZATIONAL STRUCTURE Building Organizational Capacity Providing Data and Mapping Services 2001-Present Building Community Collaborative  Single CBO  Public Agency Partnerships Single CBO CBO and Higher Ed. Partnerships Single CBO Partnerships CBO, Higher Ed. & Public Agency Collaboration

PARTICIPANTS IN RESEARCH Building Organizational Capacity Providing Data and Mapping Services 2001-Present Building Community Collaborative USC Staff Representative Stakeholder Work Groups Research Partners USC Staff Stakeholder Work Groups Research Partners CBOs Residents Stakeholder Work Groups

DATA FOCUS Building Organizational Capacity Providing Data and Mapping Services 2001-Present Building Community Collaborative  Administrative Data (federal, state and local)  Qualitative Data  Administrative Data (federal, state and local)  Qualitative Data  Administrative Data (federal, state and local)  Qualitative Data

USER FOCUS Building Organizational Capacity Providing Data and Mapping Services 2001-Present Building Community Collaborative 1.USC Staff 2.Public Agency Staff 1.USC Staff 2.Public Agency Staff 1.CBO staff 2.Residents engaged in change efforts 3.Public agency staff 4.Public at-large

GEOGRAPHIC FOCUS Building Organizational Capacity Providing Data and Mapping Services 2001-Present Building Community Collaborative  City  County  Neighborhood  City  County  Neighborhood  City  County  Region (9 Counties)

GOVERNANCE Building Organizational Capacity Providing Data and Mapping Services 2001-Present Building Community Collaborative USC Board governance USC Board Governance OIP Collaborative Decision Making USC Board Governance Casey LLP Governance InfoOakland Collaboration Governance

LEARNING COMMUNITY Building Organizational Capacity Providing Data and Mapping Services 2001-Present Building Community Collaborative Rockefeller Persistent Poverty Program Grantees National Community Building Network Individual Colleagues NNIP Oakland Indicators Partnership National Community Building Network Individual Colleagues  NNIP  LLP’s  IURD and GIS Center at UC Berkeley  NKCA Individual Colleagues

KEY PARTNERS Building Organizational Capacity Providing Data and Mapping Services 2001-Present Building Community Collaborative  Rockefeller Foundation  Casey Foundation  Oakland School District  Alameda County Social Services  Rockefeller Foundation  Casey Foundation  Oakland Indicators Partnership  NNIP Casey Foundation NNIP UC Berkeley (IURD/GISC) InfoOakland Members

INFoOakland Information Networking Forum of Oakland

Build the Oaktown Datahouse —Design, implement, maintain and expand an online data warehouse and mapping service providing data/information on Oakland and Alameda County; Build Community Capacity —Design and deliver learning opportunities that build the capacities of residents, community-based organizations and other stakeholders to support their community change through the using data and information, conducting their own research and using the Oaktown Datahouse; Bridge the Digital Divide —Design and implement strategies and programs that increase the access of residents and community-based organizations in low- income neighborhoods to information technologies, software and training; Actively Engage the Community —Design and implement strategies and programs for continuous outreach to residents, community-based organizations and other stakeholders to engage them in further development of INFoOakland and active use of its resources. GOALS OF INFoOAKLAND

 Lower San Antonio Collaborative (Making Connections Oakland  San Antonio Community Development Corporation  Eastside Arts Alliance  Institute for Urban and Regional Development (IURD at UCB)  Eastmont Computer Center  Movement Strategy Center  Pacific Institute  PUEBLO  Urban Explorer  Urban Habitat  Youth in Focus  Center for Justice Tolerance and Community (UCSC) INFoOAKLAND MEMBERS: COMMUNITY-BASED ORGANIZATIONS

 Oakland Unified School District  Oakland Housing Department  Oakland City Manager’s Office  Interagency Children’s Planning Council of Alameda County  Alameda County Public Health Department INFoOAKLAND MEMBERS: PUBLIC AGENCIES

CHALLENGES:  Resources: competition; resources to maintain collaboration  Suspicion and lack of trust  Fear of transparency  Lack of community capacities regarding research and use of data  Quality of data  Control over data: quality, appropriate analysis