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www.yourcompany.comCase Study: AdvancingMartindale-BrightwoodPeople Place Approach1
-Brigtwood is a community of 14,000 on the near-northeastside of Indianapolis with active,engaged, vocal residents, businesses, and agencies working together to provide community-based solutionsthat result in thriving people and places. 93 percent of our residents are people of color. Of that total, 83percent of those residents are African American.2
INITIAL RESULTSCOMMUNITYECONOMICDEVELOPMENT2015-CURRENT Completed a 20 million development resulting in 80,000 square feet of new assets including expansionof early childhood education, additional community services, the first high school for the community,entrepreneurship and workforce center, and an urban farm using CDBG, Office of Community andEconomic Development grants; community investments; and foundations, United Way grants(Education; Workforce Development; Youth) Remediated 13 acres of contaminated soil using an EPA Superfund and Brownfields grants(Environmental justice) Advocated for City Housing Tax Increment Financing (HOTIF) for area to support community-supportedhousing plan (Affordable housing)
INITIAL RESULTSCOMMUNITYECONOMICDEVELOPMENT2015-CURRENT Launched the generations gardens program and coordinated food access programs which has grown tobecome the Martindale-Brightwood Food Resource Network (Built environment; food access; healthpromotion) Launched consumer marketplace at 25th and Andrew Brown Avenue (Food access; health promotion) Advocated and gained investment in public amenities, community park —MB Library, Douglass ParkFamily Life Centers (Youth; Built environment) Advocated for improved public and private transportation options and connections (Transportation) Launched the PACE Recovery Resource Center — (Mental Health and Wellness; Financial Stability;Workforce Development; Crime & Safety) Developed a 25th St. Corridor Plan with Ball State University (Built Environment) resulting in city,corporate, and philanthropic investments
CommunityActionStructureOneVoiceOneVoice is the community congress ofMartindale-Brightwood representedby 50% residents and 50% communitystakeholders. It is responsible forcommunicating the SWOT of the areathrough the Quality of Life Plan; mobilizingstakeholders to take action; andnurturing resident leadership.MOVEMOVE is the “action team” of OneVoice withthe responsibility of creating strategies thatresult in fulfilling the goals of the Quality ofLife Plan and developing communityleadership.BackboneAgenciesBackbone agencies are responsible forimplementation and evaluation of specific,time-bound community directives toadvance QoL goals; provide strategicdirection; and connect partners to resourcesin order to meet community objectives.
COMMUNITYANALYSISStrengths Investments in Martindale-Brightwood communitydevelopment from federal, state, and localgovernment, local foundations, businesses, andothers Development of community action infrastructure Asset-based framework Collective Impact Model Immediate Action Plan focused on the next 4 years Development of 16th Street Corridor (south):Monon Trail (west); housing plans (east); increasedcommercial development (north)
COMMUNITYANALYSISWeakness Low-level Educational achievementLow level of affordable housing stockLow economic mobility and opportunityHigh unemploymentPerception of disconnection and disinvestmentHigh crime ratesCultural and environmental abandonment
COMMUNITYANALYSISOpportunities Martindale--Brightwood Collective Impact Team Focus on Community Leadership Development Focus on 7 projects for advancing the area through2022 Other Funder Support in a place-based strategy
COMMUNITYANALYSISThreats Outside investors leveraging economicdevelopment opportunity, yet disconnect to thecommunity and community vision Leadership relocating Systems of siloed community development activity System of siloed investments Delay in coordinated action
fordableHousing andinspiringenvironmentsInclusiveGrowthMB Quality ofLife eation, launch& advancementInformationDistribution
MBCI Project Focus AreasPeople Place GoalsEducation01Economic Opportunity02041. Children meet growth anddevelopment milestones2. Children kindergarten ready3. School-age children are collegeand career ready1. Enhance resident access to arts,recreation and entertainment2. Increase the cleanliness andbeautification of the area throughplacemaking1. Adults obtain and maintainemployment2. Increase in communitybusinesses3. Increase in entrepreneurshipHousing Stability1. More affordable housingoptionsBuilt Environment05Food Access1. Increase in food security2. Increase in communityproduced goods0603Community Leadership& Connectivity1. Connect neighbors with one anotherthrough events, information,community news, and trainings2. Develop community fellows programto cultivate MB leadership
MB7: MartindaleBrightwoodCollective Impact Strategies2018-2022MB Education Zone& MB housing40 Partners17 MB PartnersCommunity Solutions &Entrepreneurship Center10 Partners6 MB partners25th Street Corridor23 Partners14 MB partnersLeadership & Legacy Campus10 developmentpartners4 MB Program PartnersCommunity VoiceNews Network6 Partners5 MB PartnersMB Food Resource Network11 Partners6 MB PartnersPACE RecoveryResource Center15 Partners6 MB partners
MB Collective Impact Capacity BuildingPeople to manage—The Backbone Team1. Collective Impact Management Teamwhich is inclusive of MB agencies forspecific MB CI projects2. Service Delivery and Performance Team3. Entrepreneurship & Community SolutionsTeam4. Leadership and capacity building councilsMB Capital Funds1. Placemarking projects2. Housing Projects3. Arts, greenspace andrecreation projects4. Budgets are determined by theprojectMB Community Program Fund1. Earmarked Martindale-Brightwood AreaAction QoL funding which will be vetted bythe community congress2. Superfund for the area will help MB teamscale projects based on approved QoL3. Fund would be a systems change to furtheralleviate silos and add to leadershipdevelopmentMB Evaluation Team1. Martindale-Brightwoodcollective impact monitoringand evaluation for replication
3. School-age children are college and career ready 1. Adults obtain and maintain employment 2. Increase in community businesses 3. Increase in entrepreneurship 1. More affordable housing options 1. Enhance resident access to arts, recreation and entertainment 2. Increase the cleanliness and beautification of the area through placemaking 1.
