GOALS, STRATEGIES, AND MEASURABLE OUTCOMES
PEOPLE
GOALS
STRATEGIES
MEASURABLE OUTCOMES
HEALTH: Children, youth and adults have improved physical and mental health outcomes.
P-1
P-2
Residents have the knowledge and
resources to address and/or
prevent chronic disease
Residents have the supports and
programs needed to address stress,
depression and other mental
health issues
 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
 Develop culturally-sensitive mental health programs to address depression and stress.
 Increase #/% of residents reporting low psychological distress
 Increase #/% of residents reporting a healthy weight
 Decrease #/% of residents with hypertension
 Decrease #/% of residents with cholesterol
 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 develop additional community building activities and initiatives that promote
positive neighbor interaction and combat isolation.
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.
 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
 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.
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.
 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
 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
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.
 Is there an indoor air quality standard that we want to achieve/exceed
that will be measured as part of the LEED certification?
 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.
EDUCATION: A culture of achievement is built to support residents’ participation in quality education programs
from birth through career with improved outcomes.
Increase capacity of Parent as
 Increase #/% of households participating in family literacy activities
 Develop multi-lingual parenting workshops to build parenting skills.
P-6
Advocate/Educator
 Increase #/% of parents reporting of parents with school age children
 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.
P-7
P-8
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.
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).
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

Are there specific outcomes expected from the Argus initiative?
 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.
 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.
 Increase the #/% of Whittier students reading at grade-level in 3rd
grade
 Are there metrics that BPI has adopted?
 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 11 th
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.
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
 Increase the #/% of Whittier students enrolled in Level 1 and Level 2
schools
Academy in newly renovated building to be completed in 2015 – see BPI SSS9
P-12
More students complete high
school education with skills and
mindset for success in college and
career
YOUTH:
residents’ access to
P-13 Maximize
enrichment programs, leadership
development and meaningful
internship opportunities
 Elaborate on elements of RoxMAPP that fit with Whittier CN priorities.
 Explore EMK Academy for Health Careers post-secondary pathways.
 Increase the #/% of Whittier students graduating from high school in
four years
 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 attending college in the first
two years after high school graduation
 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.
 Increase the #/% of Whittier students participating in after-school
programs
 Increase the #/% of Whittier students participating in summer
programs
 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]
ECONOMIC MOBILITY:
develop action plan to
P-14 Residents
move towards economic stability
P-15
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.
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.
 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
 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.
P-16
Build residents’ capacity for
financial planning and management
and access to credit and nonexploitive financial products
RESIDENT ENGAGEMENT:

 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
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 but are 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, datasharing agreements, letters of support, etc. that facilitate broader connections and leverage nontraditional resources.
 Increase the #/% of households completing intake assessments
 Increase the #/% of residents creating Individual Development Plans