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EOBHC Detailed Logic Model Table
Common (overarching) Capacities + Resources
Critical Capacities Resources
ADAPTIVE PEOPLE, ORGANIZATIONS, COLLABORATIONS, PERSONNEL & RESEARCHERS
Knowledge/Expertise on cultural competency/ sensitivity trainings – different populations (isms, power and privilege, re-entry pop, Cross-sector collaboration and coordination, including body of people, like community groups, ready to mobilize on behalf of the target
youth, etc.) changes
Consensus around vision & interventions that will be most successful Engagement and organizing capacity, staffing, training (organizing, advocacy, provider training)
Re-inventing, re-imagining, re-messaging, re-defining perception of EO especially regarding EO as a place to do business Academic, content and policy experts
Ability to measure impact Local political and economic experts (including Elected Officials and bureaucrats/government agencies)
Inside political allies
LEADERSHIP Policy think tanks & networks
Communications/ campaigns – build overall community buy in for strategy People who are researching and watching federal, local, and regional opportunities for Oakland and advocating for East Oakland to
Leaders who will help us select options, build political will and serve as the public face of the issues receive resources
Clear cohesive vision/ Building Black & Brown Unity People who will work on identifying unique funding sources
Community organizing; building youth & resident leadership On the ground legal expertise that identifies patterns and helps us build a legal frame/case
Credibility to bring advocacy/other groups to the table Watchdogs to monitor and hold accountable policies we achieve
Connections with decision makers at local, state, and regional levels Agencies that collect data
Political strategy literacy and influence to shift power in support of the strategies More trained language interpreters to engage multilingual population
MANAGEMENT SKILLS & KNOWLEDGE
Social networking opportunity & leverage existing ones Knowledge of fed/state/local funding opportunities
Effective communication system across sectors Ability to convene decision makers strategically
Ability to collaborate and coordinate Knowledge of local best practices and models used in other places to successfully achieve our targeted change. For example, models for
successfully addressing predatory lending through policy and/or programs
TECHNICAL Knowledge of the economic and political landscape and how to build political will and maneuver to achieve our targeted change. For
Research best practices/ policies example, who are our allies and opponents in each of the policy issues? Who will help build political will?
Ability to lobby/write/communicate Ability to leverage other funds
Access to data resources to inform our planning, including strategies to respond to budget constraints Information regarding our legal leverage points to achieve our targeted changes
Media and communication expertise and personnel who help build political will for change and community awareness of issues Understanding of city budgeting process
Ability to engage, inform, and enlist residents
Research advocacy and skills development MONEY, FACILITIES & TECHNOLOGY
Political literacy Federal, State & Local Funding
More computer skills and access Flexible Funds
Grant writing training for all EO stakeholders Appropriate co-location of services
DETAILED LOGIC MODEL TABLE 1
East Oakland Building Healthy Communities Logic Model: Outcome 2
Critical Capacities Resources Strategies Target Changes Outcome
LEADERSHIP PEOPLE, ORGANIZATIONS, COLLABORATIONS, PERSONNEL & RESEARCHERS 1. Develop strategies that make it easy for health hubs to 1. Increased early access to primary 2. Families have
Development of a shared vision of a CBOs have existing relationships with communities + City & County health- build capacity to provide early access to services in medical, dental and eye care, mental improved access to a
system of care + a coordinated promoting agencies + CBOs responding to state & federal RFPs + Health Centers appropriate target populations. (2.3.5, 5.5.9, 5.5.10) health services, and pharmacies health home that
continuum of care with key agency located in or near schools, churches, and community centers + FQHC agencies supports healthy
linkages Promotoras 2. Use public institutions to promote health and wellness behaviors.
through early identification and chronic disease
ADAPTIVE SKILLS & KNOWLEDGE prevention.
Cross-sector and entity collaboration + Training and support for Promotoras
Increased CBO collaboration + creative Research Firehouse capacity to add services 3. Increase State and Federal monies to support mental
approaches that increase eligibility and
health services and influence allocation.
access + viable volunteer pools, i.e.,
Seniors
MANAGEMENT 4. Increase funding to target, incentivize, and educate 2. A seamless continuum that integrated
Frameworks for sharing resources + parents and parents-to-be to increase service utilization. medical services with health promotion,
research gaps in access, ability to pay, education and early intervention
and eligibility requirements community strategies
5. Expand Federally Qualified Health Care Service providers’ 3. Increased access to health promotion,
TECHNICAL capacity to provide co-located health services, dental, health education and early intervention
Policy & advocacy skills of local vision, mental and physical, including early provision to community strategies
government, residents, and CBOs treat trauma. (2.1.1, 5.5.9, 5.5.10)
(*) Signifies a super strategy, and its connection to other strategies are identified in () and shown in the Integrated Logic Model DETAILED LOGIC MODEL TABLE 2
East Oakland Building Healthy Communities Logic Model: Outcome 4
Critical Capacities Resources Strategies Target Changes Outcome 4
LEADERSHIP PEOPLE, ORGANIZATIONS, COLLABORATIONS, PERSONNEL & RESEARCHERS 1. Increase the number of full-service grocery stores in East 1. Increased access to fresh food and 4. Residents live in
Meaningful participation in land use City planners (zoning & built environment) & relevant City communities; urban Oakland that are accessible to East Oakland residents. produce for East Oakland residents. communities with
decision-making process farmers; farming educators; principals & teachers; parents & residents; 2. Increase open space, urban agriculture through land use health promoting
Youth volunteer training in community groups; entrepreneurs & community based business models & and zoning policy revisions and enforcement. land use,
gardening, food distribution, job Community banks; libraries, OUSD; Public Health; local grocers; food stores; Food 3. Improve the quality and nutritional value of school-based transportation, and
opportunities. Justice advocates food programs. community
Redevelopment literacy/resident OUSD/OPR/Community garden collaboration with CBO’s 4. *As part of an integrated community development development.
empowerment More trained language interpreters strategy, increase the number of locally owned and
Policies that support youth led institutions to support healthy food initiatives community based food system businesses. (8.2.3)
TECHNICAL SKILLS & KNOWLEDGE
Research skills/Policy/data analysis - HOPE Collaborative research report & other CBO’s; PUEBLO’s tree inventory,
zoning EOBHC Youth research of assets and gaps;
Ability to consider/plan for needs
across the life cycle (special needs) in MONEY, FACILITIES & TECHNOLOGY
built environment Create a web based food access network in neighborhoods for better food
distribution and purchasing
Recreation Centers, Schools, libraries & Churches
Redevelopment funds
Community kitchens and vacant lots for farms and gardens
Policies to develop youth & resident employment
PEOPLE, ORGANIZATIONS, COLLABORATIONS, PERSONNEL & RESEARCHERS 5. *Influence housing systems polices and practice to ensure 2. Increased housing stability by creating
Attorneys to represent tenants and homeowners; community banks; home stable, affordable, accessible rental and home ownership sustainable homeownership and rental
ownership counseling; bankers; Public Health & Housing Justice advocates; OHA options. (8.3.6) opportunities for long-term residents of
Oakland Community Land Trust (Strategy #6) 6. Improve the environmental health standards for housing EO and develop safe, affordable housing
stock including indoor/outdoor air quality, lead and mold with supportive services.
SKILLS & KNOWLEDGE abatement, and the use of environmentally friendly
Utilize Green building ordinance (Strategy #6) & Housing element General Plan materials and building standards.
update; Citywide Zoning Update 7. Support policies that will increase and strengthen the
Policies that create an eviction moratorium provision of emergency housing services to stabilize East
Mapping tool to track nuisance areas & opportunities for repurposing properties Oakland homeowners at risk of foreclosure.
MONEY, FACILITIES & TECHNOLOGY
SB 1275 foreclosure prevention
City of Oakland; HUD $, redevelopment $
Policies to develop youth & resident employment
Advocate for increased funding for local emergency housing services
PEOPLE, ORGANIZATIONS, COLLABORATIONS, PERSONNEL & RESEARCHERS 8. Monitor the implementation of the City of Oakland’s 3. Transformed neighborhood
City planners (zoning & built environment) & relevant City communities; Vacant Property Registration Ordinance and its impact on environments that facilitate safety, are
principals & teachers; parents & residents; community groups; entrepreneurs & East Oakland to inform and advocate for blight aesthetically pleasing, are
community based business models & Community banks; libraries, OUSD; Public prevention. environmentally healthy and offer a
Health; Environmental Justice advocates; Transit Riders Union; re-establish 9. Influence land use and redevelopment polices & planning public transportation system that is
Coliseum PAC) processes to increase beautification and infrastructure affordable and accessible to residents
Safe routes to schools improvement in and around East Oakland commercial
Health promotoras corridors including International, MacArthur, Coliseum
and Eastmont in order to attract new businesses and
SKILLS & KNOWLEDGE support locally owned businesses, while ensuring the
Policies that support community benefits and infrastructure needs from creation of safe routes to schools & walkable, bikeable
DETAILED LOGIC MODEL TABLE 3
Critical Capacities Resources Strategies Target Changes Outcome 4
development (CEQA) streets served by frequent, reliable, accessible and
Policies to develop youth & resident employment affordable transit for residents.
Policies that codify the regulations adopted at the to reduce diesel emissions
Utilize Local Energy and Climate Action Plans
MONEY, FACILITIES & TECHNOLOGY
City of Oakland Transportation Commission and Transportation Plan, BART,
Airport Connector; AC Transit’s Service Plan reduction, and BRT planning process
ABAG transportation planning; SB 375, Sustainable Comm strategy
Int`l Blvd; MacArthur, Eastmont; Coliseum & Bancroft planning process
Identify funding streams and advocate for infrastructure, built environment
related funds/ improvements (sidewalks, etc.)
AB 1405
(*) Signifies a super strategy, and its connection to other strategies are identified in () and shown in the Integrated Logic Model DETAILED LOGIC MODEL TABLE 4
East Oakland Building Healthy Communities Logic Model: Outcome 5
Critical Capacities Resources Strategies Target Changes Outcome
LEADERSHIP SKILLS & KNOWLEDGE 1. Institute policies and practices, which ensure that the re- 1. Reduction in gun, gang and turf violence 5. Children and their
Develop vision for new “peace or Best practices and effective policies for employing reentry pop entering population is successfully integrated into in neighborhoods families are safe from
peaceful” culture communities. violence in their homes
2. Advocate for evidence-based city and county violence and neighborhoods.
ADAPTIVE prevention strategies for at risk populations that quell
Research and engage with City violence, reduce recidivism and disproportion minority
probation and parole about current contact.
practices 3. Solidify a community-based infrastructure that develops
Cross sector collaboration with and implements a “culture change” methodology, which
employment – (Reentry network, All of enables residents to learn to relate to one another in
us or none, provider meetings, PAC positive, peaceful, mutually supportive ways.
(parole), Mentoring Center, etc.)
Consensus building process to clarify
advocacy agenda (gang injunction, call-
in, etc)
Ways to measure peaceful culture
MANAGEMENT PEOPLE, ORGANIZATIONS, COLLABORATIONS, PERSONNEL & RESEARCHERS 4. Develop East Oakland youth leadership cadre, which 2. Embedded and promoted healthy child
Staffing capacity Resources to support youth participation mentors and trains youth to advocate for positive systems and youth development in key
Infrastructure for youth and community change, while providing a space to community and public institutions
SKILLS & KNOWLEDGE address trauma and undergo healing.
Training for policymakers to understand rationale for investment in child and youth 5. Create systems and policies that ensure that child and
development (as Heckman study – prevention saves money) youth development is a priority in City and County
Training for providers and advocates of how City/City budget works budget, policies, and practice.
MONEY, FACILITIES & TECHNOLOGY
Development of cross sector children’s budget
ADAPTIVE PEOPLE, ORGANIZATIONS, COLLABORATIONS, PERSONNEL & RESEARCHERS 6. Ensure a pool of resources for school site implementation 3. Improved student retention and
Research who is doing what (school Develop joint use agreements for school sites of restorative justice programming to resolve and heal increased safe havens in East Oakland
equity framework - BAYCES) conflict. schools
Researching effective alternatives to SKILLS & KNOWLEDGE 7. Create safe school sites that are accessible and available
expulsions and zero tolerance policies Research best practices for parent engagement and leadership school site to children, parents, families, and the community at large.
Research community schools
movement and other promising
interventions
LEADERSHIP
Convening with RJOY and OUSD
Parent leadership – advocate for
systems change
MANAGEMENT
Support for OUSD administrators to
implement
N/A BEYOND OVERARCHING RESOURCES + CAPACITIES 8. Ensure funding to create and sustain space where law 4. Improved police relationship and
enforcement and all community members learn about increased accountability with
and cultivate respect for shared norms to increase public community residents
safety and establish policies and practices that increase
indigenous Oaklanders to pursue law enforcement
careers.
DETAILED LOGIC MODEL TABLE 5
Critical Capacities Resources Strategies Target Changes Outcome
TECHNICAL PEOPLE, ORGANIZATIONS, COLLABORATIONS, PERSONNEL & RESEARCHERS 9. Reorganize public and community systems to increase 5. Decreased violence in the home
Knowledge of reliable and effective Points of contact and pathways across and through systems early identification, appropriate referrals and provision of
screening tools and pathways to healing services for children, youth, and young adults who
treatment at different life stages have experienced trauma. (2.1.1, 2.3.5, 5.5.10)
Training on what to look for and what 10. *Increase opportunities to support protective factors and
to do (developmental delay, child increase family resilience through an expanded network
abuse, sexually exploited minors, of individuals, churches, agencies, and organizations that
maternal depression, intimate partner take active responsibility for decreasing violence in the
violence, substance abuse, other home. (2.1.1, 2.3.5, 5.5.9)
mental health issues)
ADAPTIVE
Consensus building-shared toward
understanding of protective factors
(*) Signifies a super strategy, and its connection to other strategies are identified in () and shown in the Integrated Logic Model DETAILED LOGIC MODEL TABLE 6
East Oakland Building Healthy Communities Logic Model: Outcome 8
Critical Capacities Resources Strategies Target Changes Outcome
N/A BEYOND OVERARCHING PEOPLE, ORGANIZATIONS, COLLABORATIONS, PERSONNEL & RESEARCHERS 1. Influence economic development and job training leadership and 1. Increased job readiness and 8. Community health
RESOURCES + CAPACITIES Coordination body that helps coordinate organizing strategy with elected policymakers to ensure resource allocation, regulation changes, training of East Oakland improvements are
officials and new legislation support job readiness/training options for residents linked to economic
East Oakland residents. development.
N/A BEYOND OVERARCHING RESOURCES + CAPACITIES 2. Link job and career training, apprenticeship programs and related
educational and career pipelines to high demand, high quality
and/or growth job sector job opportunities and on-the-job
support programs, including policies that expand and support
subsidized sheltered work environments to ready East Oakland
residents for labor market.
N/A BEYOND OVERARCHING SKILLS & KNOWLEDGE 3. *Develop an integrated economic and community development 2. Increased numbers of living
RESOURCES + CAPACITIES Local best practice models for economic and community development strategy for East Oakland residents that improve land use, wage jobs for East Oakland
increases public safety, addresses structural racism, leverages residents with emphasis on
federal funding, ensures appropriate use of tax incentives, and formerly incarcerated
includes actionable and enforceable community benefit programs community members
with:
Local hiring agreements
Cost benefit analysis that assesses
economic/social impacts resulting from city
subsidized employment and business projects
(4.1.4)
N/A BEYOND OVERARCHING RESOURCES + CAPACITIES 4. Secure jobs in high growth sectors, such as public safety and
allied health for East Oakland residents by increasing the number
of business and financial institutions that employ and/or serve
the community, including locally owned small business and
entrepreneurship.
N/A BEYOND OVERARCHING PEOPLE, ORGANIZATIONS, COLLABORATIONS, PERSONNEL & RESEARCHERS 5. Maximize enrollment, re-certification and utilization of public 3. Increased income and wealth
RESOURCES + CAPACITIES Agencies that know the regulations well and are politically willing to make benefits. of East Oakland residents with
enrollment and re-enrollment less cumbersome emphasis on restructuring
SKILLS & KNOWLEDGE 6. *Generate wealth for East Oakland residents through influencing governmental frameworks
Review of the many best practices in Oakland that already exist re: housing housing systems, policies and practices that promote home
systems ownership and affordable rentals by using available, vacant,
foreclosed, and city/or city-owned properties and accessing
Section 8, Land Trust and other housing resources (4.2.5)
SKILLS & KNOWLEDGE 7. Identify, capture and utilize untapped and/or unleveraged
Knowledge of/ people who will create a community benefit fund. governmental, philanthropic or private financial strategies,
including recapturing SSI repayments, to create community
benefit funds to build East Oakland’s support of personal and
family income and asset development.
N/A BEYOND OVERARCHING RESOURCES + CAPACITIES 8. Reduce prevalence of predatory banking practices through
increased regulations, awareness and providing low-cost
alternative financial products with saving features and incentives.
N/A BEYOND OVERARCHING RESOURCES + CAPACITIES 9. Invest in development in the leadership capacity of youth and
adults to be community organizers and agents of change in
health, public safety, economic development and land use and
builds coalitions and effects change.
DETAILED LOGIC MODEL TABLE 7
