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ELORZA TRANSITION COMMITTEE REPORTS

LISA RANGLIN | VICTOR CAPELLAN | SALLY LAPIDES

MAY 2015

“I wish to extend my sincerest gratitude to Co-Chairs Lisa Ranglin, Victor Capellan, Sally Lapides and the hundreds who served on these transitions committees and helped shape a bright future for the City of Providence.”

Mayor Jorge Elorza

Contents

CITY SERVICES..........................................................................................1

ECONOMIC DEVELOPMENT..................................................................5

EDUCATION...........................................................................................10

ETHICS, TRANSPARENCY + OPEN GOVERNMENT........................18

ARTS, CULTURE + CUISINE...................................................................21

HOUSING + NEIGHBORHOOD DEVELOPMENT.............................26

PUBLIC SAFETY.....................................................................................32

SPORTS, RECREATION + YOUTH PROGRAMMING......................36

STRAGETIC OPPORTUNITIES.............................................................41

SUSTAINABILITY.........................................................................46

Introduction

Today, local governments in the U.S. are expected to do more with less. Shrinking municipal budgets have to stretch like never before in order to meet the increasing infrastructural, structural and operational challenges that cities all over the country are facing in the 21st century.

While the cost of running and managing the City of Providence has increased steadily in the last years, the expectations of its citizens have never been higher. Tax payers expect that City Hall should support their everyday needs and fulfill their long-term aspirations.

This trend is particularly evident when it comes to city services. Used to the way large and small companies today have adopted a customer-centric approach that values good and efficient service above anything else, the citizens of Providence expect that their dealings with City Hall, both face to face and over the cloud, be first class. Their vision of City Hall as an efficient, user-friendly and customer-centered resource to help them deal with their small or big problems is some-thing that quickly transpired from our open meetings.

People want their local government to take care of their needs in the easiest, most efficient possible way.

And with a smile.

In our open meetings with local neighbors we quickly identified that the people of Providence wish for an improvement of city services based on increased convenience of use, better communication with City staff, and greater participation in the decision-making process of the local government.

Assets

While expressing frustration when interacting with, and receiving services from, the City, Committee members also expressed their unanimous belief in the City’s potential. They let us know that the City still has their trust. They expressed their willingness to help shape the future of Providence and contribute to it with their ideas. They let us know of their willingness to remain connected and involved during the imple-mentation of the recommendations detailed below, and help the current administration in every way they can.

Specific assets that could help the City improve services included: the QAlert system; data collec-tion capacity first developed under ProvStat; the OpenData Portal; and an abundant supply of young,

SECTION ONE

CITY SERVICESCOMMITTEE CO-CHAIRS

GARRY BLISS, CARMEN DIAZ-JUSINO, ENRIQUE MARTINEZ

COMMITTEE MEMBERS

Larry EichlerShawn Selleck

Richard PezzilloOrlanda Oliveira

Jef NickersonMichael LapollaDwayne Keys

Mary F. LandrevilleAronda KirbyRonmel SierraJose MartinezCarina Monge

Francisco LugoMatthew J. Buchanan

Ann PatrickJoanna Corcino-Aviles

James KennedyElyse KaprielianJane Sharfstein

Ercilia CanoArancisco Rodriguez

Juan ZapataEmmanuel Rodriguez

Maria JonesDomingo UrizarGale AronsonJoseph Casoli

Brendan ClementsMorris Akinfolarin

Raydon MorenoMercedes Ciprian

Julio PazEduardo Urizar

Alan SepeSvea Hebst-BaylissJesson Dunn OtisShanel Glecknom

Jacquelyne LusardiAndy ConnollyKen Orenstein

Marcellus SharpeDaniel WestAlain Noiset

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ELORZA TRANSITION COMMITTEE REPORT

SECTION ONE: CITY SERVICES

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technology-savvy college students and creative indi-viduals who could contribute to developing solutions for municipal operations in a world that is increasingly run by quickly evolving technology platforms for communication, information and participation.

Challenges

While Committee members voiced their frustration with specific negative experiences they had while at City Hall or at the City’s web site, all members acknowledged that Providence is severely constrained in its ability to significantly invest in solutions, given the human and capital limitations with which local government has to face today’s small and big chal-lenges.

Additionally, they said that current contracting and purchasing rules can hamper the ability of the City to respond quickly, flexibly, and thoroughly.

Constraints on staffing and management of city staffing also exacerbate the ability of the City of Providence to realize the kinds of change Committee members identified as necessary for an adequate provision of services in the 21st century.

A significant portion of the Committee’s time was devoted to the city’s digital presence and data infra-structure – weakness, capacity, potential, and oppor-tunities.

Additionally, the Committee believed that a robust and regularly implemented process to identify, imple-ment, and evaluate ideas that could be translated into concrete improvements would be greatly beneficial.

Goals

Uniting all issues identified by Committee members was the common desire for increased:

• Convenience, in the way city services are provided

• Communication with City staff, both face to face and over the cloud

• Participation, in helping the Mayor and City staff constantly improve services

• Committee members identified information technology and a more robust digital communication and interface with the public as

key tools for achieving these goals and turning city government, city services, and ease of interaction into competitive assets for the City of Providence.

Strategies

The Committee believes that by investing in robust technology, drawing upon the creative talent of residents and students, and by harnessing ideas for improvement from City employees, the City of Provi-dence could make important strides in improving city services.

Committee Objectives

• To improve the interaction between residents, visitors, business, and those beyond Providence with the City government for the benefit of economic development, opportunity for residents, and improved neighborhoods

• To move City Government to a high-performing, citizen/customer-centered organization focused on continuous improvement



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RECOMMENDATIONS TO THE ADMINISTRATION

SHORT-TERM

1. Customer service training

2. City Hall help/welcome desk

3. Engage employees in continuous improvement

LONG-TERM

4. Update and expand the City’s digital presence and interface

5. Adopt a robust, comprehensive data analysis tool and process to guide policy, practice, and decision-making

SHORT-TERM RECOMMENDATIONS

Change How the City Presents Itself to Residents, Business, Partners, Visitors, and the World.

The following recommendations share a common goal of improving the way city government interacts with, and addresses the needs of, those who turn to the City for help, services, partnerships, and more. Interac-tions with the City should be designed around the needs of the city’s “customers,” and not designed to serve the priorities of the bureaucracy.

Recommendation #1: Customer Service Training

Customer Service training should be provided to all front-line City of Providence personnel and managers. The Committee urges the administration to seek this training on a pro bono, or reduced fee basis, from local providers such as Johnson & Wales and/or from local businesses with industry-leading customer service such as AMICA and Fidelity.

Recommendation #2: City Hall Help/Welcome Desk

Visiting City Hall is not a user-friendly experience for those who are not familiar with the building or city government. The vending machine room on the first floor is an ideal location for a Welcome Desk. This desk should be staffed by highly trained personnel, “Navigators/Navegantes,” who greet, welcome, and assist all visitors in identifying the best way to address and meet their needs. Signage in City Hall should be updated, delivering customer-centered (as opposed to bureaucracy-centered) information, and regularly evaluated to ensure it remains accurate and effective.

Recommendation #3: Engage Employees in Continuous Improvement

Develop a transparent, secure, trusted process for city employees to provide recommendations for improving and reforming current city practices. This process should encourage employees to identify what is working, what is not working, and what could/should be done to correct the situation.

Ideas submitted should be reviewed and prioritized.



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A select set of ideas should be identified for a quick, deeper analysis and, pending on results, implementa-tion.

The results of all stages of this process will be reported and shared to employees and city residents. This process should be continuous with new ideas regularly solicited.

LONG-TERM RECOMMENDATIONS

Change the Culture for How the City Interacts with Residents, Business, Partners, Visitors, and the World

The following recommendations will take longer to implement than those listed above, but they build on and will deepen the impact of the short-term recommendations. What is envisioned is a change in the very culture and nature of citizen/city interaction, with an emphasis on providing residents maximum opportuni-ties to understand, inform, influence, and benefit from city services.

Recommendation #4: Update & Expand The City’s Digital Presence and Interface

The city’s website needs a complete overhaul. The role of the web site needs to be redefined as a mecha-nism for citizen engagement, the delivery of city services, and as a tool for economic and community devel-opment. Providenceri.com should be a robust resource for city residents and anyone seeking to understand city services, policies, procedures, ordinances, etc. For example, the web site should provide a means for residents to understand tax assessment and collection process, and to interact with the appropriate offices regarding these activities. Once overhauled, the city website needs to be rigorously, regularly, and systemat-ically maintained and updated. The reputation of the City of Providence can not afford obsolete and dated information.

Recommendation #5: Adopt a Robust, Comprehensive Data Analysis Tool and Process to Guide Policy, Practice, and Decision Making

In line with many cities, the City of Providence once had a data collection and analysis capacity. This capacity needs to be restored in an updated and expanded form with data and data analytics tools publicly accessible to the maximum degree possible. Metrics should be set for all city services and the data tracking those metrics should be available on a real-time basis. Data should be an effective tool to productively engage residents in an informed, real-time, discussion about city policies and practices. Residents should have full access to all data collected, reports and analysis of that data, decisions driven by that data, and the evaluation of any remediation actions.

Conclusion

We thank Mayor Jorge O. Elorza for the opportunity to participate in the Transition of his administration. We applaud the Mayor and his staff for their commitment to a transparent and inclusive process allowing city residents to share their concerns and their hopes for the future of the City of Providence.

We also want to thank all those who attended and actively participated in Committee meetings. This was participatory democracy at the most basic and pure level: residents coming together and openly sharing ideas for the betterment of the city they call home.

We encourage the Elorza Administration to find ways to continue this resident engagement. The positive energy and enthusiasm engendered by this administration should be embraced and sustained in the years ahead. Doing so will increase the potential for realizing the ambitious goals proposed in this report.

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SECTION TWO

ECONOMIC DEVELOPMENTCOMMITTEE CO-CHAIRS

BERT CRENCA, SCOTT DUHAMEL, CONSTANCE PEMMERL

COMMITTEE MEMBERS

Johnnie ChaceJaymin PatelAngus DavisDan Shedd

Mark FeinsteinAnna Cano Morales

Richard PezzilloAlex Krogh-GrabbeCristian W Potter

James KoloskiTravis EscobarJR RodriguesJason Becker

Orlanda OliveiraOdette Delgado

Tammy Vargas WarnerMary Jo Kaplan

Tomas AvilaJonathan Lax

Katie GoodrumMichael LapollaNicole LagaceJessica Cigna

Doris S. BlanchardDennis Dolan Crook

Ryan DuxburyDwayne KeysAronda KirbyRonmel SierraJames Barfoot

Steven WilliamsonTom Sullivan

Eddie PegueroAriana C. GomezJames VincentAmelia RoseByron MongeLuis Vargas

Francisco LugoClaudia Cardozo

Paul Malaba

Eileen KwesigaSean BrazenorEdward Santos

Andrew ConnollyMichelle Davidson

Jesse SteckerKen OrensteinJenna CraganLorne Adrian

Marc S. Popkin, Esq.Anthony Defilippo

Dean WeinbergBruce Wolpert

Kevin OlasanoyeNora Thurber

Carlos D ZambranoPatricia E. LaSalle

Peter McClureThomas KaneLouis DitoroRose Siegel

Francisco CerulloMaria Gonzales

Jose EspinalPalmenio Pacheco

Richard O. AkinnusotuDayna Cuerva Alegria

Paul NapolitanoMarian Styles-McClinton

Mario ManceboJoseph Casoli

Brendan ClementsAnthony DefilippoQuadry OlakeanBeverly Dwyer

Galiman BaysuhMarc Popkin

Bianca Rodriguez SlaterStephen Napolitano

Ana VargasMichael Lester

Carla RicciKarriem K Kanston

Richard LappinBobby Gondola

Sam BellSara BradfordMary FasanoJoe Cornwall

Ivan R. OrtegaJames ReavisDaniel WestJoe Almeida

Nicholas OliverAdewole T Akinbi

Ray MathieuMichael AaronsonCharity Pennock

Chris WallSvea Hebst-Bayliss

Barbara harrisJoe LegendreBryan HealeyJoe Petteruti

Kormasa AmosKelly Ramirez

Deborah GoldhaftJoel Rosario Tapia

Lisa RanglinJoseph CaffeyJennifer WalshAhyieh Mansue


SECTION TWO: ECONOMIC DEVELOPMENT

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Background and Introduction

This report is the product of a series of public forums that were held from November 2014 through February 2015. The forums were publicly advertised and open to all, and additionally invitations to attend were sent to the hundreds of folks who had signed up on the One Providence website. Attendees at the economic forum exceeded 100, and these forums included open discussion and later breakout groups to better address specific economic issues. All the ideas were captured and included. The attendees were also asked to vote on their top 5 economic recommendations, which are reflected here.

The committee also commends the two following economic development reports, as the sponsors had more time and resources than this committee and produced very specific and meaningful recommenda-tions. This report includes some of their ideas:

• City of Providence Task Force on Economic Development Report of 4/14

• The 2015 – 2016 ACTION PLAN FOR THE ECONOMY prepared by The PROVIDENCE

FOUNDATION /DOWNTOWN IMPROVEMENT DISTRICT/DOWNTOWN PROVIDENCE PARKS CONSERVANCY

Additionally the committee would like to share a recommendation that was not connected to economic development but was so pervasive and unanimous that it needs to be voiced to the administration:

• A request for continued communications from the Mayor’s office.

Attendees said that under previous administrations there were public forums, but no follow-up, and that only bland, generic update messages were provided. The attendees were very pleased with the briefing that Brett Smiley provided at the February forum and applauded his openness, detail and explanation of the challenges that the new administration faced. The willingness to take questions, and the transparency of the briefing was also appreciated. The attendees strongly encouraged the Mayor or his COO to provide a quarterly briefing that was open to the public and was unvarnished in its content.


SHORT-TERM

1. Streamline the Permitting Process

2. Develop Standard and Transparent Tax Stabilization Agreements

LONG-TERM

3. Expand opportunities with the city for Women and Minority Owned Businesses (WMOB)ht

4. Expand Exports at the Port of Providence

5. Implement E-Permitting and Develop a Concierge Approach to Permitting


Recommendation #1: Streamline the Permitting Process

Fire codes: They are still not completely coordinated between city and state. Creates confusion, multiple inspections, permit issues, additional time and cost. Fiefdoms also exist, and the two groups do not always work well together. Providence needs to have a single set of codes with a single inspecting agency.

Clarify permit requirements: There is not a published list of requirements for various construction projects. If



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a homeowner wants a permit to work on his house or a contractor on a commercial building rehab, he must go in person to City Hall and ask what he needs. Often the response is “I don’t know”, or “see someone else”, or some forms are provided but they may not be all that is needed. Then when the inspector arrives, the worker is fined for not having everything that he needs, plus his work is stopped or delayed. Different clerks or inspectors have different interpretations. Even professional contractors, builders, etc. do not know exactly what is required on different projects, and there is no way to obtain a comprehensive list of requirements. This needs to be made clear and transparent. Publish on a website, provide written instructions, and educate clerks.

The city charges fees for all permits, so the city should be responsive.

RI is a small city state, so take advantage of that. Regulations should be clear, open and transparent, and coordinated between city and state.

Union to union: Have Building and Trade union folks meet with city union employees to explain how their actions are hurting the building business, and try to change the attitude of city workers by appealing union to union.

Code Compliance Officials: Create a system to test, license and accredit professionals as code compliant officials to sign and approve documents for the city. Essentially outsource that function from the city.

Revenue to City: Development generates permit fees, sales tax on construction materials, wage tax and higher property taxes. The city should recognize this as an economic driver and provide helpful service and process clarity.

Adapt the permitting recommendations which were included in the 2015 – 2016 ACTION PLAN FOR THE ECONOMY prepared by The PROVIDENCE FOUNDATION/DOWNTOWN IMPROVEMENT DISTRICT/DOWNTOWN PROVIDENCE PARKS CONSERVANCY, as follows:

• City should allow developers to use own architects to certify fire code compliance which is allowed under state law

• City should designate an “ombudsman/concierge” to shepherd projects through process

• City should consider out-sourcing plan review

• Recommend integration of all city regulatory functions related to new development

• Support a licensed site professional program for brownfields remediation similar to programs in Massachusetts and Connecticut

Recommendation #2: Develop Standard and Transparent Tax Stabilization Agreements

TSA’s are one of the most powerful economic tools at the city’s disposal because they incentivize development with little risk to the existing tax base, and do not require direct expenditures. Ensuring a fair, transparent, and predictable process will help to maximize development and investment in the city.

TSA’s have to be standardized, objective and transparent. They must include specific criteria as approved by the City Council to qualify for consideration, and then offer the same agreement to all projects that meet that criteria.



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TSA’s need to factor in other gains for the city: such as utilizing apprenticeship as a pathway for city residents, creating jobs after construction (with a connection to the GWB or job training programs for local residents), create a Community Benefits fund that could be possible utilized to rehabilitate abandoned properties or finance other such community projects, and true enforcement of First Source with monetary consequences for non-compliance.


Recommendation #3: Expand Opportunities with the City for WMOB

• Re-visit the WMBE recommendations. Streamline them, simplify the RFQ, and make participation easier and more affordable.

• Find ways to enforce the existing regulations, eliminate waivers, and establish penalties.

• Concentrate on providing opportunities on a smaller scale, for $5,000 or less.

• Work to identify strategic partners.

• What is the value of becoming certificated?

• How can qualifications be measurement to improve process?

• Create access to capital, technical assistance, literacy/bilingual materials.

• Encourage WMOB by identifying and sharing success stories that can be highlighted.

Recommendation #4: Expand Business at the Port of Providence

• Appoint a task force of stakeholders and identify any obstacles that each stakeholder sees that would prevent them from increasing their revenues.

• Obtain and review the current economic development impact and feasibility studies to better understand opportunities and known constraints to the expansion of business.

• Identify all business stakeholders currently engaged in Port of Providence business; this information should be open and available to public via city website

• Identify what revenue is there now, and goals to increase each one.

• Is there a Port Authority specifically for Providence port?

• What are current leasing arrangement and are there any constraints to revenues for the city? How can they be improved?

• Has anyone applied for free trade zone status specifically for Providence? If so, is it still in place?

• Is there a representative for Providence on all non-profit boards that might exist to conduct the business of the port (i.e. Prov Port)?



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Recommendation #5: Implement E-Permitting and Develop a Concierge Approach to Permitting

Open for business: Other dynamic cities, such as Raleigh-Durham and Austin, have a concierge approach. Their attitude is that they welcome anyone coming to do business in their city, and assign one responsible city employee to assist in shepherding the applicant through all of the requirements needed to facilitate the project. The experience most builders and developers have in Providence is the opposite. They are treated with indifference, annoyance and lack of knowledge. This delays projects therefore delaying jobs and investment in the city.

E-Permitting: Providence must become fully electronic. Currently there are small e-permitting measures being implemented, but it must be accelerated and include 100% of permit requirements.

There is also a state-wide e-permitting pilot program, but Providence was not selected to participate. How can the capital city be excluded? The explanation was that Providence was not prepared to participate. This is unacceptable and sadly validates all of the above comments.

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SECTION THREE

EDUCATIONCOMMITTEE CO-CHAIRS

CARRIE BRIDGES FELIZ, ANNA CANO MORALES, TOBY SHEPHERD

COMMITTEE MEMBERSSue Greenfield

Sarah GanzRalph WalesTheresa Fox

Nora CrowleyNick Oliveira

Elsa DuréCurtis Pouliot-Alvarez

Jason BeckerTammy Vargas Warner

Rick DeutschAna W BarrazaMolly Hannon

Aaron RegunbergJenn Steinfeld

Steven WilliamsonDenise Carpenter

Jill DavidsonThomas JonesCarina MongeByron MongeLaura Marlane

Karina Holyoak WoodSandra Olivo PetersonMatthew J. Buchanan

Gail B. HareldKai CameronAmber Day

Joe CornwallPhyllis Trelli

Terri AdelmanPeter QuesnelDavid Halller

Adrienne GagnonNancy KraheKeith OliveiraNora Thurber

Gloria L JohnsonPatricia E. LaSalle

Chace BaptistaPeter McClureEric Darsow

Barbara LeggMaria Gonzales

Ercilia CanoArancisco Rodriguez

Agapito PerezRichard O. Akinnusotu

Kira GreeneYamil Baez

Jesse KennerHillary Salmons

Marian Styles-McClintonMat SantosAna Cruz

Mario ManceboDavid Duke

Shantel DumAbigail Deschamps

Robin MathisOmar Bale

Maria RIveraNicole Mathis PHDAnthony Defilippo

Wanda BrownMatthew Yangambi

Jonathan MendelsohnGaliman Baysuh

Mak MitchellBianca Rodriguez Slater

Iris MedinaNoemi Tiburcio

Elizabeth WinagunJorge Cardenal

Ingrid FernandezAna Vargas

Mercedez LopezAngela B. Ankoma

Richard LappinBobby Gondola

Deborah SchimbergWendy Holmes

Colleen JohnstonRiasa Burgos

Paul m. OdonnellAnibal Perez

Shanel GlecknomJoseph CostaJane AronneSam ZurierJessica Null

Jay Midwood

Tom JonesKathryn Burakowski

Maryellen ButkeTaino PalermoOrah Bilmes

Katie JohnstonJim Berson

Kate BubrickJoshua KlempLeann HeathPam Levanos

Emily Santelises-RamosMark Catone

Gail DesimoneDavid Haller

Adewole T AkinbiDavid Ellison

Sarah AndersonMichael AlexanderHollybeth Runco

Ken FishCharles A. WatsonMichelle Novello

Saul RamosJoe Legendre

Lina BravoIris Yinette Corporán

Nikki ChurchwellEllyn MeadorsSteven Santos

Laurel OldershawDave Talan

Jesse DeLauderDrew Allsopp

Heather TowyickSeth Kolker

Robert Nyahkoon, Jr.Ramona Santos

Alain NoisetGary CalvinoMonica Paige

Martha LawsonDiane Vatcher

Matthieu YangambiVictor Arias

Donna O’Connor


SECTION THREE: EDUCATION

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Serving approximately 24,000 students, the Prov-idence Public School District (PPSD) is the largest school system in Rhode Island. The District main-tains an ambitious vision to “be a national leader in educating urban youth” and is committed to the mission of “preparing all students to succeed in the nation’s colleges and universities, and in their chosen professions.”

Providence Public Schools enjoy many rich assets, including a diverse student body, a strong network of non-profit community partners, a model afterschool system and pockets of innovative practice.

Additionally, the District has enjoyed substantial momentum in the last several years including a rising four-year high school graduation rate, increases in student proficiency in select grades and subject areas and the receipt of significant private support for new programs that range from early childhood literacy to the launch of two new high schools.

Still, students in Providence schools lag behind their statewide peers in critical indicators, including academic proficiency, high school graduation and college enrollment. According to the 2014 school clas-sifications issued by the Rhode Island Department of Education, 76% of PPSD elementary schools, 83% of middle schools, and 88% of high schools (not including in-district charter schools) were classified as warning, focus or priority- the lowest three tiers in the state-wide accountability system. These ratings are based on student proficiency & distinction, student partici-pation in state assessments, the degree to which the school is closing achievement gaps, annual progress toward achieving academic targets, and in the case of high schools, the graduation rate. The district main-tains a high rate of “chronic absenteeism,” with over 30% of students missing 10% or more of the academic school year. Troubling gaps in student achievement and behavioral referrals persist for specific student populations, including English language learners, students with disabilities, and boys and young men of color. Clearly, additional reforms that are grounded in data are needed in order for Providence Schools to achieve the substantial improvement necessary to attain its goal of serving as a national leader in urban education.

In partnership with the Providence Children & Youth Cabinet, the District has committed to improving outcomes on a series of eight indicators that span the early-childhood to post-secondary spectrum. While

the education transition committee looked primarily at issues facing our K-12 system, these indicators reflect a comprehensive and positive direction for educational access for Providence residents.

During his campaign for Mayor, candidate Elorza articulated three major proposals related to public education:

• Refashioning schools as the centers of Providence’s communities, as community schools, and opening the doors so that every resident has a connection to their local school through evening, weekend, and summer programming

• Shifting decision making authority back into the schools and classrooms where it belongs by empowering people on the front lines –principals, teachers, and staff– with the autonomy, resources, and training they need

• Returning balance to our city’s curriculum by moving away from an overemphasis on “standardized” learning and re-emphasizing areas like arts, music, and civics

This Committee held four public meetings at Mount Pleasant High School between December of 2014 and February of 2015. The Committee broke into three working groups, one each discussing issues related to teaching and learning, school operations, and family and community supports. Additionally, the Committee chairs held a series of focus-group conversations with specific stakeholder groups. These included teachers, parents, principals and assistant principals. Unfortunately, a student focus group was cancelled due to inclement weather and could not be rescheduled. Nevertheless, the Committee is confi-dent that the Providence Youth Caucus, a student-led coalition launched in January 2015 that builds upon the expertise of seven youth organizations to focus on education issues, will provide extensive and actionable information to the Elorza administration. The recommendations here were developed through this process of engagement and are intended to build on the campaign platforms referenced above.

Several recent education documents should be refer-enced to provide additional context and strategies for



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responding to these recommendations. Those reports include:

• Latino Students in Rhode Island: A Review of Local and National Performances (2013) from the Latino Policy Institute at Roger Williams University;

• An Education Platform by and for the Students of Providence (2014) prepared by the Providence Student Union, Young Voices, and other Providence youth organizations;

• Our Children, Our City Priorities (2014) from the Providence Children and Youth Cabinet; and

• Equity and Access: Guiding Principles, Outcomes and Measures of Success (2014) prepared by the PPSD Equity & Access Professional Learning Community of an initiative funded by the Nellie Mae Education Foundation.


SHORT-TERM

1. Ensure all Providence school children have access to warm, safe and dry school facilities as quickly as possible. At the same time, work with state officials to develop and implement a plan to bring all of the district’s facilities into top condition. And, once updated, commit to the regular maintenance required to preserve their condition.

2. Engage school and teacher leaders to develop a working definition of school-based autonomy. Empower building staff to independently make decisions about teaching and learning, budgeting, operations, staffing and scheduling. Commit to regularly convening school leaders, teachers, parents and youth to understand how school- based autonomy is and isn’t working in the district.

3. Work with the Providence City Council and Providence School Board to identify ways to simplify the school department’s purchasing processes in order to achieve efficiencies of time, effort, and expendi-tures.

4. Develop and communicate a clear and measurable plan for improving customer service across the board. The plan should include district staff and vendors, and should demonstrate values of respect and empathy for all students, families and staff.

LONG-TERM

5. Ensure that all children have access to the social and emotional supports they need to succeed in the classroom, including psychologists, social workers and guidance staff.

6. Build and retain a pipeline of teachers that is representative of the student population at all levels, starting with PPSD graduates. Ensure that all of Providence’s students have access to teachers & other adults that possess the cultural competence necessary to teach a diverse student body, including Provi-dence’s growing population of English language learners.

7. Provide the resources and training necessary to ensure that the District’s newly adopted discipline policy is implemented in a way that is equitable, fundamentally restorative in design, and that includes training staff and students on restorative practices and conflict resolution strategies.

8. Make family and community engagement a priority by assessing how families are being engaged and launching a district-wide campaign.



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Recommendation #1: Ensure all Providence school children have access to warm, safe and dry school facili-ties as quickly as possible

Parents, teachers and school leaders agree that too many of our public school facilities are in a state of physical crisis. We encourage the City to bring every school to a “warm, safe and dry” baseline as quickly as possible. Universities and/or private sector partners may be able to donate planning & assessment expertise. Over the long term, we encourage the City to advocate in partnership with other municipalities as we under-stand that this will require working with state officials to fund the renovations necessary to ensure that all of our school buildings are fit for twenty-first century instruction.

Recommendation #2: Engage school and teacher leaders to develop a working definition of school-based autonomy that includes empowering building staff to independently make decisions about teaching and learning, budgeting, operations, staffing and scheduling.

School leaders and teachers alike are optimistic about the District’s commitment to school-based autonomy. Greater clarity is needed regarding the role of school and teacher leaders in defining the form and function of an autonomous system. In this new relationship, we encourage the district to view itself as a support system for the schools, and the schools as their customers. We encourage district leadership and the Mayor to personally commit to regularly convening school leaders, teachers, parents and youth to set parameters and targets for autonomy, to understand how school-based autonomy is and isn’t working in the district, and to make changes as appropriate. In addition, sufficient time will need to be allocated for training and peer-sharing to allow school leaders to be effective change agents, managers and instructional leaders. Finally, teachers and principals will need latitude to collaboratively engage in curriculum design, the development of appropriate measures of accountability, and selection of school/student supports.

Recommendation #3: Work with the Providence City Council and Providence School Board to identify ways to simplify the school department’s purchasing processes in order to achieve efficiencies of time, effort, and expenditures.

We repeatedly heard that the school department’s purchasing processes are cumbersome and an obstacle to school improvement. We recommend mapping out the process, identifying the bottlenecks, and commit-ting to a reform plan that empowers school based personnel to complete purchasing decisions that are in the best interest of their students in a timely manner. This should include consideration of the many layers of approval and spending thresholds for approval.

Recommendation #4: Develop and communicate a clear and measurable plan for improving customer service across the board. Our Committee heard several anecdotes of students and families being treated rudely and dismissively from District staff and vendors alike.

We recommend that the District work with local community leaders to develop and offer training for all staff on cultural sensitivity and equity. We also recommend that the District develop mechanisms for evaluating, supporting, and providing professional development to all staff who interact with students and families – including front-office staff and contracted vendors. We encourage the District to prioritize customer service both by recognizing and rewarding positive behavior and by holding staff and contractors accountable through regular feedback and evaluation. Finally, we recommend that the district ensure that all essential information, including notices of students’/families’ rights and responsibilities, are translated into the student’s/parent’s language and that at a minimum, Spanish-speaking staff are available to respond to calls and inquiries in every school building.



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Recommendation #5: Ensure that all children have access to the social and emotional supports they need to succeed in the classroom, including psychologists, social workers and guidance staff.

We heard from parents, school leaders and teachers alike that Providence schools do not maintain adequate resources to meet the needs of all students, especially those experiencing trauma in their lives. We recommend that each school adopt a plan that will help ensure that all children have access to the supports they need, including psychologists, social workers and guidance staff. This should apply to all students at all levels, including those transitioning into the district from the Rhode Island Training School. Providence should consider partnerships with community-based organizations and local colleges & universities that can provide a supply of professionals and supervised trainees to schools to increase the number of specialists available to students and families.

Recommendation #6: Build and retain a pipeline of teachers that is representative of the student popula-tion at all levels, starting with PPSD graduates.

We must ensure that every classroom in Providence is led by an exceptional educator. The Committee recommends documenting and addressing specific shortage areas (like secondary math & science, bilingual and English as a Second Language certified teachers, and library services) and barriers (like salary structures, certification requirements, or school climate & culture) that prevent the District from recruiting, hiring and retaining the best possible teaching candidates. The Committee recommends exploring alternative pathways to certification within the existing policy landscape, in proactive collaboration with the Providence Teacher’s Union.

Further, the Committee appreciates that Providence is home to a student body that is richly diverse in languages, cultures, backgrounds, and experiences. Special emphasis should be placed on meeting the needs of the approximately 19% of our student population who are English language learners (ELL) and PPSD should parlay Providence’s position as a state leader among Local Education Authorities into the re-invention of ELL programming for better outcomes. District staff – from the central office to the classroom – should reflect our city’s diversity, and possess the cultural competencies necessary to teach and lead in this environment. This will require a commitment to training and reflection, including regular opportunities for staff, students, and families to convene and share experiences of success and opportunities for improvement.

Recommendation #7: Provide the resources and training necessary to ensure that the school district’s new-ly adopted student discipline policy is implemented in a way that is equitable, fundamentally restorative in design, and that includes training staff and students on restorative practices and conflict resolution strate-gies.

Both students and staff need positive and healthy school cultures in order to improve student attendance and reduce incidences of suspension. The Committee heard frustration from teachers and school leaders that children who are transferred between schools and/or experiencing suspension often do not have access to the positive behavioral supports necessary to get back on track.

The Committee encourages the district to continue engaging school leaders and central office staff in re- designing disciplinary processes to ensure that expectations are clear, procedures are documented and well-communicated, and resources are in place to execute policies equitably and effectively. We encourage the District to carefully analyze recent culture & climate surveys and prioritize training on restorative practices and conflict resolution strategies at all levels. We also encourage the District to reconsider the strategy of out-of-school suspension and instead apply alternatives like community service or in-school suspension



15

coupled with positive behavioral supports.

Recommendation #8: Make family and community engagement a priority by assessing how families are being engaged and launching a district-wide campaign.

The Committee recommends launching a citywide multi-media, multi-lingual outreach campaign in the 2015-2016 academic school year that aims to reach all Providence school families with key messages regarding daily attendance and other topics. At the same time, schools should invest in personalized communications and engagement strategies for their parent community. This should include strengthening parent groups, creating a more welcoming campus, and increasing opportunities for parental involvement.

Additional recommendations:

In addition to the seven recommendations highlighted above, the Education Transition Committee discussed and agreed on the following additional recommendations that warranted attention in this report (in no particular order).

1. Apply competency-based, student-centered learning models and assessments. The Committee recommends a personalized approach to student learning wherever possible, including the utilization of technology through “blended learning” and the development of multiple pathways to high school graduation. This approach should include ensuring that high performing students have access to challenging coursework. The Committee recommends adopting age appropriate student-centered learning options like online credit recovery, Saturday school, evening school, and expanded learning opportunities (ELOs) district-wide. Similarly, the Committee recommends investing in designing culturally relevant curricula, skill & competency assessments (including the essential/social- emotional skills), technology applications, and opportunities to earn industry certifications in lieu of a traditional focus on seat time and standardized tests.

2. Ensure that students have adequate time to play, eat meals, and enjoy a broad curriculum that includes arts, music and physical education. The Committee heard troubling anecdotes of students sacrificing lunch time, recess in the early grades and other important student experiences due to the many demands of the school day. As part of school-based decision making, the Committee recommends structuring the school day to ensure that all students have an appropriate amount of time to enjoy meals, participate in unstructured play, and enjoy access to a balanced curriculum that includes opportunities for arts, music, physical education, foreign languages and exploration of career & technical pathways.

3. Create structures and procedures to increase student engagement in decision making at the school and district levels. Students learn best when they take ownership of their education. The Committee recommends continued adoption and execution of the recommendations articulated by the school district’s Equity & Access Professional Learning Committee. In addition, the City should develop a productive working relationship with the recently established Providence Youth Caucus to generate and vet opportunities to engage students in decision-making.

4. Craft an asset map of existing school and district partnerships that includes organizational performance data. Use this asset map to prioritize and evolve community partnerships that are clearly linked to school improvement or district academic goals, deliver essential social & emotional supports for students and families, are properly resourced, and are tied to performance-based measures of accountability. Establish district-level policies and supports to provide for effective partnerships.

5. Bring to scale existing innovative and successful models. Providence is home to several innovative and



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successful school models. These include the District’s Full Service Community Schools, in- district and independent charter schools, and independent schools. The Committee recommends supporting peer-to-peer professional learning with these organizations in an effort to import and replicate their successful practices.

6. Coordinate resources between city government, the school district and the City’s library systems. Other public agencies, from the Recreation Department to the Community Libraries, have an important role to play in ensuring the success of Providence students. Better coordination may, for example, allow the District to begin offering school-day transportation for field lessons. Inter-agency communication is needed to fully leverage the supports necessary for Providence’s schools to become community hubs.

7. Carefully review student registration & assignment processes. Despite improvements, the student registration process for Providence schools is still seen by some as opaque and not user-friendly. The Committee recommends studying best practices from other medium sized urban districts and considering adopting an online portal for parents to understand their school options, the likelihood of admission to different schools, and their waitlist number when appropriate. The Committee also recommends considering options for de-centralizing the registration process by placing registration staff in community based locations with access to educational materials for children and adults.

The Committee discussed the policy of reserving seats in each Providence school for both “neighborhood” and “non-neighborhood” families. The Committee believes that families should maintain the ability to exercise choice within the district to select the school that best meets the needs of their children’s individual learning styles. At the same time, the Committee heard anecdotes of families being “shut out” out their neighborhood schools and of children spending unnecessary time crisscrossing the city on school buses. The Committee recommends reviewing these concerns carefully and addressing their causes as appropriate.

8. Ensure all students have supports for college access and explore new options, including the “Promise” program models. In addition to school-based guidance staff, Providence is served by several high-quality non-profit organizations that provide free college guidance services to high school students. The Committee recommends ensuring that all students maintain equal access to these services. Additionally, the Committee recommends continued exploration of other models, including those that incorporate scholarship support, such as the “Promise” programs that are being piloted in places like Tennessee and Pittsburgh.

9. Continue to reduce walking distances for high school students. The Committee encourages the District to continue the push to reduce the walking distance for students and encourages the establishment of a deadline by which to provide transportation to high school students who live within two miles of their school as the next milestone on that journey.

10. Review Providence’s school food contract. Ensure that Providence children have access to healthy food options and cafeterias that are fully-staffed by caring, responsive adults.

11. Encourage broad community volunteerism. The Committee recommends developing a volunteer plan that includes both retired teachers and non-educators to volunteer and mentor in our schools. The Committee also recommends developing a clear policy for student volunteering and community service.

12. Reduce chronic absenteeism rates among students and teachers. Build on the work already being implemented in schools with the support of the Providence Children and Youth Cabinet to improve daily attendance and reduce chronic absenteeism among students. Ensure that every school has an effective Attendance Team with access to real-time data on attendance and reasons for absenteeism. Establish platforms for Attendance Teams and school administrators to share strategies and effective

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practices with each other. At the same time, monitor and report on teacher absenteeism. Work with school, central office, and Providence Teachers Union representatives to identify and remedy the factors contributing to high teacher absenteeism.

Final Thoughts

In reviewing the recommendations, it is important to note that there are system-wide challenges that have not been addressed as specific recommendations for improvement, but that are no less actionable or relevant to improving the educational outcomes of Providence students. These system-wide challenges include but are not limited to undesirable administrator, faculty & staff retention rates; insufficient access to high quality pre-Kindergarten classrooms; transience and student churn between schools; and adequacy and distribution of services for students with special needs and English language learners. The Committee believes that a number of the recommendations described on the preceding pages are root causes of, and therefore responsive to, system-wide challenges that have not been fully articulated in this report. For instance, improving the culture & climate in schools, the quality of family engagement, and the professional supports available to staff may improve administrator, faculty & staff retention rates and reduce student churn.

The Committee strongly advises the Mayor’s Office to work with PPSD to develop action plans complete with designations of responsibility, timelines and measures of success in order to monitor all recommendations that will be implemented. In addition, the Committee also requests that it be reconvened periodically to hear status updates on the implementation of the recommendations.

We thank Mayor Elorza for the invitation to convene, share our collective expertise, offer potential strategies and solutions, and actively engage in civic stewardship. We hope to continue to be of service as these recommendations are implemented.

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The Committee on Ethics, Transparency, and Open Government met twice in full and once in subcom-mittees on (1) ethics, and (2) transparency and open government. Members also exchanged suggestions for specific proposals online.

Through these conversations, the participants listed below reached consensus that truly transparent and open government is crucial to achieving highly ethical city government. With workable ethics-related ordinances already enacted, our goals relate to implementa-tion. Effective implementation could transform Providence as a place to live and work.

We offer the following short- and long-term goals to make Providence ethical in all government operations and to ensure easy public access to accurate and current data in user-friendly formats.

Members express warm appreciation to Victor Morente for providing strong staff support, to Doris De Los Santos for hosting our Dec. 29 meeting at the Providence School Department, and to Frank Shea for hosting several January meetings at the Olneyville Housing Corporation. Special thanks also to Jason Gramitt, staff attorney and education coordinator at the Rhode Island Ethics Commission, whose experiences guided us in framing these goals.

SECTION FOUR

COMMITTEE CO-CHAIRS

SUZANNE MARK, PHIL WEST

COMMITTEE MEMBERS

Kormasa AmosFrancisco Cerullo

Pat CortelessaDawn-Everlina CoxElizabeth Dennigan

Elsa Duré Beverly Dwyer

Ethan GylesAronda Kirby

Scot Page

Nelson RochaShawn Selleck

Frank SheaCouncilman Sam Zurier

Aida Crosson


SHORT-TERM ETHICS RECOMMENDATIONS

Ethics Recommendation #1:

Launch the Providence Ethics Commission (PEC) as required under the Providence Ethics Ordinance (Sec. 17-33 (j)) through a joint announcement by the Mayor and City Council that names members, a chairperson, and an acting Municipal Integrity Officer (MIO) with administrative support and office space.

Ethics Recommendation #2

Develop and approve an appropriate budget for regular operation of the PEC, including a dedicated Municipal Integrity Officer in FY 2016, with the aim of raising awareness among all public officials and employees and securing their voluntary compliance with the Providence Ethics Code.

ETHICS, TRANSPARENCY + OPEN GOVERNMENT


SECTION FOUR: ETHICS, TRANSPARENCY AND OPEN GOVERNMENT

19

LONG-TERM ETHICS RECOMMENDATIONS


Establish the PEC with an emphasis during the first 12-18 months on:

• Hiring a permanent Municipal Integrity Officer

• Adopting rules for operation of the PEC under Sec. 17-33 and the state Code of Ethics (RIGL 36-14 and related regulations of the RI Ethics Commission),

• Educating all Providence officials and employees about their responsibilities under the city and state ethics codes

• Producing an annual report for calendar year 2015 and each successive year, that covers relevant provisions of the Code of Ethics


Ensure that the PEC operates openly and transparently in compliance with the state Open Meetings and Access to Public Records Laws and plans to make agendas, minutes, advisory opinions, educational materials, reports and related public documents accessible on the city’s website.

SHORT-TERM OPEN GOVERNMENT AND TRANSPARENCY RECOMMENDATIONS

Transparency and Open Government Receommendation #1:

The Mayor should designate a senior staff member* responsible for maximizing the utilization (by city officials and departments) and public awareness of the Open Meetings Portal and the Open Data Portal (the “Portals”)**, in such ways as:

• Undertaking an audit of all of the city boards, commissions and departments in order to identify

1. All boards and commissions that are not yet providing information to the Open Meetings Portal, and

2. All city departments that are not uploading data or not uploading sufficient data to the Open Data Portal regarding their operations.

• Identifying how to expand the information provided through these Portals as much as possible, as soon as possible, in order to make significant progress on this goal prior to the end of 2015

• Producing quarterly progress reports on achieving this goal


The Mayor should designate a senior staff member* to serve as a technology counsel to departments; this person will participate in technology-related procurement decisions, ensuring expenditures are in line with a city-wide technology strategy that includes disallowing the purchase of systems incompatible with the Open


SECTION FOUR: ETHICS, TRANSPARENCY AND OPEN GOVERNMENT

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Data Portal and proactively recommending software programs that easily interact with the Portal software to city departments looking to purchase new software.

LONG-TERM OPEN GOVERNMENT AND TRANSPARENCY RECOMMENDATIONS


The senior staff member* should develop and publish a plan (by year end 2015) to continue to work with city departments to enhance the quantity and quality of data being entered into the Open Data Portal, to continue making the city as transparent as possible and promote regular use by its residents.


The Mayor should communicate directly with all non-City Council public meeting bodies to encourage them to utilize the Open Meetings portal to post agendas, minutes and other related materials (many are already doing so).


At the point in time where there is a significant quantity of data uploaded to the Open Data Portal, the city should undertake an extensive marketing campaign to increase public awareness and encourage its usage by Providence residents, including engaging their feedback for ways to improve what data they can access.***

*A senior staff member may be the Chief Innovation Officer, Chief Information Officer or a project manager reporting to these or other high-ranking officials. These may be current or new city employees.

**The City presently has two public facing web sites that have the potential to deliver a wealth of public information to the citizens of Providence. The Open Meetings Portal has public meeting agendas, minutes and recordings, but with over forty boards and commissions participating, it is an untold success story, since public awareness of its existence is extremely low. The Open Data Portal has the capacity to host an unlimited number of datasets (files) from city department operating systems, but is severely underutilized at this time. Maximizing the use of these two portals (the “Portals”) will achieve an enormous degree of openness regarding city operations.

***The city should convene a meeting (or “hackathon”) of entrepreneurs who may be able to produce apps that could make use of the data in their daily lives, for example, determining which restaurants have been licensed to provide live music.

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About

The Transition Committee on Arts, Culture and Cuisine was established in December of 2014 by mayor-elect Jorge Elorza to engage Providence residents in assessing areas of importance for our arts, culture and cuisine communities. The committee held three meetings between December 2014 and February 2015. At these meetings the committee explored all areas of need and discussed potential action to support and grow the arts in Providence, all in keeping with the ideals of Mayor Elorza’s One Providence. Additionally, the co-chairs conducted interviews with Lynne McCormack, Director of Arts Culture and Tourism, as well as other individual members of the Providence creative community. Through this process, the committee has developed five overarching recommendations for the incoming Mayor and administration. These recommendations are designed to both support working artists and entrepreneurs, and to serve the City of Providence’s best interests.

Introduction

There is no other city in the world like Providence.

It has beguiled and captivated so many hearts and imaginations that someone long ago turned to folklore to explain her magic. It was said that anyone who drank from the fountain in front of the Athenaeum on Benefit Street would find themselves spending the remainder of their lives inhabiting these city streets. We respectfully submit that it is not Old World superstition that brings and keeps us here, but the sense of place and character that resonates from every corner of Providence. And beyond any doubt, the largest contributing factors to a city’s character is its arts and cultural identity.

Assets

By point of fact, Providence already has an unparal-leled, world class arts and culinary community. Our restaurants consistently rank among the nation’s best, our musicians tour the world and our artists push limits with a swagger that has inspired an army of copycats. The principal players are already here and it is now incumbent on us to retain them, invest in them, and grow this invaluable resource for the benefit of our long term economic success.

The best asset that Providence has in this matter is the

SECTION FIVE

ARTS, CULTURE + CUISINECOMMITTEE CO-CHAIRS

SUSSY SANTANA, KAITLYN ROBERTS, ASHER SCHOFIELD

COMMITTEE MEMBERS

Beth BellPeter GlantzKelly Riley

David DadekianMathew Lawrence

Howie SneiderEmily SteffianAndy CutlerJori Ketten

Stephanie Caress Michael Bell

Curt ColumbusBarnaby Evans Analia Alcolea Alexis Marie

Brent RunyonCarlos Revolledo

Carrie Zaslow Catherine Carr Kelly

Chris Ackley Cyndie Wilmot

David RodriguezJuan Wilson

Deborah Goldhaft David Anthony Fonte

Franklin Solano Mani Khamsyvoravong

Frederick Barbosa Jim Nellis

Joel Rosario Tapia

Joely BariosJohn McGrath Natalie Hogan

Ololade Ashamu Rande DiantuonoRebecca Volynsky

Jack Martin H Russell Taub

Shawn AndrewsShey Rivera

Greg DiStefanoJackie Delamatre

James BarfootJason Hogue

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Department of Arts, Culture and Tourism. With current ACT infrastructure already in place, we have the right foundation to build and grow our burgeoning arts scene. This committee has analyzed ways to invest in that department so that it may continue to prioritize and develop these arts, culture and cuisine resources.

Challanges and Goals

The greatest challenge in growing our city’s creative communities is that artists, arts organizations and restaurateurs alike are, by nature, incredibly insular and disparate entities. The world of a restaurant is oftentimes as selfcontained as an underground artists’ enclave. We must work to bring people together by employing effective outreach efforts and invoking a spirit of collaboration. This will be achieved through honest messaging, a grand vision and sincere commit-ment to these communities. Almost to a person, our committee’s findings indicated a great need to increase the marketing of Providence as it relates to our creative communities on a citywide, national and

international level. The city needs to provide advo-cacy and representation to its varied creative and culinary entities in addition to improving communica-tion and cohesion between them. Lastly, we need to better promote the services the city already provides these communities. We feel that the role of the city should be to facilitate this growth in an organic and conscientious fashion.

Strategy

In short, Providence should own and love what we are, not what we want to be. This administration must build and support what is already happening here from the ground up instead of attempting to mandate it from the top down. This city is already influential to pop culture and fine art and the culinary world because of it’s independent reputation as a haven for artistic freedom. Providence needs to OWN that asset.


SHORT-TERM

1. Renew Commitment to the Arts in Providence

2. Change the Department of Arts, Culture and Tourism to the Department of Arts, Culture and Cuisine.

LONG-TERM

3. Artists’ Fair Wage

4. Create an Arts Advisory Board to advocate for and promote the arts community

5. Expand the scope of the Department of Art, Culture + Tourism

Recommendation #1: Renew Commitment to the Arts in Providence

Put out an RFP for a new Creative Capital “P”. The intended message is right, but we need to update the brand to reflect a new era in the city’s relationship with the arts community.

Put out an RFP for a new city flag design. Our current flag is relatively unknown and unused. This is an excellent opportunity to showcase the city’s creative community.

Many residents recall that an outside firm was contracted to create branding for the Creative Capital moniker. These RFPs will demonstrate this administration’s desire to support and promote its homegrown talent.


SECTION FIVE: ARTS, CULTURE + CUISINE

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The best marketing for the city is to use the art and music being generated by local artists on the ground for design and promotion. By doing so, the city will better represent itself locally and to the rest of the world.

Introduce programming for the “City Hall Sound Project,” a 45-minute performance every Friday by a varying bill of Providence musicians inside City Hall. Program to be curated to reflect the talent and range of Providence’s musical community and utilize the unique acoustics of the building. Performances should be timed for the lunch hour and designed to buoy the spirits of city workers as well as make a bold statement about the city’s tie to the arts. Additionally, a filmmaker will produce a sophisticated one-song video documenting each musician’s performance and curate a YouTube channel archiving all musical participants. Doing so will virally market the city of Providence, its musicians, and its commitment to the arts.

Recommendation #2: Change the Department of Art, Culture and Tourism to the Department of Art, Culture and Cuisine.

The culinary community has always been synergistic with arts and culture and will integrate well with the current department given many existing relationships.

Changing the name of the office will add focus to the value and role of our successful culinary community by including their interests in the department and developing their existing event relationships.

Having “Tourism” is a redundancy in the title. Investing in the arts, music and culture of Providence leads to a better tourism profile by natural course.

Lumping the arts in with tourism can make many artists feel like currency in the tourism market rather than part of an organic economic ecosystem.

Recommendation #3: Be the First City in the Nation to Establish an “Artists Fair Wage”

Establish base rates and hiring standards for artists and musicians when contracted by the city. While not enforced in the private sector, this would serve as a guideline for businesses or organizations to apply to hiring practices for the creative community.

Base wages would be established through community engagement - and be diversified by medium – allowing for the City to understand and better work with its artists, as well as ensure accurate baseline wages.

Any project resulting from the City’s commission of an artist at an Artists’ Fair Wage would receive a mark or brand signifying that the base wage was met.

Promote the Artists’ Fair Wage. Providence would be the first city in the country to adopt this initiative, generating an immense amount of publicity for the city as a leader in artistic investment and telling the story that Providence supports its artists

Recommendation #4: Create an Arts Advisory Board to advocate for and promote the arts community

Create a voluntary nine person board to represent the Providence arts community, respond to their concerns, and consult with the Department of Art, Culture + Tourism.

The board would operate as a liaison to the City. Every two months the board would hold a public forum to



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engage the arts community, and share information, resources and ideas. Forums must use rotating locations to ensure access and exposure to every Providence neighborhood. Additionally, an online forum will be curated and managed.

Board positions would be appointed at its inception and be reflective of the City’s citizenry and its varied neighborhoods, composed of people with ties to their arts communities including, but not limited to, Providence’s arts non-profits, independent artists, youth artists, culinary community leaders, etc. with a two year term of service. Future board positions to be determined by elections held by the at-large community forum attendees and online forum contributors.

The Arts Advisory Board would work to further promote the artistic community as a whole - including the performance arts, culinary arts, visual arts, music, poetry, etc. - as they relate to the City of Providence, while focusing on ways to elevate our profile nationally and internationally.

The Providence Arts Advisory Board would be the jury for the Providence Arts All-Star Bill, an annual fellowship with monetary awards given to the winners in eight different categories. The winners would be promoted nationally and tout the City of Providence as arts ambassadors. Award must be $3,000 minimum, but ideally $5,000 per artist, to ensure integrity and positive messaging of the program.

Recommendation #5: Expand the scope of the Department of Art, Culture + Tourism

Providence receives a remarkably high yield from its investment in current ACT department staffing. With the addition of two staff members, the following needs can be met:

• Allow director of Arts Culture + Tourism to expand role as “Chief Creative Officer,” with continued focus on production of all citywide creative endeavors and reviewing all city projects for ways organizations and individual artists can embed creativity therein.

• Increase marketing of citywide calendar.

• Restructure current intern program within Arts Culture + Tourism office, allowing for more goal-specific directives that are in line with ACC needs.

• Current website and calendar needs to be refined and marketed. City arts and culture online presence is scattered due to multiple and competing websites.

• Develop a searchable online database of all active Providence artists and their work that promotes their hire.

• Better promote bi-weekly newsletter and its accessibility.

• Develop an artists spotlight within the newsletter.

• Develop an Arts, Culture and Cuisine mobile app targeted toward visitors and residents alike.

• Create a citywide map in print form for distribution at area hotels and convention centers. Must target the city’s neighborhoods and locally-owned businesses, and be designed to accommodate annual change in listed businesses and organizations. Artwork should be commissioned to a local artist.

• Mitigate the challenging red tape for artists and restaurateurs in the permitting and licensing process.



• Enlist the assistance of the newly developed Providence Arts Advocacy board on developing outreach efforts and marketing.

• Better market Department of Arts, Culture + Tourism services to taxpayers, including but not limited to its capacity as liaison for festivals, outdoor arts, culture and cuisine related activities and licensing issues.

Position #1 - Responsibilities to include artist outreach, marketing and website development. This new position must be responsible for doing outreach in the creative community by attending shows and performances and making studio visits, as well as interviewing working artists as a means of assembling and curating an artist database and understanding the full scope of the creative community. This understanding and documentation will both support the significant cultural producers and help staff in promoting the arts, the calendar and the city.

Position #2 - Responsibilities to include government liaison and community facilitator. Many of the restaurateurs and artists we spoke with feel that the hardest aspect of operating their businesses in Providence is navigating the city’s permitting and licensing processes. This position would work to network citizens in the private sector with state and city offices so that they may better navigate the bureaucratic waters.

There were a number of recommendations from the committee that did not fit into the five categories put forward in Providence’s Arts, Culture and Cuisine Plan:

• Repurpose abandoned housing for low-cost artist housing and/or studio space.

• Improve communication between the city and state regarding Arts, Culture and Cuisine.

• Better market the city’s various youth arts programming to families in the City. Given many shortcomings of our schools’ arts curriculum, increasing knowledge of and access to these organizations is imperative.

• Designate more space on walls and buildings for graffiti artists and muralists to create art.

• Arts in schools. Partner with local universities to bring better arts programming to public schools.

• Better art supply accessibility for public school students via avenues like RISD’s Second Life Art Supplies Program.

• Use festivals and events to promote more local artists and less out-of-state artists.

• Better market Providence’s festivals and programming nationally and internationally. The One Providence Experience, film festivals, food and wine, etc.

• Consider the festival concept as simply a climax to the creative output of the city throughout the year and use it as an anchor/infrastructure to support all existing events/festivals.



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SECTION SIX

HOUSING + NEIGHBORHOOD DEVELOPMENT

COMMITTEE CO-CHAIRS

SENATOR JUAN M. PICHARDO, MELISSA HUSBAND

COMMITTEE MEMBERS

Barbara FieldsSharon Steele

Ann NolanJeanne Cola

Orlanda Oliveira TeoJason Becker

Odette DelgadoAna W Barraza

Tomas AvilaLaura Perez

Jonathan LaxKatie GoodrumNicole LagaceJessica Cigna

Linda WeisingerDoris S. Blanchard

Luis CamachoMary F. Landreville

James BarfootEddie PegueroAmy EspinalByron Monge

Michael MurphyEdward Santos

Carlos RevolledoDavid StuebeAnn Patrick

Angelita CarpenterCraig CusterCheryl Custer

Jacquelyne LusardiJean PlunkettCharon RoseWillie BorkaiThomas KaneRose SieigelJuan Zapata

Manuel CorderoAnanbella Arnold

Maria JonesAmy RainoneJeffrey Dana

Rabbi Alan FlamCathy Freeman

Michael FreemanMat Santos

Florette RuggieroBrendan Clements

Shantel DumOmar Bale

Maria RIveraEarnest Cox

Earl EnermanRaydon Moreno

Kane LarryStephen Napolitano

Pedro DelarosaNoemi TiburcioMiriam Andino

Angela B. AnkomaSusan AitchesonRichard LappinLichen GrewerCarrie Zaslow

Stephanie ZurekAntonio RosarioPilar McCloudRichard CorsoLeeAnn Byrne

Frank SheaBrent Runyon

Joe GarlickDavid Anthony Fonte

Rolando HuertaJason HogueJustin KahnAlain Noiset

Christopher Samih-RotondoRachel Newman Greene


HOUSING RECOMMENDATIONS

Recommendation #1 Abandoned, Foreclosed and City owned properties

Develop and execute a focused and comprehensive Neighborhood Revitalization Strategy to address abandoned, foreclosed and city owned properties.

It is our recommendation that the City research and create a broader spectrum of options to assist in


SECTION SIX: HOUSING AND NEIGHBORHOOD DEVELOPMENT

27

moving properties into development quickly to quickly reduce the number of abandoned and foreclosed properties, as well as city owned properties across the City, including, but not limited to,:

1. RECEIVERSHIP PROGRAM - We believe the Receivership Program is a great tool for reducing the number of foreclosed properties across the city and is appropriate and extremely effective as one element of a comprehensive program.

2. STUDY BEST PRACTICES OF OTHER COMMUNITIES – The City should study strategies and programs that have worked in other communities and cities to eliminate the more than 1,200 vacant and abandoned properties in Providence. The Center for Community Progress serves as a national clearinghouse and technical assistance provider for cities dealing with foreclosed and abandoned properties. They could help the City evaluate strategies like a municipal land bank to clear properties of title, tax and environmental challenges and quickly put them on the road to development and occupancy.

3. NON-PROFIT BUYERS – The City should look into programs that allow non-profit buyers to purchase properties at a low cost to create housing for a variety of populations as well as a variety of housing types such as affordable housing, efficiency housing, Tiny Houses, etc.

• Real Estate Owned (REO) FIRST LOOK PROGRAM – We recommend a replication of RI Housings First Look Program. BACKGROUND: Rhode Island Housing has a REO purchase program for its non-profit partners that provide a transparent automated process where non-profit buyers are provided a first look opportunity to view available REO properties provided they provide housing and/or services to one or more of the following: low and moderate income households, homeless persons and families, victims of domestic violence, veterans, youth apprentices, and special needs households.

4. PRIVATE BUYERS THROUGH A FEDERAL HOUSING ADMINISTRATION (FHA) 203k LOAN - It is our recommendation that residents also have the ability to purchase these properties.

• When appropriate, through home loan programs such as an FHA 203k Loan. We understand that many of these properties come with many structural and other repairs that can be costly to the private buyer and a program such as the FHA 203k loan would assist in those costs. BACKGROUND: An FHA 203k loan allows you to wrap residents renovation costs into his/her mortgage with one loan and one closing.

• The city to explore the possible creation of a similar system as the First Look program describe above but for private Providence residents.

Recommendation #2: Homeownership Opportunities

Reinstate, expand and create new opportunities to assist homeowners in securing and maintaining their homes.

There are many national, regional and local data reports that support the many benefits of homeownership; not only to the homeowner, but also the benefits to the surrounding community. For instance, according to data from the U.S. Census Bureau, homeowners do not move as frequently as renters, providing more neighborhood stability. In turn, involvement in community quality-of-life issues helps prevent crime, improve childhood education and support neighborhood upkeep. With that said, we feel that it is vital that the City create opportunities to attract new homeowners and opportunities for existing homeowners to continue investing in Providence.



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Therefore it is our recommendation that the City look at and possibly reinstates previous programs, expand existing program and create new opportunities when appropriate that assist first-time homebuyers with down-payments and homeowners with mortgage assistance and home repairs. In addition, the city should also study strategies and programs that have worked in other communities and cities such as tax structures and incentives, etc to further encourage homeownership in the City of Providence.

One recommendation for a new homeownership assistance program is the Property Improvement Loan Insurance (Title I) Program BACKGROUND: The Federal Housing Administration (FHA) makes it easier for consumers to obtain affordable home improvement loans by insuring loans made by private lenders to improve properties that meet certain requirements. “Lending institutions make loans from their own funds to eligible borrowers to finance these improvements.” The Title I program insures loans to finance the light or moderate rehabilitation of properties, as well as the construction of nonresidential buildings on the property. This program may be used to insure such loans for up to 20 years on either single- or multifamily properties. The maximum loan amount is $25,000 for improving a single-family home or for improving or building a nonresidential structure. For improving a multifamily structure, the maximum loan amount is $12,000 per family unit, not to exceed a total of $60,000 for the structure. These are fixed-rate loans, for which lenders charge interest at market rates. The interest rates are not subsidized by HUD, although some communities participate in local housing rehabilitation programs that provide reduced-rate property improvement loans through Title I lenders. FHA insures private lenders against the risk of default for up to 90 percent of any single loan. The annual premium for this insurance is $1 per $100 of the amount advanced; although this fee may be charged to the borrower separately, it is sometimes covered by a higher interest charge. Eligible borrowers include the owner of the property to be improved, the person leasing the property (provided that the lease will extend at least 6 months beyond the date when the loan must be repaid), or someone purchasing the property under a land installment contract. Title I loans may be used to finance permanent property improvements that protect or improve the basic livability or utility of the property--including manufactured homes, single-family and multifamily homes, nonresidential structures, and the preservation of historic homes. The loans can also be used for fire safety equipment.

Recommendation #3: 8% tax treatment

The 8% tax treatment was a measure used to ensure that the development of affordable, healthy, and safe housing for the residents is a priority for the City of Providence. It is our hope that the City maintains that commitment by maintaining the 8% tax treatment for both rehab projects as well as new construction projects.

The development of affordable housing requires complex financing and deed restrictions that limit both the amount of rent that may be charged, and the income levels of tenants, making predictability in operating expenses crucial for the success and viability of affordable housing projects. (c) Deed-restricted affordable housing projects require public and private investment, and the application of the so-called “8% tax treatment” prescribed in R.I.G.L. § 44-5-13.11 2 represents the City’s investment in such affordable housing projects. Sec. 21-261.

In 1995 when the original 8% law was adopted by the Legislature, it ratified several earlier court decisions that pegged payments of 8% of Gross Potential Rents maximized property tax payments and recognized the critical importance of private investment in affordable housing development.

The laws impact on investment:

1. This law has catalyzed hundreds of millions in private investment in affordable housing since its adoption by the legislature in 1995

2. The law’s fairness, straightforward application and predictability over the term of affordable housing



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restricted mortgages is very attractive to investors

The laws municipal impact:

1. Rhode Island’s 8% law is a model for the Nation and assures that LIHTC developments maximize their contributions to municipal coffers

2. Using this system, non-profit housing developers in Providence developed more than 500 homes between 2010-2014. Of the $110M invested in our neighborhoods during this period, more than $55M came in the form of private sector equity that was facilitated by this predictable tax treatment

3. If LIHTC developments utilized the system that is accepted throughout the appraisal industry their property tax payments to cities and towns would decline

NEIGHBORHOOD DEVELOPMENT RECOMENDATIONS

Recommendation #4: Enhancing The Everyday Life of the City

Develop and execute a focused and comprehensive Neighborhood Revitalization Strategy that focuses on enhancing the everyday life of City residents.

It is our recommendation that the City study best practices and strategies of other communities and cities around neighborhood development including, but not limited to the following:

1. COMPLETE NEIGHBORHOODS – The term “complete neighborhood” refers to a neighborhood where one has safe and convenient access to the goods and services needed in daily life. This includes a variety of housing options, grocery stores and other commercial services, quality public schools, public open spaces and recreational facilities, affordable active transportation options and civic amenities. An important element of a complete neighborhood is that it is built at a walkable and bikeable human scale, and meets the needs of people of all ages and abilities. One major goal in complete neighborhoods is to foster sustainability, increase economic opportunity and stabilize property values and the city’s tax base by investing in neighborhoods that are magnets for new residents and that sustain existing residents. Here are a couple examples of complete neighborhoods:

http://purl.asu.edu/initiatives/initiatives-urban-diversity/complete-neighborhoods

http://communitybuilders.net/so-what-do-they-want-complete-neighborhoods/

2. CityWalk: Is a park system, a network of connected urban landscape spaces enhancing the everyday life of the city (walking, biking, stationary exercise equipment etc). There is currently a Greater Providence CityWalk and there is a great example of this system in Mass called the Emerald Necklace http://www.emeraldnecklace.org/park-overview/.

3. NEIGHBORHOOD AND BUSINESS ASSOCIATIONS: Currently there are only a handful of these associations across the city. It is our recommendation that the city make a concerted effort to assist in the creation and development of additional associations across the city which: (http://www.cityofmadison.com/neighborhoods/neighborassoc.htm):



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• Build a sense of community among neighbors;

• Address issues of the neighborhood;

• Provide the neighborhood with an effective communication link with government officials regarding policy, planning, and projects;

• Empower residents to work together in improving their neighborhood:

Organizing a neighborhood brings people together to form a collective, united voice. A well-organized, diverse group of neighbors can be a powerful force in building a cohesive neighborhood where people want to become involved in neighborhood issues and neighbors lives.

Neighborhood associations offer an opportunity for government officials, developers or others to solicit input from the residents that live within a specific geographic area. A neighborhood association meeting, project, or social event is a place to meet neighbors, exchange ideas, prioritize projects, propose solutions, and implement plans for the neighborhood.

Most neighborhood associations are concerned with issues that affect the quality of life in the community. Building upon the assets of their neighborhood, residents can identify and prioritize important projects for the neighborhood to undertake. Neighborhoods can be proactive by preparing neighborhood plans, emergency preparedness plans, or undertaking specific projects such as starting community gardens, upgrading park equipment, or installing traffic calming on a residential street. A collective group of motivated residents is extremely effective.

Recommendation #5: Community Centers

Develop and execute a focused and comprehensive Neighborhood Revitalization Strategy that focuses on the revitalization of Community Center buildings, services and programs; to further encourage and create safe learning places and recreational spaces for families, elderly and children.

Community Centers were once vibrant hubs in our communities where residents could walk a short distance to meet and stay connected to their neighbors, neighborhood children and ultimately feeling connected to the greater neighborhood. In addition it was a place where residents could: use the gymnasiums for exercising and recreation; attend community meetings and events; rent space for private events; receive services such as education services and programs and food; attend day and summer camps and youth programs, etc.

Over the past 10 years there has been a drastic reduction in city (CDBG) and private funding causing the buildings to deteriorate without repair, a reduction in programs and services, a reduction in certified and full time staff and a reduction in open hours. At one point parents could say, with absolute confidence to their children, go to the community center until I get home, knowing their children would receive a hot meal, physical activities, homework help and interact with other children in the neighborhood and most importantly knowing with certainty that their child would be safe.

We have seen year after year over the past several years an increase in youth violence in the summer time in the city. With the absence of fully functioning and operating Community Centers to provide day and summer camps, youth employment programs, night time programming, etc we will continue to see this trend amongst our youth.

In addition, more and more smaller non-profits are having a difficult time maintaining their buildings and



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office spaces. As their costs and rents continue to increase year after year and their funds are reduced or remain the same, they are unable to maintain. Community centers can serve as a space where many non-profits providing an array of programs and services are offered under one building.

With all that said it is our recommendation that the city:

• Take a look at how to better utilize community centers as a community development solution for the abovementioned and other community issues

• Take a look at how CDBG dollars could be utilized to better support community centers

• Explore other funding options on a state and federal level

• Engage regularly with the collective group of community centers to discuss collective strategies on leveraging and maximizing resources, etc to ensure we have fully functioning viable community centers

FINAL NOTE: It was recommended that the city look back and consider the recommendations made by Angel Taveras Housing and Neighborhood Development Committee in 2011.

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SECTION SEVEN

PUBLIC SAFETYCOMMITTEE CO-CHAIRS

PASTOR ANTONIO AQUINO. CHANDA WOMACK, KEN BELL

COMMITTEE MEMBERS

Tina ShepardNicholas Oliveira

Larry WarnerSusan GibbsSusan DeritaMat SantosLisa Scorpio

Florette Ruggiero

Leah Williams MettsNancy Green

Rev. Bruce GreerGloria Johnson

Doug VictorLuis Vargas

Anthony RobersonTerrence Green

Brian HutchingsObed PappNick HortonDavid Leach

Rebecca PrestonAna Barraza

Heather Gaydos


SHORT-TERM

1. Enhance Communications in order to keep the community better informed on current Public Safety Events

2. Strengthen relationships between the police department and city residents through Community Policing

LONG-TERM

3. Increase public safety services and reduce crime through education and programming

4. Better serve the community through quality improvement of the Public Safety Department

5. Create a public/private partnership to improve Public Safety through Governance & Oversight

Introduction

The Public Safety Transition Committee has outlined five recommendations for the Administration in this report. This committee has developed these recommendations as a way to improve relationships between the Public Safety Department and the community. The information contained in this report was a result of three community based meeting, where the Administration invited the public to share their thoughts on the current state and ways to improve public safety in the City of Providence. During these meeting, committee members raised several concerns about the distant relationship between the Public Safety Department and the community to which they serve. With these concerns in mind, the committee

developed five action items aimed at strengthening the community bond and reducing crime through the improvement of the Public Safety Department. This report contains specific actions designed to improve communications, strengthen community and police interaction, and enhance the Public Safety Department through education, accreditation, and diversity. Furthermore, this committee believes that it is important to have the community actively involved in the execution of this plan and will volunteer its time and resources to assist the administration with this plan and future endeavors.


SECTION SEVEN: PUBLIC SAFETY

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Recommendation #1: Communications

• Rebrand public safety website to emphasize ease of use, expedite citizen inquiries to cultivate and develop positive rapport with residents

1. Display contact information for the various public safety officials to include but not limited to email, phone twitter, etc on the website home/contact page

2. Allocate adequate staffing in the public safety communication center to ensure all incoming calls are answered by a dispatcher

3. Utilize student interns to maximize resources and minimize potential budget impact

• Develop a quarterly email newsletter to provide a 360-degree view of Providence Public Safety that will broadcast a wide range of notable activities

• Improve utilization of social media accounts

1. Designate a contact person for each social media account related to the various public safety departments to increase access and transparency

2. Explore the use of Twitter accounts for all command staff members

3. Post daily activities related to public safety (arrests, fire, etc.) and community service activities (food drives, outreach, etc.)

Recommendation #2 Community Policing

• Improve relationships/communications between the police department and the community by conducting quarterly forums in each district with key representatives from both the police department as well as the community

1. Use this forum as a vehicle where police officials can share specific information related to that district and residents can share concerns

2. Use this platform to encourage strategizing/problem solving between the police and community in the district

• Define a channel where citizens can easily reach out to the police department for issues in the community

• Create a position of “Community Liaison” to serve as a bridge between the police department and the community

• Improve the Providence Police Department’s website so that it is more user friendly

• Create a section on the website that contains pertinent information on all districts, such as lieutenants, Crime Watch Meetings, and special events



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• Consider alternative programs and services for juveniles attending Providence Public Schools in regards to discipline

• Explore a city adjudication board system aimed at alternatives to arrest and re-examination of zero-tolerance policies


Recommendation #3: Quality Improvement

• Consider options to recruit, hire, and promote diverse candidates (gender and race) for the police and fire departments to better reflect the community to which they serve

1. Conduct outreach and form partnerships with community groups to assist with recruiting

2. Examine the current hiring process and explore new and innovative ways to increase diversity

3. Examine the current promotional process and explore options that will assist in adding diversity to the current rank structure

4. Implement/enhance policies and procedures that provided residency incentives for hire and promotion

5. Explore options to appoint females and minorities to the command staff of the fire and police departments

• Improve the follow-up communications of the concerns raised during community meetings to police leadership to ensure the information is being passed on to the appropriate personnel

1. Provide actionable feedback regarding the feasibility of concerns and suggestions raised during community meetings

2. Provide follow-up during community meetings regarding previously raised concerns, with reasons for suggestions that are not actionable and a description of existing solution(s) that address the concern or an alternative proposal.

3. Implement a publicly shared task tracking system for internal and external accountability

• Explore the options and processes for the Providence Fire Department to obtain National Accreditation

1. Review the fire department’s annual reports over the past 10 years to look for trends, changes, and ongoing needs

2. Examine additional resources that are available regarding internal and external recommendations with an eye for which recommendations have been implemented and its’ actual outcomes

3. Examine the efficiency of department operations (call volume, dispatch/triage, use of mutual aid, age of fleet, overtime costs, etc.) and explore innovative deployment models

4. Conduct an immediate Strengths, Weaknesses, Opportunities, Threats (SWOT) analysis of the



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fire department and how the department fits into the larger context of the city’s fiscal health and economic development

5. Analyze the number personnel, companies, and stations in the city of Providence as it relates to cities with similar characteristics (e.g. population density, type, and average age of building construction, population characteristics, etc.)

• Determine technology utilization to improve efficiency of operations

1. Conduct an internal needs assessment regarding technology infrastructure, equipment, and skill sets

2. Describe how each department and subdivision is currently using technology for operations and service delivery

3. Develop a 6-12 month action plan on how to improve utilization of existing technological resources, including meeting the need for additional training

Recommendation: #4: Education and Programming

• Evaluate and improve training academies as well as in-service training for police officers and fire fighters

1. Include a focus on improving conflict resolution, cultural sensitivity, mental health protocol, de-escalation skills, and harm reduction

2. Establish a committee consisting of public and private sector partners to develop and deliver recommended trainings

• Pursue community partnerships to achieve crime reduction through education and training programs

1. Collaborate with key organizations that run programs that specifically work with crime-involved individuals to try to reduce criminal activity.

2. Identify high level staff members from the administration to initiate conversations with these agencies on collaboration

Recommendation #5 Governance and Oversight

• Create a Governance and Oversight Committee to assist the Administration as well as the Public Safety Department with the research and implementation of these recommendations

• Conduct regularly scheduled community forums that will assist not only with current issues, but will also new issue that may arise concerning Public Safety

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SECTION EIGHT

SPORTS, RECREATION + YOUTH PROGRAMMING

COMMITTEE CO-CHAIRS

MICHELLE KWAN, ADEOLA OREDOLA, ANGEL SUBERVI, COUNCILMAN NICHOLAS NARDUCCI

COMMITTEE MEMBERS

Bev WileyTomas Avila

Mike ScarpettoPeter Asenberg

Cecilia PazDigit MurphyAzade Perin

Dolores BergeronNigel Evangelista

Daniel HarrisDerek HazardMirian Navarro

Dave TallanAmy Espinal

Luis CelisTaino Palermo Tony GuerreroArias KennedyJuan Espinal

Marilyn Cepeda-SanchezPeter Asen

Kerri KanelosAlexa Henault

Matthew J. BuchananSuzanne WuPhyllis TrelliSimon KueSean Holley

Jose GuerreroAnanbella Arnold

John McGrathHeather GaydosValerie TutsonCathy Freeman

Michael FreemanWayne H. Bland JR

Ana CruzCharles Rapoza

Ariel MormotejasDolores Casey Bergeron

Hesmond RanglyJorge Cardenal

Ingrid FernandezAna W Barraza

Joel TavarezDenise Carpenter

Pilar McCloudLawrence P. Almagno Jr.

Patrick HessBeth Charlebois

Michael StephensElizabeth Dias-Coelho

Justin KahnBill Flaherty

Anaudy AlmonteLeanne Yinusa-Nyahkoon

Steven SantosJeanine D AchinAnthony VesceraAndre ThibeaultBobby Christian

Edward HelbTomas E PerezCarina MongeMiriam AndinoMichael Lester

Angela B. AnkomaBeverly Wiley

Pegah Rahmanian


The Sports, Recreation, and Youth Programming Committee was charged with generating a report featuring a handful of discrete, actionable recommendations for Mayor Jorge Elorza. The committee was open to all residents of Providence, and it drew members of the community from various neighborhoods and backgrounds. In January and February of 2015, the committee came together to share ideas for this report. Everyone in the room was full of energy and eager to contribute to build a healthier and more active Providence. This report outlines three short-term and three longer-term recommendations for improving Sports, Recreation, and Youth Programming in the city. The committee’s recommendations cover everything from public

safety and high quality programing to strategic communication and capacity building.

There was a general sense among committee members that high-quality sports and recreation programming was more accessible to Providence youth in the past, but that is not the reality today. Due to decreases in funding and leadership changes, families are having a very hard time finding high-quality, safe, and consistent sports and recreation opportunities for their children within the city. Many have been forced to seek opportunities outside of Providence, pay high fees for private opportunities, or in some cases settle for no programs for their children. Several committee members reported that it is very difficult even to find information about the limited opportunities that exist in Providence. In addition, there were many complaints


SECTION EIGHT: SPORTS, RECREATION + YOUTH PROGRAMMING

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about community recreation centers being deficient in staffing and resources, as well as the number and quality of programs provided. Recreation centers are supposed to be an incredible resource for the community; however, the facilities are functioning poorly and therefore not being utilized as intended.

Local program providers on the committee (many were sports coaches) reported that they feel disconnected from one another and larger institutions in Providence that are well positioned to support the community. This lack of alignment prevents collaboration and stifles potentially simple opportunities to improve the programming available in Providence neighborhoods and schools. These providers, most of whom provide free programs to community youth, also report several barriers in their paths such as access to critical materials and facilities, marketing to families, and navigating city rules and bureaucracy. They want to increase their capacity to serve the city, but need help from the City in order to make that possible.

Members of the Sports, Recreation, and Youth

Programming Committee are optimistic that with sustained collaboration and coordination Providence can build positive momentum to tackle these issues. If the Elorza administration is committed to building the necessary infrastructure in partnership with committed residents, we can improve communication and collaboration among the program providers and institutions; coordinate to share valuable resources and services that already exist in the city; leverage new resources and energy for Providence neighborhoods; and build the capacity of existing individuals and organizations to do more and reach more Providence youth.


SHORT-TERM

1. Coordinate a Providence parks and recreation weekend Festival in the Summer of 2015

2. Establish partnerships with local universities, business, and other institutions to leverage resources for programs in need

3. Open recreation centers to already-successful community organizations

LONG-TERM

4. Update Providenceri.com as a central place for parents, families, and organizations to find out what is happening in their local community

5. Build the capacity of local sports and recreation providers through training and technical assistance in areas such as fundraising and marketing

6. Establish a marketing and communication campaign that sends a unified message about “communities coming together a build a Healthy Providence.”



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Recommendation #1:

Coordinate a Providence parks and recreation weekend festival in the summer of 2015. The Festival will highlight and inform visitors about the nine recreation centers in the City of Providence, Roger Williams Park, neighborhood parks, and places where families and the community can visit and enjoy.

The festival will be a great time to kick-off outdoor activities for the summer months. It will also do the following:

• Create community awareness of what is available in the neighborhoods in Providence: nine recreational centers, large and small parks, playgrounds, greenbelts, etc

• Attract volunteer and potential financial support for the recreational centers, which could particularly benefit from non-governmental resources to enhance both the experience and the family-friendly nature of the centers and make them a regular part of recreational planning by families in the neighborhood

• Bring together families and visitors to Providence

• Inform the community about the neighborhood park system in Providence and enhance its value to the neighborhoods

• Create a forum for special announcements such as: tree planting schedule, summer lunch program, learn to swim programs, summer activities, City’s Summer Sports, Arts and Nature Camps, summer job/intern opportunities, etc

• Provide a chance for local sports groups to advertise and promote their organization

• Educate and stress the importance of healthy eating and physical exercise

Recommendation #2:

Establish partnerships with local universities, business, and other institutions to leverage new resources for programs in need.

• Coordinate with local universities and colleges to “inherit” used sports and recreation equipment.

• Partner with local business and universities to recruit interns and volunteers to provide needed services (staffing sports programs, providing programs at rec centers, maintaining fields outdoor fields, and cleaning/maintaining recreation facilities)

• Work with the RI Department of Labor and Training to access youth summer jobs resources for at recreation centers during the summer

• Partner with businesses, universities, and organization for access to indoor and outdoor spaces and fields to hold sports, recreation, and youth programming




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Recommendation #3:

Open recreation centers to already successful community organizations - thereby encouraging successful community-based programs and allowing recreation centers to be more fully used.

• Train recreation centers’ leadership and staff on community engagement, outreach, and customer service

• Reinforce existing successful programs in the community by encouraging them to use community centers and providing access to community stakeholders

• Establish an application process at the updated www.providenceri.com for new programs to apply to use city facilities and specifically encouraging existing organizations, volunteer and coaching programs, and adult recreation programs from arts to sports

Recommendation #4:

Update Providenceri.com and/or create a central place for parents, families, and organizations to find out what is happening in their local community. This platform will allow families to understand the different types of activities and sports organizations are available for their children.

• Update providenceri.com or build new website to enable sports groups and arts/education community to promote services and organization.

• Administer and moderate website to ensure its being appropriately used and updated regularly.

• Develop an oversight function in partnership between government and neighborhood leaders to make sure the recreational facilities are used, kept clean, and kept safe.

Recommendation #5:

Build the capacity of local sports and recreation providers through training and technical assistance in areas such as fundraising and marketing.

• Create an office or shift the work of Parks and Recreation to include identifying and regularly communicating with individuals and organizations that provide sports recreation and youth programming

• Provide workshops on fundraising, marketing and other key areas that would be helpful to program providers

• Create a Providence Coaches Alliance

• Hire or train city employees who can secure national grant funding that can be redirected to community based programs

Recommendation #6:

Establish a marketing and communication campaign that sends a unified message about “communities coming together a build a Healthy Providence.” Replicate the message using trusted partners in the communities. Make it sustainable by securing sponsorships willing to support the mission.



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• Build out a campaign across public/private sectors about the importance of safe playgrounds and places for families and young children to enjoy

• Using social media and other platforms to promote campaign messages and city organized events and program to encourage the community to get involved

• Promote sporting activities/events in the city of Providence

• Utilize sports and public networks to promote the city’s agenda

• Develop a calendar of sports-related events the City can use to promote this and other messages

Additional Information

Committee members are open to continue meeting and being a resource to the Elorza Administration. In fact, given the limited resources available to the city, many committee members have already offered their time and talents as volunteers in order to help bring these recommendations to life.

Additionally, it is critical to note that there were few youth in the room during these committee meetings. Due to several snow storms that took place within the time frame of our meetings, it became very difficult to coordinate youth participation with local schools and youth groups.

Furthermore, because most committee members had backgrounds in sports and recreation, these conversations did not include the full range and expertise of other youth programming available in the city. Providence is home to an impressive array of out-of-school time organizations that support countless children throughout the city. These nationally recognized organizations are an invaluable resource for the City to learn from and build on as it seeks to improve access to opportunities and increase positive outcomes for all Providence youth. Therefore the committee highly recommends that the City meet with young people and staff at these organizations to gather their important perspectives as well. Possible groups to visit or meet with are AS220 Youth, City Arts, College Visions, Community Everett Dance Theatre, Music Works, The Manton Avenue Project, PrYSM, Mount Hope Neighborhood Association, New Urban Arts, Youth Build, and Youth In Action.

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SECTION NINE

STRATEGIC OPPORTUNITIESCOMMITTEE CO-CHAIRS

EDWIN R. PACHECO, BARBARA FIELDS, RON CROSSON

COMMITTEE MEMBERS

MJ KaplanLorne AdrainRay Mathieu

Cristian W PotterOrlanda Oliveira

Tammy Vargas WarnerTomas Avila

Katie GoodrumLarry WarnerNicole LagaceJessica CignaJenn Steinfeld

Jane E. Sharfstein

Obed PappDayna Cuerva Alegria

Andy CutlerPaul Malaba

Elizabeth DenniganSam Bell

Jesson Dunn OtisMaryellen ButkeJenna Cragan

Palmenio PachecoJeffrey Dana

Dayna Cuerva AlegriaKevin Murphy

Mike LevinRoberto Castellanos

Johanna GarciaMarlon DepazJim HarringtonNicholas OliverAndy connolly

Deborah SchimbergJennifer Hawkins

Sally StrachanJessan Dunn Otis


Our committee’s objective was to utilize strategic opportunities – areas of opportunities - that do not add cost to the City budget, while helping to instill changes in the dynamics within areas of the City that can have immediate impact, and long-lasting positive change.

From the beginning, discussions encompassed varied ideas from culture to communication. Suggestions were made regarding Fostering Enhanced Relationships with Higher Education; Improving Operational Efficiencies and Busting Silos; Spurring Greater Outside Funding and Collaboration; Enhancing Communication and Access; Changing perceptions of the Higher Ed Institutions and City; and Creating a “We are here to help” culture.

Here are just a few of the items that were part of our earlier discussions:

• I-195 land: The Mayor should work closely with the Governor in ensuring that the land use is the highest and best use for the long-term, far beyond the jobs created by construction.

• The Mayor can hold meetings in each of the wards with the residents and invite the City Council to

join him as a way of bringing government and the people closer together.

• The creation of a concierge service, which we have learned is already underway.

• Bringing the departments of the City together at regular intervals to foster greater team work, understanding of what others do, and help with “silo busting”.

• Focus on packaging what we already have in a more effective way.

• Bringing more technology to the people of our City to foster greater efficiencies.

• Working with colleges to match students with companies for which they could receive credit for internships.

• Developing a close relationship with Colleges and Universities where their business departments can advise the Mayor.

• Changing the culture of Providence to become a friendly place to do business.

• Centralizing purchasing to maximize cost savings


SECTION NINE: STRATEGIC OPPORTUNITIES

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and efficiencies.

• Partnering with our major colleges and universities in a way that more effectively identifies and engages resources, increases the contributions of their faculty and student work in our communities, and fosters greater understanding of their overall contributions amongst our residents.

• Allowing businesses who are unsuccessful in winning a bid with the City to learn from the process and how they might improve for the next contract they apply for.

• Working with community associations to assist in disseminating information to city residents.

• Assigning a person with the Administration the responsibility of being a liaison to colleges and universities.

• Having a consistent message that articulates simply and clearly the vision of Providence - the direction and the culture.

By the second meeting we had decided that we did not have enough expertise in the room to tackle the I-195 Land Usage and we focused on those items that would not require an investment of dollars by the City. Below are the recommendations based on our committee’s discussions.

These recommendation intertwine with each other at points synergistically. Due to the impact we feel they could have, we have included not three, but four Long-Term recommendations.


SHORT-TERM

1. Board of Trustees

2. Internal Board

LONG-TERM

3. Grant Writer

4. City App to Foster Communication

5. A Can Do Culture

6. Relations with Higher Ed Institutions


Recommendation #1: Utilize a Board of Trustees

The Mayor would institute a Board of Trustees whose goal would be to help develop and support a mission and vision of the city of Providence. Trustees would be charged with serving as “area” ambassadors to include businesses, higher education, philanthropic foundations, and community providers (non-profits).



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They would provide a coalition to support the overall well being of the city, ensure constant dialogue with area leaders, build bridges at various levels and help eliminate silos between industries.

Trustees would focus on such discussions as maximizing purchasing power, eliminating silos, engaging business owners, creating more ambassadors, changing perceptions of the Higher Ed Institutions and the City, engaging philanthropies, and more.

Recommendation #2: Create an Internal Board

The Mayor would constitute an Internal Board made up of community volunteers to help listen to ideas submitted by City personnel at all levels. This Board would help receive and read through input, assist the Director of Innovation to synthesize the recommendations and feedback, increasing the chances of implementation of good ideas that are doable. The Board also opens expanded opportunities to sit with managers and directors and other staff members to ask them for their input and foster greater dialogue.


Recommendation #3: Bring on a Grant Writer

The City would request a grant from the Rhode Island Foundation to hire a grant writer to centralize and lead grant writing efforts.

Grant writers are a great resource, and cities such as Pittsburg, PA, are using their efforts to augment current budgets. Not investing in city grant writers creates a scenario where the city is leaving a lot of available money on the table.

A team of grant writers could focus on writing grants for all city agencies as opposed to each agency having its own grant writers. A centralized grant writing team would have more centralized information.

University and college faculty and students would be willing to help with projects. Funders like students that are involved in real world problems. These efforts would provide a benefit to the city at no cost.

Recommendation #4: Create a City App to Foster Communication

Create a city of Providence App that will serve as an unofficial guide and service provider for locals and visitors. Using social media to enhance the city’s image, strategically communicate it’s vision and events, and to allow residents and visitors to communicate back in a very user friendly way.

Many colleges and universities are using strategic communication in an effort to better disseminate information about their individual accomplishments. The City can promote a # that people can use to easily share and increase the city’s popularity.

Create an App for City of Providence, in conjunction with a local higher education institutions (RISD, JWU, etc.). A collaboration can be established or a competition can be held.

We need to go above and beyond what other cities have done.



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Recommendation 5: A Can Do Culture

A cultural shift in service is key to creating systemic long-lasting change that will spur growth and help revitalize Providence. It is critical to make City Hall more user-friendly and adopt-a can-do attitude where everyone is asking “How can we help you?”

Then be sure to share this. It is also critical that people outside of City Hall know that the City is becoming more customer service friendly. Remind people of this new attitude.

Leverage dollars through grants for ideas like the concierge desk. Request grants through Americorp or Vista, for this and utilize students top help provide added value. The concierge service is a great idea to help clear up gridlock in city hall. This would make it easier for constituents and business owners to obtain the help that they need.

Bring City employees together at regular intervals to foster and reinforce camaraderie and teamwork.

Engage social media in ways to harness the creativity of staff and residents in helping to solve problems and spur ideas. City employees could participate in an idea incentive program driven through social media where individuals pledge what they will do to make an improvement in a small area. Homeowners can begin to talk about their positive interactions with City Hall. These are steps that produce totals that are greater than the sum of the parts.

Create an information clearinghouse. This would allow the city to monitor every city agency expenditure. It is not efficient if the city has multiple departments doing their own things as opposed to being a part of a unified force.

Recommendation #6: Maximize Higher Ed Releations

Maximizing the relationships between higher education institutions, it’s faculty and students, can be of major benefit to the City. Members of our committee believe that several universities, including those outside of Providence, are willing to help.

What more can City Hall do to take advantage of the relationships that exist with local universities and places of knowledge.

Students can be the best ambassadors. But they need to be oriented to the city and encouraged at an early age to venture outside of their school bubble. Start engaging students from day 1. The Mayor should attend their freshman orientations and become more involved. The Mayor should attend first day orientations. People choose to attend a university because they not only like the school, but also the community.

There are several other smaller cities that are growing their school age students at a much higher rate than Providence. Buffalo was used as an example. We need to excel at this type of retention as Providence has a lot to offer. Help ensure great experiences that create great ambassadors when they are not here.

The City should engage schools individually and ask what expertise schools are willing to provide to the city in lieu of cash payments. The City can contact school officials and say “what can you do to help the city.” Each school has a specialty that they can focus on to help the city further.

The City can approach companies and ask them to create more opportunities for students. These companies would be better served to have a well educated workforce. If we keep them here, companies will have more employee options.



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The City can also flip the job fair model, showcasing students where employers come in to meet with high performing students. There are major institutions in RI that graduate lots of talented students.

The idea of creating an office of college/universities affairs was brought up. As this would add cost to the budget, it does not fit within what our committee has been tasked with. However, the idea is a good one in finding a way to have someone in the Administration focused on this area.

This would allow the City to directly communicate with university groups (alumni associations, student groups, career office).

It is important for the City to begin to change the common perception of Universities/Colleges common perception amongst residents focused to create an environment of increased collaboration that benefits all.

Additional Information

Article: SMALLER CITIES UNITE: HOW CITIZEN DIPLOMACY CAN HELP COMMUNITIES INNOVATE: http://magazine.good.is/articles/smaller-cities-unite-how-citizen-diplomacy-can-help-communities-innovate

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SECTION TEN

SUSTAINABILITYCOMMITTEE CO-CHAIRS

NICOLE POLLOCK, JULIUS KOLAWOLE

COMMITTEE MEMBERS

Dayna AlegriaDoris Blanchard

Sarah BratkoRachel CalabroJohnnie ChaceMaria Cimini

Manuel CorderoOdette DelgadoLichen Grewer

Sue GibbsDeborah Goldhaft

Katie GoodrumAlex Krogh-Grabbe

Ethan GylesJason Hogue

Bobbi HoullahanSara HuberMeg Kerr

Jonathan LaxJay MidwoodSarah Mulvey

Charity Pennock

Mark PopkinAmelia Rose

Asher SchofieldErich Stephens

Johnathan StoneCarter Tracy

Jennifer WalshEric Weis

Carlos ZambranoStephanie Zurek

Introduction

“If we are to achieve a richer culture, rich in contrasting values, we must recognize the whole gamut of human potentialities, and so weave, a less arbitrary social fabric, one in which each diverse human gift will find a fitting place” --Margaret Mead

Providence is a leader amongst mid-sized cities nationwide in investing in environmental sustainability. From the City’s progressive re-write of its zoning code to spearheading regional collaborations around management of stormwater, our City has made significant strides towards a cleaner, and greener, future. The Office of Sustainability, managed by a full time Sustainability Director, recently released Sustainable Providence, a plan focused on sustainability goals in the six areas of waste, food, transportation, water, energy, and land use and development. The City also convenes several groups, including the Bicycle & Pedestrian Advisory Commission and the Environmental Sustainability Task Force, to support work on sustainability city-wide.

The recommendations contained within this document, as provided by Mayor Jorge Elorza’s Transition Committee on Sustainability, are designed to build upon the efforts already being undertaken to advance sustainability initiatives within the City. Convening this Transition Committee offered the

opportunity for new ideas and themes to emerge and to bring together new and established voices interested in this critically important topic. The committee looks forward to continued dialog and engagement with the administration to ensure we, as a community, continue to invest in a resilient and sustainable future.

About

“The ability to build the capacity or ability for the citizens of Providence to be able to sustain itself--can it be about people and culture, can it be about our environment, food, waste, energy, economic development and communalities or cities? Can it just be about you and I or can it be something for other people to care about? It is about all of the above.” --Julius Kolawole, Co-Chair

Mayor-elect Jorge Elorza convened the Transition Committee on Sustainability in December of 2014 to engage Providence residents in prioritizing critical sustainability initiatives that support his vision for “One Providence”. The Committee held three (3) meetings between December 2014 and December 2015. During these meetings the committee brainstormed sustainability priorities as they relate to the Sustainable Providence areas of focus, discussed the challenges and opportunities in advancing sustainability within


SECTION TEN: SUSTAINABILITY

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the City more generally, and zeroed in on five (5) overarching recommendations for the incoming Mayor and administration. The recommendations focus on approaches to sustainability rather than specific activities, however included at the end of this report is an addendum populated with a series of actionable sustainability activities championed by committee members.

RECOMMENDATIONS TO THE ADMINISTRATIONThe committee recommends the administration consider the following short term and long term approaches to advancng sustainability initiatives within the City:

SHORT-TERM

1. Lead by example at City Hall

2. Spearhead Statewide Sustainable Communities Collaboration

3. Build Community Engagement Stragety for Sustainability

LONG-TERM

4. Expand Lead by example to all Schools, City Buildings

5. Develop Long-TerM Financing Tools for Sustainainable development within Providence


Recommendation #1: Lead by example at City Hall

The voice of the City -- how the Mayor talks about sustainability, how the City incorporates it into its communications, and how genuinely sustainability is built into the City’s dialog with its residents -- drives residents’ perception of how important sustainability and environmental initiatives are to the Elorza administration. The Committee believes that:

1. The Mayor must be an active spokesperson for sustainability;

2. Sustainability should be regularly integrated into mayor’s office communications; and

3. City Hall should model sustainability practices.

Suggestions:

• Develop relatable, consistent, sustainability messages or terms for the Mayor to use when attending events throughout the City.



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• Commit to releasing regular, coordinated, stories and messages about sustainability projects and best practices as part of an overall communications strategy.

• Redesign the City’s sustainability website to provide better, more current information and to increase interactivity.

• Require recycling in every City office. Every office’s trash can should have a recycling bin next to it.

• Encourage City employees to bike, walk, and take public transit.

• Maintain and expand the use of Veggie Box by City employees. Require city vending machines to offer healthy options. Encourage healthful eating and local eating.

• Establish days of service where City employees volunteer in parks & gardens.

• Ensure that City Operations decision makers (Union Leaders, City Council, and Mayor) are on the same page on sustainability issues. Create buy-in from each and educate each on sustainability issues.

• Complete solar & energy efficiency feasibility studies. If solar is feasible on the City Hall building itself, seek funding for installation.

• Revise procurement guidelines to emphasize producer sustainability.

• Direct the Board of Investment Commissioners to implement the City Council mandate to divest City resources from coal.

• Ensure the Port’s sustainability by completing an assessment of vulnerability to sea level rise.

Recommendation #2: Spearhead Statewide Sustainable Communities Collaboration

As the capital city and largest city in the metropolitan area, Providence has the opportunity not only lead by example, but also spearhead regional collaborations to scale up ideas and systems to support sustainable practices. Providence has already done this by initiating and facilitating the creation of a regional stormwater utility feasibility study. This approach should be replicated to advance other areas of the City’s sustainability agenda. Such collaborations will not only lead to greater overall impact, they will also lead to economic efficiencies greater than the City could achieve by acting alone.

Suggestions:

• Stormwater Utility: Continue to organize Phase 2 of the regional stormwater utility feasibility study.

• Green Infrastructure: Pilot installations throughout Providence in collaboration with the Rhode Island Nurseries and Landscape Association [RINLA], Groundwork Providence, and other members of the Green Infrastructure Coalition. Actively partner with RINLA, the State, the City of Newport, and other partners on workforce development.

• Food system: Be a leader in piloting and supporting the development of food business incubation projects. Expand the Lots of Hope Program and engage partner municipalities in a ‘how to’ series.

• Conference of state leaders on sustainability: The Sustainability Director should partner with the City Council and local organizations to bring together state leaders for an annual conference to highlight



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and consider further collaboration, consolidation of efforts, and funding opportunities related to environmental sustainability initiatives.

Recommendation #3: Build Community Engagement Strategy for Sustainability

To ensure sustainability initiatives are successful beyond the walls of City Hall, community leaders need to embrace the concepts & principles of sustainability. The City should lead a process to target and engage community leaders in an on-going program highlighting civic engagement, sustainability, community-level projects and behavior modeling. More concretely, we need diverse leaders to ‘walk the walk’ and ‘talk the talk’ in addition to strong leadership in City Hall. Further, the city should make current sustainability initiatives and groups more accessible to the general public.

Suggestions:

• Establish and consult with a network of community and faith leaders. Create two-way communication such that these leaders communicate about sustainability to their communities and provide feedback on policy options.

• Encourage the Environmental Sustainability Task Force, the Bicycle and Pedestrian Advisory Commission, and the Transition Committee for Sustainability to meet together at least annually. Facilitate more frequent conversations between these groups on a regular basis, such as providing summaries at each meeting of what the others are doing.

• Utilize community convening spaces (libraries, recreational centers, etc.) to hold sustainability-related meetings.


Recommendation #4: Expand ‘Lead by Example’ to Entire City

Once City Hall is modeling good sustainability practices, the Mayor should advocate for a scaled-up initiative to integrate sustainability into the operations and education functions of the city.

Suggestions:

• Roll out the successes in Goal #1 to other departments.

• Showcase sustainability practices that have been effective at City Hall and in other organizations to increase buy-in with other offices and departments.

• Implement Complete Streets concept for all new Public Works projects.

• Make recycling receptacles available throughout the City, scale up recycling programs for community groups and businesses.

• Integrate Green Infrastructure into city-owned spaces, such as parks, gardens, rec centers, and libraries.

• Bring a K-5 sustainability curriculum to Providence schools.



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Recommendation #5 - Investing in Infrastructure & Economic Development

Develop long-term financing and accounting tools for sustainable development in Providence, integrating those tools with economic planning and development. Create a cross-departmental culture that supports sustainable development in Providence.

Suggestions:

• City Investments

1. Divest from Coal

2. Establish purchasing practices that take into consideration producer responsibility, lifecycle costs, and climate change impacts

3. Better account for the savings of sustainability projects (increased recycling, increased energy efficiency) and budget for the reinvestment of 20-30% of these savings into additional sustainability projects.

• Financing tools for City Sustainability Projects

1. Implement a stormwater utility

2. Explore and offer green bonds for suites of projects related to stormwater management, pollution abatement, climate change adaptation, parks development, and land preservation.

3. Develop robust, long-term public-private partnership programs that integrate sustainability practices into any agreements, MOUs, or actual projects as part of that partnership. For example, the City could leverage the engineering and project management capacity of an institution to support the City in developing and financing a series of green infrastructure installations.

4. Explore financing tools, such as performance-based contracting, for city energy efficiency and renewable energy projects.

• Economic & Business Development

1. Integrate sustainability considerations and prioritize businesses invested in environmental sustainability when making economic development decisions.

2. Support sustainable business development, specifically social enterprise and sustainability technologies.

3. Hire someone within the Department of Economic Development exclusively to focus on cultivating small business, social enterprises, sustainability technologies, and sustainability-minded businesses.

Appendix: Summary of Recommendations from the Transition Committee on Sustainability

Waste



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Three recommendations that came up multiple times in the Waste section were composting, pay-as-you-throw, and banning plastic bags.

1. Increase availability of composting services for residents and businesses, and collect data on percent of households composting.

2. Emphasize pay-as-you-throw trash pricing, charging residents for pick-up based on how much they throw away. Such policies can reduce waste by 20% and have been found to be one of the most cost effective methods to reduce trash disposal and encourage recycling.

3. Reduce the usage of single-use plastic bags by taxing them or banning them.

Water

The most central recommendation on the topic of Water was for the City to create a Water Plan that looks comprehensively at stormwater, wastewater, drinking water, and other important water bodies such as rivers, lakes, ponds, and the Bay. Some specific areas that were suggested for the plan to address include:

1. Restoration of and improved access to the city’s ponds and rivers, especially Mashapaug Pond, Roger Williams Park Pond, and the Woonasquatucket River.

2. Assess flood and erosion risk of important low-lying city resources, considering sea level rise.

3. Include stormwater diversion in street design by utilizing green infrastructure practices such as bioswales in crosswalk bump-outs.

Land Use

There were three themes dominating recommendations in this category: parking, vacant lots, and connected green space.

1. Discourage inefficient use of lots for parking by expanding overnight street parking options and charging owners of developable vacant lots used as parking lots.

2. Reclaim vacant lots by temporary means such as plantings and seedbombings. Consider program like Philadelphia’s Grounded in Philly to organize interim use of vacant lots.

3. Connect green space throughout the city (parks, community gardens) with a network of bicycle and pedestrian friendly connections. Create map to promote these spaces.

Food

The most common recommendation in the Food section centered on market and community gardens. One suggestion was to allocate more space in city parks and on city-owned lots for such gardens, and another was to ensure every school has a food-producing garden. Other recommendations included:

1. Supporting local food businesses providing access to fresh food in underserved areas.

2. Facilitating access to commercial kitchens for residents.



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3. Improving access to SNAP.

4. Hosting a year-round food market.

Transportation

There were many recommendations on the topic of Transportation, focusing especially on bicycling, but also on parking policy, pedestrian infrastructure, and encouragement of transit use:

1. Increase the usage of Complete Streets design principles. Adopt the NACTO street design guidelines.

2. Update the Bike Plan to emphasize connecting all neighborhoods in a network of bike infrastructure that allows commuting by bike to feel safe.

3. Invest in a modern parking management system that upgrades and adds more meters, charging a market-based rate for parking and allowing for diverse payment methods, including by credit card and digitally.

4. Improve the safety of Providence streets for pedestrians by reducing the distance at crosswalks through bump-outs and islands, and include a walk signal automatically in traffic signal cycles.

5. Make public transportation easier to use for students and low income families.

6. Work with RIDOT and Public Works to reduce lane widths to increase safety and allow for more bicycle and pedestrian infrastructure.

7. Charge a fee to owners of vacant lots used for surface parking lots.

Energy

1. Many recommendations for Energy focused on improving energy efficiency.

2. Replace street lights with LED lights which last longer and use less energy.

3. Create an online database of contractors who can provide home weatherization services.

4. Several recommendations emphasized the value of the Mayor serving as a strong voice promoting energy efficiency, which may not be as salient a message when delivered by utility companies.

5. Promote residential renewable energy installation programs; consider incentives.

Other

1. There were a number of recommendations from the committee that did not fit into the six categories put forward in the City’s Sustainability Plan.

2. Increase the size and authority of the Office of Sustainability. It is that office which will provide the capacity to implement many of these recommendations.



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3. The importance of marketing was addressed a number of times, both in the need for a marketing budget and the importance of having the right spokespeople for sustainability messages. Use “peer to peer learning” by partnering with community leaders to deliver messages related to sustainability.

4. The Sustainability Plan does not currently include an explicit category of affordability or equity, and those are essential considerations for the city’s sustainability initiatives.

5. Establish an affirmative policy statement that sustainability will be a mindset with which all decisions are made.

6. Charge the Board of Investment Commissioners to implement the fossil fuel divestment policies passed by City Council and signed by Mayor Taveras.

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