Evaluation of the Strong Cities, Strong Communities (SC2) Teams Pilot: Final Report. A3.3.2 Work Approach—Interactions, Communication, and Meetings

08/25/2014

The SC2 team lead was the key point person and local representative for SC2. She funneled updates and communications to the mayor and team members. She worked to convene city officials and to increase coordination among key governmental, philanthropic, and nonprofit actors. She also helped to coordinate team members to respond to emerging needs.

The SC2 team lead was welcomed into the mayor’s inner circle and served as an advisor and an extra set of hands on a variety of issues. The mayor and deputy mayor would give directives to the SC2 team lead, who would share them with the rest of the SC2 team. There was also some direct communication with other core team members, but the lead was the primary city liaison. Team members could secure time with key city staff both formally and informally, though the level of interaction was considered fairly limited given the other pressing priorities faced by city management.

The SC2 team held bimonthly meetings, which were especially beneficial in the early stages of implementation to work out processes and a plan. During the meetings, team members would report on their progress. The SC2 team lead saw these meetings as opportunities to keep members engaged despite the group’s geographic dispersion and distance from the day-to-day challenges facing their city counterparts. The SC2 team lead, who was a DOJ team member, had regular monthly calls with her home agency and fellow DOJ team members.

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