This paper will not attempt to compare and contrast all 5 challenges, and all 3 goals however, it will focus on two challenges; Lack of Person Centered Delivery and Measurement Systems, Unrealized Potential within the Community, and this one goal; Community Building. The Smarter Cities Challenge report, focus is center around identifying some challenges, introducing some recommendations, and lastly creating a road map to reduce poverty in Rochester by 50% over the next 15 years. While the RMAPI report and RMAPI guiding principles brings to fruition and the creation of programs and structures that will usher in the desired results. But first I want to briefly touch on a statement that brings meaning to the whole initiative.
“Rochester has a system in place to combat poverty, but for a variety of reasons the system is not working effectively” – Smarter Cities Challenge report, page 2, The Executive Summary. While attempting to clarify this statement, the phrase “Active inertia” came to the forefront. It means, when companies often respond to even the most disruptive changes by accelerating activities that worked in the past, a response is called “active inertia.” By understanding this insidious dynamic, managers can break out of a rut and adapt to changing market conditions. In the same token, …show more content…
If all the stakeholders are not at the table, the result in an ineffective “Cog”. A cog that serves no purpose a cog that generates busy work. A cog that sole purpose leads to number crunching. A cog whose numbers are being counted to satisfy the funders. On the other hand, if the program, or system is built with everyone at the table then you have numbers that represent a “person centric” system which makes certain that the numbers that are counted “really
“Rochester has a system in place to combat poverty, but for a variety of reasons the system is not working effectively” – Smarter Cities Challenge report, page 2, The Executive Summary. While attempting to clarify this statement, the phrase “Active inertia” came to the forefront. It means, when companies often respond to even the most disruptive changes by accelerating activities that worked in the past, a response is called “active inertia.” By understanding this insidious dynamic, managers can break out of a rut and adapt to changing market conditions. In the same token, …show more content…
If all the stakeholders are not at the table, the result in an ineffective “Cog”. A cog that serves no purpose a cog that generates busy work. A cog that sole purpose leads to number crunching. A cog whose numbers are being counted to satisfy the funders. On the other hand, if the program, or system is built with everyone at the table then you have numbers that represent a “person centric” system which makes certain that the numbers that are counted “really