This in-depth case study examines Catalyst Miami's work over two decades, evolving to meet the needs of Miami-Dade County's low-wealth communities. The case study was developed for the Kresge Foundation’s Next Generation Human Services Initiative in collaboration with Harvard Business School.

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Catalyst Miami is part of a 30+ organization coalition urging local elected officials to utilize vacant public land for affordable development.

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This strategy is greater Miami's strategy to address resilience challenges prioritized through inter-governmental and community collaboration as part of The Rockefeller Foundation's 100 Resilient Cities. Catalyst Miami served on the steering committee and remains deeply involved in implementing this work.

Resilience, for us, means providing the opportunity for every person and every community to bounce back after large-scale flooding events, hurricanes, or economic hardships, and to not only survive, but thrive in the face of sea level rise, expensive housing, challenging traffic, and uncertain labor markets.

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These are the recommendations to  help  shape  the  update  of  the  Southeast  Florida  Regional  Climate  Action  Plan, or RCAP 2.0, with special concerns for under-­resourced   communities  in  Miami-­‐Dade,  Broward,  Monroe,  and  Palm  Beach  Counties.  The  four  counties  and  their  municipalities  will  use  the  RCAP  2.0  for  the  next  four  years  as  their   guide  to  reduce  the  region’s  climate  change  pollution  and  build  resilient  communities.  The   recommendations  that  emerged  from  the  summit  offer  strategies  for  county  and  city  leaders,  advocacy   groups  and  residents  in  underserved  areas  to  strengthen  capacity,  leadership  and  resilience  in   overburdened  communities  at  the  front  lines  of  climate  change  effects.

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The Prosperity Miami (PM) pilot initiative - a collaboration of Catalyst Miami, New Florida Majority, and South Florida Voices for Working Families - was an effort to build on the philosophy and practices of the groups mentioned above. Working collaboratively across organizations to blend services and community organizing rather than through a singular organization, the partners sought to meet the bottom-line needs of individuals, while also moving them into political organizing for broader social change. This paper highlights the lessons learned from this attempt at social innovation and provides implications for future similar collaborative efforts.

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The Miami Social Justice Table was a 4-year exercise in building networks of organizations across Miami working on different angles related to lessening poverty and increasing rights and access for under-resourced communities and populations. Network members regularly shared information to support each other in having a bigger collective impact together. This paper highlights the research completed in the second year of the initiative and was written by the University of Miami.

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In an environment where community based organizations are asked to do increasingly more to alleviate the effects of complex social problems, networks and coalitions are becoming the answer for increasing scale, efficiency, coordination, and most importantly, social impact. This paper highlights the formation of a developing coalition around poverty reduction in Miami-Dade County and the role of one organization acting as lead to the initiative. The findings offer a picture of the inter-organizational relationships in the community using social network analysis and identify the organizational capacity factors that contribute to and inhibit the formation of a cohesive and effective coalition in this context. This study was written by the University of Miami and published in the American Journal for Community Psychology.

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The aim of this paper was to outline a vision for a Third Sector Alliance to build organizational, network, and sector capacity for community well-being in Miami. Building a foundation for social impact requires a strategy for organizational, network, and sector capacity building. Organizational, network, and sector capacity building can best be achieved through a cooperative network approach driven by a solid community–university partnership.

Although a Third Sector Alliance for Community Well-being does not yet exist in Miami, Catalyst Miami and the University of Miami (UM) have partnered closely to articulate a vision of what could be and have been working to make that vision a reality. This report was written by University of Miami, Raymond Consulting, and Catalyst Miami. It was published in the Progress in Community Health Partnerships Journal.

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