Erasing Red Lines: Part 3 - Building Community Wealth

Erasing Red Lines of discrimination and inequality from our map is a monumental task that will require transformational systems-change. As community-based organizations are demonstrating the possibilities of alternative systems in specific geographic places, the questions of (1) how to bring those efforts to scale, and (2) how public policies might change in response to the lessons learned from those efforts, require greater attention. Building on the previous installment of this series, this report engages with aspects of these two questions by: (a) further unpacking some of the beliefs, values, and goals that define the current economic system; (b) summarizing and synthesizing selected ideas from the literature to describe mental models that might underwrite a “next system”; and (c) relating a public policy case study from Buffalo, NY, in which a City-run program was redesigned to be a vehicle for bottom-up community empowerment as opposed to a tool for top-down command-and-control. The case study shows how the program redesign implicitly reflects, and explicitly embraces, some of the “next system” mental models that are outlined in the report. For these and other reasons, the program has received (inter)national recognition, and researchers have argued that it might offer budding insights for how local governments can begin reorienting their existing policies away from goals of growth that support the status quo, and toward goals of equity and community wealth-building. The report concludes with a summary of the case study’s practical lessons for policy development moving forward

Coordination, Cooperation, and Collaboration: Defining the C3 Framework

The term C3 refers to the framework of coordinative, cooperative and collaborative relationships within the realm of external supply chain partnerships. Each unique partnership offers both benefits and challenges within a supply chain and must be aligned with company and supply chain strategy in order to achieve maximum effectiveness. This paper aims to fill the current void in supply chain literature concerning C3 by defining each term based upon current supply chain research as well as give the most prevalent characteristics and differences between each “C” in this phase model. This research is then compared to the industry through a case study of a major international retailer. Finally, we propose a set of propositions that organizations can use to assess at what level their external relationships reside within the phase model as well as how companies move and evolve their relationships between the levels and what the trigger mechanisms are in this evolution

Paradoxes of rational agency and formal systems that verify their own soundness

We consider extensions of Peano arithmetic which include an assertibility predicate. Any such system which is arithmetically sound effectively verifies its own soundness. This leads to the resolution of a range of paradoxes involving rational agents who are licensed to act under precisely defined conditions.Comment: 10 page