We already understand the critical importance of building power within communities to create sustainable, systemic change. But how do we take that understanding and turn it into action that drives real, measurable outcomes? In this blog, we take a closer look at ONE Schenectady, an initiative that exemplifies how a strategic approach to community power building, with support from committed funders, can lead to long-term transformation. This is not a finished project, but an evolving process that highlights how collaborative, intentional efforts can spark change that can scale.
Catalyzing Change: Schenectady’s Shift in Approach
The Schenectady Foundation (TSF) had long been funding efforts to address systemic inequities, but the results weren’t reflecting the depth of change needed. Recognizing that traditional funding models were falling short, the Foundation, with Community Science’s guidance, took a different approach — one centered on building an ecosystem that could sustain power building efforts at scale.
This ecosystem approach was informed by successful models from around the country and grounded in research on intermediaries. The goal? To build a framework that not only addressed immediate community needs but also empowered residents to shape the systems governing their lives for the long term.
Key pillars of this strategy included:
- Culture of Community Engagement: Strengthen culture of community engagement and action by changing the narrative in public and social media.
- Building Community Capacity: Build capacity for transformative community engagement by creating a Power Building Intermediary (Capacity Building Hub).
- Funding Collaboration: Foster collaboration among funders to sustain transformative community engagement through a Funders Table.
- Collective Power Building: Bring together grassroots and other organizations to develop and take action on a common agenda through a Neighborhood Assembly.
Starting Small: The Power of the 90-day “Quick Win” Strategy
While the vision was ambitious, the team recognized the importance of demonstrating early success to gain buy-in and momentum. That’s why Community Science proposed a 90-day “quick win” strategy — an incremental step that would provide immediate results while building the Foundation for more expansive systems change. The 90-day approach allowed proof of concept and also an opportunity to show proof of concept to the Foundation’s Board to solidify this funding strategy moving forward.
Community leaders chose to focus on making property code violation data publicly available, an issue that had long frustrated Schenectady residents. By engaging the Mayor’s Office and equipping community leaders with the tools to hold landlords accountable, the team quickly saw tangible improvements in housing conditions. This quick win was essential — it proved that change could happen rapidly when community power was harnessed effectively.
This short-term success was a springboard for the broader strategy and played a crucial role in gaining the full support of the TSF Board. It also helped launch a funders’ alliance, bringing additional resources to sustain the long-term work of systems change.
Lessons from the Process: What Makes Power Building Work
If you’re already committed to the importance of community power building, you know that results don’t happen overnight. However, Schenectady’s experience highlights some critical lessons that can make power building strategies more effective and sustainable:
- Start with Action, Not Perfection: One of the biggest takeaways from the Schenectady initiative is the importance of simply getting started. As I’ve shared, “You don’t need to have everything mapped out perfectly. You need to take that first step, demonstrate progress, and build from there.” The 90-day strategy was a powerful example of this — showing that early wins can fuel long-term change.
- Support Systems Are Essential: No community can achieve large-scale systems change alone. A key to the success of ONE Schenectady was having strong support systems in place. Community Science provided strategic guidance and also facilitated relationships with stakeholders, funders, and city officials, creating a collaborative environment that allowed the initiative to flourish.
- Be Adaptable: Systems change is a continuous process. What starts as one strategy often evolves as the work unfolds. Flexibility is critical. We didn’t just stick to the original plan — we adapted it as we learned more about what the community needed and what worked on the ground.
Moving Forward: Power Building as a Continuous Process
The 90-day strategy demonstrated the feasibility of rapid action, but it was only the first step in an ongoing journey. Systems change is not a single achievement — it requires sustained effort, continuous adaptation, and most importantly, a long-term commitment to building and maintaining community power.
Today, the funders’ alliance created out of the Schenectady initiative continues to support the community as they pursue even more ambitious systems change efforts. This alliance serves as crucial infrastructure, ensuring that resources are aligned with community priorities and that power remains in the hands of the people most impacted by systemic inequities.
For those already committed to building community power, the Schenectady experience underscores that this work is never static. It’s about continuously aligning actions with the evolving needs of the community, building coalitions, and ensuring that power dynamics are fundamentally shifted toward equity.
A Path Forward for Scalable Change
The Schenectady story offers valuable insights for those of us dedicated to scaling community power for sustainable systems change. By starting with actionable steps, creating strong support systems, and staying adaptable, we can build an ecosystem that addresses immediate issues, and also empowers communities to drive long-term transformation.
If you’re interested in exploring how to build and sustain community power in your own systems change efforts, get in touch with us.
About The Author
Jasmine Williams-Washington, Ph.D., Managing Associate, specializes is in the implementation and evaluation of community organizing and organizational capacity building initiatives. Current projects include evaluations and capacity building support for the W.K. Kellogg Foundation, MacArthur Foundation, and Public Welfare Foundation.