The Public Achievement Model As a Useful Tool to Foster Community/University Partnerships and Teach Citizens How to Do Public Work.
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The Public Achievement Model As a Useful Tool to Foster Community/University Partnerships and Teach Citizens How to Do Public Work.



Presentation by Donald Mowry

Presentation by Donald Mowry



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The Public Achievement Model As a Useful Tool to Foster Community/University Partnerships and Teach Citizens How to Do Public Work. The Public Achievement Model As a Useful Tool to Foster Community/University Partnerships and Teach Citizens How to Do Public Work. Presentation Transcript

  • 2013 Upper MidwestCivic EngagementSummitMay 29-30thLoras College, Dubuque,The Public Achievement Model As a Useful Tool to FosterCommunity/University Partnerships and Teach Citizens Howto Do Public Work.Donald Mowry, PhD, Director, President, Clear Vision Eau ClaireProfessor and Chair, Social Work DepartmentUniversity of Wisconsin – Eau Claire
  • Local Governance Crisis•  Wicked problems•  Lack of political will•  Formal government models•  Declining civic problem solving
  • Lack of Political WillThe structural inability to generate timely andresponsive policy decisions•  Fragmented political and institutionaldecision-making•  Diminished citizen problem-solving skills•  Lack of public space
  • Formal Government Models• Elected Boards, Councils andCommittees• Problem/Analysis/Solutions formallyreviewed through public hearings,public input sessions, etc.• Elected officials determine solution
  • Declining Civic Problem-Solving1.  Fragmented institutional decision-making2.  Citizens loss of effective problem-solving skills3.  Limited public space opportunities4.  Mystique of professional expertise5.  Formal citizenship paradigm
  • Stuck? Try Public Work!
  • Strengthening Local Communities and Democracy ThroughCivic Engagement
  • •  What is your vision for our community?•  How can we get there?•  Do we wait for existing institutions andstructures to address pressing communityneeds?•  Can common citizens come together and workacross our many differences to find sharedself-interests and work to make our communitya better place for all?
  • Goals• Build Community Capacity• Enhance Community Outreach andEngagement• Support working groups and Clear VisionEau Claire Programs• Create a Sustainable Organization
  • Core Values• Respect for people, process and ideas• Receptivity to innovation• Commitment to active inclusiveness• Belief in the citizen as co-creator in change• Members noted for energy, inspiration, dedication,persistence and civic-mindedness
  • Phase One•  2007 citizen visioninginitiative,•  Ten stakeholder meetings•  Facilitated by National CivicLeague•  Months of discussion,collaboration, & planning•  6 performance goals/125priority actions•  Comprehensive Report•  Formation of anInplementation Committee
  • Phase Two•  25 Member Implementationcommittee charged withsupporting and monitoringaction plans•  Partnered with the Centerfor Democracy andCitizenship for training inpublic work•  38 citizens trained inOctober and December2008; 32 trained in March of2009; and 14 citizenstrained to be coaches•  Enhanced sustainability(move from committee toofficial non-profit status;publish a toolkit; move to atrain the trainers model)
  • Phase Three•  Public Work 101 Training•  Relational organizing conceptsand practices•  Issue-based civic work groupssupported by co-coaches andthe board of directors•  Ultimate goal—train at least500 more citizens in publicwork over a 3-5 year period•  Empowerment Summit all2012 was first big step
  • Civic Action Teams•  10-20 member work groups•  Diverse membership•  Shared self-interest in issue•  Recruited to participate•  Co-coaches trained to facilitate process•  Action oriented – fixed duration•  High-energy participation
  • 2009-2010 Eau Claire Teams•  Jobs for underemployed•  Treatment instead of incarceration•  Public parks funding•  Collaborative education•  Community events facilities•  Veterans re-entry•  Regional Transit Authority
  • 2011 Eau Claire Teams•  Fairfax Pool Funding•  County Exposition Center Future•  Community TV•  Neighborhoods•  Homeless Shelter (Sojourner House)•  Immigrant Drivers License Cards
  • Successes•  Education—books for 5,000•  Jobs map, resources map, food securityresources•  Sojourner House•  Community Day Revival at TheCommunity Table•  Regional Transit Authority development•  Sustainability advances
  • Confluence Center
  • Key Characteristics•  Emphasizes conceptual/reflective thinking•  Redefines core civic concepts•  Teaches civic problem-solving skills•  Creates public spaces•  Builds group process skills•  Develops public leadership•  Restructures mediating institutions•  Builds civic agency
  • Core Civic Concepts•  Power•  Politics•  Public Work•  Public Life•  Self Interest•  Diversity•  Mediating Institutions•  Relationships•  Free Spaces
  • Civic Problem Solving Skills•  One-on-one interviews•  Mapping power and interests•  Values house meeting•  Creating public spaces•  Cutting Issues•  Taking action•  Public evaluation•  Dynamic, iterative
  • One-to-One Interviews•  Purpose is to build public relationships•  Schedule interviews•  Keep it informal•  20-30 minutes•  No note-taking during interview•  Ask direct, open-ended questions•  80/20 active listening•  Look for interests, passions, connections
  • Values House Meeting•  Facilitated public conversations about personalvalues and public life•  Round robin responses:1. What values and traditions are important to you?2. What are the values and traditions of this community?3. What are the forces endangering these values?4. What can we do to strengthen our civic life
  • Power Mapping•  Visual map of political environment•  List who has power to influence•  Map organizations and individuals•  Do 1:1 interview to identify interests•  Map power connections and relationships•  Do 1:1 interviews to build publicrelationships
  • Public Evaluation•  Debrief each meeting – 10 minutes•  Assess progress of work•  Prevent misunderstanding•  Clarify roles and future tasks•  One or two word responses•  What worked? What didn t? What could we dobetter?•  Check areas of group tension
  • Evaluation—Do SomethingAbout It!
  • Findings•  Action oriented•  Inexpensive•  Adaptable•  Reinforces facilitative role•  Builds effective workgroups•  Creates public space forjoint work•  Strengthens communityAmerican citizenship in its mostexpansive sense is understood aspublic work: visible effort oncommon tasks of importance tothe community or nation,involving many different people.-Harry Boyte
  • Clear Vision Obstacles•  Community marketing and outreach•  Hacked Clear Vision web site•  Leadership succession for Board of Directors(formerly Implementation Committee)•  Balancing citizen and public officialparticipation•  Incorporation•  Stable funding•  Institutional Limitations
  • Civic Engagement Challenges•  Diminished civic work skills of mostcitizens•  Funding and ongoing administrative support•  Few public spaces for civic conversations•  Community silos•  Continued fiscal and budgetary cutbacks•  Integrating Civic Agency into citizenshippreparation at all age levels
  • Empowerment Summit ProcessSession 1: Set the Stage for Engaging theCommunity for the Common Good and IdeaDevelopmentSession 2: Choose Priority Ideas, Select Coaches,Develop Work GroupsSession 3: Work Group Training on Clear VisionProcess and Begin Work Group WorkSession 4: Work Group Training and Work
  • Session 4: November 15, 2012Peace Lutheran Church
  • Agenda•  Donor Thank You•  Clear Vision Core Values•  Clear Vision Process…moving forward•  One-to-One Relational Meetings – Report Out•  Power Defined – Power Mapping•  Break (7:45) – 10 minute•  Work Group Work - Work Group Report Out•  Wrap Up•  Public Evaluation
  • Thank You Donors:9 to 5 – National Association of Working WomenCity of Eau ClaireEau Claire CountyHope Lutheran ChurchPeace Lutheran ChurchRCUSacred Heart HospitalUW- Eau Claire FoundationUW-Eau Claire Learning and Technology ServicesWipfli
  • Clear Vision s Core Values•  Respect for people, process and ideas•  Receptivity to innovation•  Commitment to active inclusiveness•  Belief in the citizen as co-creator in change•  Members noted for energy, inspiration,dedication, persistence and civic-mindedness
  • Clear Vision Process…what s nextThe Clear Vision Process: (Tool Kit)–  Values House Meetings–  One on One Relational Meetings–  Power Mapping–  Evaluation•  Coaches Role•  Mentor s Role•  Clear Vision s Role
  • One-to-One Relational MeetingsAssignment Due:•  Conduct a one-to-one with each workgroupmember.–  Did you get it done?–  How did it go?•  Easy, difficult,–  Snags, concerns, questions–  Next…one-to-ones with Unknowns!
  • PowerWhen we say the word Power, whatcomes to mind:– Dictator, Power Corrupts– Money & Wealth– Political Influence– Power over
  • But, what is the Spanish word for power, poder,what does it mean?• To be able…the capacity to act…to effectchange• Power is a good thing, everyone has it, and thedegree is related to the number of people whocan leverage relationships and networks—• Ability to organize people and organize moneyPower
  • Power Mapping•  A framework, helps to identify and understandthe political and cultural resources that affector are affected by an issue•  A tool, helps you to determine whom you needto influence, exactly who can influence yourgoal, and whom you can influence to get theball rolling•  A visual reality, shows the networks ofrelationships that are critical resources tosupport strong solutions
  • As you Map, Keep these inmind•  Interests—what are the interests of thestakeholders?•  Are they allies, beneficiaries, or opponents?•  Power—What power do stakeholders haveand what power is needed to accomplish ourgoals?•  Rules—What is the protocol to engage withthe various stakeholders?
  • Place the Issue in the Center
  • Research•  Create assignments for team members to researchthe interests and power of the stakeholders identified•  Put the one-to-ones in the corner—this is research•  Write the names of people and organizations on thechart, record who is doing what and hold each otheraccountable•  Consider the difference between allies,beneficiaries, opponents, decision makers, andinfluencers
  • Recycling  Program  at  a  School  Recycling  Program  School  Board  Students  Parents  Principal  Teachers  City  Government  Garbage  Collectors  Cafeteria  Staff  Janitors  
  • Research  •  Create  assignments  for  team  members  to  research  the  interests  and  power  of  the  stakeholders  idenAfied  •  Put  the  one-­‐to-­‐ones  in  the  corner—this  is  research  •  Write  the  names  of  people  and  organizaAons  on  the  chart,  record  who  is  doing  what  and  hold  each  other  accountable  •  Consider  the  difference  between  allies,  beneficiaries,  opponents,  decision  makers,  and  influencers  
  • ReMap  Recycling  Program  at  a  School  Recycling  Program  School  Board  Other  Students  Parents  Principal  Teachers  City  Government  Garbage  Collectors  Cafeteria  Staff  Janitors  State  Recycling  Program  Students  
  • Reporting Out•  Identify Coaches•  Select Date for firstpost-summit meeting•  Mission Statement?•  Status of your Issue,Problem, Project?•  Verify and submitcontact information•  Group Name•  Success doing one-to-ones, questions &comments•  Success with power-mapping, questions &comments•  Group size and need forgrowth•  Group s next steps
  • Wrap UpNext 6 – 8 Months:–  Work Group Meetings•  Work the process–  Power Map–  Research and One-on-Ones–  Power Map–  Action!–  Coaches meet, share, learn–  May/June Reconvene•  Update on Work Groups•  Celebrate Successes
  • Public Evaluation•  What worked well?•  What could be done differently…improvedupon?
  • Thank You &AcknowledgementThank You to our DonorsClear Vision Board & Committee MembersAnn Rupnow Jane Lokken Ann SchellEmily Moore Heidi Fisher John StonebergDave Morley Bob McCoy Selika DuckworthSue Bornick Mike Rindo Laurelynn WiesemanTom McCarty Mike Huggins Julie Keown-BomarDon Mowry Vicki Hoehn Catherine Emmanuelle
  • Clear Vision Process…what s nextThe Clear Vision Process: (Tool Kit)–  Values House Meetings–  One on One Relational Meetings–  Power Mapping–  Evaluation•  Coaches Role•  Mentor s Role•  Clear Vision s Role
  • “Americans concerned about civic renewal and democracy arewatching Eau Claire, which is already regarded as a leader inconstructive civic work. Clear Vision Eau Claire is an impressive nextstep that will set the standard for other American cities.”Peter Levine,Director of CIRCLETufts UniversityBoston MA
  • Change is Challenging,Threatening, and Exciting
  • Additional Information••  Center for Democracy & Citizenship•  Harry Boyte, The Citizen Solution•  Harry Boyte, Everyday Politics•  Frances Moore Lappe and Paul Martin DuBois, The Quickening of America•  Carmen Sirianni, Investing in Democracy: Engaging Citizens in Collaborative Governance•  Matt Leighninger, The Next Form of Democracy•  ContactMike Huggins, City Manager, City of Eau Claire, 715-839-4902,mike.huggins@eauclairewi.govTom McCarty, Eau Claire County Administrator, 715-839-5106,jt.mccarty@co.eau-claire.wi.usDonald Mowry, Ph.D., Director, Center for Service-Learning, University of Wisconsin-EauClaire, 715-826-4649,