Systematic Civic Stewardship: Action-Learning Lab: Strengthening Civic Engagement


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Proposal: Launch a community-based action-learning lab to accelerate innovation and application of systematic approaches to civic stewardship.

Approach: Applies systematic methods in the civic context that are now used in successful organizations to increase local ownership for ambitious goals, and to foster innovation and collaboration for achieving them.

Opportunity: Spur progress on our most persistent and costly socio-economic and environmental problems by cultivating a national network of neighborhood-based civic stewardship initiatives. A critical mass of neighborhood efforts in 300 U.S. cities can save hundreds of billions in annual government costs, while fostering “collective efficacy” and wellbeing in communities nationwide.

Why now: Recent developments in measures (spurred by the proliferation of “public data”), social media (e.g., neighborhood websites), and monetization (e.g., social impact bonds) are “disruptive innovations” that create ripe opportunities for quantum change.

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  • Delighted to have viewed the Webinar and thank you for making the slide resource available. I plan to use this in the Civic Stewardship Symposium which we are organising in Belfast, Northern Ireland, on 21 November. I am still working up the programme but plan to have a 'round room' for most of the day to let people tell each other what is happening in their place in terms of civic stewardship and to allow people to ask 'How did you do that?'.
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  • ApproachSCSapplies cutting-edge methods for public problem-solving and civic engagement. It aims for a quantum advance in societal wellbeing and in our civic capacity to make this happen. Civic stewardship improves outcomes through participative efforts to shift cultural norms (for example, reducing carbon emissions by changing household habits), not only via changes in government policies or institutional programs.Skilled civic groups work within and across neighborhoods on targeted outcomes; achieving results both city-wide and beyond. Development Population-based databases for focal topicsDesign team tools, methods, and training Collaborative technology and social mediaExpanding participation by institutions and other players with required capabilities (technologies, data, measures, coaching, influence, funding & research)ResearchAction-research on teams and communities; methods; success factors; and resultsConventional research to learn from successful initiatives; identify best-practice tools and methods; and discover lead practitioners
  • Convergence of disciplines with interrelated questions, all relevant to what framed here as SCS:Community-based Change, socio-tech of Cities, social side of civic social media, civic extensions of organization theory, enhancing political theory on civic engagement, social entrepreneurism and social movement models…This is not only convergence of trends, but convergence of questions/puzzles in a number of interrelated domainsSCS is one way to frame…this initiative, at meta-level, is not about SCS itself, so much as SCS as a contribution to a broader, more inclusive, emergent process of more systematically, more participatively, framing a domain and accelerating action-learning about the domain…and having right mix of players involvedProblem is urgent, cannot leverage practices without domain and community…This is classic community-of-practice application…in a sense, we must practice what we preach, organizing for outcome, not merely for promoting a particular discipline or world view, learning in practice, learning from various perspectives and applications, and organizing a community to enhance and accelerate learning, capabilities, innovation, collaboration…and results.Current process classic application of “discovery,” about domain and community. Anticipate initial gatherings as we get critical mass…and in that context, shape framework(s), develop collaborative learning/innovation, to include greenfield action-learning labs as well as accelerated collaboration among current leading efforts.This is a kind of informal institute, structured community…will require investment if gains traction, for now in initial stages to see if there is a “there there”I am playing community entrepreneur…with a skin in game in terms of own perspective, and committed to staying open-minded about perspectives, looking for patterns among us, asking for help to see the emergence, in terms of the issues and people and potential practices and applications….Civic infrastructure for City Design (and re-design)Strengthening and scaling Community Change Initiatives Overlapping development edges of Social Entrepreneurism and “New Social Movements”New approaches to Civic engagement / Participatory DemocracyCivic extensions of Organization TheoryOrganizing aspects of Civic Media ApplicationsOrganizing Civic Shift/Boston means practicing what we preachThe domain is emergent, participation is inclusive, and development is action-learning-oriented… all bound by an ambitious, shared civic purpose
  • Need address cultural factors, _and_, need address them at scale.And, by addressing at scale, becomes much clearer what to do about policy.For example, problem of “Great Gatsby Curve” linking economic immobility and inequity; issues are cultural/family, labor market profile (increasing emphasis on knowledge), and “progressive policy” options. But this is a socio-technical mix, and making policy from top-down, without a strong, informed base that understands the dynamics, and can leverage policy and concomitantly advocate in labor market (classic civil society action) (or better, create its own labor markets…localism, cooperatism, etc.)…then unlikely to get scalable, sustained breakthrough results.
  • Structural foundation makes it hard to solve current problems…“Self-governing communities, not individuals, are the basic units of democratic society….It is the decline of those communities, more than anything else, that calls the future of democracy into question.” Christopher Lasch, 1995 of various problems…Persistent problemsForces making things worse [vague]Democracy that can’t respond, even the best of them… [floundering democracy]Structurally deficientCan’t overcome the perennial trade-off…Step forward or step back?It will be hard…will mean doing things differentlyNote: Direct often disorganized…and all of it no higher than national level, often with national as expected driver…. Ad-hoc-y, temporary, not facilitated…Some way to show levels…not so much rule of people as stewardship of the greater good (cultural shifts, not merely government)84% health care spent on chronic diseases: of last year of healthcare is ¼ of medicaidValue of graduate versus dropout is 127,000Cost of drop-out rate
  • An integrative approach overcomes limits of top-down and bottom-up strategies via inter-level and inter-local engagement“‘Big civic leadership’ is an old model. There is a ton of leadership at the grassroots level. The trick is to create connectivity and alignment.” – Marion Kane, ED Barr Foundation, 2004Cannot _keep_ the coalitions without strong grassroots holding feet to fire (holding blades to soil and nutrients there); no shortcut. See for example, lessons learned from Say Yes Syracuse…Institutional focusEfforts to foster multi-stakeholder coalitions target focal issues and leverage inter-organizational resources for “collective impact”Without a crisis, however, the impetus for collaboration is often too weak to coalesce and sustain active participation Deep change requires involvement of grassroots groups that can shift cultural norms via community influenceIn areas such as healthcare, the majority of institutional efforts fail to achieve objectives¹Also inter-disciplinary, multi-stakeholders, and comprehensive in terms of issues, but these characteristics are less distinctive than the inter-level and inter-local features of the Civic Shift model.
  • Civic Shift success factorsCommitted, skilled neighborhood stewardship teams Accessible data on relevant civic outcomesFunding for coaches, team leaders, and community coordinatorsMeta-community with critical skills, relationships, and resourcesShared values and norms for learning, collaboration, and results[The Lean Startup book]Notable characteristics: Modular, replicable, inter-operable, scalableMicrocosm for macrocosmNeeds be system to work: technically (measurement and monetization); socially (idea/skill sharing, diffusion, collective influence, institutions); morally (meaningfulness of local in context of global social movement; fundamental transformation and need for universal context to foster commitment; to draw on “meaning motivation”)Why people don’t see it:Elements are familiar, system never seen beforeSo small, cannot see global importanceTransformative element is off-puttingChallenges fundamental beliefs; lack of controlProcess versus content-orientedNot a consulting gig, not incremental…quantum
  • “When New York City leads, cities, states and nations around the world follow," Mr. Bloomberg said in a statement.” []80% of US population lives in 300 cities over 100KCity as principal “stewardship sovereignty” in the world todayInternally, a city is able to provide for itself at critical mass of population, functions, resources, and inter-city connections. Externally, dense integration of cities worldwide means every major city has direct or indirect effects on markets, politics, and cultures in all other major cities, and in turn, absorbs others' influences back home. Cities, and networks of cities, are the new focal units for renewing democracy worldwideThere are about 4000 cities in the world with over one-million people—a manageable number for thinking about scaling enhanced civic capacity to a critical mass (~30%) of global cities worldwide.Several hundred inter-connected cities could achieve a critical mass for spreading civic stewardship systems worldwide; and given power of social media and associated organizing strategies, it may not take long to reach that tipping pointWhen people across cities join forces, they can move cultures, and civilization; get cities right, and you get the world right[]80% of carbon emissions: TO GLOBAL CRISES MUST ALLOW FOR A VIGOROUS ROLE FOR CITIES:  They are in the best position to boost production in the real sector of the economy at local level, with attendant employment and income generation.  They can act as the fora where the linkages, trust, respect and inclusiveness that are part of any remedy to the crisis can be built.  Acting locally in different areas and spaces, city responses to the crisis can be structured and included in national agendas for more efficiency, with better chances of flexible responses and more beneficial effects.  They are in more privileged positions than national governments to negotiate and agree on responses with local stakeholders.  They can forge new partnerships and local social pacts which, in turn, can strengthen national governments.
  • *100 cities in the U.S. account for 75% of its GDP. By 2030, a growing social movement could achieve 30% penetration in 30 of these cities—about 2,000 census-tract-sized neighborhoods in total, for less than the cost of one presidential election. This (combined with progress in other cities) could come close to achieving a national tipping point for breakthrough results on several targeted civic issues; by leveraging the aggregate influence on culture-shifts, programs, and policies.Success factorsGoals, measures, reporting systemsSkills for leadership, coordination, and participative design and decision-makingTechnology communications infrastructureCritical mass participation within and across localities (neighborhoods and cities, across functions)Early wins and long-term potentialSufficient investments for coordination, travel, and project-specific expensesRisksCreates more harm than good—pain of change not worth the gainFails and immunizes people to future effortsUnderfunded, low impactReleases civic energy for violence, exploitationPeople who lose privileges fight back violentlyJust do itCreate a scalable action-learning labWe learn together to flesh out the modelWe establish a meta-community for growing a movementHere’s what we need to make this workGoal clarityInformation on results and ability to influence themSkills for problem-solving and decision-makingEducation and skills on technical aspects of the functions themselves Sufficient investments for coordination, travel, and project-specific expensesOwnership among participantsDevelopment opportunitiesRecognition of accomplishments
  • Collaboration _T_ools*ResultsModel uses Development Human and Development EnvironmentNext steps? Page before Action planMonetization figure?
  • DRAFT/INITIAL THOUGHTS: What’s the design for a “Civic Shift storefront,” and value proposition? 3-10 Neighborhood-based core teams draft proposals for local SCS initiatives Participants develop lab proposals collaboratively in design charettes ElementsWalls with posted information (visible and digital) on outcomes, initiatives, assets, institutions, activists, specialists (local and external)Interactive data analysis, e.g., what are market opportunities for various businesses…where else do these exist (other neighborhoods)Capture participant comments on interactive data analysis notes…e.g., elaborations /analysis of the numbers, development ideas, references/sources…Formal and informal gatherings, cultural, educational, socialHub for connecting with external people—other neighborhoods, cities, various institutionsIncubation center for finding ideas and people to start initiatives; help for planning, staffing, funding….Interactive, online presence, e.g., streaming of gatherings, “storefront-cam” to see what’s going on (e.g., drop over when see a friend), digital sign-in so people know if you’re there (applications such as Foursquare, Meet-up, etc.; blog / news paperTools and training for various participative methods: (see list p. xx), civic media, etc.Food, drink, books, hobby stuff, art, local-product displays, message board, games…. Design template“Storefront” is the template…could be an extant center with some redesign…the point is to integrate SCS design elements (measures, initiatives, social media and other ways to connect, visible presence in community, etc.)Includes standard and optional elements; lots of room and encouragement to enhance and evolve the model SCS function (so tail not wagging dog!)Meta-community/Local “core group” stewards storefront initiative; established explicitly as initiative/element of neighborhood SCS effort; part of city-wide (and beyond) SCS movement All design elements (measures, learning opportunities, media apps, designs, etc.) consistent with an emergent local-global Civic Shift/SCS philosophy, approach, social movementCarries the DNA of SCS—how people interact in the center; quality of trained staff (paid and unpaid); (see slide xx for typical skills: strategy, engagement, communication, analysis, etc.) Value propositionValue proposition: Earns at least 2x operational costs as measured by estimated, measurable impact on civic results: e.g., estimate value of increased cancer-screening rates, graduation rates, etc.; various funding streams (see slide xx)Value measurement philosophy: no need to overdo it; simply require measure _enough_ to justify funding; not need measure everything (though measures for making value visible to participants and helping learn about what works, etc. is as important as measuring for funding)Capture the value continuously: “someone I met led to this; ideas/information I got for this; encouragement and inspiration…and connect these directly to personal or civic outcomes Symbolic as well as substantive agent of culture shift Important as community-institution hybrid: in a world run by institutions, it establishes a place for the community to become visible and legitimate; but its essence and distinctive value is the community; thus it draws on institutional legitimacy while introducing a transformative DNA in the civic space…for communities to play predominant role in stewarding the collective good.Core values: transformative levels of learning, connecting, and aligning; essential to represent clearly and manifest in skills and norms of core participants
  •  Participation in our community action-learning activities, such as peer consulting, workshops, etc. (see p. 10) Web-based and civic media resources & applicationsSeed- and self-funding sources and strategies, etc.for improving health outcomes via local stewardship and inter-local collaboration
  • Convergence of disciplines with interrelated questions, all relevant to what framed here as SCS:Community-based Change, socio-tech of Cities, social side of civic social media, civic extensions of organization theory, enhancing political theory on civic engagement, social entrepreneurism and social movement models…This is not only convergence of trends, but convergence of questions/puzzles in a number of interrelated domainsSCS is one way to frame…this initiative, at meta-level, is not about SCS itself, so much as SCS as a contribution to a broader, more inclusive, emergent process of more systematically, more participatively, framing a domain and accelerating action-learning about the domain…and having right mix of players involvedProblem is urgent, cannot leverage practices without domain and community…This is classic community-of-practice application…in a sense, we must practice what we preach, organizing for outcome, not merely for promoting a particular discipline or world view, learning in practice, learning from various perspectives and applications, and organizing a community to enhance and accelerate learning, capabilities, innovation, collaboration…and results.Current process classic application of “discovery,” about domain and community. Anticipate initial gatherings as we get critical mass…and in that context, shape framework(s), develop collaborative learning/innovation, to include greenfield action-learning labs as well as accelerated collaboration among current leading efforts.This is a kind of informal institute, structured community…will require investment if gains traction, for now in initial stages to see if there is a “there there”I am playing community entrepreneur…with a skin in game in terms of own perspective, and committed to staying open-minded about perspectives, looking for patterns among us, asking for help to see the emergence, in terms of the issues and people and potential practices and applications….Civic infrastructure for City Design (and re-design)Strengthening and scaling Community Change Initiatives Overlapping development edges of Social Entrepreneurism and “New Social Movements”New approaches to Civic engagement / Participatory DemocracyCivic extensions of Organization TheoryOrganizing aspects of Civic Media ApplicationsOrganizing Civic Shift/Boston means practicing what we preachThe domain is emergent, participation is inclusive, and development is action-learning-oriented… all bound by an ambitious, shared civic purpose
  • *ResultsNext steps? Monetization figure?“Accountable care organizations” save $2 million by contracting with “healthy community” neighborhoods that commit to 20% reductions in diabetes rates and 50% increase in cancer screening rates*
  • Community Change: SCS includes all types of neighborhoods (vs. primarily distressed ones); organized by civic practices (versus projects); in a multi-level system (vs. single community) City-Building: SCS focus is civic infrastructure (vs. built environment)Civic Engagement: Participants are engaged in a multi-level system that addresses the full array of civic issues, within and across cities (vs. focus on political activities or more isolated initiatives)Collective Impact: SCS places equal emphasis on fostering and interweaving civic groups at neighborhood and inter-local levels (vs. primary focus on integrating organizational efforts) Contrasts are highlighted to point out distinctive aspects of SCS; in fact, there is much overlap & complementarity among all these approaches. For more on similarities & distinctions, see p. 28.
  • Core Team not described in copy….s/b included in meta-comm? Initial caps for names of individual structuresMeta communities in every neighborhood provide population-based stewardship…via social change methods—for education, health, etc.; and all policy areas, informed via local, experiential and reflective learning.See slide xx for SCS stewardship team skillsStorefront promotes opportunistic meetings and innovations….
  • Opportunities across the board for creating considerable value, for exampleTrend for communities that produce value to reap the rewards…as civic communities are better organized, they will do thisMany opportunities: [Brief descriptions of each]Goal theory:; less than 285 cities over 100,000 in 2011, it would cost approximately 2b / year to fund cities that represent approximately 80% of social, economic, and environmental impact in the U.S. HS 1.5% of population graduates each year, cost of dropout 127,000, about 15-20% never graduateHealth care increased hospice care is 20% of efforts locally, calculation of 300M and 75% in top 300 cities, = 225M/300 = x “cities” of 100K = 300 cities with 750K = 2400 cities with 100K; save 100b x 10% = 10b / 2400 = about 4M / city Energy took household use and doubled to include business use and assumed reduction applied to allIf self-funding approaches 80% by the 5th year, then cost is approximately 6 billion dollars for start-up, and perhaps 400 million as ongoing expense (the latter the cost of one F-22 jet).Rigorous research on these and other civic functions argues that these costs—in truth, they are civic infrastructure investments—pay back 10-100-fold within approximately 10-20 years, and likely much more in long run. (The cost of the U.S. interstate highway system was, by comparison, 425 billion ( (5b is approximately cost of annual maintenance of 10,000 miles of interstate highways.)
  • [] Getting funds into the hands of local entrepreneurs is the fastest and most effective way to re-vitalize our economy and create jobs, argues Michael Shuman, the nation's leading 'local economy' economists and author of "Local Dollars, Local Sense." Promoting current vehicles and creating new mechanisms for growing 'Community Capital' bring a major injection of community finance into our local economy that will be invaluable to the New England Region.  Across the country, Shuman points out, creative individuals, businesses, and communities have been pioneering new tools to facilitate local investment, including special bank CDs, new generation cooperatives, pre-sales, P2P internet lending, revolving loan funds, "slow muni's," and self-directed IRAs. To these options, new tools for crowd funding have now been added and President Obama's signing of the Jobs Act in the spring of 2012 made it easier and less expensive for small businesses to issue local stock. ] 20% reduction in recidivism rates in high-crime neighborhoods = ~$2m (4% incarceration (thus release) rate), for 10,000 people = 400 x .2 = 80 less go back x 25K = 2m/annum/year10% reduction in unemployment = ~$1m/annum/neighborhood (10000 people, 4000 employable, 400 unemployed, 40 more employed @ 25,000 each = 1m/yearSojourners on social justice mission: ; re cities:
  • Also: ; ;; Hey neighbor: rates, healthcare, economy, education all breakthroughs…Peace and justice break out everywhere…Democracy is thriving worldwide…We are at a convergence point…an opportunity to renew democracy…And we need it…Combination of context and capabilitiesContextStalemateForces at workPower of citiesCapabilitiesSocialTechnicalMindsetThere are new opportunities for adding both participation and expertise….By organizing better, we can shift our stewardship capacity for achieving quantum advances in results
  • Systematic Civic Stewardship: Action-Learning Lab: Strengthening Civic Engagement

    1. 1. Promoting vital cities by building thriving neighborhoods… • Enabling communities to shape both practices and policies for measurable results • Establishing institutional partnerships to improve programs & fund community initiatives • Expanding a citywide network for “community-led collective impact” DRAFT – 06/2015William M. Snyder —— Intro Version — Text Overview Overview 1-15 / A1 - Case 16-28 / A2 - Capabilities 29-40
    2. 2. 2008 3:34_ ¹Paraq Khanna, Global GovernanceInitiative, Foreign Policy, 2010 Cities are intricately inter-woven webs of communities, and our global civilization is bound together by a vital network of cities “The age of nations is over: The new urban age has begun.” …get cities right, and we can get the world right... Cities are • 50% of global population, 70% by 2050 • Economic engines: 100 U.S. metro areas produce 70% of GDP; 300 worldwide account for 50% of global GDP • Social change agents • Forces for creativity & culture • Nexus of institutions & communities • Networked across nations, spurring shifts worldwide ¹ 2
    3. 3. 3 Local socio-behavioral norms and practices drive results in many areas—health, early childhood, youth employment, safety, etc.² Disproportionate emphasis on technical solutions vs. social factors City police department implements a “community policing” program Long-standingmutual distrust between police & residents undermines collaboration Many parents with much to gain do not attend due to cultural and logistical barriers Safety City launches new program to promote child development in crucial 0-3 phase Education X Misalignment between top-down policy/ program design & bottom-up buy-in From 1970-2010, rates of poverty, drop-outs, incarceration, affordable housing, income inequities, and many chronic diseases have not improved, and here’s why: ¹Sources: Income, Income / Education / Safety / Housing, Housing / Health ²For example, the NIH Fact Sheet states that 40% of premature deaths are related to socio-behavioralfactors such as health habits (vs. genes, etc.). The Union of Concerned Scientists estimates that by eating healthy diets, U.S. residents would save $17b annually (2013);andresearch shows that increased screening for colectoral cancer alone could save $15b in Medicarecostsperyear.YetNational Cancer Institute funding (2012) for research on socio-behavioralfactors is less than $50 million dollars, vs. $3 billion oriented to technical solutions (drugs, etc.). ¹
    4. 4. 4 Community context shapes neighbors’ attitudes & behaviors, which in turn influence results Peer Groups Family InfluenceRole Models Collective EfficacyLocal Organizations Social Norms Social Networks Place IdentityBuilt Environment Norms & Practices Neighborhood Effects ¹In Great AmericanCity: Chicago and the EnduringNeighborhoodEffect, Sampson documents the influence of communities on outcomes such as health and safety, via “collective efficacy” and related factors, 2012). Galster describes a range of social influences—called“neighborhoodeffects”—that drive local outcomes (2010, pp. 2-3). See also Sampson et al. 2002, for review of research on neighborhoodeffects. Research on “social determinants of health” cites related factors, such as social isolation, culture, behavioral norms, organization access,and built environment (WHO, 2003). Framingham Heart Study Research Milestones (e.g., 1960, 1967, 1978, 2007, 2008) highlight the influential role of social cohorts. See also research by David R. Williams et al. 2009, on social determinants and health outcomes. ¹ Policies & Programs Products & Services
    5. 5. Application Products & Services Participation Policies & Programs Local organizations 5 Family engagement & influence Peer groups Communities of practice share ideas & practices and influence policy by connecting communities and institutions citywide Social Networks Role Models Felt needs & priorities Participatory problem-solving groups and “innovation circles” create solutions & lead initiatives Social Media provides news, updates & information; facilitates connections & collaboration Social norms Community Identity Funding model provides funds & incentives for local efforts that achieve measurable goals Measures of outcomes and influencing factors motivate action and guide solutions Desired Outcomes Community Outcomes Practices Norms Block stewards collect & share information; connect people; and organize events Neighborhood coalition sets goals, supports initiatives, and reports on progress Shared vision & values for learning, connecting & aligning Civic Stewardship Capabilities ¹For more on civic stewardshipcapabilities,see Appendix 2 - Capabilities, slides 29-37. ¹ Knowledge base on outcomes, programs, policies, and practices (health, etc.)
    6. 6. Youth surveyed 150 peers in theneighbor- hood to identify gaps & opportunities Youth participated in “innovation circles” to improve programs & design new ones Opportunity: Many youth seeking employment are unaware of jobs programs or have trouble completing the application process YouthHub response • Started a campaign to raise awareness about jobs • Organized job fair to help youth to fill out apps. & meet employers • Leading a peer-group job readiness course to build skills • Building a youth jobs website and social media tools • Surveying employers to identify their needs and capacity ¹Click on “play” arrows in photos for 2-minute videos of YouthHub survey, innovation, and organizing efforts; for more, see slides 17-27, or URBAN Boston slides. ¹ 6 Youth coalition surveyed the neighborhood to find ways to increase youth employment Q #71: Commenton your experience with the following youth employment agencies: ABCD / SummerWorks I’ve never heardof this I’ve heard of it, but never applied I’ve been placed in more than 1 job I’ve been placed in a jobI’ve applied, but never been placed in a job 10 20 30 40% 0 Youth designed and organized a job fair to connect peers & employers for new jobs
    7. 7. 7 Coalitions and block stewards identify ripe opportunities, organize initiatives, and expand efforts over time to achieve community goals Legend:Arrow lengths indicate first-phase cycle times; colors represent issue types Time 1x 2x 5x 10x Identify Design Apply Initiative cycle Youth Workshops Job Fairs Youth Survey Youth HUB Online Housing Survey Education Surveys Collective Efficacy increases with skills, relationships & belief gained via shared experience & success Employer Workshops Housing finance strategies Health Outreach Community policing partnership Youth Workshops – 6 months Education Survey – 90 days MediaMethodsCoalitions Block Stewards Measures Adapt / Extend Monetization… Socio-economic return vs. cost (x)
    8. 8. 8 Issue-based coalitions steward community initiatives & institutional offerings for results Neighborhood Coalition Health Housing Employment Coalition Safety Education Built Environment Culture/Arts Neighborhood coalition provides overall coordination and builds capacity to enhance wellbeing Issue coalition functions • Engage residents & stakeholders • Survey neighborhood priorities • Set measurable goals • Design & implement initiatives • Partnerwith institutions& communities • Assess & report progress • Promote community stewardship ¹ ¹For more on issue-based coalitions and block steward roles, see Appendix 2 - Capabilities, slides 34 & 36. Photos feature members of the TNT neighborhoodcoalition.
    9. 9. Employment Health Education Housing Safety Indicators •Youth employment •Adult employment •Income levels •Local economy • Asthma • Hypertension • Cancer screening • Diabetes •Early childhood •Kindergarten ready •Third-grade reading •H.S./Collegegrad.rate •Defaults/ Evictions •Displacement •Dilapidation •Energy costs •Violent crime •Property crime •Perceivedsafety •Incarceration Goal(s) vs. Actual Increaseyouth employment from 30% to goal 60% in 5 years Reducepediatric asthmarate from current 12% to goal 3% in 5 years Societal $ value Income value ~$.7m; long-term societal value ~$2m/yr. Reduction from 60 to 15 children = 45 x $750/year/child = ~$35,000/year Programs/ Providers/ Payers • Youth programs • Non-profit employers • Businesses • Governmentprograms • Health Center • School • Employers • Mass Health, Etc. Targeted Partner(s) Youth programs seek to increase youth readiness and apps.; businesses seeking to hire more qualifiedyouth Health center seeks to increase program participationto double screening and early treatment “Pay for Success” contract goals • Double enrollmentin youth jobs programs • Increase participation and retention rates • Willingto pay$15,000/yearfor outreach & improved results • ROI 10:1; long-term ~30:1 • Increase enrollmentin “breathe well” program to 40 families • Increasing screening & early treatment rates from 40 to 80% • Reduce prevalence 10% in 2 years • Willingto pay$5,000/yearforoutreach &measurableimprovements Partner learning & innovation goals • Improve design of application process • Develop new roles for youth outreach workers • Scaleapproach toneighborhoods citywide to expand impact • Improve impact of “breathe well” program on clinicalresults • Reduceoutreach,etc.costsofprogram • Identify new program opportunities • Willingto pay$2,500 forcommunity- basedaction-researchto improveresults Communities and partners can identify areas where providers are willing to pay for success TNT IllustrativeIllustrative Note: “Platformcosts” (for community measures, media, etc.) can be leveraged across multiple issues, and as more initiatives are launched, allocated platform costs decrease. Over a 5 to 10- year time horizon, new norms and practices become established; & socialized improvements persist while intervention costs decline. 9 Note: “Platformcosts” (for community measures, media, etc.) can be leveraged across multiple issues, and as more initiatives are launched, allocated platform costs decrease. Over a 5 to 10- year time horizon, new norms and practices become established; & socialized improvements persist while intervention costs decline. Pilot is in the Talbot-NorfolkTriangle Neighborhood,pop. ~1,500
    10. 10. ¹This schematic figure illustrates the estimated increased impact of interventions,including products and services as well as policies and programs. The white space under the “with stewardship” line accounts for costs of the civic stewardshipplatform, which are minor compared to the impact. For research on the influence of collective efficacy and associated neighborhoodeffects, see Sampson (2012) and Galster (2010, pp. 2-3). Enhanced Outreach & Implementation Accelerated Learning & Innovation Sustained Participation & Enculturation Time Efficacy of Intervention Results with civic stewardship Results without civic stewardship Increased impact by leveraging the neighborhood effect¹ Depreciation, Turnover, Reduced Funding & Support Adaptivity & Resilience Providers dramatically improve results by partnering with capable community coalitions 10
    11. 11. 11 Residents Residents Residents Residents Residents Non-Profit Providers Government Agencies Social Enterprises Businesses Provider Benefits • Participation/Purchases • Implementation • Retention • Innovation • Lower costs, Higher returns • Sustainability • Dissemination Resident Benefits • Awareness & Access • Confidence & Motivation • Coaching & Support • Solutions that fit needs • Funding for initiatives • Increased wellbeing • Collective efficacy Residents ¹Direct platform costs cover funding for coalition coordinator(s)and block stewards (including social media moderation), about $50,000 for a neighborhoodof 2000; indirect costs for measures,media, coaching, etc. are approximately $25K/year, decreasing as local capacity increases. (Estimated value of potential financial benefits for overall increased savings and revenues are over $2m per year.) Of course, the preponderance of platform contributions are voluntary time and resource commitments by neighbors and local organizations,which the platform facilitates. Providers (all sectors) help fund the platform, which community members lead & support¹ Resources Initiatives Measures Social Media Monetization Communitiesof practice Block StewardsCoalitions Innovation Shared vision & values Knowledgebase Stewardship
    12. 12. Neighborhoods with goals, measures, and capable coalitions can partner with institutions to leverage their collective knowledge, influence & ownership for results Communities and institutions can work together to define shared goals; measure results; and improve programs & policies as well as practices Institutions provide an array of programs and policies citywide; but “collective impact” is limited without community partners¹ 12 ¹Several sources highlight the importance of community partnershipfor “collective impact”: ArecentarticlefeaturedbytheCollectiveImpactForumasserts:“Collective impact efforts must always have the community in their line of sight” (2015: 14; see also 5-7). And a comprehensivereview of place-based initiatives in the U.S. argued for a “nested” approach to integrating institutional policy-making and community engagement: “In a nesting scheme, neighborhoodinitiatives fit together within larger system reforms in a mutually reinforcing way” (Placed-BasedInitiatives in the Context of Public Policy and Markets, E. Hopkins, 2014: 20; blog summary). Media MethodsCoalitions Block Stewards Measures Monetization Communities of Practice…KnowledgeBase
    13. 13. 13 • Enhancing and expanding the pilot initiative: neighborhoods, capabilities, issues & organizations • Identifying providers and investors to develop the “partner to providers” funding model • Cultivating a community of practice on civic stewardship, including community activists, capability partners (measures, media, etc.), provider organizations, funders, and researchers¹ ___________
    14. 14. 2015 Goals: Demonstrate pilot efficacy, build capabilities, establish funding model 2015 2016 2017 2018 2019 Number of participating neighborhoods (N) (~2000 pop.) 1 5 10 15 25 Neighborhood Staff: coalition coordinators & stewards 50K 250K 500K 750K 1.25m Neighborhood seed funds for locally led initiatives 25K 125K 250K 375K 625K CSI Capabilities Platform (measures, media, etc.) 75K (75K/N) 200K (40K/N) 325K (33K/N) 450K (30/N) 575K (23K/N) CSI Storefronts (125K each) — — 125K 125K 250K Total Costs $150K $575K $1.2m $1.7m $2.7m Outlook¹ • Leverage CSI Platform across a growing number of communities for increased impact and reduced cost • Tipping point in Boston for establishing CSI capabilities is about 25 high-opportunity neighborhoods; including a critical mass of institutions for partnerships & systemadaptation • Neighborhood storefronts (p. 38) help support and institutionalize local application of stewardship capabilities • CSI community of practice builds the discipline and spreads the work within and across a growing number of cities (in U.S., about 70% of the population lives in 100 metro areas) Scaling strategy 14 ¹Over time, costs are increasingly covered via provider partnership contracts (versus grants). Most neighborhoods are Boston-based. Each storefront (p. 38) serves area with ~10,000 pop.; see Overview pp. 3-4 for growth strategy. ²Total annual governmentalcosts in these areas average $10,000/resident nationwide.The U.S. NeighborhoodRevitalizationInitiative “conservativelyestimates” that the cost of aggregate child poverty alone is $620b per year (~$2,000/resident), due to “reduced skills development and economic productivity, increased crime, and poorer health”(2010: 5). Typical CSI components and annual costs at neighborhood level • Coalition coordinator(s) (~$25K) • Block stewards (~$15K) • Neighborhood dashboard steward (~$10K) • Seed funding for community-led initiatives (~$25K, dependingon ROI opportunities) • Platform for Measures, Methods (e.g., innovation circles), Media & Monetization (~$25K) Total costs about $100,000 per neighborhood with 2,000 population, ~$50/resident Impact potential is over $2 million per neighborhood (20:1 ROI), via improved results in targeted areas (employment,health,education,housing& safety),~$1,000/resident²
    15. 15. 15 Cultivates communities (~2000-10,000 pop.) as strategic actors for vital cities & regions, in which residents & stakeholders shape both practices & policies to achieve targeted results Applies a synergistic set of stewardship capabilities—many only recently available—and develops local capacity via action-learning efforts that address ripe opportunities Increases efficacy of institutional programs and policies via community partnerships that promote co-creation and ownership, not only coordination and outreach Establishes a sustainable investment model based on payments for measurable outcomes that benefit both institutions and community residents; not dependent on grants Achieves “community-led collective impact” citywide by working across levels & localities; rather than focusing mainly on institutional collaboration or only in particular communities 1. 5. 4. 3. 2. Capabilities Stewardship Communities Citywide InvestmentsPartnerships
    16. 16. ²“While many of the…communitychange endeavors of the past 20 years can identify improved outcomes for some residents…,these investments have not aggregated to improvements in neighborhood-wide well-being or produced population-level changes in, for example, infant mortality rates, graduation rates, or income,” Aspen Institute Roundtable on Community Change, Voices from the Field III, 2010 (17). From: Outsiders driving community change To: Transformative communities leading change Institutions manage design & implementation of programs Local groups frame problems; co-create and apply solutions Big solutions for big problems; pilots with 3-5-year horizon Synergistic mix of small- & large-scale, short- & long-term Large population (20,000+) areas, working in isolation Micro-neighborhoods, linked with peers, locally & city-wide Institution-based, service- delivery, policy-driven Residents lead practice changes via peer groups, families, etc. Program assessments for external evaluation; conducted by experts Population-based measures for learning & innovation; collected and used by trained residents Capacity-building mainly for leadership & organizations Community capability platform: measures, methods, media, etc. Dependent on short-term grants Sustainable impact investments, based on measurable results Top-down policy-making Capable community groups are powerful policy-making partners ¹Map shows Boston neighborhoods (in blue) that have been distressed (i.e., high rates of poverty, crime, etc.) for decades (Jennings, Tufts Univ. 2009, p. 4) Current State After decades of concerted efforts, “distressed” neighborhoods in Boston continue to struggle in areas such as poverty, crime, disease, and drop-outs.¹ Nationwide, community-change efforts have had little effect on population-based outcomes.² Transformative communities need robust, resident-led, civic stewardship capabilities PersistentlydistressedBostonneighborhoods 16-A1
    17. 17. • Millennium Ten plans for “comprehensive community change” • Holds inclusive gatherings, surveys residents, identifies issues • Teams develop range of initiatives and assign champions • Sponsor provides seed funds for nominated initiatives • 3rd-year report highlights importance of clear goals, resident leaders, sustainable funding, and solutions for “activist fatigue” M-10 Initiatives¹ • Youth HUB • Washington Street Corridor • Community Café • Eco-Innovation District • Men of Color, Men of Action ¹For more on the Millennium Ten community change process and descriptions of these and other initiatives, see the M-10 “Community Contract,” 2013 Map shows Codman Square neighborhood, pop. ~35,000 and Talbot-NorfolkTriangle, pop. ~1500 17-A1 TNT
    18. 18. We began by partnering with a coalition focused on youth employment in a small neighborhood with a strong capacity for collective action Boston Project Organization Start-up Youth Employment Issue Measures Civic Capability TNT Neighborhood • TNT Neighborhood (Talbot-Norfolk Triangle), ~1500 pop., is defined by both geography and resident identity • Youth Employment Issue had been targeted as a priority by broad base of residents in Codman Square (via M-10) • Anchor Organization has been engaging neighbors for 15 years to lead successful improvement initiatives • We co-created a Logic Model and Measures Capability to help identify opportunities and lay the foundation for participative “innovation circles” 18-A1
    19. 19. “It’s a cliché of management that if you don’t measure something, you can’t manage it….And it applies as much to communities as it does to multinational corporations.” Measures matter for innovation, learning, alignment, and monetization And it matters who leads local measurement initiatives, because accessing, collecting, and accurately interpreting community data requires active participation by local residents and organization stakeholders Fast Company article on community measurement initiatives, 2012 “To learn, there must be clear benchmarks and data linked to the desired outcome. Focusing on outcomes and impact will be a paradigm shift…for community development.” Nicolas Retsinas, Harvard Business School, Investing in What Works for America’s Communities, 2012 Measures 19-A1
    20. 20. Youth • Create support network for youth • Identify and support youth at risk • Increase funding for youth jobs via advocacyand “impact investing”sources • Training for skills and job readiness • Career counseling/job placement Employers • Businesspeople meet youth before hiring • Create support network for businesses • Identify “youth ready” employers Local Conditions • Create list of entry jobs available • Strengthen community-school linkages Youth Employability • “Employability” indicators include education, career plans, risk factors, personal development, etc. Employer Readiness • “Youth ready & willing” factors (ability to train, flexibility, etc.) Local Conditions • Neighborhood context, including job market (number & type of jobs available) Youth Employment • Percentage of youth with jobs • Pay levels (as age-skill appropriate) • Quality of jobs (e.g., career vs. temp.; “hard skills”/marketable; meaningful) Employer Success • Improved results • Increased social impact • Increased support from community Community Wellbeing • Reduced poverty • Business growth • Reduced violence • Reduced incarceration • Increased civic engagement Interventions/Ideas OutcomesInfluencing Factors The Youth HUB neighborhood coalition began by building a youth employment logic model as a basis for determining what data to collect and how to interpret it Model 20-A1
    21. 21. Activities & achievements • Organized multi-stakeholder coalition and youth surveyor team • Established shared logic model and measurable indicators • Identified public data sources and new data to collect • Designed and tested survey instruments • Developed tools & methods for collection, analysis & reporting • Surveyed youth in catchment areas Challenges & opportunities • Social trust in neighborhood • Access to institutional data • Ensuring data completeness and validity • Surveyor skills and team performance (quantity, quality, etc.) • Building community awareness and support 21-A1
    22. 22. Activities & achievements¹ • Organizing and displaying quantitative and qualitative data • Analyzing data for patterns, insights, and new questions • Conducting reviews with youth surveyors and experts • Facilitating innovation circles with diverse stakeholders • Discovering and developing ideas to test and implement Challenges & opportunities • Engaging array of residents, partners & stakeholders to generate ideas and support implementation • Identifying best opportunities, considering feasibility, impact, synergies, and time horizons • Communicating value of proposals for support and funding • Ongoing assessment and adaptation based on results ¹For more detail, see the Youth HUB presentation slides and video of presentation to researchers and activists, co-sponsored by URBANBoston and Millennium Ten 22-A1
    23. 23. Peer groups • Youth Cohort* Public awareness • “Hire Local Youth!” campaign Projects/Social enterprises • Website and social media to facilitate job searches and employment matches* • Social enterprise to employ youth* Partnershipswith organizations • Redesign application process with employmentorganizations* • Employer readiness workshops Policies/Programs • Reduce bureaucratic burden for subsidized employment • Funding youth employment for neighborhood small businesses *Proposals now in development Illustrative Proposal¹ (Y.E. in TNT+CIA) Goal: add 80 PT jobs = ~$.7m income + $1.5m long-term socio-econ. benefits= ~$2 million Youth Emp. ideas in development: • Youth Cohorts - $35K (contract staff) • Improved application process – Partners • Info/job match website – $25K (staff) • Employer workshops – Social Enterprise Costs for Civic Stewardship Platform @ $50/Resident = $100K (pop. 2000) ROI (with platform allocations): ~10/30:1 Other stewardship opportunities: Health, Housing, Safety, Education, Economy, etc. Methods Innovation circles and other methods produce an array of solutions that leverages the complementary strengths of peer groups and institutional partnerships; of social influence and social enterprise ¹“Platformcosts” (for community measures, media, etc.) can be leveraged across multiple issues. As more initiatives are launched, these allocated costs decrease. Note that proposed interventions can also improve results for other priority issues (e.g., parent groups for early childhood development), with similar returns; over 5-10 year horizons, population-based improvements continue, while intervention costs decline (once new norms and practices are established). 23-A1
    24. 24. Capabilities • Youth Emp. Logic Model • Innovation Methods • Impact Grant Neighborhoods • CIA Neighborhood Issues • Health Organizations • City of Boston • ABCD, CSNDC, BOLD Teams, Youth Jobs Coalition, etc. • Jerusalem Furniture, 912 Auto Center, Merchants Assoc. • Tech Boston, UMass, Boston College • Rescue Church Boston Project Codman Square Youth Emp.Measures TNT TNT/Youth employment pilot has grown in ways that point out promising paths for expansion 24-A1
    25. 25. TNT Youth Employment Measures Monetization Methods Media Model Vision & Values CIA 923 Health Early Childhood Codman Square Expand to a nested network of neighborhoods Government agencies Non-Profits & Foundations Businesses Schools & Universities Faith Organizations Address an array of interrelated issuesBuild a synergistic set of stewardship capabilities Engage the collective influence of organizations We have action-learning opportunities on all fronts: capabilities, issues, neighborhoods & organizations 25-A1
    26. 26. TNT CIA 923 Communities of Practice connect people to learn and leverage capabilities city-wide Codman Square Community Youth Employment Health Early Childhood Peer Cohorts Stakeholder Coalitions Community of Practice Collaborative Leadership e.g., Block Stewards Collaborative Leadership by diverse participants is distributed throughout Peer Cohorts bring people together to build skills and achieve personal goals Place-based Communities include nested sets of neighborhoods Stakeholder Coalitions convene players to steward targeted community outcomes An ecology of “co-leaders” in various community contexts guide interrelated stewardship activities 26-A1
    27. 27. An emerging meta-community will seed, sustain, and scale the work—within and across cities Youth Employment 923 Health Early Childhood Codman Square Boston Providence Hartford… Energy Sustainability Safety Measures Monetization Methods Media Model Vision & Values Meta-Community Dudley Square Mattapan TNT Government agencies Non-Profits & Foundations Businesses Faith Organizations CIA Neighborhoods Capabilities Issues Institutions Key Schools & Universities 27-A1
    28. 28. How to define neighborhoods (geography, population, identity, assets, etc.) in metro-wide contexts? How to organize a neighborhood coalition—with requisite legitimacy, capability, and sustainability—that coalesces diverse residents and organizations for ongoing community stewardship? How to develop “block stewards” who can build social trust for collecting data on relevant norms and practices; share information about solutions; and enable residents to lead on issues they care about? What level and types of knowledge regarding key issues (health, etc.) are needed for neighborhood coalitions to develop local initiatives that can achieve meaningful, measurable outcomes? How to identify, collect, and organize data from a range of sources—including public, institutional, and community—in ways that best assure validity, completeness, and usefulness? What are the best methods for engaging neighbors and other stakeholders in diverse stewardship activities (face-to-face and virtual), such as: prioritizing challenges, solving problems, spurring innovation, raising awareness, building relationships, strengthening community identity, and getting things done? How to design an accessible community dashboard that is accurate, useful, engaging (e.g., with game apps), and adaptable for promoting learning and collaboration across neighborhoods? What types of data do “pay-for-success” investors require to fund multi-faceted efforts for population impact; as an alternative (or complement) to measures for determining program impact? How to engage institutions to form stronger partnerships with neighborhood-level initiatives (e.g., health agency that enhances outreach by working with block stewards), and to improve cross-level goal alignment? How to cultivate communities of practice that steward influence as well as knowledge: for shaping institutional programs and policies, and for promoting learning and collaboration across neighborhoods? The Boston-based pilot draws on world-class resources to promote discipline development ¹For example, during the pilot, we co-developedthe participativesurvey instrument and approach with experts at UMass Boston’s Center for Social Policy. Indeed, Boston (recently featured as the social impact city) is replete with world-class experts in key areas of the CSI platform; for example: Boston Indicators on measures; URBAN and BARI (and members’ 20+ local universities)for expertise on issues; IISC on participatorymethods; Urban Mechanics and the Engagement Lab on social media; and Social Finance and the Kennedy School’s Social Impact Bond TA Lab on monetization. ¹ 28-A1
    29. 29. 29-A2 Civic Media Facilitate participatory efforts to collect, share, interpret, and act on community information Monetization Mechanisms “Pay for performance” instruments and crowd-funding sites fund initiatives that achieve measurable results StewardshipMethods Promote collaborative problem- solving, learning, and innovation Measurement System Population-based goals and rigorous measures guide learning and innovation and align motivation of diverse players Vision & Values •Results •Capacity •Community •Aligning •Learning •Connecting Co-Leadership Community members who foster peer groups, coalitions and networks; and who apply stewardship capabilities Multi-levelCommunity Structures Neighborhood coalitions and communities of practice promote local action and inter-local learning, collaboration, and institutional change Models of Issue-relatedPractices Logic models for societal issues (health, housing, etc.) that show key drivers at the neighborhood level as well as interventions & outcomes
    30. 30. Measures of population-based outcomes, drivers, interventions, and neighborhood context are collected and interpreted by coalitions of residents and specialists,using both public and local data sources 30-A2 Foreclosures in Prince Georges County, MD From Neighborhood Info, DC Housing conditions map based on public data and a “community engagement mapping” initiativein Louisville, KY Measurement System • Boston Indicators Project • San Francisco data • Chicago crime data • Baltimore civic data, by neighborhood • Cincinnati education data • Community participatory research Participatory measurementby the Louisville Network for Community Change (video) Note: A related community measurement proposal outlines a frameworkfor a “community measurementsystem.”
    31. 31. Participatory skills and methods enable diverse stakeholders to discover common ground and to learn and act together for achieving shared goals 31-A2 Frame: Residents work with public health experts and local professionals to identify areas for improving neighborhood health outcomes; they target pediatric asthma and exposure to toxic lead as priorities Action: Coalition-led campaign raises awareness among residents and other local stakeholders (schools, businesses, etc.); new social enterprises provide “safe home” services; city agencies and health clinics incorporate new practices to improve screening and provide affordable solutions for families Illustrative ¹For over 100 additional examples of methods for participativeproblem solving, civic engagement,etc., see list at the National Coalition for Dialogue and Deliberationwebsite; also a slide presentationon best practices for community-organizing. Design: Team gathers data on results, analyzes key factors (e.g., home conditions); & plans efforts to engage residents & organizations to increase screening, prevention, and early treatment Evaluate: Health coalition raises screening rates for lead and asthma; cuts lead exposure 25%, and reduces emergency room visits for asthma by 50% ParticipativecivicartinN.O.: “BeforeI die…” Stewardship Methods¹ • Participative problem-solving • 21st Century Town Meetings • Public dialogue & deliberation • Human-Centered Design • Open-source collaborativedesign • Study Circles / Public workshops • CollectiveImpact/ Asset-basedCD • City-design charettes (case) • Heart and Soul Comm. Planning • Community PlanIt • Future Search / Open Space • RightQuestions / Quest.Campaign
    32. 32. Media facilitate participatory efforts to collect, share, interpret, and act on community information 32-A2 Civic Media • Urban Mechanics • Fixing local problems • Engagement Lab’s CommunityPlanit • Neighborhood participation platform¹ • Neighborhood social network site • City-wide collaboration site NYC“ChangebyUs”website “NorthCommons”communitylistserv (Cambridge,MA) ¹A blog post at lists ways that civic media can enhance neighborhood initiatives.
    33. 33. playground “Pay for success” instruments can provide sustainable funding streams for civic stewardship initiatives that achieve measurable, population-based results 33-A2 Local crowdfunding (Detroit Soup) Monetization Mechanisms • New York, New York – Safety • Boston, Massachusetts – Safety • Salt Lake City, Utah – Education • Fresno, California – Health • United Kingdom– Children - Homeless “Sharing economy” strategiesNYC socialimpactbond(detail)funds servicesfor adolescentinmates Intermediary organization Servicedelivery organization
    34. 34. 34-A2 Examples of issue-based neighborhood coalitions • MOMS Partnership for early childhood development • Magnolia Place CommunityInitiativefor healthy children • Village at Market Creek for social and economic impact • Concord Can! for sustainable energy • Issue-specific coalitions (e.g., on energy) conduct participative innovation forums and organize local efforts • Participants are residents and local organizations who learn what works and lead initiatives they care about • Initiatives engage social cohorts (families, friends, block groups, clubs, faith communities, etc.) to shift local practices • Neighborhood coalitions use collective goals and rigorous measures to spur learning, motivation, and monetization “Human-centereddesign” workshop ”ParticipatoryChinatown” game Illustration: Dorchester Energy Coalition Neighborhood energy-habits survey Insulation initiative Sustainableenergy campaignand workshops Greenjobs foryouth Energy sustainability game Socialmedia energy-saving apps Storefront for Urban Innovation (Philadelphia) Design Studio for Social Innovation (Roxbury) “GoGreen” apartment buildings Discountson energy-saving devices Neighborhood groups in action Energy Coalition
    35. 35. 35-A2 Neighborhood EnergyCoalition Neighborhood Energy Coalition Illustration: Boston Energy Community of Practice • Issue-specific communities of practice organize for inter-local knowledge-sharing, networking & collective action • Build participants’ knowledge base with online resources, participant directory, tools & methods, cases, etc. • Establish inter-level relationships between communities & institutions (all sectors) to shape policies & programs • Network with coalitions & institutions across cities—for innovation & systemic change at national & global levels Examples of city-wide communities of practice¹ • Great Neighborhoods Network • Boston Alliance for Community Health • Los Angeles Neighborhoods Revitalization Workgroup ¹Communities of practice that connect issue-specific practitioners across localities and organizations have been applied in all sectors; for government and civic applications,see Snyder & Briggs, 2003; see also Wenger & Snyder, 2000; and Wenger, McDermott & Snyder, 2002.
    36. 36. ¹ Resident leaders are known by a number of names (“ambassadors,”“parent leaders,” “outreach workers,” “promotoras,” “block captains,” and others); and they have been active in community-engagementefforts to address a variety of issues, including early childhood, maternal mental health, family wellbeing,and safety. How co-leaders engage neighborhood influences for community wellbeing²Examples of community stewardship roles¹ Represent & Engage Local Organizations Promote Vital Place Identity Shape Built Environment CommunityOrganizing& FamilyIssuesMOMS Partnership Resident leaders collect community data; inform residents about services & opportunities; build & broker relationships; organize civic groups; and model civic engagement as an enriching experience Cease FireBoston Children Thrive Form & Support Peer Groups Act as Role Models Provide Leadership for Collective Efforts Activate Stewardship Capabilities (e.g., measures & media) Weave Social Networks Shape Social Norms Coach Families ² These influences are depicted on slide 4 as key drivers that affect issue-specific practices (health, housing, etc.) at the neighborhood level; cf. Galster, 2010, pp. 2-3. 36-A2
    37. 37. Learning about the issues and innovative solutions…even when these challenge long-held basic assumptions Aligning to shared goals for the greater good…even as the vision evolves based on new experiences and insights Building civic capacity to improve results in terms of strength, scale, scope, and sustainability Achieving results in targeted areas (health, education, etc.) Becoming more conscious, caring members of interwoven, transformational communities, for current and future generations¹ Connecting with diverse others to build trust and reciprocity…even with those who have conflicting interests and ideologies Vision Values ¹This echoes Martin Luther King Jr.’s call for a “beloved community [that] will require a qualitative change in our souls as well as a quantitative change in our lives”; and it calls for transformation that occurs across levels, including personal, communal, and societal. 37-A2 Purposes complement principles, both fundamental and transformational
    38. 38. Neighborhood Civic Stewardship Storefront (illustrative scenes)² ¹Civic stewardshipcapabilities—includingmethods,media,measures,andmonetization— are also known as components of a “civic infrastructure” or “backbone organization,” andcontributeto acommunity’s“collective efficacy”forimprovingresults. The Storefront for Urban Innovation (Philadelphia): “A physical place where community members can learn aboutandcollectivelycreateanurbanagendafor theircity”(winnerofthe2012 TED Prize for“theCity2.0”) Energy Coalitio n Brooklyn Brainery – a place for “accessible, community-driven, crowd-sourcededucation” ²See sources on slide 34. Other examples of storefront-like community spaces include “The Open Works” (London), “Mayor’s Living Room” (Rotterdam), Haley House (Boston), D:hive (Detroit), and Starbucks’ “Community Stores.” Build & apply civic stewardship capabilities¹ Conduct workshops, events & engagement efforts Provide a vital neighborhood meeting place Convene issue-based neighborhood coalitions Facilitate institutional support for local initiatives Scale capabilities & results via inter-local networks 38-A2
    39. 39. 39-A2
    40. 40. “By making communities of our cities we take a giant stride toward world community, and in the end lasting peace will come when…world community has been achieved.” -- Lawrence Haworth, The Good City Facebook interactions across cities worldwide (source) 40-A2