Breakout Session 3: Developing Engagement Models
Breakout Session 3: Developing Engagement Models
Facilitator: Mary Jo Meisner, vice president, The Boston Foundation
Scribe: Nancy Jones, The Miami Foundation
Mary Jo Meisner opened the session by reminding attendees of the key leadership role that community foundations can play in the area of information needs of a community in a democracy.
Meisner spoke of the work that the foundation is doing in Boston and has been doing for the past ten years in the area of information and engagement.
The Boston Foundation began building an information platform in 2001. The Boston Indicators project looks at ten categories of data that paint a picture of wellbeing in Boston. Historically, the foundation was a narrowly focused grant-maker. Over time, it began to use the data to discover leverage points and explore ways it could have more of an impact in the community.
Boston Foundation CEO Paul Grogan and Meisner, along with the board, have long-standing beliefs in the power of external affairs. Initially they began disseminating indicators data through public meetings and have held more than 100 over the history of the project.
The foundation, and in fact, all community foundations are seen as neutral conveners. This led the foundation to push further and move from data distribution to engagement with the indicators project. The goal was to create more informed and engaged citizens and specifically more informed elected leaders. Grogan, Meisner and the Public Affairs Director are registered lobbyists.
Armed with the data and broader goals, they brought community leaders together to create strategies for change based on the data. At the same time, they planned strategy and policy pieces for this work as well.
The foundation developed a “Civic Agenda” based on the data. This portfolio of work has led to some large successes including smart growth housing investments and legislation, municipal health care wins resulting in hundreds of millions of dollars in savings, cultural facilities money and a Race to the Top Coalition that placed Mass. first in the nation with a $250M grant. They also successfully led K-12 education reform legislation.
Key questions addressed:
How do we sustain this work?
What will the funded projects look like in five years?
What are some tools and tips that people in the field are using that can be widely shared?
How do we engage those in our communities with less access – or no access?
Key ingredients for successful public affairs work:
• Proper resources – skills, staffing, money
• Understanding the risk – both staff and board
• An ability to read your community
• An ability to partner, without being partisan, with administrations
• Use of the press as key partner to distribution of research/message
• Leverage partners to continue to add credibility
• Have grassroots and grasstops strategies – The Fairmont Collaborative public transit program is a good example of this
• Clearly communicate the right message to the right audience at the right time. This tool is helpful in crafting message.
Resources:
Front Porch Forum helps neighbors communicate with each other, communications leads to engagement in Burlington, VT – 60% of households are using the service.
SSIR – Channeling Change by FSG – identifies six essential functions helpful to this work
Community PlanIt is a Boston-based online game that gets people involved in planning processes. The online relationships lead to more civil in-person ones. This program is being implemented in Detroit in May.
NewsCloud, based in Seattle, is a cool platform for running and leveraging social media.
CF Gulf Coast considers their role similar to disruptive technology – they now do an Agenda for Action versus an Annual Report.
Barr Foundation – Boston Fellowship for nonprofit leaders in leadership training
Center for Effective Philanthropy – perception reports are useful tools.