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.

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 — CivicStewardship.com— Intro Version — Text Overview Overview 1-15 / A1 - Case 16-28 / A2 - Capabilities 29-40

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
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
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. 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. https://youtu.be/RnOewPqjH_E
http://vimeo.com/114074910
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
http://vimeo.com/114074675
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
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
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. 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. 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
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. 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
• 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. 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
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. 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. • 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. 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. “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. 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. 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. 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. 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. 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. 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. 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. 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. 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-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. 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. 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. 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 E-Democracy.org lists ways that civic media can enhance neighborhood initiatives.

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-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-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. 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. 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. 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-A2

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