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Optimizing Community Engagement Business Challenge Group

Optimizing Community Engagement Business Challenge Group August 24, 2011 3:00 p.m. – 4:30 p.m. EST. Objectives for this call . Better understand cross-functional team (internal) implications of what is learned from community conversations

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Optimizing Community Engagement Business Challenge Group

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  1. Optimizing Community Engagement Business Challenge Group August 24, 2011 3:00 p.m. – 4:30 p.m. EST

  2. Objectives for this call • Better understand cross-functional team (internal) implications of what is learned from community conversations • Understand how to “theme” and use (both internal and external) information from community conversations • Introduce more Harwood tools to support community engagement and use of public knowledge

  3. Agenda for the Call • Welcome and Introductions • Highlights of online activity since last call • Review of July’s call: summary and homework • Group discussion: cross-functional implications of community conversation information • Themes from community conversations: how to organize and use the information • Peer sharing: Toledo’s use of community conversation information • Three new Harwood tools • Homework assignment

  4. Review July Call Agenda and Summarize Key Points from the July Call • Welcome and Introductions • Overall objectives for the business challenge groups • Specific objectives for the Optimizing Community Engagement • Framework (pathways) for community engagement • Group conversation: what has been learned from community conversations and how has the information been used • Harwood tools for the future • Homework assignment

  5. Review Online Activity • Why using the online Groupsite is important • What information is included on the site • How to easily navigate the site • How has the site been used since our last call: what important learning and sharing is occurring • What to expect between now and the next call

  6. Review homework for this call • Have a cross-functional meeting of your leadership team (including CEO) to discuss what you have learned from community conversations including implications for communications, resource development, and work in the community • Engage at least one board member to participate in a community conversation

  7. Questions for group discussion • What are you hearing from community conversations that potentially could affect the way work is done in your United Way? • How is your cross-functional team learning from community conversations—what process is in place for sharing the information? • What did you learn from your cross-functional team discussion regarding the implications of community conversations for the way work is done within your organization?

  8. What is public knowledge? • Why gain public knowledge?

  9. The 3A’s of Public Life • Accountability • Authority • Authenticity

  10. Using community conversations to gain public knowledge • Note Taking Tool (pgs. 15 – 16) • Ask yourself during conversations or immediately after: • 1. What kind of community do people want? What are their aspirations? • 2. In talking about their concerns, what do people really care about? What words do they use? What issues do they connect together? • 3. What’s going well and not so well in the community? • 4. What do people want education to be like? What are their aspirations for education? • 5. How does education help to get the kind of community people want? • 6. What’s going well, or not so well in regards to education? • 7. How do people talk about education? What words do they use? • 8. How did education touch these people personally? What gave people a sense of possibility that things can be better, or different? • 9. What did people believe could be done to improve education? Who do people believe needs to act to improve education? Whom do they trust? • 10. What questions do people still have? What follow up do people want?

  11. Identifying themes • Pull together a small group of those who led or listened to the conversations • Look for patterns, and listen for themes across the conversations • Identify someone to lead this discussion • Use examples from conversations to provide concrete examples as you talk • Have the “Note Taking” sheets handy for this conversation. • As you talk, record your thoughts. Label your findings under: • Themes • Tensions • Ambivalence • Language

  12. Identifying Themes Questions (pg. 17) • What, if any, common themes do you see across the conversations? • How are people’s comments connected or related? • Around which areas does agreement seem strongest? Why? • What, if any, tensions are emerging? • Why are these tensions important? • How do people in the conversations resolve them, if at all? • Where do people seem ambivalent, or torn? • Why are they torn? What are they torn between? • How do people talk? • What language do people use? • What emotions do they convey? • What quotes or anecdotes capture the flavor of what people are saying?

  13. Public Knowledge Keys • ISSUES OF CONCERN • ASPIRATIONS • SENSE OF PLACE • SOURCES • PEOPLE • CIVIC PLACES • STEREOTYPES TO WATCH

  14. Share What You’ve Learned! • With others in United Way • With participants • With important stakeholders • With the public

  15. Building relationships with conversation participants • What is needed?

  16. United Way of Greater ToledoCommunity conversations and public knowledge • Bill Kitson, President and CEO  • Sarah Gill, Vice President for Engagement • Community conversations • Role and importance • Theming • Blending of public knowledge with expert and quantitative data for decision-making  • Internal and external changes • How the information has been shared back with participants • Has it led to more advocates, volunteers, or givers?

  17. Other Harwood tools for future use • Community Rhythms – The Stages of Community Life • The Public Capital Framework

  18. Public Capital FrameworkA way to see and think deeply about the realities of communities • An Abundance of Social Gatherings • Organized Spaces for Interaction • Boundary Spanning Organizations • Safe Havens for Decision Makers • Strong, Diverse Leadership • Informal Networks and Links • Conscious Community Discussion • Community Norms for Public Life • A Shared Purpose for the Community

  19. Homework for next meeting • Use the tools introduced in today’s call: • Note taking tool • Themeing questions • Public Knowledge Keys audit • Public Capital audit

  20. Brief assessment of this meeting • What worked? • What would we change for next time?

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