Talbot Norfolk Triangle Eco-Innovation District 1

TALBOT NORFOLK TRIANGLE ECO-INNOVATION DISTRICT,

BOSTON A LOOK AT PAST AND PRESENT COMMUNITY ENGAGEMENT EFFORTS

PORTLAND STATE UNIVERSITY

USP 550-CONCEPTS OF CITIZEN PARTICIPATION

ASHLEY EATON

BRIAN GUNN

DECEMBER, 2014

Talbot Norfolk Triangle Eco-Innovation District 2

THE TEAM

Ashley Eaton- Ashley is currently working on a Master’s Degree in Urban and Regional Planning at Portland State University and is an intern at EcoDistricts. Before relocating to Portland, Oregon, Ashley lived in New Bedford, Massachusetts and attended school at Westfield State University. She was originally drawn to planning when the downtown of New Bedford transformed before her eyes. Because of this and substantial work in Holyoke, MA, her primary interests lie in neighborhood driven community revitalization and social equity issues.

Brian Gunn- Brian is a Master of Urban and Regional Planning student at Portland State University and is an intern at M.A. Mortenson Company. Before relocating to Portland, Oregon, Brian lived in Petaluma, California and attended Sonoma State University, where he earned his BA in Environmental Studies and Planning. Brian desires to utilize his knowledge of planning and real estate development to create, maintain, and enhance vibrant communities.

PROJECT PURPOSE : This project was completed by students in a graduate level class at Portland State University called Concepts of Citizen Participation. The purpose of the class was to “examine principles, methods, and programs for giving explicit attention to the perspectives of communities in the development and implementation and public plans, policies and programs." Throughout the class we “examine[d] the variety of processes and techniques for achieving public participation goals and objectives.”

This project gave us the opportunity to put what we have learned throughout the class into a real world application. We hope that this is useful for your organization as you continue to work towards engaging the public in your Eco-Innovation District Initiative.

Talbot Norfolk Triangle Eco-Innovation District 3

TABLE OF CONTENTS Page

Executive Summary ………………………………… 4

About …………………………………………………… 5

Partners ………………………………………………… 7

Other Partners ………………………………………… 9

Neighborhood Snapshot …………………………… 9

Engagement …………………………………………… 15

Current Engagement ………………………………… 15

Recommendations ……………………………… 22

Branding & Promotion …………………………… 22

Strategy One ……………………………………… 22

Strategy Two ……………………………………… 24

Cultivating New Leaders ………………………… 27

Strategy One ……………………………………… 27

Strategy Two ……………………………………… 29

Sustaining Engagement ………………………… 29

Strategy One ……………………………………… 29

Strategy Two ……………………………………… 30

Conclusion …………………………………………… 32

End Notes ……………………………………………… 33

Talbot Norfolk Triangle Eco-Innovation District 4

EXECUTIVE SUMMARY

The purpose of this report is to analyze existing conditions of public participation efforts in the Talbot-Norfolk

Triangle Eco-Innovation District (TNT EID), to identify shortcomings and offer strategies that can (potentially)

improve their efforts. Through research, analysis, and conversations with TNT EID Staff, we identified

demographic trends that pose as challenges to engagement efforts and identified shortcomings in the below

listed focus areas:

1. Branding and Promotion

2. Cultivating Leadership

3. Sustaining Engagement Throughout Implementation

To improve upon these focus areas, ensure a more inclusive and holistic engagement process we recommend

TNT EID do the following:

1. To improve branding and promotion, we recommend that a website and social media outlets be created specifically for the EID. In addition on the-ground methods should be implemented, such as banners, signage and events, allowing people to realize that they are in an EID.

2. To improve the cultivation of leadership, we recommend that a Block Leaders program be implemented. These volunteers will be trained and responsible for particular areas of the neighborhood; they will engage with neighbors within their assigned geographies, collecting their contact information, getting to know them better, and serving as liaisons to represent their interests to the City and neighborhood organizations.

3. To recognize and reward community leaders, we recommend that TNT EID establish a Community Champions program. Community leaders can be recognized on a monthly or quarterly basis by posting their picture, as well as a discussion of their past and future community efforts in social media updates or newsletters. This will allow community residents to identify with leaders, provide youth more role models, and expose the community to more engagement opportunities.

4. To sustain engagement throughout the implementation process, we recommend that TNT EID utilize a social media platform to provide timely announcements regarding implementation achievements and new partnerships. This allows for real time reporting on implementation successes and keeps residents (who participated in the planning process) in the loop thus increasing buy-in and project support.

5. To further sustain engagement throughout the implementation process, TNT EID should put out monthly or quarterly newsletters summing up what has occurred in the EID during that time frame, such as projects planned, projects implemented, and ongoing benefits of past projects. This will keep residents in the loop, maintain their interests, increase buy-in, and further build community support for the EID’s success.

6. Lastly, to sustain engagement and build community support, we recommend that TNT EID allow residents to have an active hand in selecting projects for implementation. We suggest adhering to a model similar to the Detroit SOUP model, where residents come together over a meal to fund and vote on project proposals set forth by other community members.

Talbot Norfolk Triangle Eco-Innovation District 5

ABOUT

What is EcoDistricts?

EcoDistricts is an organization that started in Portland, Oregon in 2009 as the Portland Sustainability Institute.

The organization was charged by the mayor at the time to create five pilot EcoDistricts in the City. EcoDistricts’

vision is “just, sustainable, and resilient cities and neighborhoods for all.” To achieve this vision, the

organization is committed to providing technical support and leadership in the field of sustainable district scale

revitalization.

The concept of an EcoDistrict is multi-faceted. They aim to not only promote environmental enhancements,

but also, strive to making equitable decisions and enhance the quality of life for people in the district through

place making. The idea is that work done at the neighborhood scale is the most efficient way to create

meaningful change. At the neighborhood scale, it can be easier to build a sense of place, create greater equity,

increase innovation and attract investment.

In 2014, EcoDistricts launched their Target Cities

program, which welcomed in a new class of

pilot EcoDistricts. These pilots are not centered

in Portland, but instead are located throughout

North America. This is a 2-year partnership

between the individual ecodistricts and the

EcoDistrict organization. Together they “aim to

amplify and accelerate district scale community

regeneration and create replicable models for

the next generation of urban revitalization [1].”

The TNT Eco-Innovation District is currently a

participant in this Target Cities program.

Fig 1 : EcoDistrict strives to improve people’s quality of life through place –making.

Talbot Norfolk Triangle Eco-Innovation District 6

The TNT Eco-Innovation District (TNT EID)

The TNT EID is a partnership between the Codman Square Neighborhood Development Corporation and the

Talbot Norfolk Triangle Neighbors United. The EID is located in Dorchester, which is a neighborhood of Boston.

Within Dorchester, there are about 36 sub-neighborhoods, which aren’t always visible to the average

passersby, but are inherent to the local residents. The TNT EID include 15 blocks and is bordered by Talbot

Avenue, Norfolk Avenue and the Fairmount Indigo Commuter Rail Line (Figure 2). Dorchester, and this

neighborhood specifically, is home to some of the most diverse populations in Boston. The neighborhood has

faced years of disinvestment from the city, but the neighborhood groups have been advocating on behalf of

themselves for over 20 years.

Fig 2: TNT Eco-Innovation District

The goal of the EID is two-fold. They are hoping to create a vibrant and sustainably focused community, while

working to lessen costs and improve the quality of life for community members. Specific goals include:

Retrofitting at least 15% of existing housing

Buildings at least one new highly efficient, mixed-use transit oriented development

Exploring local power generation models

Constructing and programing new green spaces

Building resident support for increased sustainability

Achieving LEED-ND Platinum Certification

The EID is working to create “a new model for

green and equitable development at the district

scale.” If successful, this will be a great example

of how sustainable neighborhoods don’t have

to equal gentrification.

Talbot Norfolk Triangle Eco-Innovation District 7

PARTNERS

Because the EID’s success relies heavily on partnerships, it is necessary to understand the history and

successes of the partners and the role that others will play in this initiative.

Codman Square Neighborhood Development Corporation (CSNDC)

The Codman Square Neighborhood Development Corporation has been active in the neighborhood for over 25

years. Their work encompasses an area of South Dorchester that is approximately two square miles in size.

Their mission is:

“To build a better, stronger community in Codman Square and South Dorchester by creating housing

and commercial spaces that are safe, sustainable and affordable, promoting financial and economic

stability for residents and for the neighborhood, and providing residents of all ages with

opportunities and skills to empower themselves and to improve their lives [2].”

To achieve this, CSNDC has a number of initiatives that they work under. These include Real Estate

Development, Economic Development, Community Organizing, and the Eco-Innovation District.

The past successes of CSNDC include:

Counseling 123 low and moderate income homeowners and saving 25 from foreclosure in 2012-2013

920 units of housing under CSNDC ownership; 95% of which are affordable

252 new housing units planned and under development

Over 35,000 square feet of commercial space under CSNDC ownership

More than 50 resident leaders trained and supported

More than 1,000 volunteers hours leveraged

More than 1,500 community residents involved in organizing activities

Talbot Northfolk Triangle Neighbors United (TNTNU)

The Talbot Norfolk Triangle Neighbors United is a group of residents and local business owners working in the

community. They represent about 1500 residents and 30 small businesses. They have been working in the TNT

neighborhood since the early 1990s with the goal of making the neighborhood “a caring and thriving

community for all through neighborhood actions and leadership development [3].” TNTNU meets monthly to

talk about the issues and successes within the neighborhood. They also meet with Boston Police, public

agencies and local non-profits to discuss and carry out initiatives and programs that help to improve quality of

life in the neighborhood.

Talbot Norfolk Triangle Eco-Innovation District 8

TNTNU holds a number of community events each year including Field Day for Peace, Family Fun Night, and

Being Thankful for my Community Day. One of their biggest successes has been the Greenspace Project, which

works to bring more open space to the TNT neighborhood. This began when community members realized

that TNT had the highest density of children in Boston and the lowest density of green space (less than 5% of

the neighborhood was open space). TNTNU started to reclaim vacant lots that the city owned, cleaned them

up, and turned them into parks. Major successes from this program include:

Elmhurst Street Park- The transformation of a vacant lot into a park with a playground and community event space

Garden of Peace – A walkthrough park which has green infrastructure on display, native plants and benches

Codman Burying Ground- The cleanup of a historic cemetery

Children’s Community Learning Garden- The transformation of vacant lot into a community garden that was designed, built and maintained by youth in the community

In this partnership, TNTNU brings a strong history of effectively engaging community members and advocating

for the community at the city level.

Fig. 3: TNT residents are taking back their neighborhood and revitalizing it.

Talbot Norfolk Triangle Eco-Innovation District 9

OTHER PARTNERS

Enterprise:

Enterprise has worked for over 30 years assuring that individuals and families making a low to moderate

income have an affordable place to live in vibrant neighborhoods. Enterprise provides technical assistance and

financing necessary to achieve this mission. They also help create partnerships within communities to ensure

that the necessary things to create a thriving neighborhood are in place. The experience that Enterprise has

regarding affordable housing and community development will be extremely useful as the EID moves forward.

National Resource Defense Council (NRDC)

The NRDC is an environmental action group that has been in existence for over 40 years and has over 1.4

million members. Their mission is to “safeguard the Earth: its’ people, its’ plants and animals, and the natural

systems on which all life depends.” Their approach to holistic sustainability and access to leading researchers

can be immensely beneficial to the EID. The NRDC is also working to help the EID measure and analyze their

sustainability targets.

LISC of Greater Boston

LISC of Greater Boston “believes that everyone should have the right to live in a safe, prosperous

neighborhood full of opportunities.” To achieve this vision, LISC provides funding, financing and technical

assistance to non-profit organizations in the Greater Boston area. This type of assistance can be used to help

ensure that economic development initiatives and affordable housing options are plentiful in the EID. They are

also skilled at providing information on alternative funding mechanisms and generating support for projects

throughout Greater Boston.

NEIGHBORHOOD SNAPSHOT

To better understand the EID and TNT neighborhood, demographics were analyzed. In so doing, a

neighborhood snapshot is provided and potential issues that can interfere with public engagement processes

are identified.

Demographic Overview

To analyze demographic data, the Boston Redevelopment Authority’s (BRA) My Neighborhood Census Viewer

tool was utilized [4]. This tool uses 2010 US Census data and allows the viewer to extract demographic data for

a particular area. It is important to note, that the smallest geographic level provided by the US Census is the

Talbot Norfolk Triangle Eco-Innovation District 10

the block level. Consequently, as TNT includes both Whitman St and Peacevale Rd (both located within Census

Block 4006) demographic data for this entire block is incorporated within the following data.

Summary

TNT has a population of 1,751 persons

The largest race group is Black, accounting for 77% of the population

TNT has a high percentage of children below the age of 18

70% of housing units are renter occupied

67% of family households with children are headed by single females

The neighborhood is less educated when contrasted against Boston

The unemployment level is approximately 19% and highest amongst Black residents

56% of residents have to travel more than 30 minutes to work

Race

TNT has an overall population of 1,751 persons. As noted in Figure 4 the neighborhood’s largest race group is

Black, accounting for approximately 77% of all residents. When contrasted with Boston, the neighborhood has

a high concentration of Black residents and few White residents; other race groups are relatively similar,

except for Asian.

6%

77%

1% 2%

9%5%

54%

24%

0%

9% 8%4%

White Black American Indian Asian Other Multiple

Pe

rce

nt

of

Tota

l P

op

ula

tio

n

Race

Talbot Norfolk Triangle Neighborhood City of Boston

Fig 4: Race by Total Population for the TNT Neighborhood.

Talbot Norfolk Triangle Eco-Innovation District 11

Gender

There are more females in TNT than males; approximately 53% of the population identify as female and the

remaining 47% as male (Figure 5). The gender split is relatively consistent with Boston’s.

Fig 5: Gender by Total Population for the TNT and Boston.

47%

53%

48%

52%

Male Female

Per

cen

t o

f To

tal P

op

ula

tio

n

Gender

Talbot-Norfolk Triangle Neighborhood City of Boston

Age

BRA compressed this data in a manner that could not be compared to age groups associated with Boston; to

remedy this, data for each Census Block was acquired from American Factfinder [5] and aggregated. The

largest age group within TNT are between the ages of 25 to 34 years old, accounting for approximately 14% of

the total population (Figure 6). Although this is the largest within TNT, it is much smaller than Boston, where

approximately 21% of the overall city’s population are between the ages of 25 to 34 years. Similarly, there is a

significant difference between TNT and Boston for the 18 to 24 years age group. These differences suggest that

this neighborhood is not a desirable place for young-people, between the ages of 18 to 34 years, to live. This is

potentially linked to young professionals preferring to live a more urban lifestyle, within close proximity to

their jobs (i.e. the Central Business

District). Another potential reason,

could be affiliated with young people

moving away for college, job, or simply

leaving the neighborhood.

TNT has a much higher percentage of

children below the age of 18 (Figure 6),

which accounts for approximately 29%

of the total population, than Boston.

Within this group, the largest cohort is Fig 6: Total Population by Age Group for TNT and Boston.

5%

4%

4%

3%

19%

21%

13%

11%

9%

5%

3%

2%

8%

7%

9%

5%

13%

14%

13%

12%

9%

5%

2%

0%

Under 5

5 to 9

10 to 14

15 to 17

18 to 24

25 to 34

35 to 44

45 to 54

55 to 64

65 and 74

75 to 84

85 and over

Percent of Total Population

Ag

e G

rou

p (

ye

ars

)

Talbot-Norfolk Triangle Neighborhood City of Boston

Talbot Norfolk Triangle Eco-Innovation District 12

between the ages of 10 to 14 years old (9%). Though these children are not old enough to vote, it is important

to include them in the public-participation process as they are the neighborhood’s future leaders. In addition,

while planning outreach and events, it is important to remember that parents are likely busy with work and

family.

Housing

There are 653 housing units within TNT.

Of these units, more are renter-occupied

rather than owner-occupied (Figure 7).

The neighborhood has a higher

concentration of renters than the city.

This is important to note, as engaging

renters during the public participation

process can be more difficult because

they are more transitory than home

owners; therefore, renters are (generally) less invested in the neighborhood and its success. In addition, the

area has a high vacancy rate (12%), which is likely attributed to the recession; a healthy real estate market

typically has a vacancy rate around 5%. The large difference in vacancy rates between TNT and Boston suggest

this area was more impacted by the recession, is (possibly) a less attractive area to live, and could be

experiencing a high-level of turn around due to the high percentage of renters.

Of these occupied units, 52% have children

below the age of 18 living within the home.

Comparing this to Figure 6, which shows

that TNT has a high percentage of children,

suggests a majority of these households

likely have more than one child.

Furthermore, approximately 67% of these

family households are headed by a single

female (Figure 8); overall, 74% of family

households with children are headed by a

single parent. Though this number does not

appropriately account for unmarried

couples with children, these factors suggest

30%

70%

12%

34%

66%

7%

Owner Occupied Renter Occupied Vacancy RateP

erc

en

t o

f To

tal

Ho

usi

ng

Un

its

Housing Tenure

Talbot-Norfolk Triangle Neighborhood City of Boston

Fig 7: Housing Tenure by Total Population for TNT and Boston.

67%

26%

7%

Female with Child Husband and Wife Male with Child

Fig 8: Family Household by Type for TNT .

Talbot Norfolk Triangle Eco-Innovation District 13

that parents are likely busy with their children throughout the day.

Economics

Due to recent changes in the US Census, particular economic information (i.e. income, educational

attainment, and unemployment levels) are only available in the American Community Survey (ACS).

Consequently, information for this section is derived from the 2008-2012 five-year ACS. It is important to note

that such data is not available at the Census Block or Block Group level; therefore, this data provides an

overview of the entire Census Tract. Two blocks of TNT are located in Census Tract No. 1003, though the

remaining thirteen blocks are within No. 1005. We chose to use only No. 1005, as it represents a majority of

the neighborhood.

Based upon 2013 inflation rates, the median household income is $53,366, which is relatively close to

Boston’s ($53,914). Residents of Census Tract 1005 are less educated than the overall city (Figure 9).

Interestingly, however, TNT has higher percentages up until the “Bachelor’s degree” category. This can

partially be attributed to the large amount of children below the age of 18 years in the neighborhood (Figure

6). In addition, the “Some college” category demonstrates that a higher percentage of residents have received

some form of college education, likely at a local institution. The rapid drop-off in high-level degrees could be

attributed to numerous things, such as young people moving elsewhere for school and not returning to the

neighborhood or families that cannot afford college tuition.

Fig 9: Educational Attainment by Population 25 Years and Older for Tract 1005 and Boston.

32%

26%

22%

14%

5%

1% 2%

16%

22%

19%

24%

13%

4%3%

Less Than HighSchool

High SchoolGraduate

Some college Bachelor's degree Master's degree Professionalschool degree

Doctorate degree

Per

cen

t o

f P

op

ula

tio

n 2

5 Y

ears

an

d O

lder

Education Attainment Level

Census Tract 1005 City of Boston

Talbot Norfolk Triangle Eco-Innovation District 14

The overall unemployment rate is approximately 19%, which is much higher than the city’s of 10% (Figure 10).

As these estimates were created with data obtained during the recession, it is likely that these unemployment

rates are continuously improving. Both male and female residents share an equivalent unemployment level;

similarly, it is much higher than the overall city’s. In addition to contrasting male and female residents, the

two largest racial groups were also analyzed. Based off this comparison, one can see that the unemployment

level for Blacks is much higher than Whites in both the neighborhood and City; however, unemployment

among Black residents within the

neighborhood is much higher (Figure 10).

Per capita income for neighborhood

residents is $27,549 (based upon 2013

inflation rates), which is approximately

$7,000 less than the city overall. According

to ACS, approximately 28% of

neighborhood residents are classified as

being “poor or struggling” and making less

than the poverty thresholds established by the Federal government. For 2013, the federal poverty threshold

for a one-person household was $11, 670 [6]. The city has a higher percentage of residents within this same

category, accounting for approximately 38% of all city residents. Though the neighborhood has fewer

residents within this category than the overall city, it still demonstrates that poverty is an issue in the area.

Lastly, commute times were also analyzed. This analysis only refers to residents who do not work at home.

Less than 1% of neighborhood residents work from home, as compared to the city with approximately 4% of

residents working from home. When contrasted against the city, neighborhood residents typically have longer

commutes (Figure 11). Approximately 56% of neighborhood residents commute thirty plus minutes to work

Fig 10: Unemployment Rate for each Population Groups by Population over 16 Years, for TNT and Boston.

19% 19% 19%

5%

27%

10% 11%10%

7%

18%

Overall Male Female White Black

Perc

ent

of C

ivili

an P

opul

atio

n ov

er 1

6 Ye

ars

Population Group

Census Tract 1005 City of Boston

9%

15%

20%24% 23%

5% 4%8%

22% 21% 22%

16%

7%

2%

Less than 10 10 to 19 20 to 29 30 to 39 40 to 59 60 to 89 90 or More

Pe

rce

nt

of

Tota

l P

op

ula

tio

n

No

t W

ork

ing

Fro

m H

om

e

Commute Time to Work (minutes)

Census Tract 1005 City of Boston

Fig 11: Commute Time to Work by Total Population (Over 16 Years) Not Working From Home for Tract 1005 and Boston

Talbot Norfolk Triangle Eco-Innovation District 15

each day. This demonstrates that residents are traveling out of the neighborhood, typically long distances, to

get to work. While scheduling public participation events, it is important to account for these travel times to

ensure that meetings are at appropriate times.

Challenges

Based on demographic analysis, the following challenges for public participation have been identified:

1. There is a high percentage of children and single parent households. This poses as a challenge to public participation efforts as single parents are likely busy working and raising their children, having little time to allocate towards attending events.

2. A majority of residents are renters. This is a challenge for public participation efforts because research has suggested that renters are more transitory and therefore less invested in the community.

3. High unemployment and poverty rates pose as a challenge because individuals may have more pressing issues to deal with than engaging around sustainability initiatives.

4. The high percentage of residents who travel over thirty minutes to work is a challenge, as such individuals spend a large amount of time commuting and have little time to participate. If they do have time to participate, they may be unwilling to because they would rather spend their free time elsewhere.

ENGAGEMENT

In this section we are going to highlight some of the work CSNDC and TNTNU are currently undertaking and

have done in the past, in terms of engagement.

Past Processes

Millennium Ten Initiative [7]

CSNDC received a grant from through Boston LISC’s Resilient Communities, Resilient Families program to fund

the Millennium 10 Initiative. This was a large scale engagement process which was intended to create a space

for neighbors and community organizers to define what was next for the community. The entire process

spanned two years. It’s important to note that the Millennium 10 Initiative encompassed all of Codman

Square’s service area, not just the Talbot Norfolk Triangle neighborhood. The Millennium 10 Initiative was

spearheaded by a steering committee, which dedicated one-third of its seats to community members. The

Millennium 10 engagement process was carried out in phases, which are described in detail below.

Phase One: This phase was used to identify community needs and desires. It was also the opportunity to

gather support and buy-in. The first task was creating a series of early wins that were used to build trust and

support. (Irvin) This was done by giving six community groups funding for short term projects that helped

improve the community and raise neighborhood pride. Another aspect of phase one, was surveying the

community. Overall, 590 families responded to the survey- 102 of them being from the TNT neighborhood.

Lastly the steering committee conducted 64 one-on-one interviews to start to explore some topics that could

Talbot Norfolk Triangle Eco-Innovation District 16

not be easily expressed in a survey. Out of phase one, the steering committee identified 5 priority areas that

would guide the rest of the process- physical environment, safety, economic development, youth and

connectivity/communication.

Phase Two: This phase consisted of a number of working group meetings. The first one, which had 190

participants in attendance, was hosted in a “World Café” style. Participants moved throughout the room, and

used post-it notes to identify their ideal future and strategies to achieve it under each priority area. This

event yielded hundreds of ideas, which were collated and organized into themes afterwards by facilitators.

The second working group meeting brought together 130 attendees to follow up on the work that had started

during the first session. This time residents selected a priority area that best spoke to them and worked on

that category for the night. (Bernstein & Norwood) Each group was required to create a vision statement and

refine strategies to achieve that vision. Dot polling was then used to determine which strategies should

become key priorities. The idea of pursuing a sustainable neighborhood in the TNT area came out of this

session, and would later evolve into the EID. There was a third working group, where participants delved

deeper into root changes that would need to happen in order to make these five visions a reality.

Phase Three: This phase required a lot of work on behalf of the steering committee and CSNDC. All of the

information collected from the past phases was synthesized into a planning document. Community input was

solicited during the drafting process and a final draft was eventually approved and submitted to Boston LISC.

During this phase, there was also a community

appreciation dinner to celebrate the

accomplishments of the process. At this dinner, 17

new community champions were identified. These

were people who had been thoroughly engaged

throughout the process, but did not necessarily

hold a formal leadership role in the community.

They were each given a $1000 grant to reinvest in

their communities as they saw fit.

Fig 12:

“ This was a large scale engagement process which was intended to create a space for neighbors and community organizers to define what was next for the community. “

Talbot Norfolk Triangle Eco-Innovation District 17

Legacy Charrette [8]

The Legacy Charrette was co-hosted by CSNDC and EcoDistricts in 2013. The event was a one day workshop

that brought together over 60 people. These individuals included community leaders, property owners,

neighborhood representatives, Boston city officials, and technical experts. The objective of the charrette was

to allow networking between all of the potential partners to happen, allow the neighborhood to understand

how their visions and past work might interface with the EcoDistricts Framework and gain inspiration from the

community’s highlighted achievements.

There were a number of activities that happened throughout the day. First participants worked to identify

why the EcoDistrict concept might be a good idea for the community, and worked through where in the four

step methodology they might be. The second activity asked participants to list words they thought would best

describe their vision for the neighborhood. Participants then worked through strategies that would need to be

carried out to achieve these words, and organized them under the eight EcoDistrict performance areas. In the

last activity, participants were asked to identify their top five projects; out of those five, they identified the

two they considered a priority for implementation. In short, the charrette was an opportunity to get all of the

necessary people in the same room to work through whether or not an EcoDistrict in the area was a good fit

and outline what work had already been done in terms of the EcoDistricts Framework.

Current Engagement Efforts

The current engagement efforts section has been split into two categories- those efforts specific to the EID

and those efforts being done by the partners in the study area that non-specific to the EID. We believed it was

important to highlight the engagement work that TNTNU and CSDNC are doing outside of the Eco-Innovation

District Iniative, as those processes are likely to influence the work of the EID. It also serves as a base for

Fig 13: “The objective of the charrette was to allow networking between all of the potential partners to happen, allow the neighborhood to understand how their visions and past work might interface with the EcoDistrict Framework and gain inspiration from the community’s highlighted achievements. ”

Talbot Norfolk Triangle Eco-Innovation District 18

knowing what the two groups are capable of in terms of engagement and gave us a springboard for identifying

focus areas, which will be discussed, in detail, later.

Specific to Eco-Innovation District

Advisory and Working Groups

There are currently a number of advisory and working groups that are helping to inform decisions and

implementation of the Eco-Innovation projects. Seats within these groups are open to neighborhood

representatives and leaders from the partnering agencies. These groups include the Eco-Innovation advisory

group, the TOD working group, the Green Infrastructure working group, the Retrofit working group, and the

Local Energy Generation working group. Each group has different objectives. For example, the Retrofit

working group is working directly with residents to identify opportunities for them to participate in programs

offered through the city as a means of reducing their home energy bills, while others are lending their

technical expertise to planning strategies for achieving working group goals.

Not Specific to Eco-Innovation District

Online Tools

Website

Both CSNDC and TNT utilize a website to communicate with the public. CSNDC’s website (www.csndc.com)

has a great-deal of information, including events, past success stories, reports, and so much more. TNT shares

a website with The Boston Project Ministry (www.tbpm.org). This webpage provides a succinct overview of

TNTU and the projects they work on. Maintaining an attractive website that can be easily traversed by

individuals with varying degrees of computer knowledge is paramount to these organizations success and

successfully communicating with the public.

Social Media

Both CSNDC and TNTNU utilize Facebook and Twitter to communicate with the public. Their pages are used to

advertise upcoming events, share success stories, and provide examples of ongoing projects through pictures

and videos. Followers also have the ability to click on various links to read news stories, information about Eco

Districts, etc. These social media sites provide a tool to track incoming traffic to the site. For example as of

November 2014, CSNDC has over 530 followers on Twitter and has been “liked” over 160 times on Facebook.

The use of social media allows these groups to reach various people, especially young people who are tech

savvy. Their use of pictures, videos, links, and advertisements are useful in that it allows viewers to see what

Talbot Norfolk Triangle Eco-Innovation District 19

they are doing and suggests ways that community members can help.

Engage the Youth

With such a high percentage of children below the age of 18, TNTNU and CSNDC recognize that engaging the

youth is paramount to addressing community issues and improving the neighborhood [9]. They have worked

together to implement the below listed programs. These programs strive to strengthen youth leadership,

build social capital, and ultimately teach children how to become active members of society. In doing so,

children will become more invested in their communities, stand behind community efforts, and help

implement action.

TNT Youth Council [10]

In 2012, the TNT Youth Council was started. According to The Boston Ministry’s Project 2012 Annual Report, it

includes more than twelve teenagers. These teenagers learn and practice leadership skills by working with

local officials, law enforcement, and local community members to identify key problems within the

neighborhood, plan neighborhood beautification projects and community-wide events. Such events include

the annual “Being Thankful Day,” which includes a community clean-up, potluck, and sports activities;

according to The Boston Project Ministry, over seventy people attended this event. Members meet weekly to

discuss community issues and provide youth perspective. In addition, they receive training and one-on-one

Fig 14: The TNT Youth Council.

Talbot Norfolk Triangle Eco-Innovation District 20

time with a mentor. This program strives to instill leadership skills, provide academic assistance, develop

confidence, and encourage children to participate in their local community.

STARS [11]

As stated on CSNDC’s website, the goal of STARS is “To engage and develop youth in Codman Square to

strengthen their role and power in addressing community issues while simultaneously strengthening

academics, raising self and group awareness, and increasing worldview and opportunities.” To achieve this

goal, this program has implemented programs directed towards children:

STARS I: Is curtailed to children between the ages of 7 to 12 years old and works on a drop-in basis.

STARS II: Focuses on children between the ages of 13 to 18 years old.

This program focuses on youth residing in multifamily properties and local schools within the Codman Square

service area. By conducting weekly meetings, a variety of activities and providing free homework assistance,

this program strives to improve academic excellence, build self-esteem, and enhance community involvement.

Such meetings and activities provide children a safe space to speak-up, be heard, and have the undivided

attention of volunteers. Parents also have the option of volunteering, providing them an opportunity to

interact with their children as well as others in a healthy environment and be a good role model.

Specific programs offered by STARS include the following:

Homework Assistance

This service is directed towards children between the ages of 7 to 18 years old. It occurs twice a week on Mondays and Thursdays, and is open to anybody who needs academic assistance. This program is completely free and provides snacks to those in attendance.

Boys to Men (B2M)

This program is for males in the STARS II group (between the ages of 13 to 18 years). Meetings are on a weekly basis, Tuesdays, which allow members to conduct workshops and have group discussions about healthy relationships, building self-esteem, becoming active in the community, etc. As part of this program, participants have the ability to run their own t-shirt business, allowing them to design and sell their own products that display positive messages. Profits are then used to plan “Teen Nights,” providing teen residents a safe space to have fun.

Girls Talk- STARS II

This program is for females between the ages of 13 to 18 years old. Meetings are once a week on Wednesdays. Similarly to B2M, this group discusses healthy relationships, building self-esteem, and becoming an active community member. Participants have the choice to create their own business that promote positive messages, such as anti-violence, saving the environment, or anti-drugs.

Talbot Norfolk Triangle Eco-Innovation District 21

Parents [12]

TNT Parents United began meeting in 2010. It includes parents and grandparents and provides them the

opportunity to support one another, address neighborhood issues, and plan community-wide events. The

group continues to grow; for example, according to the CSNDC 2011-2012 Annual Report eight additional

parents were identified for leadership development training. This report also denotes that Parents United held

a series of six blocks parties and nights out in the Elmhurst Street playground; during these events, over 200

community members were engaged and fifty surveys were distributed. The success and growth has continued

into the 2013-2014 year. According to The Boston Project Ministry’s 2013 annual report, twenty adult

neighbors (from TNTNU and Parents United) dedicated approximately 570 hours in leadership and decision

making positions.

Men of Color/ Men of Action (MOC/MOA) Community Group [13]

In response to a call for action flyer (during the summer of 2012) from the CSNDC, MOC/MOA was

established. According to the Millennium Ten Community Contract, their mission is “to facilitate forward

motion towards the clearly defined goals of the young men in the Codman Square/Four Corners Community

who are involved.” As stated in the aforementioned report, their goals are as follows:

Increase program participants’ ability to secure employment through employment search assistance, job readiness and soft skills training and development.

Increase access to information and learning for program participants through area education and training programs.

Increase program participant’s connections with professional and community members for learning and career opportunities.

Fig 15: MOC/ MOA Group Members Socializing.

Talbot Norfolk Triangle Eco-Innovation District 22

Increase program participants’ personal development and build leadership and communication skills.

Have 100% of program participants become registered voters.

As mentioned in the demographics section, Blacks are the largest race group in the TNT neighborhood (Figure

4) and have the highest unemployment rate (Figure 10); this program strives to address this by providing men

of color key leadership skills, preparing them for jobs, providing them the tools to actively participate in their

community and be good role-models for local youth.

RECOMMENDATIONS

Through research and conversations with TNT EID staff, we identified three focus areas and strategies that the EID can use to overcome some challenges.

Branding and Promotion

Cultivating Leadership

Sustaining Engagement Throughout Implementation

Branding & Promotion

The EID has noted that branding and promotion is something that they need to better hone moving forward in

their development and implementation. Branding, even for non-profits is integral, as it helps “build

operational capacity, galvanize support, and maintain focus on the social mission [14]. It’s an opportunity for

organizations to share who they are, what they do and why it matters. Proper branding, which goes beyond

having a nice logo, bridges the internal identity and external image of an organization. (Stanford) Proper

branding and promotion can help the Eco-Innovation District let people know they are present and working to

effect change, which one would hope will ultimately lead to support and buy-in through the implementation

phases. There are a number of strategies that can be employed to achieve these goals. In addition to the

strategies suggested below, looking to Business Improvement Districts and participants in the National Main

Streets program can also provide good examples of work regarding branding and promotion.

Strategy One: Online Media Presence

Currently information about the Eco-Innovation District can be found on CSNDC’s website. It, however, is not

on the main page, and you must be actively looking to find the page dedicated to it. Furthermore, once you

reach the page the information is rather stagnant as it only provides you with an overview of the project. As

mentioned previously, the two partner organizations-TNTNU and CSNDC- both have a presence on social

media. On these sites they post news links, photos and event information about all of their programs, not just

the Eco-Innovation District. This can make it difficult to engage directly with or receive updates specifically on

the EID. Because of this, we are proposing that that a website and social media outlets be created solely for

Talbot Norfolk Triangle Eco-Innovation District 23

the Eco-Innovation District.

Implementing this strategy would allow those interested only in the Eco-Innovation District to interface with

and receive information on it. It would also make tracking the implementation successes and potential

engagement opportunities easier. We recommend that this only be undertaken though, if there is the capacity

to engage with and monitor the sites often [15]. Many organizations create social media or websites and then

don’t update them. To be successful in the strategy you must be engaging. Ways to do this include:

Posing questions-This is a good opportunity to engage and solicit feedback and new ideas outside of formal public participation meetings.

Respond to questions and comments-If you are trying to engage individuals, but then are not responsive, you may lose the interest of community members easily.

Use it as a means of community building- It is possible to use social media to build social capital in the neighborhood. This could happen by posting about other achievements in the neighborhoods (ex. TNTNU opens new park, a new restaurant opens, etc.). Sharing others successes can heighten the chance that they will share your successes with their social media circles later on.

Lastly, before embarking on this strategy is important to note some of the limitations and advantages of each

platform. This information can be used to determine how the organization would benefit from using certain

social media platforms.

Twitter- Some suggest that twitter is able to cast a wider net than Facebook because on twitter the main setting is an open network and then individuals can elect to make themselves private. On Facebook, you can’t entirely interact with individuals until you have become connected as “friends.” According to the Pew Research Group [16], twitter is most appealing to youth, urbanites, and non-white populations, so it may be an effective layer in attempting to reach these segments of the population. Twitter can be used effectively to disseminate information (news links, reminders that meetings are happening, etc.). Twitter can also be a good opportunity to share news that doesn’t directly related to the Eco-Innovation District, but that is similar in content.

Facebook-Posting on this platform isn’t likely to reach as many individuals as Twitter may be able to due to the network settings that each platform uses. Facebook, however, is more likely to engage a wider variety of people. According to the Pew Research Group [17], while almost 43% of adults use multiple social media platforms, Facebook continues to be the platform of choice, with over 71% of internet users using Facebook. Facebook is also a better platform in regards to personal interactions. Because comments relate and are collated directly under a post, it can be easier to engage in a dialogue of sorts.

Instagram- Instagram is a social media platform in which participants share thoughts and opinions through photos and short videos. Instagram has been gaining popularity, and similar to Twitter has been found to be most appealing to youth, urbanites and non-whites. This could be a useful platform for the Eco-Innovation District to use in highlighting on the ground implementation of projects. Instagram also interfaces easily with both Facebook and Twitter, meaning that when you share an image there it could simultaneously be uploaded to those platforms.

Talbot Norfolk Triangle Eco-Innovation District 24

We recommend that these platforms be looked into as a means of continued engagement. Having pages

specifically for the Eco-Innovation District will allow the project to highlight all of the work it is doing, without

getting overshadowed or confused with happening in the agencies’ other programs. Again, it is important that

the EID staff determine which platforms would work best for them in terms of staff time and populations they

are hoping to engage with.

Strategy Two: Ensuring People Know they are in the Eco-Innovation District

It can be very easy to create a brand and community on the internet, but it is important that it be translated

on the ground in the community. The concept of an ecodistrict stress on the ground innovation and change.

People should therefore be able to identify that they are in this type of environment . Achieving this can be

done in a number of ways, including through the use of banners, signage, events, etc. Banners are often used

by business improvement districts. They are hung from lampposts and let people know they are in a specific

BID. This strategy, however, may be expensive. Other alternatives for signage could include working with the

transit agency to put informational ads in the local bus and T stops. These could include information about the

EID and ways to get involved. Including information about involvement opportunities, allows you to not only

inform people of the innovation happening around them, but opens up the potential for more volunteers and

input.

Another way to increase exposure is working with the local businesses. You could ask them to put an identifier

(Sticker, poster, etc.) in their window, showing the

community that they are part of and located in the

Eco-Innovation District. This avenue of branding is also

a good opportunity to connect with local businesses

and discuss ways that they could be personally helping

to advance the goals of the EID. In order to

compensate the businesses for allowing you to

promote the EID efforts in their business, you could

offer to advertise their business on the EID website or

social media outlets. This creates opportunities for

advertisement for both parties that may have not

been available before.

To keep interest levels high it is important to highlight

what has been done and not just online. Using

placards to identify EID projects in the community

FIG 16: “This could include giving homes that participat-ed in the energy retrofit program a sign to put in their front yards, or informational signs in the green roofed bus-stops that discuss the projects benefits. “

Talbot Norfolk Triangle Eco-Innovation District 25

Case Study: Charleston Upper Peninsula Initiative and Media Presence

The Charleston Upper Peninsula Initiative (Charleston UP) is “an innovative, community planning and urban

redevelopment effort focused on the Upper East Side of the Charleston Peninsula. Charleston UP is

essentially an ecodistrict as all of their work is being done with an applied EcoDistrict Framework lens to it.

Charleston UP took part in EcoDistrict’s 2013 incubator training. This is a three day training where

participants interface with the EcoDistrict Framework and cultivate solutions for sustainable neighborhoods.

Participants leave the Incubator with an EcoDistrict Roadmap- a guide that outlines what should be done to

guide the work in their communities. Charleston UP recently held a webinar [18] with Target City participants

to talk about the lessons learned and successes they have had since the Incubator training. They cited

marketing and branding as one of their successes.

The Initiative has a dedicated website that holds a plethora of information arranges in an easily digestible

format. They explicitly highlight their visions, goals, strategies and projects. They also feature the leadership

spearheading the process and the number of task forces that are hard at work. They have created a section

of the website that highlights the history of the initiative and a one-stop shop for all relevant documents.

During the webinar Charleston cited the importance of working with the local businesses as a major strategy

for branding. They were able to get local businesses to agree to advertising the Initiative, by in exchange

featuring them on their website. This is done on two ways on the website- in map form and calendar form.

The Initiative uses a web-based ArcGIS map to highlight businesses, partners and projects that are happening

in the study area. By clicking on the pins on the map you can get additional information, pictures and links to

relevant web pages. The calendar function of the website shows events that the Initiative and local

businesses are hosting. This is the perfect example of mutual benefits in action.

The website also has a blog and twitter feed embedded in it. The blog function was used heavily from May

2014- August of 2014 and then posting abruptly stopped. This seemed like an effective space to update

could be used as a learning opportunity and means of enlightening people on all of the work that has been

done. This could include giving homes that participated in the energy retrofit program a sign to put in their

front yards, or informational signs in the green roofed bus-stops that discuss the projects benefits. Identifying

community projects would show people that work is being done and may increase interest in the EID as a

whole.

Talbot Norfolk Triangle Eco-Innovation District 26

community members on what was happening. It should be noted that

when frequently updated, Charleston UP was really good at responding

quickly to comments and questions posted in blog posts. The twitter

feed function shows the activity that is happening on the organization’s

twitter page. They have 122 followers and tweet or retweet articles

every few weeks.

Their Facebook seems to be the outlet that is updated most frequently-

almost once a day, sometimes more. The content of the posts vary.

They are sometimes status shares from local businesses highlight.ing

specials or events, highlighting events or updates regarding the

Initiative, and articles about sustainability. The page was just launched

in May of 2014 and has about 355 likes. Charleston UP has done a

particularly good job at being responsive on Facebook. They will

respond to people’s comments, whether it being thanking them for

contributing to the conversation or letting people know they will pass

the necessary information on to the relevant stakeholder committee.

In short, Charleston UP seems to have effectively branded themselves

using a website and social media. Check out their work at:

www.charlestonup.com.

Talbot Norfolk Triangle Eco-Innovation District 27

Cultivating New Leadership

To promote effective participation and large-scale collaboration, the TNT EID has prioritized the development

of leadership amongst neighborhood residents and youth. Programs such as the aforementioned TNT Youth

Council, TNT Parents United, and MOC/MOA build social capital, contribute to leadership development, and

allow participants to actively engage with their fellow community members and advocate for change. Building

strong leaders creates buy-in; neighborhood leaders become invested in their neighborhoods, they want to

see it change and become better for all residents (Alarcon De Morris). These leaders are then able to spread

the word to neighborhood residents about neighborhood happenings, assistance programs, councils, and

meetings, thusly increasing neighborhood welfare, awareness, and participation.

TNT EID realizes the importance of leadership development and its necessity to influencing implantation and

long term change. [19] Though they already have several successful programs in place, we recommend the

strategies below to assist them in leadership development. Our proposed strategies include:

Developing Block Leaders

Recognizing and Rewarding Leaders

Strategy One: Develop Block Leaders

To increase leadership opportunities and citizen participation throughout the neighborhood, a Block Leader

program can be implemented. Cities and neighborhoods across the country are implementing such programs

to connect neighbors. These leaders are responsible for connecting with their neighbors, organizing events,

and acting as a liaison to the City and other organizations. They typically meet several times per year to

discuss neighborhood happenings, concerns, offer advice, and receive leadership training [20]. TNT EID can

build off TNTNU’s current councils, such as the Youth and Parent Councils, by emulating their model and

incorporating several key changes, to develop a block leader program.

Get to know every neighbor- With over 1,700 residents in the TNT neighborhood, getting to know every neighbor is difficult. With a block leader program in place, leaders are assigned to particular geographic areas, which are based upon the number of homes they are willing to coordinate (their street, block, or nearby homes), and are tasked with getting to know every neighbor. Block leaders collect names, contact information, and their neighbor’s preferences for receiving communications (i.e. mail, email, text, etc.). This contact information can then be shared with all neighbors (if permission is granted) within the assigned geographic area, so that neighbors are better able to communicate with one another.

In addition, these leaders work to develop relationships with neighbors within their assigned areas so that they can represent their needs, wants, and express their concerns to the City and other organizations. This will benefit TNT EID as a large percentage of residents may have little time to express their concerns and advocate for change. As discussed in the demographic section, residents may not prioritize attending meetings and events due to a high percentage of children and single parent households, a majority of residents are renters, there is a high unemployment and poverty rate, and a large percentage of residents

Talbot Norfolk Triangle Eco-Innovation District 28

Case Study: People’s Emergency Center Block Party in a Box

This program awards block parties in a box (Figure 17) to community organizations and leaders, in order to

enhance civic leadership, provide neighbors an opportunity to socialize and meet their neighbors, as well as

distribute information and surveys. These boxes includes items like a diorama of the neighborhood, gift

cards to provide food, a free moon bounce, pop-corn maker, miscellaneous items like chalk and bubbles,

etc.. Applicants must live within the service area, are required to send a brief letter to PEC describing why

they wish to host the block party and why their neighborhood is special; if PEC awards them the block party

in a box, the applicant is required to get a City permit. After permits are secured, PEC refunds community

organizers the associated expenses.

This program will provide TNT EID an opportunity to

work with block leaders to plan the event. The one

downfall of this program, is that TNT EID will need to

secure funds for contents of the box. At these events,

block leaders can get to know their neighbors and

gain a better understanding of their needs, as well as

promote TNT EID programs, collect important contact

information, and distribute surveys.

have a long commute to-and-from work. If they do have time to participate, they may be unwilling to because they would rather spend their free time elsewhere. A block leader will serve as their liaison, going to them and developing relationships in order to better understand their needs, struggles, and concerns so that they can represent them during meetings at the City and neighborhood levels.

Schedule quarterly training meetings- In addition to monthly TNTNU meetings, quarterly meetings should be scheduled specifically for a block leaders program. During these meetings block leaders can discuss their assigned neighborhoods, concerns, get advice, and receive training. Existing programs typically have City staff, business leaders, and professionals join the meetings to provide training in areas such areas as facilitation and engagement.

Provide activity assistance—To engage neighbors, block leaders are tasked with creating activities. They have the ability to design an activity to engage neighbors, such as a neighborhood workshops, neighborhood beautification projects, or block parties. During these events, information is distributed to neighbors, as well as collected from them in the form of surveys. Although TNTNU’s councils already coordinate such activities, TNT EID can provide block leaders activity assistance, which will allow more events to take place, thus reaching more neighbors, and improving engagement efforts. Specifically, TNT EID can build upon the already demonstrated success of TNTNU’s neighborhood block parties by creating a Block Party program. A great example is Philadelphia’s People’s Emergency Center’s Block Party in a Box program. [21]

Fig 17: Block Party in a Box, Philadelphia.

Talbot Norfolk Triangle Eco-Innovation District 29

Strategy Two: Recognize and Reward Leaders—Community Champions

TNT EID can recognize and reward leaders on a monthly or quarterly basis. Such leaders would be deemed

“Community Champions” and selected based upon their efforts in the community. The leader can be

recognized on the EID’s preferred social media outlet, as well as in a newsletter, by posting their picture, what

they have done, and what they are working to achieve. This could coincide with the block leader program, as

it will better allow neighborhood residents to identify with key community leaders, become more willing to

interact with them, as well as learn about past and future neighborhood events. This may make neighbors

more willing to participate in neighborhood events, as well as provide youth with more examples of positive

role models.

Sustaining Engagement Throughout Implementation

More often than not, engagement is solicited during the planning process, but then falls to the wayside once

implementation begins. This is problematic as lower levels of engagement can lead to decreased levels of buy-

in during the implementation phase. There is also strength in numbers and an engaged population is more

likely to advocate on behalf of a cause leading to a greater possibility of success during implementation.

Strategy One: Establish an ongoing communication loop

Participants dedicated a lot of time and energy in participating in the Millennium 10 planning process. This

energy shows that they are vested in what happens in their community. It is only fair that the agency afford

them the same respect and dedicate energy towards keeping them in the loop in regards to implementation.

In previous focus areas we mentioned the necessity of having an active web present as a means of

disseminating information. This is built upon in this strategy. The website and social media presence would be

useful to get out timely announcements regarding achievements and new partnerships. This allows for real

time reporting on implementation successes.

We are suggesting that this concept of ongoing communication be taken a step further. The Eco-Innovation

District should put out monthly or quarterly newsletters summing up what has occurred in the EID during that

time frame. A monthly or quarterly time frame is a long enough span of time that there will be multiple things

to report on (projects planned, projects implemented, and ongoing benefits of past projects). While all of this

could be constantly appearing on the internet and will show up in the annual report, these frequent

newsletters containing a plethora of information could help to keep people engaged and interested. A section

of this newsletter could also be used to highlight new community champions that have arisen and the work

they are doing.

Talbot Norfolk Triangle Eco-Innovation District 30

CASE STUDY: Detroit SOUP Model [22] [23]

Detroit SOUP is a monthly “community micro-granting dinner” that started in Detroit in 2010. The idea is

quite simple. The community hosts a potluck dinner, where they charge a small fee. The funds are then used

to fund a project that was pitched by a fellow community member that night. This creates the opportunity

for community members to come together over a meal, meet and engage with community leaders and vote

on and fund a project they think would best benefit the community.

The group is run by a small board of directors, but these roles could also be filled by EID staff and community

champions. The board is in charge of securing a location, soliciting donations and signups for food, gathering

proposals for projects and helping to facilitate the event. Because this is a community potluck, community

members are asked to sign up to bring a dish to share. In order to ensure that there is enough food,

organizers reach out to local bakeries for day old bread and local restaurants for donations or reduced prices

on large pots of soup. Those that bring or donate food are given a minute to talk to the large group at the

event. They can use this time to advertise their businesses and upcoming events, share why they selected

the dish they brought, or talk about a community issue they are passionate about. Building on this idea of

community connections, local artists and musicians are invited to exhibit their work and perform during the

event.

Prior to the meeting community members can submit project proposals. The main criteria for projects is that

they benefit the neighborhood; it can be anything from hosting a block party to starting a small business.

Four project proposal are selected before the event. Those submitting the project are given four minutes at

Strategy Two: Direct involvement with implementation

With the rise of crowdfunding platforms like IndieGoGo and IOBY, we have seen community members take

project implementation into their owns hands. They often fundraise and implement projects on their own

through these means. This gives them the direct decision making over projects that happen in their

community. (If they think it’s a good fit, they pitch it or fund it. If it’s out of touch, participants simply refuse to

contribute money to the project.) This idea of having an active hand in selecting projects for implementation is

a very active way of sustaining engagement. While currently, most of this happens on the web, there have

been efforts to hold this type of event and project selection and funding in-person. This in person aspect help

create community connections and builds networks. A great example of this in-person project funding and

selection is the Detroit SOUP model, where residents come together over a meal to fund and vote on project

proposals set forth by other community members.

Talbot Norfolk Triangle Eco-Innovation District 31

the community SOUP to explain their project, how receiving the funding would be useful, and the benefits it

would have to the community. After the presentation, those in attendance have time to ask the presenters

questions about the projects. Then dinner is served. During dinner participants cast their vote for the project

they would like to see funded. After dinner, there is local entertainment and past funded community

members are invited to report on the progress their project has made. Lastly, the winning project and the

amount of funding it will receive are announced. Funding comes from a $5 fee that is charged for dinner,

although no one is turned away if they can’t afford the suggested donation. Detroit SOUP has averaged

about 200 participants at each monthly SOUP event meaning that the funded project walks away with about

$1000.

This idea goes far beyond funding a project. It is an opportunity to the community to engage and decide

which issues matter most to them. It is also a time to strengthen community connections through food, art,

music, and conversation. Lastly, it helps to create new community leaders because anyone with an idea is

welcomed to share it.

The Eco-Innovation District could shift the Detroit Model slightly to better meet its’ needs. First, we

recommend starting with the SOUP dinner on a quarterly basis. Because this would be at the neighborhood

level, it would be a smaller population to engage and you wouldn’t want to fatigue them with a monthly

event. If, however, there was great turnout and interest frequency of the event could be explored. The

criteria for a project could also be adjusted to

ensure that the project aligns with one of the Eco-

Innovation District’s goals. There has also been

question about ensuring that the money is actually

used to fund projects. If EID believes this could be a

concern, they could work directly with the project

proposer to ensure the funding is used for

implementation. The original idea of Detroit SOUP

was that the by coming to future SOUPs to report

back, the community was holding you accountable.

There is also room to play around with potential

themes for each soup, like a Youth SOUP, where

only youth ideas are up for voting, or Arts SOUP,

where the proposal must have an artistic element

that will benefit the community. Fig 17: SOUP participants prepare to eat and vote on projects.

Talbot Norfolk Triangle Eco-Innovation District 32

CONCLUSION

It is clear the TNTNU and CSNDC are very competent in regards to engaging the population they work with.

This makes sense considering the two organizations started on the ground in the community. As discussed

above, the demographics of the neighborhood could and often do translate into difficult engagement environ-

ments. The number of current engagement strategies that both TNTNU and CSNDC are implementing show

that they have met the potential challenges head on. The recommendations we have set forth in this docu-

ment are meant to serve as a building block on the great work that has already been done by the two organi-

zations. The recommendations we have set forth are specific to engagement around the Eco-Innovation Dis-

trict. We believe that if implemented they will help ensure the community is easily and effectively kept up to

date on all EID matters. The al ensure that new leaders are cultivated and engaged to avoid lulls in community

leadership as old leader take a less engaged role in the future. Lastly we believed that the EID could have

greater and lasting impact if community members were directly tied to implementation. This is already hap-

pening in the EID, and we have suggested a few other ways this engagement through implementation could be

sustained. We hope this analysis and the suggested recommendations are useful in your journey towards be-

ing a leader in equitable and sustainable neighborhood redevelopment.

Talbot Norfolk Triangle Eco-Innovation District 33

END NOTES

1. EcoDistricts. "Target Cities." EcoDistricts: Target Cities. Web. <http://ecodistricts.org/target-cities/>.

2. Codman Square Neighborhood Development Commission. "About: Who We Are." Web. <http://www.csndc.com/about.php>.

3. TNT Neighbors Unites. "TNT Neighbors United: A Thriving Community Group." The Boston Project Ministries, n.d. Web.

<http://www.tbpm.org/our-neighborhood/tnt-neighbors-united/>.

4. City of Boston. “My Neighborhood Census Viewer.” MyNeighborhood Census Viewer. N.P., n.d. Web.

<http://hubmaps.cityofboston.gov/myneighborhood/>.

5. U.S. Census Bureau. American Factfinder. N.pl, n.d. Web. <http://factfinder2.census.gov/faces/nav/jsf/pages/searchresults.xhtml?

refresh=t>.

6. Families USA. “Federal Poverty Guidelines.” N.p., n.d. Web. <http://familiesusa.org/product/federal-poverty-guidelines>.

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