Partner for Greater Impact

We have ambitious goals for the future of the city, but we can’t achieve them on our own. We will work with each partner in the most appropriate way, in order to amplify everyone’s efforts, making the sum truly greater than its individual parts. In the end, the collective efforts of many entities will help shape the future of Boston.

External Recommendations

The Context

There are a range of organizations and many resources focused on improving inclusivity and enhancing quality of life in Boston: neighborhood associations, city departments, non-profits, businesses, institutions and many more. Developers also play an important role in our growing city.

Naturally, we assume significant responsibility given our unique, long-term view of the city, our ability to help plan and guide development and our experience working with partners toward achieving aligned goals

Partnership Modes

We will use theses modes to understand how best to align with our partners to work toward our inclusive vision. There are primary modes for each stakeholder, but each mode is applicable to all partners. Working with communities and developers to strive for the best outcome is fundamental, but to achieve this recommendation requires a formal ‘BPDA +’ program that identifies, attracts and activates initiatives with agency partners.

Advocates…

Supports…

Leads…

For Communities
e.g., Residents, Neighborhood Associations, IAGs

Advocates during planning for the unique characteristics and needs of each neighborhood.

Supports continuously to listen and represent all perspectives within a community while managing trade-offs.

Leads trial and adoption of promising ideas within Boston’s government.

For Government Agencies
e.g., DND, ONS, Parks, New Urban Mechanics, State’s Dept. Housing & Community Development, HUD

Advocates for existing programs that can be leveraged to drive better outcomes.

Supports achievement of shared goals through close collaboration.

Leads from development review through board approval to achieve community benefit priorities while encouraging inclusive growth.

For Developers
including CDCs

Advocates for new development that provides the right opportunities for growth.

Supports productive engagement through communication and translation with communities.

Leads in new ways to solve similar problems by facilitating connections across government entities.

For Private Sector and Non-Gov. Organizations
e.g., Universities, Startups, Corporations, Foundations and Non-profits

Advocates for sharing new ideas and approaches to solve relevant challenges.

Supports small-scale piloting and experimentation across domains.

Leads to create solutions that meet comprehensive planning goals and community needs.

Advocates…

For Communities
e.g., Residents, Neighborhood Associations, IAGs

Advocates during planning for the unique characteristics and needs of each neighborhood.

For Government Agencies
e.g., DND, ONS, Parks, New Urban Mechanics, State’s Dept. Housing & Community Development, HUD

Advocates for existing programs that can be leveraged to drive better outcomes.

For Developers
including CDCs

Advocates for new development that provides the right opportunities for growth.

For Private Sector and Non-Gov. Organizations
e.g., Universities, Startups, Corporations, Foundations and Non-profits

Advocates for sharing new ideas and approaches to solve relevant challenges.

Supports…

For Communities
e.g., Residents, Neighborhood Associations, IAGs

Supports continuously to listen and represent all perspectives within a community while managing trade-offs.

For Government Agencies
e.g., DND, ONS, Parks, New Urban Mechanics, State’s Dept. Housing & Community Development, HUD

Supports achievement of shared goals through close collaboration.

For Developers
including CDCs

Supports productive engagement through communication and translation with communities.

For Private Sector and Non-Gov. Organizations
e.g., Universities, Startups, Corporations, Foundations and Non-profits

Supports small-scale piloting and experimentation across domains.

Leads…

For Communities
e.g., Residents, Neighborhood Associations, IAGs

Leads trial and adoption of promising ideas within Boston’s government.

For Government Agencies
e.g., DND, ONS, Parks, New Urban Mechanics, State’s Dept. Housing & Community Development, HUD

Leads from development review through board approval to achieve community benefit priorities while encouraging inclusive growth.

For Developers
including CDCs

Leads in new ways to solve similar problems by facilitating connections across government entities.

For Private Sector and Non-Gov. Organizations
e.g., Universities, Startups, Corporations, Foundations and Non-profits

Leads to create solutions that meet comprehensive planning goals and community needs.

What This Might Look Like

The image below shows how the BPDA might interact with various stakeholders and the modes of these engagements. Scroll down to learn more.

Internal Recommendations

Focus on tightening relationships between people and departments.

The Context

Despite the BPDA’s relatively small size, there are many reasons why employees don’t feel well connected within the organization and are unclear as to what everyone does, including the history, the structure, the financial model, the lack of group communication and the multiple office locations/designs. This lack of knowledge contributes to general inefficiencies, missed opportunities to leverage resources and low team morale. Success is often based on individual networking and accrued experience, which is disruptive when staff leave or retire.

The Desired Outcome

Employees are clear on their roles and contributions across the enterprise, which leads to organic collaboration and the feeling of belonging to and performing as a team. People understand the informal and formal relationships outside of the BPDA, and can leverage them with organizations when needed. Employees understand why collaboration outside of the BPDA is important, and how to collaborate to best align partners and optimize relationships and results.

Key Activities

Organizational transformation is an ongoing effort and new opportunities to drive engagement will continue to present themselves. The following are key activities identified as critical to effecting change as the BPDA embarks on transformation efforts. Some of these activities are already in development.

Map and introduce all parts of the BPDA.

Work with department leads to understand how their roles will change to solve for the new strategy, and then map the organization and critical relationships. This is more than an org chart—this is about how work gets done across departments and teams. This map should include close/critical collaborations across city agencies and other entities so that they are formalized and public.

Create a directory with leaders and a description of their departments and responsibilities, so all employees know who to contact with opportunities and questions.

Introduce the map at all-staff meeting. In subsequent staff meetings, have each department introduce themselves, explain how their work supports the BPDA mission, vision and goals, and present key capabilities.

This map and presentation format should evolve and be repeated annually as staff, goals and capabilities evolve.

Train employees in enhancing partnerships.

The goal of collaboration is to optimize results to meet our goals of shaping an inclusive future Boston. Using the four partnership modes, develop training programs about how employees can work closely with stakeholders for greater impact, and how they will help drive our strategy forward and work toward our vision.

Contact Us   //   BPDA Home   //   nextBRA

One City Hall Square, Boston, MA 02201
tel: 617.722.4300
fax: 617.248.1937
© 2016 Boston Planning & Development Agency

 

One City Hall Square, Boston, MA 02201
tel: 617.722.4300
fax: 617.248.1937
© 2016 Boston Planning & Development Agency

 

This document was created in collaboration with Continuum,
a global innovation design consultancy based in Boston, MA.

This document was created in collaboration with Continuum,
a global innovation design consultancy based in Boston, MA.