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1647 Inc.

 c/o Fields Corner Business Lab, 1452 Dorchester Avenue, 4th Floor
 Boston, MA 02122
[P] (617) 447-1302
[F] --
www.1647families.org
[email protected]
John Connolly
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INCORPORATED: 2014
 Printable Profile (Summary / Full)
EIN 81-2246887

LAST UPDATED: 11/10/2017
Organization DBA 1647
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

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Mission StatementMORE »

1647 prepares educators to engage all families in equal partnerships that are essential to student success.

Mission Statement

1647 prepares educators to engage all families in equal partnerships that are essential to student success.


FinancialsMORE »

Fiscal Year July 01, 2017 to June 30, 2018
Projected Income $400,000.00
Projected Expense $375,000.00

ProgramsMORE »

  • Landscape Assessment & Strategic Planning
  • Professional Development
  • School Partnerships

Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown (%)

No data available

For more details regarding the organization's financial information, select the financial tab and review available comments.


Overview

Mission Statement

1647 prepares educators to engage all families in equal partnerships that are essential to student success.


Background Statement

Founded in 2014, The 1647, Inc. (1647) is named for the year the Massachusetts legislature declared education a community responsibility, thereby creating the first public school systems in North America. Three critical partnerships enabled 1647's launch. First, the National Center on Time and Learning incubated 1647's start-up. Second, 1647 forged a technical assistance partnership with the Flamboyan Foundation, an operating foundation that provides training and coaching on effective family engagement to over fifty-eight Washington DC district and charter schools. 1647 uses Flamboyan's three-step strategy in our school partnership work, Flamboyan trains 1647 staff and provides ongoing professional development, and the two organizations share data.  Finally, 1647 began a partnership with Parent Teacher Home Visits (PTHV), joining its national network and entering into a licensing agreement to use PTHV's teacher home visit model.  The organizations share best practices, and 1647's training team members help facilitate PTHV's local trainings. 1647 coordinates with PTHV's Massachusetts affiliate to avoid overlaps in service.  As of September 1, 2016, 1647 became a fully independent stand-alone non-profit organization with 501(c)(3) status and a volunteer board of directors.

1647's board of directors is comprised of five members who provide oversight and guidance on finances, operations, programming and strategic direction. All five members have experience in education, and four are parents of urban public school students. Our advisory board is comprised of fourteen individuals who advise 1647 on strategic and programmatic direction. 1647's staff is five full-time individuals: our Executive Director is responsible for operations and implementation of 1647's strategic vision; the Chief of Family Engagement oversees programming; two Family Engagement Coaches oversee family engagement training teams and coaching; and the Research Director oversees data collection and measures program impact and outcomes.

1647 is dedicated to working on family engagement with educators specifically, focusing on schools and districts serving large numbers of high need students in grades K-12. Through school partnerships, landscape assessment and strategic planning with schools and school districts, and professional development of educators, 1647 helps true school-family partnerships take root that support children's learning and school success.


Impact Statement

Accomplishments in the past year include:

1647 was selected with Lawrence Public Schools to participate in the inaugural cohort of the Flamboyan Foundation's National Family Engagement Fellowship, as one of the top five places in the country where this work is happening. Together we are developing a five-year strategic plan for family engagement practices as Lawrence Public Schools leaves receivership, and will continue to partner through implementation.

1647 staff, recognized as experts in our region in family engagement strategies and practices, were invited to present and train educators at several professional conferences, universities, and other training programs including: Great Schools Partnership Conference, Harvard University, Lynch Leadership Academy at Boston College, Perrone-Sizer Institute at University of Massachusetts, Raise Your Hand TX, Boston Teacher Residency, Uncommon Schools, and WGBH Ed Forum.

The relationships 1647 has fostered through our work have led to interest in expanding our efforts to additional schools, allowing us to grow from nine to fifteen  schools over the past year.

1647 successfully piloted a family engagement Landscape Assessment and Strategic Planning project with Vassal Lane Upper School in Cambridge, MA this year, and will implement the resulting coaching strategy over the next year.

Goals for the current year include:

Formalize the design thinking/strategic planning approach taken with Vassal Lane's landscape assessment and analyze the impact of this new approach in order to offer this service to other schools and districts.

Establish strong operational practices as we exit start-up mode and move more fully into organization growth.

Continue to expand our school partnership program to increase home visits by 50% again this year.

Continue to grow the fee-for-service side of operations as our brand recognition increases in order to diversify revenues to subsidize philanthropy.

Needs Statement

Operations staff member: Our Executive Director currently handles day-to-day operations of the organization in addition to myriad other responsibilities. Adding an operations person will allow our Executive Director to focus on strategy and capacity building. $60,000   

Improved IT infrastructure: Our outdated, used equipment does not meet the challenges posed by our work. We need capacity and security for staff to share protected data and collaborate remotely, equipment for high-quality presentations and trainings, software upgrades for survey data analysis, and a customer relationship management solution. $32,000

Professional development for program staff on Design Thinking and Strategic Planning. $10,000

Part-time data entry: 1647 solicits feedback from school leaders, teachers, and families. Response rates for families increase drastically when paper surveys are provided, and those results need to be manually entered to survey management software. $25,000

Program associate: This individual would support program staff, for example coordinating details for trainings giving family engagement coaches more time with content and clients, and work with our Chief of Family Engagement and Executive Director to formalize and document strategies across program areas. $50,000

CEO Statement

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Board Chair Statement

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Geographic Area Served

City of Boston- North Dorchester
City of Boston- South Dorchester
City of Boston- Mattapan
City of Boston- Roxbury
GREATER BOSTON REGION, MA
NORTHEAST REGION, MA
PIONEER VALLEY REGION, MA
1647 currently works with partner schools in Salem, Lawrence, Boston, and Cambridge, MA and the school districts of Lawrence and Milton, MA.

Organization Categories

  1. Education - Elementary & Secondary Schools
  2. Community Improvement, Capacity Building -
  3. -

Independent research has been conducted on this organization's theory of change or on the effectiveness of this organization's program(s)

Yes

Programs

Landscape Assessment & Strategic Planning

1647 works with schools and districts to ensure that their family engagement work is tailored to their community.  We provide a comprehensive landscape assessment that includes interviews, surveys, and focus groups of families and staff to help schools and districts understand their current family engagement landscape,  elevate the family voice, and find alignment with staff priorities and concerns.  This process leads to the creation of shared goals, and a strategic plan for building authentic family partnerships that are responsive to the needs and priorities of families and staff.

Budget  $50,000.00
Category  Community Development, General/Other
Population Served Families Adults Children and Youth (0 - 19 years)
Program Short-Term Success 

In the short term, 1647 will apply the Design Thinking protocol, with special attention to issues of race and equity, to conduct a Landscape Assessment and prototype solutions and strategies to strengthen family engagement practice in Lawrence. We plan to replicate this process in other schools and cities in Massachusetts with the skills gained, ensuring that our work is responsive to the unique needs and dynamics of each community.

Program Long-Term Success 

Parent involvement in school is critical to student success, yet a gap exists in parental involvement that breaks along racial and socioeconomic lines reflecting the broader achievement gap and opportunity divide in America's schools. Research has shown “The strongest, most consistent predictor of family engagement are the specific school and teacher practices that encourage and guide a family’s engagement.” (Dauber, S. L., & Epstein, J. L., 1989). The ultimate goal of 1647's Family Empowerment work is for all schools and families to work together effectively to support students' school success.

Program Success Monitored By 

1647 uses participant surveys, interviews, and other reflection tools to measure the effectiveness of our family empowerment program and to modify and customize as needed.

Examples of Program Success 

During school year 2016-17, 1647 is conducting family assessments for Lawrence Public Schools and Cambridge Public Schools. These are two-year pilots, and project data will be available after school year 2017-18.


Professional Development

1647 offers customized professional development sessions to schools, school districts, and teacher and principal training programs on family engagement best practices, family engagement readiness, and teacher home visits. We target opportunities that will collectively reach a broad audience of educators, from those in teacher preparation programs to career veterans.

1647 focuses on the link between family engagement and student learning. We provide workshops that challenge educators to reflect on implicit bias and school culture, to build an assets-based approach to partnering with families. We pair that work with hands-on practice in communications, scheduling, and other strategies to reach families while respecting educators’ time and resources. This comprehensive approach provides school leaders and their staff with both the mindset and operational skills needed to engage in family partnerships that support student success.
Budget  $100,000.00
Category  Education, General/Other Adult Education
Population Served Adults
Program Short-Term Success 

The short-term impact of this program includes increasing the number of individual educators with knowledge and skills in effective family engagement practices.

Program Long-Term Success 

As documented in multiple studies and teacher surveys, educators want to engage families, but lack training to do so, effectively resulting in what a 2009 Epstein & Sanders study terms a "rhetoric rut" within schools and school districts. The ultimate goal of 1647's Professional Development program is for all educators to receive family engagement training as an essential part of their professional development, providing them with the tools to create authentic relationships with families to support student success.

Program Success Monitored By  1647 uses participant surveys, interviews, and other reflection tools to measure the effectiveness of our professional development program and to modify and customize as needed.
Examples of Program Success 

1647 made significant progress building effective family engagement practice in Boston schools through professional development of over 500 educators this year. We customized sessions for schools and training programs including: Sposato Graduate School of Education, for its cohort of pre-service teachers working in Boston charter schools while completing their coursework in evening sessions; Perrone-Sizer Institute for Creative Leadership, through UMass Boston, to an audience of education leaders working mainly in Boston Public Schools; Harvard Graduate School of Education, by bringing families, educators, and students as guest presenters to a class of pre-service teachers and school leaders; and others.

One cohort of recent Boston Teacher Residency graduates we trained developed a professional learning community for new and early career teachers around family communication with teacher-developed modules, an online seminar, and weekly online meetings.

School Partnerships

1647 works with schools to help teachers build trusting relationships with all families, fostering true school-family partnerships that support children's learning and school success. 1647 forges deep partnerships with individual schools and districts to train and coach educators on established best practices for family engagement, including:  

1) teacher home visits to students’ families to build authentic relationships;

2) positive on-going communication with families to help them monitor their children's progress in school; and

3) goal-setting parent-teacher conferences to form academic partnerships with families.

 
1647 targets partnerships with schools and districts with a high percentage of students of color, immigrants, English language learners, and children with disabilities. We serve schools where the majority of students are high need or economically disadvantaged as defined by the Massachusetts Department of Elementary and Secondary Education (DESE).
Budget  $325,000.00
Category  Education, General/Other
Population Served Children and Youth (0 - 19 years) Families Adults
Program Short-Term Success 

Specific areas where we see demonstrable impact in the first year are improved student attendance, increased family participation in parent teacher conferences, and increased positive responses on school climate surveys (both family and staff surveys).

Program Long-Term Success 

Family engagement school partnerships benefit students through increased attendance, improved academic performance, improved behavior, improved retention, and increased family participation in parent-teacher conferences. Families experience raised expectations for student success in school, improved ability to monitor student progress, increased collaboration to support learning at home, and increased facility guiding and advocating for their child at school. Educators gain strengthened understanding of effective family engagement practices, incorporation of family engagement best practices into their teaching, improved school culture and climate where effective family engagement is the norm, and improved teacher retention.

Program Success Monitored By 

1647 works with partner schools to track data about: student attendance; student behavior, including detention, suspension, and referrals; family participation in conferences; student work completion and quality; student test scores and grades; and student retention.


1647 conducts student, family, and teacher surveys, family focus groups, and Professional Learning Community meetings to gauge: parent expectations for child's school success; parent monitoring of child's academic progress; parent support of child's academic work at home; parent guidance and advocacy for child at school; teacher understanding of effective family engagement practices; teacher incorporation of family engagement best practices into teaching; teacher morale; teacher retention; and school climate and culture normalization of effective family engagement.

1647 analyzes demographic trends within partner schools to determine if any subsets of students are not being reached through our family engagement strategy.

Examples of Program Success  In 1647's pilot year with Lawrence High School, staff noted students who were disengaged at the beginning of the year became active class participants, and reported a dramatic increase in GEAR UP scholarship applications completed. Students perceived their teacher as caring about them as individuals. Staff reported increased family participation in school events, including English and citizenship classes offered at night. Families considered teachers trusted allies in their community. Despite initial hesitation about conducting home visits, one teacher said, “That was the best thing I’ve done as a teacher so far.” Regarding conferences, He reported increased family participation and stated, “Families who originally weren’t sure if they would come, when I called and personally invited them, they attended.” The headmaster invited 1647 to expand our partnership to all academies, as he witnessed tremendous changes in the school communities where visits took place.

CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Mr. John Connolly
CEO Term Start June 2014
CEO Email [email protected]
CEO Experience

John R. Connolly is a Co-Founder and the Executive Director of 1647, responsible for implementing 1647’s strategic vision.  His work includes recruiting school and community partners, managing external relations, and fundraising. 

Prior to co-founding 1647, John served as a Boston City Councilor At-Large from 2008-2014.  As a city councilor, John spent four years as Chair of the Committee on Education and oversaw the annual review of the Boston Public Schools’ budget.  John focused his work on empowering family and parent voice to impact decision-making at the Boston Public Schools.  John held first-of-their-kind hearings to get parent and family testimony on school quality.  He conducted forty multi-lingual listening sessions with families from every neighborhood in Boston; and led efforts to extend Boston’s school day, increase programming for English language learning students, and fully staff social and emotional support services in Boston schools.  In 2010, John exposed the serving of expired food to Boston school children, which led to reform of the food services department.

From 1995-1998, John was a middle school teacher at the Nativity Mission School, which served low income Latino boys living on the Lower East Side of Manhattan; and then at the Boston Renaissance Charter School, where he coached the school’s first girls' basketball team. From 2001-2007, John worked as an attorney at Ropes & Gray LLP and Hanify & King P.C.
 
John serves on the boards of Inversant, a Boston based non-profit focused on helping families in poverty save for college, and the National Council on Teacher Quality, a Washington D.C.-based think tank focused on research and advocacy related to teacher quality and teacher effectiveness.

 
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience


Former CEOs and Terms

Name Start End
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Senior Staff

Name Title Experience/Biography
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Awards

Award Awarding Organization Year
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Affiliations

Affiliation Year
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Member of state association of nonprofits? No
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
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Collaborations

1647 collaborates with two national organizations focused on similar family engagement work. We have a technical assistance partnership with the Flamboyan Foundation, an operating foundation that provides training and coaching on effective family engagement to over 58  District of Columbia schools. We use Flamboyan's three-step strategy in our school partnership work, Flamboyan trains our staff and provides ongoing professional development, and the two organizations share data. 1647 also partners with Parent Teacher Home Visits (PTHV). We are part of PTHV's national network, and hold a licensing agreement to use its teacher home visit model. We share best practices, and 1647's training team members help facilitate PTHV's local trainings. 1647 coordinates with PTHV's MA affiliate to avoid overlaps in service.

1647 builds partnerships with schools and school districts serving large numbers of students living in poverty, and the principals and teachers working in these schools. In this work, 1647 focuses on relationship building at the local level. Lawrence is a prime example where we forged strong relationships with the Lawrence Community Works, a leading family empowerment organization in the city, and the Lawrence Teachers Union, which promoted our work to its members.

CEO/Executive Director/Board Comments

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Foundation Comments

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Staff Information

Number of Full Time Staff 5
Number of Part Time Staff 0
Number of Volunteers 0
Number of Contract Staff 0
Staff Retention Rate % 100%

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 4
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 4
Male: 1
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Under Development
Years Strategic Plan Considers --
Management Succession Plan --
Business Continuity of Operations Plan --
Organization Policies And Procedures Under Development
Nondiscrimination Policy Yes
Whistle Blower Policy No
Document Destruction Policy --
Directors and Officers Insurance Policy --
State Charitable Solicitations Permit --
State Registration --

Risk Management Provisions

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Reporting and Evaluations

Management Reports to Board? N/A
CEO Formal Evaluation and Frequency No N/A
Senior Management Formal Evaluation and Frequency No N/A
Non Management Formal Evaluation and Frequency No N/A

Governance


Board Chair Mr. John Connolly
Board Chair Company Affiliation Co-Founder and Executive Director, 1647
Board Chair Term Sept 2016 -
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Will Austin Boston Schools Fund --
John Connolly 1647 --
Mary Tamer Harvard Graduate School of Education --
Beliza Veras-Moriarty Parent --
Ann M. Walsh 1647 --

Constituent Board Members

Name Company Affiliations Status
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Youth Board Members

Name Company Affiliations Status
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Advisory Board Members

Name Company Affiliations Status
Will Austin Boston Schools Fund --
Marie Belony Parent --
Josh Biber Teach for America Massachusetts --
Stephen Chan The Boston Foundation --
Chris Gabrieli Empower Schools --
Orin Gutlerner Match Teacher Residency --
Nic Jofre The Lynch Foundation --
Christy Keswick GoodSports --
Karen Mapp Harvard Graduate School of Education --
Elaine Ng Boston Public Schools --
Ventura Rodriguez Harvard Graduate School of Education --
Barbara Sullivan Strategic Grant Partners --
Mary Tamer Harvard Graduate School of Education --
Michael Tooke Business Leaders for Education --
Beliza Veras-Moriarty Parent --

Board Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 4
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 3
Male: 2
Not Specified 0

Board Information

Board Term Lengths --
Board Term Limits --
Board Meeting Attendance % --
Written Board Selection Criteria Under Development
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions --
Constituency Includes Client Representation No

Standing Committees

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CEO/Executive Director/Board Comments

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Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown (%)

No data available

Fiscal Year July 01, 2017 to June 30, 2018
Projected Income $400,000.00
Projected Expense $375,000.00
Form 990s --
Audit Documents --
IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2016 2015 --
Total Revenue $357,033 $236,075 --
Total Expenses $420,418 $172,820 --

Prior Three Years Revenue Sources

Fiscal Year 2016 2015 --
Foundation and
Corporation Contributions
$95,000 $174,000 --
Government Contributions $0 $0 --
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $67,250 $62,075 --
Indirect Public Support -- -- --
Earned Revenue $194,783 -- --
Investment Income, Net of Losses -- -- --
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind -- -- --
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2016 2015 --
Program Expense $281,252 $115,540 --
Administration Expense $139,166 $57,280 --
Fundraising Expense -- -- --
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.85 1.37 --
Program Expense/Total Expenses 67% 67% --
Fundraising Expense/Contributed Revenue 0% 0% --

Prior Three Years Assets and Liabilities

Fiscal Year 2016 2015 --
Total Assets -- -- --
Current Assets -- -- --
Long-Term Liabilities -- -- --
Current Liabilities -- -- --
Total Net Assets -- -- --

Prior Three Years Top Three Funding Sources

Fiscal Year 2016 2015 --
1st (Source and Amount) -- --
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2nd (Source and Amount) -- --
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3rd (Source and Amount) -- --
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Financial Planning

Endowment Value --
Spending Policy --
Percentage(If selected) --
Credit Line No
Reserve Fund No
How many months does reserve cover? --

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? --

Short Term Solvency

Fiscal Year 2016 2015 --
Current Ratio: Current Assets/Current Liabilities -- -- --

Long Term Solvency

Fiscal Year 2016 2015 --
Long-term Liabilities/Total Assets 0% 0% --

CEO/Executive Director/Board Comments

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Foundation Comments

This organization is newer and received its nonprofit status from the IRS in 2016, as such, only two full years of financial data are posted above provided by the nonprofit.

Documents


Other Documents

No Other Documents currently available.

Impact

The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.


1. What is your organization aiming to accomplish?

1647's vision is that all families and educators work in equal partnerships to support student success. To that end, we work directly with educators, both principals and teachers, to reflect upon their mindsets and reimagine their practices around family engagement. In urban schools that have historically marginalized the voices and power of families to support their children's education, our aim is to shift educators' mindsets to see families as valued and equal partners in their work and then equip those educators with skills and practices that make communication and partnership efficient and effective.

2. What are your strategies for making this happen?

We work with educators across the sector to re-imagine family engagement as an equal partnership with all students’ families, and to build their skills and strategies for this work.  1647 provides professional development opportunities that range from a three-hour introductory workshop, to multi-day sessions with case studies and work planning time, to semester and year-long landscape assessments and strategic planning work with school communities.

1647 provides a menu of professional development options to ensure that any educator can begin his or her work on strengthening family engagement.  We work with aspiring school leaders through graduate programs that have included Boston College, Harvard University, Boston University, Northeastern University, and UMass-Boston. We also connect with current school leaders through district-level partnerships and conferences.  For classroom teachers, we offer sessions that serve pre-service teachers in traditional or alternative certification programs, such as the Boston Teacher Residency.  Currently, our largest audience is in-service teachers who receive training through our school-based partnerships.  These sessions cover a range of topics including structural racism in education, the power and impact of home-school communication, practice-based trainings on communication, conferencing, and home visiting, and leadership sessions on the operational challenges of embedding family engagement in a school’s systems.

We are working to expand our reach into the pre-service space so that educators arrive at schools with a solid understanding of the importance of family engagement to student success and a toolkit of strategies to build relationships with students’ families.

We work with a smaller number of schools to conduct landscape assessments using design-thinking practices.  Often, these are initiated through connections made with educators who engage in our professional development session.  The landscape assessment and strategic planning process vests all stakeholders in a family engagement strategic plan that the school community can implement with our support and coaching, as needed.

1647's approach is to invite all educators and schools, district, charter, parochial, and independent, into the dialogue about family engagement.  We work to empower them with strategies for success, and to go deeper with those who are ready to build out comprehensive strategic plans that embed high-quality family engagement in their school or district culture.


3. What are your organization’s capabilities for doing this?

Founded by two Boston parents who have worked in education and public policy, 1647 approaches the work of improving family engagement by elevating a parent’s perspective while empathizing with the many pressures faced by educators.  Three of our team members are parents, and our two coaches are former classroom teachers who deeply understand the challenges faced by schools and teachers in changing practices and managing the day-to-day of education.  These real-life experiences ensure that our professional development sessions are authentic and relevant.  We also engage a team of parent trainers who share their stories and perspectives with educators, providing real-time feedback that educators have named as what sets 1647 apart from other professional development providers.

In addition to our team, we have established professional partnerships with national leaders in family engagement practices.  Our national partners include the Flamboyan Foundation and Parent Teacher Home Visits (PTHV), both considered to be at the cutting edge of this work.

Our thought partnership with the Flamboyan Foundation has provided us with invaluable access to research and insight from the nation’s leader in comprehensive family engagement.  Our team has greatly benefitted from mentorship and technical support from the Flamboyan team as we began our work in 2014 and throughout our growth as an organization.

In 2016, we were invited to participate with our partners at Lawrence Public Schools in the inaugural class of the Flamboyan Foundation’s National Family Engagement Fellowship.  This opportunity strengthened our team’s strategic planning skills, which we immediately applied to work with partner schools here in Massachusetts.  The fellowship also expanded 1647's understanding of the work being done across the country from the district to classroom level, and introduced us to thought partners in four other cities at the forefront of innovations in family engagement.

Our partnership with Parent Teacher Home Visits has provided us with access to a tested curriculum to train educators to conduct relationship-building home visits.  We have trained over 1,000 educators in this protocol and have established connections across New England and the country through the PTHV network.

In addition to our thought partners, 1647 benefits from the top-notch skills and knowledge of our board of directors and advisory board, which include local parents, educators, and leaders in the non-profit and philanthropy sectors.


4. How will your organization know if you are making progress?

1647’s short-term measures of success are tightly linked to the self-reported experiences of families in our partner schools as educators integrate practices that create authentic home-school partnerships to support student success.  Each year, 1647 conducts family surveys to assess changes in perception of schools as welcoming spaces where families feel respected and valued.

Our current model of coaching schools in high-yield, context-based family engagement strategies has resulted in impacting partner schools’ culture around the importance of home-school partnerships.  For example, at a partner school in its third year of work with us, 99% of family respondents agree that they always or almost always feel welcome when they walk into the school.  During the prior year, only 64% of family respondents agreed that they always or almost always felt welcome when they walked into the school.  The same cohort of families highly rated the metrics of open lines of communication and partnerships with teachers.  In addition, 97% of respondents report that they always or almost always had a good working relationship with their child’s teacher(s) compared to only 67% during the prior year.

To measure the long-term impact of our work with partner schools, 1647 will partner with AllHere, a Harvard Innovation Lab project, to assess our work’s influence on attendance and grades through individualized data portals.

As we continue to develop an arc of measures of success, we realize that we need to understand the impact of our pre-service training modules outside of our school partnerships.  With that goal in mind, 1647 is currently piloting a three-month post-training survey to assess how educators embed high-quality family engagement into their practice after they have participated in 1647’s pre-service training.  We plan to use survey results to customize future training offerings.


5. What have and haven’t you accomplished so far?

As a learning organization, 1647 constantly reflects on the efficacy of our work and improves our model in real-time.  From the beginning, we have acted on the belief that home-school partnerships work best when educators are invested in building authentic relationships with families.  To that end, we began by training educators on the proven model of home visiting and have had success with that approach.  In 2014, we worked with one school partner that completed 50 home visits over the course of a school year.  Just three years later, our current partners have already completed over 500 visits by November 1st!  While we are proud of this work, we have also learned that there are limits to this model and we have made adjustments along the way.

Our work has taught us that not all educators or schools are ready to begin with the high-impact work of home visiting, which requires significant up-front investment.  Barriers around mindset, operations, and finances sometimes limit participation in home visiting to a small number of schools or teachers.  1647 has broadened our menu of offerings to schools in order to invite all educators to begin to explore ways to strengthen their partnerships with families.  We have adjusted our program model to include one-time professional development sessions and a series of workshop modules that can be customized for schools or pre-service programs.  In addition, we are beginning to offer long-term engagements with schools and districts to conduct landscape assessments and develop strategic plans for thoughtful implementation of family engagement best practices.

With this adjustment to our model, 1647 is bringing the same standards for authentic engagement to a larger segment of the education sector.  It is our goal to reach a majority of aspiring school leaders and over 25% of pre-service teachers who are trained in the Greater Boston area by 2022.