Transcript Document

Implementing the Lead Agency
Model for Collective Impact
Liz Weaver
Vice President,
Tamarack – An Institute for Community Engagement
www.tamarackcommunity.ca [email protected]
Online Learning Communities
For Collaborative Leaders who use collective impact
approaches to address complex community issues.
tamarackcci.ca
For Cities that develop
and implement
comprehensive poverty
reduction strategies
vibrantcommunities.ca
For individuals who
care about community,
the vibrancy of
neighbourhoods and
the unique role of
citizens in social
change.
seekingcommunity.ca
Workshop Overview
Collective Impact and Community Change
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Collaboration Spectrum
Complexity + Community Change
Pre-Conditions of Collective Impact
Conditions of Collective Impact
Implementing the Lead Agency Model for Collective
Impact
Questions?
An Overview of Collective
Impact
Greater Cincinnati Foundation
Collective Impact: Pulling Together
http://www.youtube.com/watch?v=1ZZRvNXOozc
The Collaboration Spectrum
Trust
Compete
Co-exist
Communicate
Cooperate
Coordinate
Collaborate
Competition
for clients,
resources,
partners,
public
attention.
No
systematic
connection
between
agencies.
Inter-agency
information
sharing (e.g.
networking).
As needed,
often
informal,
interaction,
on discrete
activities or
projects.
Organizatio
ns
systematical
ly adjust
and align
work with
each other
for greater
outcomes.
Longer term
interaction
based on
shared
mission,
goals;
shared
decisionmakers and
resources.
Integrate
Fully
integrated
programs,
planning,
funding.
Turf
Loose
Tight
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Complexity + Community Change
Learn-by-doing,
see what emerges,
adapt.
Develop
common
ground,
compromise
or compete.
Follow the
‘best practice’
recipe.
Wicked Problems
& Social Messes
Use expertise, experiment and
build knowledge.
Create stability, look for
opportunities to innovate.
Characteristics of Complex
Problems
Complex problems are difficult to frame
The cause and effect relationships are unclear
There are diverse stakeholders
Each experience of is unique
The characteristics & dynamics of the issue evolves
There is no obvious right or wrong set of solutions
There is no objective measure of success
Collective Impact
From Isolated Impact to
Collective Impact
Isolated Impact
Collective Impact
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Funders select individual grantees
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Organizations work separately
Funders understand that social
problems – and their solutions –
arise from multiple interacting
factors
•
Evaluation attempts to isolate a
particular organization’s impact
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Large scale change is assumed to
depend on scaling organizations
Cross-sector alignment with
government, nonprofit, philanthropic
and corporate sectors as partners
•
Corporate and government sectors
are often disconnected from
foundations and non-profits.
Organizations actively coordinating
their actions and sharing lessons
learned
•
All working toward the same goal
and measuring the same things
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Used for Many Complex Issues
Teen Pregnancy
Homelessness
Health
Community Safety
Education
Poverty
Collective Impact –
Framing Questions
• Do we aim to effect ―needle- change (i.e., 10% or more) on a
community-wide metric?
• Do we believe that a long-term investment (i.e., three to fiveplus years) by stakeholders is necessary to achieve success?
• Do we believe that cross-sector engagement is essential for
community-wide change?
• Are we committed to using measurable data to set the
agenda and improve over time?
• Are we committed to having community members as
partners and producers of impact?
Phases of Collective Impact
The Phases of Collective Impact
Components
for Success
Phase I
Generate Ideas
and Dialogue
Phase II
Initiate Action
Governance Convene community Identify champions
and form crossand
stakeholders
sector group
Infrastructure
Phase III
Organize for
Impact
Phase IV
Sustain Action
and Impact
Create
infrastructure
(backbone and
processes)
Facilitate and
refine
Strategic
Planning
Hold dialogue about
Map the landscape
Create common
issue, community
and use data to
agenda (common
context, and
make case
goals and strategy)
available resources
Support
implementation
(alignment to goal
and strategies)
Community
Involvement
Facilitate
community outreach
specific to goal
Determine if there is
Evaluation
consensus/urgency
And
Improvement to move forward
Facilitate
community
outreach
Engage community
and build public will
Continue
engagement and
conduct advocacy
Analyze baseline
data to ID key
issues and gaps
Establish shared
metrics (indicators,
measurement, and
approach)
Collect, track, and
report progress
(process to learn
and improve)
Preconditions for Collective
Impact
• Influential
Champion(s)
• Urgency of issue
• Adequate Resources
The Five Conditions of
Collective Impact
Common
Agenda
Shared
Measurement
Mutually
Reinforcing
Activities
Continuous
Communication
Backbone
Support
All participants have a shared vision for change including a
common understanding of the problem and a joint approach to
solving it through agreed upon actions
Collecting data and measuring results consistently across all
participants ensures efforts remain aligned and participants hold
each other accountable
Participant activities must be differentiated while still being
coordinated through a mutually reinforcing plan of action
Consistent and open communication is needed across the many
players to build trust, assure mutual objectives, and appreciate
common motivation
Creating and managing collective impact requires a dedicated staff and
a specific set of skills to serve as the backbone for the entire
initiative and coordinate participating organizations and agencies
Source: FSG
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Common Agenda
• Define the challenge to
be addressed.
• Acknowledge that a
collective impact
approach is required.
• Establish clear and shared
goal(s) for change.
• Identify principles to
guide joint work together.
Communication in Tillamook County,
Oregon
Teen Pregnancy
According to the Health
Department summary, Tillamook
county "found that forming
partnerships and working
together toward a desired result
can bring about astounding
results. ... Their turn-around was
an evolutionary process, with new
partners bringing contributions
forward at different times."
No Shared Agenda
Reduce Teenagers Giving Birth
Reduce Teenagers Getting Pregnant
Building a Common Agenda
Prior History
Positive or negative impact
Pressing Issue
Galvanize leaders across sectors
Data
Determine what you need to understand
impact of the issue on community
Community Context Is there community buy in? Determine
community leverage opportunities
Core Group
Determine who needs to be involved in core
group
Convener
Trusted leadership to facilitate collaborative
efforts
Community
Engagement
Determine how to engage the broader
community in the effort
Common Agenda
What makes the difference
between a good movie and a
bad movie?
“Getting everyone
involved to make the
same movie!”
- Francis
Ford Coppola
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Shared Measurement
• Identify key measures
that capture critical
outcomes.
• Establish systems for
gathering and analyzing
measures.
• Create opportunities for
“making-sense” of
changes in indicators.
Collaboration in Cincinnati
Educational Achievement
Homelessness
STRIVE in Cincinnati
• Over three hundred educational
organizations, human service groups,
government agencies and philanthropies and
private businesses.
• Shared agreement on 15 key milestones and
72 measures along a student road-map of
success.
• A strong back-bone organization supporting
a variety of “networks” supporting each key
milestone.
• Measureable progress in most key indicators
in recent years.
Strive Partnership
Goals:
Working together along the educational continuum to drive better results in
education so that every child…
• Is prepared for school
• Is supported inside and outside of school
• Succeeds academically
• Enrolls in some form of postsecondary education
• Graduates and enters a career
Results: 10% increase in graduation rates in Cincinnati since 2003; 16%
increase in college enrollment rate in Covington, KY since 2004
Thinking About Shared
Measurement
Process: # of people/orgs at
table, # of community
presentations, articles, etc
Progress: # of programs, # of
new initiatives, etc
Shared
Measurement
Policy: policy changes in own
or other organizations, new
investments, gov. policy
changes
Population : # of people
moved out of poverty, # of
high school graduates, # of
low birth weight babies
Shared Measurement
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Who is collecting the data?
Will they share the data?
How effective is the data source?
What data do we have to collect?
What resources will we need?
Does this measure actually move us on our
collective impact agenda?
Mutually Reinforcing Activities
• Agreement on key
outcomes.
• Orchestration and
specialization.
• Complementary –
sometimes “joined up”
- strategies to achieve
outcomes.
A city-wide collective impact initiative
http://www.youtube.com/watch?v=negQKaCvNBU
Memphis Fast Forward
Coordination in Saint John
Poverty
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Housing
Transportation
Education to Employment
Early Childhood Development
Workforce Development
Neighborhood Renewal
Continuous Communication
• Create formal and
informal measures for
keeping people informed
• Communication is open
and reflect a diversity of
styles
• Difficult issues are
surfaced, discussed and
addressed
Cooperation in Karelia, Finland
Heart Disease
Common Agenda: reduce heart disease.
Focus on measuring & reducing a variety of key risk factors (e.g. high fat food diet,
smoking, etc.)
Emphasis on mutually reinforcing strategies with multisectoral actors (e.g. changing
farming practices, media profile, trade policy around production and consumption of
dairy products).
Backbone support provided by regional health authority.
Close collaboration with a range of organizations has been an essential element of success.
Diabetes Voice. May 2008. Volume 53. Special Issue.
In and Out Communication
Backbone Organization(s)
• Guide vision & strategy
• Support aligned activities
• Established shared
measurements
• Build public will
• Advance policy
• Mobilize funding
• Like a manager at a
construction site who
attends to the whole
building while carpenters,
plumbers and electricians
come and go, the support
staff keep the
collaborative process
moving along, even as the
participants may change.
Jay Conner. 2004.
Community Visions, Community
Solutions: Grantmaking for
Comprehensive Impact
Implementing
the Lead
Agency Model
for Collective
Impact
Six Core Functions for the Backbone Organization
Guide Vision and Strategy
Support Aligned Activities
Establish Shared Measurement Practices
Build Public Will
Advance Policy
Mobilize Funding
Backbones must balance the tension between coordinating and maintaining accountability,
while staying behind the scenes to establish collective ownership
Source: FSG Interviews and Analysis
Six Key Functions for the Backbone Organization
Guide Vision and Strategy
Support Aligned Activities
Establish Shared
Measurement Practices
Build Public Will
Advance Policy
Mobilize Funding
• Build a common understanding of the problem
• Provide strategic guidance to develop a common agenda
• Ensure mutually reinforcing activities take place:
– Coordinate and facilitate communication and collaboration
– Convene partners and key external stakeholders
– Catalyze or incubate new initiatives or collaborations
– Provide technical assistance
– Create paths for, and recruit, new partners
– Seek opportunities for alignment with other efforts
• Collect, analyze, interpret, and report data
• Catalyze or develop shared measurement systems
• Provide technical assistance for building partners’ data capacity
• Build public will, consensus and commitment:
– Create a sense of urgency and articulate a call to action
– Support community member engagement activities
– Produce and manage external communications
• Advocate for an aligned policy agenda
• Mobilize and align public and private funding to support goals
FSG.ORG
Common Misperceptions about the Role of Backbone
Organizations
Common Misperceptions
• The backbone organization sets the agenda for the group
• The backbone organization drives the solutions
• The backbone organization receives all the funding
• The role of backbone can be self appointed rather than
selected by the community
• The role of backbone isn’t fundamentally different from
“business as usual” in terms of staffing, time, and
resources
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Source: FSG Interviews and Analysis
© 2014 FSG
FSG.ORG
Effective Backbone Leaders Share Common
Characteristics
Stakeholders describe backbone organization leaders as:
Visionary
Results-Oriented
Collaborative, Relationship Builder
Focused, but Adaptive
Charismatic and Influential Communicator
Politic
Humble
“Someone who has a big picture perspective—[who] understands
how the pieces fit together, is sensitive to the dynamics, and is
energetic and passionate.”
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Source:
Source: FSG
FSG Interviews
interviews and Analysis
© 2014 FSG
Things to Consider in Collective
Impact
• Patient capital
• Persistence for longer term, systems change
• Align partners across sectors to common
agenda
• Legitimize the work of the collaborative table
• No playbook, support and advance the skills
and capacity of collaborative partners
Reflecting on Collective Impact
Think – Pair – Share
• What have I learned that
I can apply to my role as
lead agency?
• What other questions do
I have?
Tamarack Learning Opportunities
www.tamarackcommunity.ca
Learn together through:
•
•
•
•
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Monthly tele-learning Seminars
Engage! e-magazine
Face-to-Face Learning Events
Online Learning Communities
Communities of Practice
Tamarack Learning Communities
Tamarack CCI
For Collaborative Leaders who use
collective impact approaches to address
complex community issues.
www.tamarackcci.ca
Vibrant Communities: Cities Reducing
Poverty
For Cities that develop and implement
comprehensive poverty reduction strategies
www.vibrantcanada.ca
Seeking Community
For individuals who care about community,
the vibrancy of neighbourhoods and the
unique role of citizens in social change.
www.seekingcommunity.ca
Deepening Community – Just Released!
Read the latest book by Paul Born
President of Tamarack Institute
If you do, here are some fun ways to get involved
in the Deepening Community campaign:
 Read the book & post a short review on
Amazon.com, Amazon.ca, Indigo.ca,
GoodReads.com or iBook
 Go to the “Get Involved” page on
www.deepeningcommunity.org
 Write a post about your thoughts/ideas on the
book or on your experiences of community at
www.seekingcommunity.ca
Wishing you joy as you deepen community!
Upcoming Tamarack Learning Events
Learn more & register:
http://tamarackcommunity.ca/events.html
Additional Resources
• Follow my blog: http://vibrantcanada.ca/blogs/liz-weaver
• Regular updates about Collaboration and Collective Impact
are posted on Tamarack Learning Communities Sites:
www.tamarackcci.ca; www.vibrantcommunities.ca;
www.seekingcommunity.ca
• Stanford Social Innovation Review articles on Collective
Impact: http://www.ssireview.org/
• FSG Social Impact Consultants: www.fsg.org
• Collective Impact Forum:
http://www.collectiveimpactforum.org/
Additional Resources on
Collective Impact
• FSG – collective impact resources http://www.fsg.org/KnowledgeExchange/FSG
Approach/CollectiveImpact.aspx
• Resources for Backbones http://tamarackcci.ca/blogs/sylviacheuy/champions-change-leading-backboneorganization-collective-impact