Transcript Document
Collective Impact Overview: A Framework for Community Change Donna Jean Forster-Gill Program Manager, Vibrant Communities Canada – Cities Reducing Poverty www.vibrantcanada.ca [email protected] An Overview of Collective Impact Community Foundation of Greater Cincinnati 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 3 Collaborative Life Cycle MATURITY EXPLORATION choice expand possibilities new place & buy-in thinking bets conserve manage declining outcomes crisis birth develop & adapt unravel shared vision refine DEVELOPMENT chaos reconnect CREATIVE DESTRUCTION Key Practices for Effective Collaboration Assessing the Environment Creating Clarity Building Trust Sharing Power and Influence Reflection Why Collective Impact From Isolated Impact to Collective Impact Isolated Impact Collective Impact • Funders select individual grantees • • 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 • • 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 • Used for Many Complex Issues Teen Pregnancy Homelessness Health Community Safety Education Poverty SETTING THE STAGE FOR COLLECTIVE IMPACT Preconditions for Collective Impact • Influential Champion(s) • Urgency of issue • Adequate Resources 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? From White House Council on Community Change Phases of Collective Impact Collective Impact Efforts Tend to Transpire Over Four Key Phases 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) WHAT IS COLLECTIVE IMPACT Five Conditions for Collective Impact Specialized Agendas Common Agenda Fragmented Measurements Shared Measurement Independent Activities Mutually Reinforcing Activities Sporadic Communication Continuous Communication Unsupported Efforts Backbone Organization 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 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 5 things to consider when building a common agenda 1. Who’s driving the agenda? 2. How complex is the issue? 3. How does the issue play out in the community? 4. Who is doing what already? 5. What are the next steps? 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 Shared Measurement in Vibrant Communities Canada 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 Mutually Reinforcing Activities • Agreement on key outcomes. • Orchestration and specialization. • Complementary – sometimes “joined up” - strategies to achieve outcomes. Coordination in Saint John Poverty • • • • • • 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 Backbone Organizations 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 Source: FSG Interviews and Analysis Lessons Learned about Backbones 1. Their value is unmistakeable. 2. Backbones shares strengths in guiding vision and strategy and supporting aligned activities. 3. Backbone organizations shift focus over time. 4. Backbone organizations’ partners need ongoing assistance with data. 5. External communications, building public will, and advancing policy are common backbone challenges. Source: Understanding the Value of Backbone Organizations in Collective Impact Initiatives 8 Action Teams advancing shared priorities Active Learning Community Network to scale up social change Common Evaluation Framework with shared measures Loop of continuous communication 100 Cities/Regions/Provinces/Territories reducing poverty together Shared Aspiration: 1 million Canadians will move out of poverty. Beyond Backbone: Other Critical Roles in Collective Impact Convener Leadership Table Fiscal Sponsor Community Ownership Steering Committee Backbone Working Groups Role of Convener Convening and Hosting: the convener initially calls the table together Early Investor: the convener is often an early investor in the collaborative effort Fiscal Sponsor: in many cases, the convening organization acts as a fiscal sponsor for the backbone infrastructure including holding funding for the collaborative table, hiring staff and providing administrative infrastructure Trusted partner: convening organizations are often members of the collaborative roundtables but not the chair or lead, this role is held by another member of the roundtable 9 Leadership principles for Backbone Leaders 1. View the system you are trying to change through a lens of complexity 2. Let the vision be “good enough” rather than trying to plan every little detail 3. Live with balance between data and intuition, planning and action, safety and risk 4. Be comfortable with uncovering paradox and tensions 5. Don’t wait to be “sure” before proceeding with actions 6. Create an environment of information, diversity and difference, connections and relationship 7. Mix cooperation and competition – it’s not one or the other 8. Understand that informal conversations, gossip and rumor contribute to mental models, actions and beliefs. Listen to these. 9. Allow complex systems to emerge out of the interaction of systems, ideas and resources. RESULTS OF COLLECTIVE IMPACT • Significant shifts in policy • Needle Moving Change • Unlikely suspects working together • Innovative solutions to complex problems • Increased community engagement • Increased awareness of complex issues • Feeling of control over some of society’s wicked problems Things to Consider in Collective Impact • Patient capital • Persistence for longer term systems change • Align funders across sectors to common agenda • Legitimize the work of the collaborative table • No playbook, support and advance the skills and capacity of collaborative partners • Learn what’s working and quickly let go of what isn’t Reflecting on Collective Impact Think – Pair – Share • What have I learned about collective impact that I can apply to my role in the Halton Our Kids Network? • What other questions do I have? Additional Resources Stanford Social Innovation Review articles on Collective Impact: www.fsg.org Resources for Backbones http://tamarackcci.ca/blogs/sylvia-cheuy/championschange-leading-backbone-organization-collective-impact Collective Impact Readiness Tool: http://vibrantcanada.ca/content/collective-impactreadiness-assessment-tool Thank You Enjoy the Collective Impact Journey!