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Collective Impact – an overview

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1 Collective Impact – an overview
Kerry Graham Collective Impact consultant 5th June 2014

2 A wicked problem is a social or cultural problem that is difficult or impossible to solve
Incomplete or contradictory knowledge; The number of people and opinions involved; The large economic burden; and The interconnected nature of these problems with other problems.

3 Cynefin (Kin-ev-in) Coordination Collaboration Cooperation
Education and Training Coordination Collaboration Cooperation Rules for intervention. Technical expertise valued. Flexible interventions around emergent properties. Technical expertise insufficient. Standard operating procedures Complex probe – sense – respond Emergent Practice Complicated sense – analyse – respond Good Practice Chaotic act – sense – respond Novel Practice Simple sense – categorise – respond Best Practice Cynefin Framework by Snowden & Kurtx

4 Setting the Stage: The Collaboration Continuum
What do all these “co” words mean? Compet e Co-exist Communicate Cooperate Coordinate Collaborate Integrate Collective Impact Competition for clients, resources, partners, public attention. Inter-agency information sharing e.g. networking Org’s systematically adjust and align work with each other for greater outcomes. Can mean co-location. Fully integrated programs planning, funding. May mean org’s merge, co locate, share common staff, systems etc. No systematic connection between agencies. As needed, often informal, interaction on discrete activities or projects. Longer term interaction based on shared mission, goals; shared decision-makers and resources. Alignment of common agenda & measures for a shared vision – across sectors – focused on systems change – may adopt all / some ‘Co’ or integration activities. This year 55% - 11 point gain since base line year – YEAH!!! Target is 75% by 2020 Indicator is population level!!! Turf Trust

5 Collective Impact Framework
Common agenda Shared measurement Mutually reinforcing activities Continuous communication Backbone Organisation Achieving Large-Scale Change through Collective Impact Involves Five Key Elements Common Agenda Common Understanding of the problem Shared Vision for change Shared Measurement Collecting data and measuring results Focus on performance management Shared accountability Mutually reinforcing Activities Differentiated approaches Coordination through joint plan of action Continuous Communication Consistent and open communication Focus on building trust Backbone Support Separate organisation (s) with staff Resources and skills to convene and coordinate participating organisations

6 Common Agenda

7 Shared Measurement


9 Shared Measurement

10 Mutually Reinforcing Activities

11 Continuous improvement
Rapid prototyping This is not easy work…

12 Continuous Communication

13 Backbone Organisation
Guide Vision and Strategy Support Aligned Activities Establish Shared Measurement Practices Build Public Will Advance Policy Mobilise 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

14 Three Prerequisites 1. Influential Champion 2. Financial resources 3
Three Prerequisites 1. Influential Champion 2. Financial resources 3. Urgency for change 1 – commands respect and engages cross sector leaders Focused on solving the problem but allows participants to figure out answers for themselves 2 – Committed funding partners – Sustained funding for long term 3+ years Pays for needed infrastructure and planning 3 – Urgency for change Critical problem in the community Frustration with existing approaches Multiple actors calling for change Engaged funders and policy makers

15 Readiness for Collective Impact
If You Are Thinking About Catalyzing Collective Impact You Should Consider the Following: Is the Right Infrastructure in Place: Credible Champions / Catalysts exist to drive CI discussions Neutral Convener exists and is looked to by the community Backbone Support Structure exists or key staff positions can be filled Are the Conditions Accommodating: Significant resources and attention are focused on addressing the problem Existing collaborative efforts are present that can be taken to the “next level,” and with tools and processes in place Funder Alignment of local funders (public and private) willing to financially support / partner on an effort Potential to Engage a broad, cross-sector set of community players Internal and external circumstances point to Issue “Ripeness” to the urgency of the issue at hand Within the community, there is a shared understanding of why there is an Urgency for Change, often driven by data Interest exists or effort is underway to Understand the Problem, key players, and / or evidence-based strategies

16 Collective Impact Efforts to Transpire Over Four Key Phases
Phase IV Sustain Action and Impact Components for Success Phase I Generate Ideas and Dialogue Phase II Initiate Action Phase III Organise for Impact Governance & Infrastructure Convene community stakeholders Create infrastructure (backbone & processes) Identify champions & form cross-sector group Facilitate & refine Strategic Planning Hold dialogue about issue, community context and available resources Create common agenda (common goals and strategy) Map the landscape and use data to make case Support implementation (alignment to goal and strategies) Community Involvement Facilitate community outreach specific to goal Engage community and build public will Facilitate community outreach Continue engagement and conduct advocacy Evaluation and Improvement Determine if there is consensus/urgency to move forward Establish shared metrics (indicators, measurement, and approach) Analyse baseline data to ID key issues and gaps Collect, track, and report progress (process to learn and improve)

17 Shifting from isolated impact to collective impact requires a different approach on the part of service providers & funders The current approach of many service providers & funders is less conducive to solving complex problems In a Collective Impact context services & funders shift their mindset to an ‘adaptive’ approach more aligned with complex issues

18 Mindsets needed to do this work…
From TO Believing that isolated impact alone can solve ‘wicked’ problems Accepting that we must work collectively to achieve impact Have difficulty grappling with complex issues – want simple + quick solutions Can weigh things up, hold lots of different views simultaneously and take a longer view Have views shaped by narrow concerns Have an ability to consider all perspectives Take a self interested perspective – always have a personal (or organisation centric) agenda Are committed to a broader agenda to make a difference even if others get the credit Risk intolerance Taking smart risks Resistant to change – difficulty being objective Capacity for change – always trying to understand other position Need to ‘own’, and control attribution to self or organisation Willing to give up autonomy and share attribution

19 If you want to go fast go alone
If you want to go fast go alone. If you want to go far, …go together African Proverb Consider this… flocks of hundreds – sometimes thousands birds travel huge distances – sometimes from one side of the globe to the other - so how do they do this? Scientists have discovered that 3 simple rules govern their amazing ability to coordinate this flight path… maintain a minimum distance from your neighbor fly at the same speed as your neighbor and always turn towards the centre Collective Impact incorporates all of these rules and more. And I think this is useful set of rules to keep front of mind as we deliberate on how we can break down silos and get the outcomes we want. Take turns at leading…

20 of being uncomfortable”
“Working at the edge of our competence and at the height of being uncomfortable” Dr Michael McAphee; Promising Neighbourhods USA

21 Thank You Questions?

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