Presentation on theme: "Collective Impact Overview: A Framework for Community Change"— Presentation transcript:
1 Collective Impact Overview: A Framework for Community Change Donna Jean Forster-GillProgram Manager,Vibrant Communities Canada – Cities Reducing Poverty-
2 An Overview of Collective Impact Community Foundation of Greater CincinnatiCollective Impact: Pulling Together
3 The Collaboration Spectrum TrustCompeteCo-existCommunicateCooperateCoordinateCollaborateIntegrateCompetition 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.Organizations systematically adjust and align work with each other for greater outcomes.Longer term interaction based on shared mission, goals; shared decision-makers and resources.Fully integrated programs, planning, funding.TurfLooseTight
7 From Isolated Impact to Collective Impact Funders select individual granteesOrganizations work separatelyEvaluation attempts to isolate a particular organization’s impactLarge scale change is assumed to depend on scaling organizationsCorporate and government sectors are often disconnected from foundations and non-profits.Collective ImpactFunders understand that social problems – and their solutions – arise from multiple interacting factorsCross-sector alignment with government, nonprofit, philanthropic and corporate sectors as partnersOrganizations actively coordinating their actions and sharing lessons learnedAll working toward the same goal and measuring the same things
8 Used for Many Complex Issues Teen PregnancyHealthEducationHomelessnessCommunity SafetyPoverty
10 Preconditions for Collective Impact Influential Champion(s)Urgency of issueAdequate Resources
11 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 five-plus 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
12 Collective Impact Efforts Tend to Transpire Over Four Key Phases GovernanceandInfrastructureStrategicPlanningPhases of Collective ImpactCollective Impact Efforts Tend to Transpire Over Four Key PhasesCommunityInvolvementPhase IGenerate Ideasand DialoguePhase IIInitiate ActionPhase IIIOrganize for ImpactPhase IVSustain Actionand ImpactComponents for SuccessConvene community stakeholdersIdentify champions and form cross-sector groupEvaluationAndImprovementCreate infrastructure (backbone and processes)Facilitate and refineContinue engagement and conduct advocacySupport implementation (alignment to goal and strategies)Collect, track, and report progress (process to learn and improve)Hold dialogue about issue, community context, and available resourcesMap the landscape and use data to make caseCreate common agenda (common goals and strategy)Facilitate community outreach specific to goalFacilitate community outreachEngage community and build public willDetermine if there is consensus/urgency to move forwardAnalyze baseline data to ID key issues and gapsEstablish shared metrics (indicators, measurement, and approach)
14 Five Conditions for Collective Impact SpecializedAgendasCommonAgendaFragmentedMeasurementsSharedMeasurementMutuallyReinforcingActivitiesIndependentActivitiesSporadicCommunicationContinuousCommunicationUnsupportedEffortsBackboneOrganization
15 What makes the difference between a good movie and a bad movie? Common AgendaWhat makes the difference between a good movie and a bad movie?“Getting everyone involved to make the same movie!”- Francis Ford Coppola
16 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.
17 Communication in Tillamook County, Oregon Teen PregnancyAccording 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 AgendaReduce Teenagers Giving BirthReduce Teenagers Getting Pregnant
18 Building a Common Agenda Prior HistoryPositive or negative impactPressing IssueGalvanize leaders across sectorsDataDetermine what you need to understand impact of the issue on communityCommunity ContextIs there community buy in? Determine community leverage opportunitiesCore GroupDetermine who needs to be involved in core groupConvenerTrusted leadership to facilitate collaborative effortsCommunity EngagementDetermine how to engage the broader community in the effort
19 Who’s driving the agenda? How complex is the issue? 5 things to consider when building a common agendaWho’s driving the agenda?How complex is the issue?How does the issue play out in the community?Who is doing what already?What are the next steps?Agenda – requires working differently together;Complex – set boundaries for what will and won’t work on, look at where most impact is and let go of restPlay Out – data – need data to make informed decisionWhat doing – map community assetsNext steps – talk about it, engage the community, listen more than speak
20 Shared MeasurementIdentify key measures that capture critical outcomes.Establish systems for gathering and analyzing measures.Create opportunities for “making-sense” of changes in indicators.
21 Collaboration in Cincinnati Educational AchievementSTRIVE in CincinnatiOver 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.Homelessness
22 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 careerResults: 10% increase in graduation rates in Cincinnati since 2003; 16% increase in college enrollment rate in Covington, KY since 2004Mention that the Halton 7 is already a shared measurement framework – clear indicators, measureable results
23 Shared Measurement in Vibrant Communities Canada Process: # of people/orgs at table, # of community presentations, articles, etcProgress: # of programs, # of new initiatives, etcPolicy: policy changes in own or other organizations, new investments, gov. policy changesPopulation : # of people moved out of poverty, # of high school graduates, # of low birth weight babies
24 Mutually Reinforcing Activities Agreement on key outcomes.Orchestration and specialization.Complementary – sometimes “joined up” - strategies to achieve outcomes.
25 Coordination in Saint John PovertyHousingTransportationEducation to EmploymentEarly Childhood DevelopmentWorkforce DevelopmentNeighborhood Renewal
27 Continuous Communication Create formal and informal measures for keeping people informedCommunication is open and reflect a diversity of stylesDifficult issues are surfaced, discussed and addressed
28 Cooperation in Karelia, Finland Heart DiseaseCommon 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 Volume 53. Special Issue.
30 Backbone Organization(s) Guide vision & strategySupport aligned activitiesEstablished shared measurementsBuild public willAdvance policyMobilize fundingLike 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 ConnerCommunity Visions, Community Solutions: Grantmaking for Comprehensive Impact
31 Common Misperceptions about the Role of Backbone Organizations The backbone organization sets the agenda for the groupThe backbone organization drives the solutionsThe backbone organization receives all the fundingThe role of backbone can be self appointed rather than selected by the communityThe role of backbone isn’t fundamentally different from “business as usual” in terms of staffing, time, and resourcesSource: FSG Interviews and Analysis
32 Lessons Learned about Backbones Their value is unmistakeable.Backbones shares strengths in guiding vision and strategy and supporting aligned activities.Backbone organizations shift focus over time.Backbone organizations’ partners need ongoing assistance with data.External communications, building public will, and advancing policy are common backbone challenges.Source: Understanding the Value of Backbone Organizations in Collective Impact Initiatives
33 Shared Aspiration: 1 million Canadians will move out of poverty. Active Learning Community Network to scale up social changeCommon Evaluation Framework with shared measures8 Action Teams advancing shared prioritiesLoop of continuous communication100 Cities/Regions/Provinces/Territoriesreducing poverty togetherShared Aspiration: 1 million Canadians will move out of poverty.
34 Beyond Backbone: Other Critical Roles in Collective Impact Community OwnershipConvenerFiscal SponsorBackboneWorking GroupsSteering CommitteeLeadership Table
35 Role of ConvenerConvening and Hosting: the convener initially calls the table togetherEarly Investor: the convener is often an early investor in the collaborative effortFiscal 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 infrastructureTrusted 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
36 9 Leadership principles for Backbone Leaders View the system you are trying to change through a lens of complexityLet the vision be “good enough” rather than trying to plan every little detailLive with balance between data and intuition, planning and action, safety and riskBe comfortable with uncovering paradox and tensionsDon’t wait to be “sure” before proceeding with actionsCreate an environment of information, diversity and difference, connections and relationshipMix cooperation and competition – it’s not one or the otherUnderstand that informal conversations, gossip and rumor contribute to mental models, actions and beliefs. Listen to these.Allow complex systems to emerge out of the interaction of systems, ideas and resources.
38 Significant shifts in policy Needle Moving ChangeUnlikely suspects working togetherInnovative solutions to complex problemsIncreased community engagementIncreased awareness of complex issuesFeeling of control over some of society’s wicked problems
39 Things to Consider in Collective Impact Patient capitalPersistence for longer term systems changeAlign funders across sectors to common agendaLegitimize the work of the collaborative tableNo playbook, support and advance the skills and capacity of collaborative partnersLearn what’s working and quickly let go of what isn’t
40 Reflecting on Collective Impact Think – Pair – ShareWhat 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?
41 Additional ResourcesStanford Social Innovation Review articles on Collective Impact: Resources for Backbones - Collective Impact Readiness Tool: