1. Copyright 2014 – Scott Hutcheson This work is licensed under a Creative Commons Attribution-NonCommercial 2.5 License. Getting From Here to There: Effective Strategy for Community Change Scott Hutcheson, Ph.D. Boone County Nonprofit Summit Lebanon, IN – April 30, 2014

2. What to Expect From this Workshop Gain insights from recent research on community change strategies Develop new or deepen existing inter-organizational collaborations Practice “swarm” social innovation over the next 90 days by launching nearly a dozen new collaborative strategies in Boone County

3. What to Expect From this Workshop Gain insights from recent research on community change strategies Develop new or deepen existing inter-organizational collaborations Practice “swarm” social innovation over the next 90 days by launching nearly a dozen new collaborative strategies in Boone County #BooneNPSummit

4. Better understand he nature of collaboration Identify what stage your collaborations are in Consider ways to move a collaborations to the next level The Great and the Near Great in the White River Country by Z. M. Horton The Baxter Bulletin Dec 31, 1915 S. J. Hutcheson, a well known farmer and stockman of Norfork, roping a calf

5. White River Ferry at Norfork, Arkansas, circa 1900

7. Better understand he nature of collaboration Identify what stage your collaborations are in Consider ways to move a collaborations to the next level Norfork, Arkansas (pop. 550)

8. Boone County 8 7 incorporated cities & town 15 unincorporated cities & towns 12 townships 74 nonprofits

9. Hierarchy of Complex Systems Social Organizations – economics, education, politics Individual Human – language capacity, knowledge accumulation, design and use of tools Animal – mobility, information processing Plants – viability Open Systems – matter, energy Cybernetics – computers Clockworks – engines Frameworks – buildings, cells 9 Complexity Boulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.

10. The Extension Economist Vs. The Rocket Scientist 10

11. Hierarchy of Complex Systems Social Organizations – economics, education, politics Individual Human – language capacity, knowledge accumulation, design and use of tools Animal – mobility, information processing Plants – viability Open Systems – matter, energy Cybernetics – computers Clockworks – engines Frameworks – buildings, cells 11 Complexity Boulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.

12. Hierarchy of Complex Systems Social Organizations – economics, education, politics Individual Human – language capacity, knowledge accumulation, design and use of tools Animal – mobility, information processing Plants – viability Open Systems – matter, energy Cybernetics – computers Clockworks – engines Frameworks – buildings, cells 12 Complexity Boulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.

13. Hierarchy of Complex Systems Social Organizations – economics, education, politics Individual Human – language capacity, knowledge accumulation, design and use of tools Animal – mobility, information processing Plants – viability Open Systems – matter, energy Cybernetics – computers Clockworks – engines Frameworks – buildings, cells 13 Complexity Boulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.

14. Better understand he nature of collaboration Identify what stage your collaborations are in Consider ways to move a collaborations to the next level Complexity = Messes Public issues are complex Institutions emerged to deal with the complexity There are lots of institutions No single institution is “in charge” of most public issues Complex environment

15. Recipe for EFFECTIVE Strategies Have a network organizational structure Frame strategies primarily around building on existing assets Have a planning and implementation processes that is iterative Include short-term, easy-win goals Decentralize responsibilities for implementation among multiple organization Use metrics to learn what is working and to make adjustments along the way Build high levels of trust among participants Assure that participants are ready to change

16. The Collaboration Continuum Turf Trust TIME Sharing Resources Sharing Information Mutual Awareness Co-Execution Co-Creation Acknowledgment Exploration CooperationCollaborationInnovation Adapted from Collaboration Continuum from ACT for Youth

18. A process that enables civic leaders to form collaborations quickly, guide them toward measurable outcomes, and make adjustments along the way. What is Strategic Doing?

20. We will be answering four questions: 1.What could we do together? 2.What should we do together? 3.What will we do together? 4.What’s our 30/30? What is Strategic Doing?

21. Boone County How we can break the cycle of generational poverty and transform Boone County into a vibrant, thriving community where every citizen is empowered to reach their full potential? Arts & Culture Community Development Education Health & Wellness Human Services Associations Youth Development

22. The Conversation in Midville “Our “best and brightest” leave town and never come back.” “Remember the good old days when you could make $30/hour at ABC Manufacturing? Those days are gone forever.” “We have a skills mismatch. We still have decent-paying manufacturing jobs but nobody with the right skills for those jobs.” “Can you believe all the empty storefronts downtown?” “The bridge on Highway 7 is about to fall down. Someone’s going to get killed!” “Homelessness! I never thought I would see the day when there were homeless people in Midville.”

23. Exercise One : Reframing the Issue What could we do together?

24. Reframing the Conversation in Midville Issue: Skills Mismatch

25. Exercise Two : Identifying Assets What could we do together?

26. Identifying Assets in Midville

27. Exercise Three: Linking & Leveraging Assets What could we do together?

28. Linking & Leveraging Assets in Midville

29. Exercise Four: Finding the “Big Easy” What should we do together?

30. Finding the “Big Easy” in Midville

31. Exercise Five: Turning Opportunities into Outcomes What should we do together?

32. Strategic Outcomes for Midville

33. Exercise Six: Pathfinder Projects & Action Plans What will we do together?

34. Pathfinder Project & Strategic Action Plan for Midville

35. Following Up & Staying in Touch What’s our 30/30?

36. Following Up & Staying in Touch in Midville

37. What Does Success Look Like?

39. Scott Hutcheson, Ph.D. 765-479-7704 hutcheson@purdue.edu www.linkedin.com/in/scotthutcheson/ www.twitter.com/jshutch64 www.facebook.com/scott.hutcheson Thank You Copyright 2014 – Scott Hutcheson This work is licensed under a Creative Commons Attribution-NonCommercial 2.5 License.