How do you start a collaborative response?

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

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

Collective impact efforts unfold over five phases Governance and infrastructure Strategic planning Collective impact efforts unfold over five phases Community engagement Phase I Assess Readiness Phase II Initiate Action Phase III Organize for Impact Phase IV Begin Implementation Phase V Sustain Action and Impact Components for Success Evaluation and improvement Convene community leaders Identify champions and form cross-sector Steering Committee “SC” to guide the effort Determine initial workgroups and plan backbone organization Launch work groups “WGs” and select backbone organization Building out the backbone organization; evolve WGs to meet emergent strategy Hold dialogue about issue, community context, and available resources Map the landscape and use data to make case Create common agenda, clear problem definition, population level goal Develop Blueprint for Implementation; identify quick wins Refine strategies; mobilize for quick wins Determine community readiness; Create a community engagement plan Begin outreach to community leaders Incorporate community voice - gain community perspective and input around issue Engage community more broadly and build public will Continue engagement and conduct advocacy Determine if there is consensus/urgency to move forward Analyze baseline data to ID key issues and gaps Develop high level shared metrics and/or strategies at SC level Establish shared measures (indicators and approach) at SC and WG levels Collect, track, and report progress (process to learn and improve) Source: FSG Interviews and Analysis

Mindset change… Working in Collective Impact requires a mindset shift from the old way to a new way of thinking and working…..

Mindset change… Less collaborative mindset Collaborative mindset Stakeholders: cannot grasp complex issues are easily influenced by the activists and the media have views shaped by narrow concerns are mostly apathetic are poorly educated are self-interested can’t be objective And therefore…. It is futile and hazardous to collaborate Stakeholders: know things we don’t will provide us with a full range of useful and diverse perspectives are the source of innovation and creativity are very good at weighing things up and making wise decisions can be trusted to do the right thing will help us do this better And therefore…. It is essential to collaborate from start Commit to Collaboration Twyfords, The power of co

Mindset change… … and building trust! Twyfords, The power of co

Mindset change 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

Recognise complex situation

Increase adaptive capability

Create learning culture