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?