Presentation on theme: "Getting Ready for Collective Impact"— Presentation transcript:
1 Getting Ready for Collective Impact Liz WeaverVice President,Tamarack – An Institute for Community Engagement-
2 About Tamarack – An Institute for Community Engagement Tamarack is a charity that develops and supports learning communities that helps people to collaborate, co-generate knowledge and achieve collective impact on complex community issues. Our vision is to build a connected force for community change.Join us as we discover how communities can act together for positive change!Visit our websites:
3 Workshop Overview The Context: Collaboration and Complexity The Framework: Collective ImpactThe Issue: The Community ContextThe Challenge: Working DifferentlyThe Case: Human and Financial Investments
5 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
6 Table Discussion: Collaboration Spectrum How could you use the Collaboration Spectrum with your community partners and with current collaborative efforts?
8 Use expertise, experiment and Learn-by-doing,see what emerges,adapt.Create stability, look foropportunities to innovate.Wicked Problems& Social MessesDevelop commonground,compromiseor compete.Follow the‘best practice’recipe.Use expertise, experiment andbuild knowledge.
9 Characteristics of Complex Problems Complex problems are difficult to frameThe cause and effect relationships are unclearThere are diverse stakeholdersEach experience of is uniqueThe characteristics & dynamics of the issue evolvesThere is no obvious right or wrong set of solutionsThere is no objective measure of success
10 Managing Complex Problems TRADITIONALRESPONSECHARACTERISTICSOF COMPLEX ISSUESADAPTIVE RESPONSESpecializationMultiple RootCausesOrchestrationSilosMultiple StakeholdersCross BoundaryCrisp Problem DefinitionDifficult to FrameWorking FrameworkPlan the Work, Work the PlanEmergentAct, React and AdaptResolveParadoxes & DilemmasCopeStandardized and Detailed BlueprintUniqueMinimum Specs,Variation & CustomizationShort TermIntractableLong Term10
13 An Overview of Collective Impact Greater Cincinnati FoundationCollective Impact: Pulling Together
14 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
15 Collective Impact is… …positive and consistent progress at scale. Facilitator Notes:This slide tells two stories. The image shows that collective impact journeys are never quite linear. In fact, they often take multiple routes and there are often unforeseen barriers that have to be navigated.John Kania, FSG Social Impact Consultants and one of the authors of the articles on collective impact has said that ‘Collective Impact is positive and consistent progress at scale’. This statement means a number of things. Positive and consistent progress refers to the fact that collective impact initiatives need to be focused on the progress they are making. Members of a collective impact initiative must be able to quantify and measure change.Scale refers to the geographic or system that is being impacted. The scale has to be sufficient enough to track progress. It is also important that the host group define the scope and scale of the collective impact initiative.…positive and consistent progress at scale.- John Kania, FSG Social Impact Consultants, Oregon 2013
16 Used for Many Complex Issues Teen PregnancyHealthEducationHomelessnessCommunity SafetyPoverty
17 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?
18 The Phases of Collective Impact GovernanceandInfrastructureStrategicPlanningPhases of Collective ImpactThe Phases of Collective ImpactCommunityInvolvementPhase 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)
19 Preconditions for Collective Impact Influential Champion(s)Urgency of issueAdequate Resources
20 The Five Conditions of Collective Impact Common AgendaAll participants have a shared vision for change including a common understanding of the problem and a joint approach to solving it through agreed upon actionsShared MeasurementCollecting data and measuring results consistently across all participants ensures efforts remain aligned and participants hold each other accountableMutually Reinforcing ActivitiesParticipant activities must be differentiated while still being coordinated through a mutually reinforcing plan of actionFacilitators Notes:This slide provides an overview of the five core conditions of collective impact and brief descriptions of each. These will be described in more detail in the next set of slides.The facilitator can just introduce the five conditions: common agenda, shared measurement, mutually reinforcing activities, continuous communications and backbone support.Consistent and open communication is needed across the many players to build trust, assure mutual objectives, and appreciate common motivationContinuous CommunicationBackbone SupportCreating and managing collective impact requires a dedicated staff and a specific set of skills to serve as the backbone for the entire initiative and coordinate participating organizations and agencies11Source: FSG
22 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.
23 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
24 Where is your community? Waiting place – waiting for something to create a pivot pointImpasse – know there is a problem, but it’s someone else’s problemCatalytic – gearing up for changeGrowth – engaging citizens in changeRenewal and sustainingSource: The Harwood Institute
25 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
26 The Community ContextWhat are the key community context elements we need to consider to work collectively in Adelaide?
27 Common Agenda Exercise: Theory of Change Tool StrategiesAssumptionsInfluential FactorsProblem or IssueDesired results (outputs, outcomes and impact)Community needs/assets561432Source: Kellogg Foundation, 2004
29 Highly Effective Communities Reach for ItGo with who you’ve gotHold the centreKeep the circle openAvoid the blame gameChoose measureable outcomesDevelop a sense of urgency and keep going
30 Shared MeasurementIdentify key measures that capture critical outcomes.Establish systems for gathering and analyzing measures.Create opportunities for “making-sense” of changes in indicators.
31 Thinking About Shared Measurement 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
32 Thinking About Shared Measurement Use your Theory of Change Tool as backgroundBrainstorm what it would take to show that your collaborative was making progress on your issue or problem.Use the attached grid to determine where your shared measurements fitWhat do you observe?
33 Mutually Reinforcing Activities Agreement on key outcomes.Orchestration and specialization.Complementary – sometimes “joined up” - strategies to achieve outcomes.
39 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
40 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
42 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 partners
43 Collective ImpactUse collective impact as a framing toolAssess whether everyone in the collaborative is working on the same agendaDeveloping success measures (process and outcome indicators)Learn about what’s working and let go of those things that are not making an impact
44 Reflecting on Collective Impact Think – Pair – ShareWhat have I learned that I can apply to my collaborative partnerships?What other questions do I have?
45 Tamarack Learning Opportunities Learn together through:Monthly tele-learning SeminarsEngage! e-magazineFace-to-Face Learning EventsOnline Learning CommunitiesCommunities of Practice
46 Tamarack Learning Communities Tamarack CCIFor Collaborative Leaders who use collective impact approaches to address complex community issues.Vibrant Communities: Cities Reducing PovertyFor Cities that develop and implement comprehensive poverty reduction strategiesSeeking CommunityFor individuals who care about community, the vibrancy of neighbourhoods and the unique role of citizens in social change.
47 Deepening Community – Just Released! Read the latest book by Paul BornPresident of Tamarack InstituteIf you do, here are some fun ways to get involved in the Deepening Community campaign:Read the book & post a short review on Amazon.com, Amazon.ca, Indigo.ca, GoodReads.com or iBookGo to the “Get Involved” page onWrite a post about your thoughts/ideas on the book or on your experiences of community atWishing you joy as you deepen community!
48 Upcoming Tamarack Learning Events Learn more & register:
49 Additional ResourcesFollow my blog:Regular updates about Collaboration and Collective Impact are posted on Tamarack Learning Communities Sites:Stanford Social Innovation Review articles on Collective Impact:FSG Social Impact Consultants:Collective Impact Forum:
50 Additional Resources on Collective Impact FSG – collective impact resources -Resources for Backbones -Rural Communities Resources -