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Implementing the Lead Agency Model for Collective Impact
Liz Weaver Vice President,
Tamarack – An Institute for Community Engagement www.tamarackcommunity.ca - liz@tamarackcommunity.ca
Online Learning CommunitiesFor Collaborative Leaders who use collective impact approaches to address complex community issues. tamarackcci.ca
For Cities that develop and implement comprehensive poverty reduction strategiesvibrantcommunities.ca
For individuals who care about community, the vibrancy of neighbourhoods and the unique role of citizens in social change.seekingcommunity.ca
Workshop Overview
Collective Impact and Community Change – Collaboration Spectrum – Complexity + Community Change – Pre-Conditions of Collective Impact – Conditions of Collective Impact
Implementing the Lead Agency Model for Collective Impact
Questions?
An Overview of Collective Impact
Greater Cincinnati Foundation Collective Impact: Pulling Together
http://www.youtube.com/watch?v=1ZZRvNXOozc
Trust
Turf
Loose Tight
Compete Co-exist Communicate Cooperate Coordinate Collaborate Integrate
Competition 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.
The Collaboration Spectrum
5
Complexity + Community Change
Develop common ground,
compromise
or compete.
Follow the ‘best practice’
recipe.Use expertise, experiment and
build knowledge.
Learn-by-doing,see what emerges,
adapt. Create stability, look for
opportunities to innovate.
Wicked Problems & Social Messes
Complex problems are difficult to frame
The cause and effect relationships are unclear
There are diverse stakeholders
Each experience of is unique
The characteristics & dynamics of the issue evolves
There is no obvious right or wrong set of solutions
There is no objective measure of success
Complex problems are difficult to frame
The cause and effect relationships are unclear
There are diverse stakeholders
Each experience of is unique
The characteristics & dynamics of the issue evolves
There is no obvious right or wrong set of solutions
There is no objective measure of success
Characteristics of Complex Problems
Collective Impact
From Isolated Impact to Collective Impact
Isolated Impact • Funders select individual grantees
• Organizations work separately
• Evaluation attempts to isolate a particular organization’s impact
• Large scale change is assumed to depend on scaling organizations
• Corporate and government sectors are often disconnected from foundations and non-profits.
Collective Impact • Funders understand that social
problems – and their solutions – arise from multiple interacting factors
• Cross-sector alignment with government, nonprofit, philanthropic and corporate sectors as partners
• Organizations actively coordinating their actions and sharing lessons learned
• All working toward the same goal and measuring the same things
11
Used for Many Complex IssuesTeen Pregnancy Education
PovertyHomelessness
Health
Community Safety
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?
The Phases of Collective Impact
Phases of Collective Impact
Phase IVSustain Action
and ImpactComponents for Success
Identify champions and form cross-
sector group
Create infrastructure (backbone and
processes)
Convene community stakeholders
Facilitate community
outreach
Engage community and build public
will
Map the landscape and use data to
make case
Create common agenda (common
goals and strategy)
Hold dialogue about issue, community
context, and available resources
Facilitate community
outreach specific to goal
Analyze baseline data to ID key
issues and gaps
Establish shared metrics (indicators, measurement, and
approach)
Facilitate and refine
Continue engagement and
conduct advocacy
Support implementation
(alignment to goal and strategies)
Collect, track, and report progress
(process to learn and improve)
Determine if there is consensus/urgency
to move forward
Phase IIIOrganize for
Impact
Phase IIInitiate Action
Phase IGenerate Ideas
and Dialogue
Governance and Infrastructure
Strategic Planning
Community Involvement
Evaluation AndImprovement
Preconditions for Collective Impact
• Influential Champion(s)
• Urgency of issue
• Adequate Resources
The Five Conditions of Collective Impact
Common Agenda
Shared Measurement
Mutually Reinforcing Activities
Continuous Communication
Backbone Support
All participants have a shared vision for change including a common understanding of the problem and a joint approach to solving it through agreed upon actions
Collecting data and measuring results consistently across all participants ensures efforts remain aligned and participants hold each other accountable
Participant activities must be differentiated while still being coordinated through a mutually reinforcing plan of action
Consistent and open communication is needed across the many players to build trust, assure mutual objectives, and appreciate common motivation
Creating 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 agencies
Source: FSG
11
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.
Communication in Tillamook County, Oregon
Teen Pregnancy
According 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 Agenda
Reduce Teenagers Giving Birth
Reduce Teenagers Getting Pregnant
Building a Common Agenda Prior History Positive or negative impact
Pressing Issue Galvanize leaders across sectors
Data Determine what you need to understand impact of the issue on community
Community Context Is there community buy in? Determine community leverage opportunities
Core Group Determine who needs to be involved in core group
Convener Trusted leadership to facilitate collaborative efforts
Community Engagement
Determine how to engage the broader community in the effort
20
Common Agenda
What makes the difference between a good movie and a bad movie?
“Getting everyone involved to make the same movie!”
- Francis Ford Coppola
Shared Measurement
• Identify key measures that capture critical outcomes.
• Establish systems for gathering and analyzing measures.
• Create opportunities for “making-sense” of changes in indicators.
Collaboration in CincinnatiEducational Achievement
Homelessness
STRIVE in Cincinnati• Over 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.
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 career
Results: 10% increase in graduation rates in Cincinnati since 2003; 16% increase in college enrollment rate in Covington, KY since 2004
Thinking About Shared Measurement
Process: # of people/orgs at table, # of community presentations, articles, etc
Progress: # of programs, # of new initiatives, etc
Policy:
policy c
ha
nges i
n
own
or
ot
her
orga
nizati
ons,
ne
w i
nvest
me
nts, g
ov.
policy c
ha
nges
Shared Measurement
Shared Measurement
• Who is collecting the data? • Will they share the data? • How effective is the data source? • What data do we have to collect? • What resources will we need? • Does this measure actually move us on our
collective impact agenda?
Mutually Reinforcing Activities
• Agreement on key outcomes.
• Orchestration and specialization.
• Complementary – sometimes “joined up” - strategies to achieve outcomes.
A city-wide collective impact initiative http://www.youtube.com/watch?v=negQKaCvNBU
Memphis Fast Forward
Coordination in Saint JohnPoverty
• Housing• Transportation• Education to Employment• Early Childhood Development• Workforce Development• Neighborhood Renewal
Continuous Communication
• Create formal and informal measures for keeping people informed
• Communication is open and reflect a diversity of styles
• Difficult issues are surfaced, discussed and addressed
Cooperation in Karelia, FinlandHeart Disease
Close collaboration with a range of organizations has been an essential element of success. Diabetes Voice. May 2008. Volume 53. Special Issue.
Common 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.
In and Out Communication
Backbone Organization(s)
• Guide vision & strategy• Support aligned
activities• Established shared
measurements• Build public will• Advance policy• Mobilize funding
• Like 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 Conner. 2004. Community Visions, Community
Solutions: Grantmaking for Comprehensive Impact
Implementing the Lead Agency Model for Collective Impact
Six Core Functions for the Backbone Organization
Backbones must balance the tension between coordinating and maintaining accountability, while staying behind the scenes to establish collective ownership
Guide Vision and Strategy
Build Public Will
Support Aligned Activities
Mobilize Funding
Establish Shared Measurement Practices
Advance Policy
Source: FSG Interviews and Analysis
• Build a common understanding of the problem • Provide strategic guidance to develop a common agenda
• Ensure mutually reinforcing activities take place:– Coordinate and facilitate communication and collaboration– Convene partners and key external stakeholders– Catalyze or incubate new initiatives or collaborations– Provide technical assistance– Create paths for, and recruit, new partners– Seek opportunities for alignment with other efforts
• Collect, analyze, interpret, and report data• Catalyze or develop shared measurement systems• Provide technical assistance for building partners’ data capacity
• Build public will, consensus and commitment:– Create a sense of urgency and articulate a call to action– Support community member engagement activities– Produce and manage external communications
• Advocate for an aligned policy agenda
• Mobilize and align public and private funding to support goals
Six Key Functions for the Backbone Organization
Guide Vision and Strategy
Support Aligned Activities
Establish Shared Measurement Practices
Build Public Will
Advance Policy
Mobilize Funding
38
© 2014 FSG
FSG.ORG
Common Misperceptions about the Role of Backbone Organizations
• The backbone organization sets the agenda for the group
• The backbone organization drives the solutions
• The backbone organization receives all the funding
• The role of backbone can be self appointed rather than selected by the community
• The role of backbone isn’t fundamentally different from “business as usual” in terms of staffing, time, and resources
Common Misperceptions
Source: FSG Interviews and Analysis
39
© 2014 FSG
FSG.ORG
Effective Backbone Leaders Share Common Characteristics
Source: FSG interviews
Stakeholders describe backbone organization leaders as:
Visionary
Results-Oriented
Collaborative, Relationship Builder
Focused, but Adaptive
Charismatic and Influential Communicator
Politic
Humble
“Someone who has a big picture perspective—[who] understands how the pieces fit together, is sensitive to the dynamics, and is
energetic and passionate.”
Source: FSG Interviews and Analysis
Things to Consider in Collective Impact
• Patient capital • Persistence for longer term, systems change • Align partners across sectors to common
agenda • Legitimize the work of the collaborative table• No playbook, support and advance the skills
and capacity of collaborative partners
Reflecting on Collective Impact
Think – Pair – Share
• What have I learned that I can apply to my role as lead agency?
• What other questions do I have?
Tamarack Learning Opportunities
www.tamarackcommunity.caLearn together through:• Monthly tele-learning Seminars• Engage! e-magazine• Face-to-Face Learning Events• Online Learning Communities• Communities of Practice
Tamarack Learning CommunitiesTamarack CCIFor Collaborative Leaders who use collective impact approaches to address complex community issues. www.tamarackcci.ca
Vibrant Communities: Cities Reducing PovertyFor Cities that develop and implement comprehensive poverty reduction strategieswww.vibrantcanada.ca
Seeking CommunityFor individuals who care about community, the vibrancy of neighbourhoods and the unique role of citizens in social change.www.seekingcommunity.ca
Deepening Community – Just Released!Read the latest book by Paul Born
President of Tamarack Institute
If 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 iBook
Go to the “Get Involved” page on www.deepeningcommunity.org
Write a post about your thoughts/ideas on the book or on your experiences of community at www.seekingcommunity.ca
Wishing you joy as you deepen community!
Upcoming Tamarack Learning Events
Learn more & register:http://tamarackcommunity.ca/events.html
Additional Resources
• Follow my blog: http://vibrantcanada.ca/blogs/liz-weaver
• Regular updates about Collaboration and Collective Impact are posted on Tamarack Learning Communities Sites: www.tamarackcci.ca; www.vibrantcommunities.ca; www.seekingcommunity.ca
• Stanford Social Innovation Review articles on Collective Impact: http://www.ssireview.org/
• FSG Social Impact Consultants: www.fsg.org
• Collective Impact Forum: http://www.collectiveimpactforum.org/
Additional Resources on Collective Impact
• FSG – collective impact resources - http://www.fsg.org/KnowledgeExchange/FSGApproach/CollectiveImpact.aspx
• Resources for Backbones - http://tamarackcci.ca/blogs/sylvia-cheuy/champions-change-leading-backbone-organization-collective-impact
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