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Implementing the Lead Agency Model for Collective Impact

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 Communities.

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Implementing the Lead Agency Model for Collective Impact

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  1. Implementing the Lead Agency Model for Collective Impact Liz Weaver Vice President, Tamarack – An Institute for Community Engagement www.tamarackcommunity.ca - liz@tamarackcommunity.ca

  2. Online Learning Communities For Collaborative Leaders who use collective impact approaches to address complex community issues. tamarackcci.ca For individuals who care about community, the vibrancy of neighbourhoods and the unique role of citizens in social change. seekingcommunity.ca • For Cities that develop and implement comprehensive poverty reduction strategies • vibrantcommunities.ca

  3. 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?

  4. An Overview of Collective Impact Greater Cincinnati Foundation Collective Impact: Pulling Together http://www.youtube.com/watch?v=1ZZRvNXOozc

  5. Trust Turf Tight Loose The Collaboration Spectrum

  6. Complexity + Community Change

  7. Learn-by-doing, see what emerges, adapt. Create stability, look for opportunities to innovate. Wicked Problems & Social Messes Develop common ground, compromise or compete. Follow the ‘best practice’ recipe. Use expertise, experiment and build knowledge.

  8. 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

  9. Collective Impact

  10. 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 Issues Teen Pregnancy Education Health Homelessness Community Safety Poverty

  12. 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?

  13. Governance and Infrastructure Strategic Planning Community Involvement The Phases of Collective Impact Phase IV Sustain Action and Impact Phase I Generate Ideas and Dialogue Phase II Initiate Action Phase III Organize for Impact Components for Success • Phases of Collective Impact Evaluation And Improvement Convene community stakeholders Identify champions and form cross-sector group Create infrastructure (backbone and processes) Facilitate and refine Hold dialogue about issue, community context, and available resources Map the landscape and use data to make case Create common agenda (common goals and strategy) Support implementation (alignment to goal and strategies) Facilitate community outreach specific to goal Facilitate community outreach Engage community 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 Establish shared metrics (indicators, measurement, and approach) Collect, track, and report progress (process to learn and improve)

  14. Preconditions for Collective Impact • Influential Champion(s) • Urgency of issue • Adequate Resources

  15. The Five Conditions of Collective Impact Common Agenda 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 Shared Measurement Collecting data and measuring results consistently across all participants ensures efforts remain aligned and participants hold each other accountable Mutually Reinforcing Activities 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 Continuous Communication Backbone Support 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 11 Source: FSG

  16. 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.

  17. 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

  18. Building a Common Agenda

  19. 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

  20. 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.

  21. Collaboration in Cincinnati Educational Achievement • 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. Homelessness

  22. 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

  23. Thinking About Shared Measurement

  24. 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?

  25. Mutually Reinforcing Activities • Agreement on key outcomes. • Orchestration and specialization. • Complementary – sometimes “joined up” - strategies to achieve outcomes.

  26. A city-wide collective impact initiative http://www.youtube.com/watch?v=negQKaCvNBU

  27. Memphis Fast Forward

  28. Coordination in Saint John Poverty • Housing • Transportation • Education to Employment • Early Childhood Development • Workforce Development • Neighborhood Renewal

  29. 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

  30. Cooperation in Karelia, Finland Heart Disease 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. Close collaboration with a range of organizations has been an essential element of success. Diabetes Voice. May 2008. Volume 53. Special Issue.

  31. In and Out Communication

  32. 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

  33. Implementing the Lead Agency Model for Collective Impact

  34. Six Core Functions for the Backbone Organization Guide Vision and Strategy Support Aligned Activities Establish Shared Measurement Practices Build Public Will Advance Policy Mobilize 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

  35. 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

  36. Common Misperceptions about the Role of Backbone Organizations Common Misperceptions • 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 canbe 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 Source: FSG Interviews and Analysis

  37. Effective Backbone Leaders Share Common Characteristics 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 Source: FSG interviews

  38. 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

  39. 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?

  40. www.tamarackcommunity.ca • Learn together through: • Monthly tele-learning Seminars • Engage! e-magazine • Face-to-Face Learning Events • Online Learning Communities • Communities of Practice Tamarack Learning Opportunities

  41. Tamarack Learning Communities

  42. 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! Deepening Community – Just Released!

  43. Upcoming Tamarack Learning Events Learn more & register: http://tamarackcommunity.ca/events.html

  44. 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/

  45. 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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