PowerPoint Presentation

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

For Collaborative Leaders who use collective impact approaches to address complex community issues. tamarackcci.caFor Cities that develop and implement comprehensive poverty reduction strategiesvibrantcommunities.caFor individuals who care about community, the vibrancy of neighbourhoods and the unique role of citizens in social change.seekingcommunity.caWorkshop 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 ImpactGreater Cincinnati Foundation Collective Impact: Pulling Together

http://www.youtube.com/watch?v=1ZZRvNXOozc

TrustTurfLooseTightCompeteCo-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.The Collaboration Spectrum55Complexity + Community Change

Develop common ground, compromise or compete.Follow the best practicerecipe.Use expertise, experiment and build knowledge.Learn-by-doing,see what emerges, adapt.Create stability, look foropportunities 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

Characteristics of Complex Problems

Collective Impact

From Isolated Impact to Collective ImpactIsolated Impact Funders select individual grantees

Organizations work separately

Evaluation attempts to isolate a particular organizations 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

1111Used for Many Complex IssuesTeen PregnancyEducationPovertyHomelessness

HealthCommunity Safety

12Collective Impact Framing QuestionsDo 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 ImpactPhases of Collective ImpactPhase IVSustain Action and ImpactComponents for SuccessIdentify champions and form cross-sector groupCreate infrastructure (backbone and processes)Convene community stakeholdersFacilitate community outreachEngage community and build public willMap the landscape and use data to make caseCreate common agenda (common goals and strategy)Hold dialogue about issue, community context, and available resourcesFacilitate community outreach specific to goalAnalyze baseline data to ID key issues and gapsEstablish shared metrics (indicators, measurement, and approach) Facilitate and refineContinue engagement and conduct advocacySupport implementation (alignment to goal and strategies)Collect, track, and report progress (process to learn and improve)Determine if there is consensus/urgency to move forwardPhase IIIOrganize for ImpactPhase IIInitiate ActionPhase IGenerate Ideas and DialogueGovernance and InfrastructureStrategic PlanningCommunity InvolvementEvaluation AndImprovement 2012 FSG#FSG.ORG14Preconditions for Collective ImpactInfluential Champion(s)

Urgency of issue

Adequate Resources

The Five Conditions of Collective ImpactCommon AgendaShared MeasurementMutually Reinforcing ActivitiesContinuous CommunicationBackbone 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 actionsCollecting data and measuring results consistently across all participants ensures efforts remain aligned and participants hold each other accountableParticipant activities must be differentiated while still being coordinated through a mutually reinforcing plan of actionConsistent and open communication is needed across the many players to build trust, assure mutual objectives, and appreciate common motivationCreating 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 agenciesSource: FSG11Facilitators 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. 16Common AgendaDefine 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, OregonTeen 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 BirthReduce Teenagers Getting Pregnant18Building a Common Agenda Prior HistoryPositive or negative impactPressing IssueGalvanize leaders across sectors DataDetermine what you need to understand impact of the issue on community Community ContextIs there community buy in? Determine community leverage opportunitiesCore Group Determine who needs to be involved in core group ConvenerTrusted leadership to facilitate collaborative efforts Community Engagement Determine how to engage the broader community in the effortCommon AgendaWhat makes the difference between a good movie and a bad movie?

Getting everyone involved to make the same movie!

- Francis Ford Coppola

2020Shared MeasurementIdentify 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 AchievementHomelessness

STRIVE in CincinnatiOver 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.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

Thinking About Shared Measurement Shared MeasurementWho 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 ActivitiesAgreement 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

HousingTransportationEducation to EmploymentEarly Childhood DevelopmentWorkforce DevelopmentNeighborhood Renewal

30Continuous CommunicationCreate 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.32In and Out Communication

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 Conner. 2004. Community Visions, Community Solutions: Grantmaking for Comprehensive Impact

Implementing the Lead Agency Model for Collective Impact

Six Core Functions for the Backbone OrganizationBackbones must balance the tension between coordinating and maintaining accountability, while staying behind the scenes to establish collective ownership Guide Vision and StrategyBuild Public WillSupport Aligned ActivitiesMobilize FundingEstablish Shared Measurement PracticesAdvance PolicySource: FSG Interviews and Analysis# 2013 FSGFSG.ORGGuide Vision and Strategy: Build a common understanding of the problem; Provide strategic guidance to develop a common agenda Support Aligned Activities: Convene external stakeholders to do mutually reinforcing activities; Facilitate communication and collaboration; Catalyze or incubate new initiativesEstablish Shared Measurement Practices: Collect, analyze, interpret, and report data; Catalyze or develop shared measurement systems; Provide technical assistance for building partners data capacityBuild public will: Build public will, consensus, and commitment; Create a sense of urgency and articulate a call to action; Support community member engagement activitiesAdvance policy: Advocate for an aligned policy agendaMobilize Funding: Mobilize and align public and private funding to support goals

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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 collaborationConvene partners and key external stakeholdersCatalyze or incubate new initiatives or collaborationsProvide technical assistanceCreate paths for, and recruit, new partnersSeek opportunities for alignment with other effortsCollect, analyze, interpret, and report dataCatalyze or develop shared measurement systemsProvide technical assistance for building partners data capacityBuild public will, consensus and commitment:Create a sense of urgency and articulate a call to actionSupport community member engagement activitiesProduce and manage external communicationsAdvocate for an aligned policy agendaMobilize and align public and private funding to support goalsSix Key Functions for the Backbone OrganizationGuide Vision and StrategySupport Aligned ActivitiesEstablish Shared Measurement PracticesBuild Public WillAdvance PolicyMobilize Funding# 2013 FSGFSG.ORG37Common Misperceptions about the Role of Backbone OrganizationsThe 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 isnt fundamentally different from business as usual in terms of staffing, time, and resources

Common MisperceptionsSource: FSG Interviews and AnalysisFSG.ORG# 2014 FSG38

Effective Backbone Leaders Share Common Characteristics Source: FSG interviewsStakeholders describe backbone organization leaders as:VisionaryResults-OrientedCollaborative, Relationship BuilderFocused, but AdaptiveCharismatic and Influential CommunicatorPoliticHumbleSomeone 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 AnalysisFSG.ORG# 2014 FSGThings 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 tableNo 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 Opportunitieswww.tamarackcommunity.caLearn together through:Monthly tele-learning SeminarsEngage! e-magazineFace-to-Face Learning EventsOnline Learning CommunitiesCommunities of Practice 42Tamarack Learning CommunitiesTamarack CCIFor Collaborative Leaders who use collective impact approaches to address complex community issues. www.tamarackcci.caVibrant Communities: Cities Reducing PovertyFor Cities that develop and implement comprehensive poverty reduction strategieswww.vibrantcanada.caSeeking CommunityFor individuals who care about community, the vibrancy of neighbourhoods and the unique role of citizens in social change.www.seekingcommunity.ca

43Deepening Community Just Released!

Read the latest book by Paul BornPresident 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 iBookGo 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!

44Upcoming Tamarack Learning Events

Learn more & register:http://tamarackcommunity.ca/events.html

45Additional 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