CollectiveImpactLanceForsMay12,2016BeijingECEForumSV2(Fewto200+partners)ReadingPartners(Fewto10Kchildren)NewTeacherCenter(Fewto45Kteachers)StriveTogether(Fewto65cities)FSG(U.S.CollectiveImpact)ChinaSVPECE

MyCollectiveImpactJourneyThereareseveraltypesofproblemsSource:Adaptedfrom“GettingtoMaybe”SimpleComplicatedBakingaCake

SendingaRockettotheMoonSocialsectortreatsproblemsassimpleorcomplicatedComplex

RaisingaChildOurtraditionalapproachestoaddressingcomplexproblemsarenotworkingIsolatedImpactCollectiveImpactCollaboration/CoalitionsCollectiveImpactisthecommitment

ofagroupofimportantactorsfromdifferent

sectorstoacommonagenda

forsolvingaspecificsocialproblematscale.ThearefiveconditionsofcollectiveimpactCommonagenda1Sharedmeasurementsystem2Mutuallyreinforcingactivities3Continuouscommunication4Backbonesupport5CollectiveimpactisbeingappliedtomanydifferentsocialproblemsintheU.S.EducationHealth

careHomelessnessYouth

DevelopmentEconomicDevelopmentCommunityDevelopmentCollectiveimpactisgettingresultsInfiveyears…TrackK-readiness,3rdgradereading,HSgraduationByyearfive,40of53trackedstudenteindicatorsmovinginrightdirectionInEducation5,000publichousingresidentsinnewjobsinfiveyearsInWorkforceDevelopment45%feweryouthenteringsystems,nodeclineinpublicsafetyInJuvenileJusticeReformIneightyears…46%reductioninbingedrinking44%reductioninsmoking28%reductioninmarijuanauseInYouthSubstanceAbusePreventionOver40,000Non-ProfitsStriveTogetherCaseStudy--What’sOur

Challenge?$5BillioninPhilanthropicResources$591BillioninPublicResourcesU.S.Education/NonProfitInvestmentsDespitetheseinvestments,wearenotgettingconsistentlybetterresultsforkids.ImagefromWhat’ssofunnyaboutscience?bySydneyHarris,1977BUILDINGIMPACT

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PartnershipisintheSystemsChangeGatewayandseesindicatorsimproving.ProofPointGATEWAYS:ExploringEmergingSustainingSystemsChangePillar1:SharedCommunityVisionGeographicScopeLeadershipTableVision/MissionKeyMessagingBaselineReportRoles/ResponsibilitiesAnnualProgressReportConsistentMessagingSharedAccountabilityWithstandLeadershipChangePillar2:EvidenceBasedDecisionMakingesIndicatorsBaselineDataCollectionDisaggregatedDataIndicatorRefinementConnectionofAcademic&NonAcademicDataTimelyDataSharingforContinuousImprovementPillar3:CollaborativeActionContinuousImprovementCommitmentCollaborativeActionNetworksActiontoMoveesOpportunities&BarriersAddressedSpreadWhatWorksForChildrenandYouthPillar4:Investment&SustainabilityAnchorEntity/BackboneFunctionsFunderEngagementManagementCapacityFinancialSupportCommunityMobilizationAlignedResourcesAdvocacyPolicyChangesMultiyearFundingCommitmentAbbreviatedTheoryofActionLessonstoAchieveImpactatScaleFocusonResults:DefineYourTrueNorthUsingDatatoInformActionSharedAccountability,DifferentiatedResponsibility

EveryChild,CradletoCareer.“”CommonVision&esKindergartenReadinessEarlyGradeReadingMiddleGradeMathHighSchoolGraduationCollegeEnrollment&GraduationLessonstoAchieveImpactatScaleFocusonResults:DefineYourTrueNorthUsingDatatoInformActionSharedAccountability,DifferentiatedResponsibility

WhatisDifferentaboutContinuousImprovement?ReportingandAccountability-UsingdatatoreporttofundersandthecommunityEvaluation-UsequalitativeandquantitativedatatoassertvalueContinuousImprovement-Usedatatoimplementdifferently“Learningfasttoimplementwell”Smallwinsgeneratemomentumandtestinnovations

DataLensDataLensLessonstoAchieveImpactatScaleFocusonResults:DefineYourTrueNorthUsingDatatoInformActionSharedAccountability,DifferentiatedResponsibility

=communitypartner(e.g.,nonprofit,funder,business,publicagency,parent)BackbonesupportGuidesstrategySupportsalignedactivitiesEstablishessharedmeasurementBuildspublicwillAdvancespolicyMobilizesresourcesSteeringcommitteeWorkgroupWorkgroupWorkgroupWorkgroupChairChairChairChairChairChairChairChair*AdaptedfromListeningtotheStars:TheConstellationModelofCollaborativeSocialChange,byTonyaSurmanandMarkSurman,2008.Collectimpactinvolvesstructuresthatrepresenttheentiresysteminanon-hierarchicalwayCollectiveimpacteffortstaketimeandpatience~3months~4-6months~4-6months~6monthsIscollectiveimpacttherightapproach?Whoneedstobeatthetable?Howdowebreakupthework?Howtoexecuteonthegoalsandstrategies?PhaseVSustainActionandImpactPhaseIVBeginImplementationPhaseIIIOrganizeforImpactPhaseIIInitiateActionPhaseIAssessReadinessHowtosustainmomentumforthelonghaul?OngoingThekeyforsuccessincollectiveimpactisunderstandingseveralmindsetshiftsTechnicalsolutionstoproblemsAdaptivesolutionstoproblemsSilverbulletSilverbuckshotCredithoardedCreditassharedcurrencyFocusonevidenceFocusonevidenceandrelationshipsSource:ChannelingChange:MakingCollectiveImpactWork,2012;EssentialMindsetShiftsforCollectiveImpact;2014.ContentexpertiseContentandcontextexpertiseFinally,collectiveimpactwon’tworkunlessthereissystemsleadershipcapacityinthecommunityWhatsystemleadersdoHelppeopleunderstandthegreatersystemandthecomplexityofwhichtheyareapartFosteradifferent,deepertypeofdialoguethatleadstogreaterclarity,understandingofdifference,andinnovationShiftcollectivefocusfromreactiveproblemsolvingtoco-creatingthefutureTheEndReactions?Questions?Ideas?AppendixMaterials--CollectiveImpact201Structures:WorkinggroupsresponsibilitiesarecarriedoutbyleadershipandmembersTwoco-chairsCancommitthetime(~3-4hours/monthplusmeetings,buttimewillvary)Collaborativeleadersandfacilitators,conveners,ableto“getstuffdone”AlsopossessthetraitsbelowIssue-aligned,collaborative,action-orientedCancommittoattendingmeetingsandreviewingpre-readmaterialsAreknowledgeableabouttheproblemtobeaddressedUsuallyoneleveldownfromthesteeringcommitteemembers,buthaveauthoritytorepresentorganizationsandmakedecisionsCross-sectorrepresentation7-10membersinitially(willvarybyinitiative)MembersLeadershipStructures:WorkinggroupformationisbothartandscienceWhatspecificworking

groupsarerequiredtomeetthegoaloftheinitiative?Howmanyistherightnumber,especiallyatthebeginning?Whatdotheworkinggroupsneedtoplishinthefirstsixmonths?Don’treinventthewheelLessmightbemoreatfirstBeambitious

butrealisticStructures:thebackboneservesaneutral“behindthescenes”roleinsixwaysThebackbonedoesNOT:settheagendaforthegroupdrivethesolutionsreceiveallthefundingappointitselfratherthanbeselectedbythecommunityoperateas“businessasusual”intermsofstaffing,time,andresourcesdoalloftheworkfortheinitiativeFunctionsofthebackbone:GuidevisionandstrategySupportalignedactivitiesEstablishsharedmeasurementpracticesBuildpublicwillAdvancepolicyMobilizeresourcesStructures:Backbonesarenotonefixedentity–

structure,fundingandlocationcanbesplitSize&StructureFundingSourcesSelectionProcessWhowillfundthebackboneinfrastructure(salaries,benefits,operatingexpenses)intheshort-term(e.g.,first2-3years)?Whatisthelong-termfundingplan?Arewelookingforanorganization(andjustinheritstaff)orarewelookingforaperson(andwillfindthemahome)?WhetherwepostajobdescriptionorRFP,howopenwilltheprocessbe?HowmanytotalFTEdoweneedinthebackboneandwhichfunctionscomefirst?Willthebackbone(person)reside/beemployedinaneworexistingorg?Whodotheyreportto?Istheorganizationhomealsowherethepersonsitsordoesitmakesensetosplitfiscalagentfromphysicallocation?Structures:InDouglasCounty,thebackbonewashadlotsofdifferententitiesplayingaroleSize&StructureFundingSourcesSelectionProcessFundingiscomingfromfourprivatefoundations(80%oftotal)andtheCounty

(20%oftotal)Long-term,ideallyCityfundingwillbeaddedtothemixEachpositionwaspostedforseparatelybecauseitwasnotpossibletoidentifya“neutral”organizationwhocouldjusttakeonthebackboneroleThebackbonewillultimatelyconsistofthreeFTEsTheCountygovernmentisservingasthefiscalagentinyearone;possiblespin-outtocomeThebackboneEDreportstoasubsetofthesteeringcommitteeThebackboneishousedattheUniversity

andhascommunity“officehours”Communityengagement:applyingdiversetoolstosupportdifferentgoals...CansupportdifferentgoalsUnderstandpressingsystemiccommunitychallengesCo-createsolutionsVerifythedirectionExpandthereachofinvolvementBuild

communitycapacitytoleadandsustainchangeCommunityengagementapproaches...StakeholderinterviewsFocusgroupsTownhallsHuman-centereddesignexperiencesCommunitycafédiscussionsCommonagenda:ThecommonagendausedfiveelementstoachievecommonunderstandingCleargoalforchangeAdescriptionoftheproblem(informedbydata)AportfolioofkeystrategiestodrivelargescalechangeAsetofprinciplesthatguidethegroup’sbehaviorAgreementonsuccessindicatorsandlearningculture12345Commonagenda:gettingto“common”ishard!Aestablishingasharedvisionforchangecanbechallengedby:Settingboundaries:determiningwhichissues,players,geographiesandsystemsare“inorout”Siloedperspectives:lookingbeyondindividualdaytodaychallengestosolvesystemsissues(i.e.,communicationamongplayers,gapsinservice)Distrust:competingforfundingorholdingconflictingphilosophiesimpedesrecognitionofsharedmotivationsMisalignedincentives:beingincentivizedtodeliverthenext“silver-bullet”programratherthancollaborativelongerterm,systemschangingstrategiesSustainingmomentum:whatkeepsstakeholdersengagedandinvestedinaCIeffort?1|2|3|Structured,dynamicmeetingsAgroupofdiversestakeholdersandnewconnectionsAsenseofmomentum,plishment,andsolvingproblemsinnewwaysMeetingtooltoplishFacilitationBuildingtrustandrelationshipsImplementingquickwinsandsystemschangingstrategiesAgenda1CollectiveImpact1012CollectiveImpact2013AssessingCommunityReadinessWhenshouldweconsidercollectiveimpactinsteadofotherformsofcollaboration?JointProjectJointProgramStrategicAllianceCollectiveImpactOverall,isthesystembroken?CollectiveimpactonlymakessenseundercertaincircumstancesInfluentialChampionsChampionsarerespectedbyandhaveabilitytoengagecross-sectorleadersUrgencyforChangeFrustrationwithexistingapproachesCritical,complexprobleminthecommunityAvailabilityofResourcesCommitted,potentialfundingpartnerswithsustainedfundingfor3–5yearsforthecollectiveimpactinfrastructurePre-ConditionsAppropriatenessAcoregroupofpartnersiscommittedtomeasureableimpactAddressingtheissuerequiresleadersandorganizationsfrommultiplesectorsorsystemsAddressingtheissuewillrequiresystemschangeProgressrequiresbothscalingandinnovatingAdditionally,arangeof“nutsandbolts”factorsshouldbeconsideredBackbonesupportBroad,cross-sectorgroupofactorsHistoryofcollaborationNeutralconvenerCommitmenttousedatatoguideworkReadinessAssessmentExerciseBasedontheCIeffortyou’reinvolvedwith(orthinkingabout),spend10minutesreflectingonandcompletingthereadinessassessmentInsmallgroups,discussyourreadinessassessmentanswers:Inyourcollaboration,whatareareasofstrengthandareasthatrequirefurthercultivationtoincreasesuccess?We’vealsodevelopedtoolstoassessprogressofexistingcollectiveimpactefforts(1of2)20.Wehaveanestablishedleadershipgrouptoguideandsteeroureffort21.Ourleadershipgroupisrepresentativeofalltheagencies/organizationsthatmakeupthe“age-friendlysystem”inourcommunity22.Wehaveestablishedworkinggroups/mitteestacklingspecificpartsoftheprobleminourcommunity24.Wehavededicatedstafftoplayacoordinating,backboneroleforourage-friendlyeffort23.Ourworkinggroupsarer