Getting From Here to There: Effective Strategies for Community Change

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Slidedeck for Strategic Doing session for 60 nonprofit leaders in Boone County Indiana

Slidedeck for Strategic Doing session for 60 nonprofit leaders in Boone County Indiana

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  • 1. Copyright 2014 – Scott Hutcheson This work is licensed under a Creative Commons Attribution-NonCommercial 2.5 License. Getting From Here to There: Effective Strategy for Community Change Scott Hutcheson, Ph.D. Boone County Nonprofit Summit Lebanon, IN – April 30, 2014
  • 2. What to Expect From this Workshop • Gain insights from recent research on community change strategies • Develop new or deepen existing inter-organizational collaborations • Practice “swarm” social innovation over the next 90 days by launching nearly a dozen new collaborative strategies in Boone County
  • 3. What to Expect From this Workshop • Gain insights from recent research on community change strategies • Develop new or deepen existing inter-organizational collaborations • Practice “swarm” social innovation over the next 90 days by launching nearly a dozen new collaborative strategies in Boone County #BooneNPSummit
  • 4. Better understand he nature of collaboration Identify what stage your collaborations are in Consider ways to move a collaborations to the next level The Great and the Near Great in the White River Country by Z. M. Horton The Baxter Bulletin Dec 31, 1915 S. J. Hutcheson, a well known farmer and stockman of Norfork, roping a calf
  • 5. White River Ferry at Norfork, Arkansas, circa 1900
  • 6. Better understand he nature of collaboration Identify what stage your collaborations are in Consider ways to move a collaborations to the next level Norfork, Arkansas (pop. 550)
  • 7. Boone County 8 •7 incorporated cities & town •15 unincorporated cities & towns •12 townships •74 nonprofits
  • 8. Hierarchy of Complex Systems •Social Organizations – economics, education, politics •Individual Human – language capacity, knowledge accumulation, design and use of tools •Animal – mobility, information processing •Plants – viability •Open Systems – matter, energy •Cybernetics – computers •Clockworks – engines •Frameworks – buildings, cells 9 Complexity Boulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.
  • 9. The Extension Economist Vs. The Rocket Scientist 10
  • 10. Hierarchy of Complex Systems •Social Organizations – economics, education, politics •Individual Human – language capacity, knowledge accumulation, design and use of tools •Animal – mobility, information processing •Plants – viability •Open Systems – matter, energy •Cybernetics – computers •Clockworks – engines •Frameworks – buildings, cells 11 Complexity Boulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.
  • 11. Hierarchy of Complex Systems •Social Organizations – economics, education, politics •Individual Human – language capacity, knowledge accumulation, design and use of tools •Animal – mobility, information processing •Plants – viability •Open Systems – matter, energy •Cybernetics – computers •Clockworks – engines •Frameworks – buildings, cells 12 Complexity Boulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.
  • 12. Hierarchy of Complex Systems •Social Organizations – economics, education, politics •Individual Human – language capacity, knowledge accumulation, design and use of tools •Animal – mobility, information processing •Plants – viability •Open Systems – matter, energy •Cybernetics – computers •Clockworks – engines •Frameworks – buildings, cells 13 Complexity Boulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.
  • 13. Better understand he nature of collaboration Identify what stage your collaborations are in Consider ways to move a collaborations to the next level Complexity = Messes Public issues are complex Institutions emerged to deal with the complexity There are lots of institutions No single institution is “in charge” of most public issues Complex environment
  • 14. Recipe for EFFECTIVE Strategies • Have a network organizational structure • Frame strategies primarily around building on existing assets • Have a planning and implementation processes that is iterative • Include short-term, easy-win goals • Decentralize responsibilities for implementation among multiple organization • Use metrics to learn what is working and to make adjustments along the way • Build high levels of trust among participants • Assure that participants are ready to change
  • 15. The Collaboration Continuum Turf Trust TIME Sharing Resources Sharing Information Mutual Awareness Co-Execution Co-Creation Acknowledgment Exploration Cooperation Collaboration Innovation Adapted from Collaboration Continuum from ACT for Youth
  • 16. A process that enables civic leaders to form collaborations quickly, guide them toward measurable outcomes, and make adjustments along the way. What is Strategic Doing?
  • 17. We will be answering four questions: 1. What could we do together? 2. What should we do together? 3. What will we do together? 4. What’s our 30/30? What is Strategic Doing?
  • 18. Boone County How we can break the cycle of generational poverty and transform Boone County into a vibrant, thriving community where every citizen is empowered to reach their full potential? •Arts & Culture •Community Development •Education •Health & Wellness •Human Services •Associations •Youth Development
  • 19. The Conversation in Midville “Our “best and brightest” leave town and never come back.” “Remember the good old days when you could make $30/hour at ABC Manufacturing? Those days are gone forever.” “We have a skills mismatch. We still have decent-paying manufacturing jobs but nobody with the right skills for those jobs.” “Can you believe all the empty storefronts downtown?” “The bridge on Highway 7 is about to fall down. Someone’s going to get killed!” “Homelessness! I never thought I would see the day when there were homeless people in Midville.”
  • 20. Exercise One : Reframing the Issue What could we do together?
  • 21. Reframing the Conversation in Midville Issue: Skills Mismatch
  • 22. Exercise Two : Identifying Assets What could we do together?
  • 23. Identifying Assets in Midville
  • 24. Exercise Three: Linking & Leveraging Assets What could we do together?
  • 25. Linking & Leveraging Assets in Midville
  • 26. Exercise Four: Finding the “Big Easy” What should we do together?
  • 27. Finding the “Big Easy” in Midville
  • 28. Exercise Five: Turning Opportunities into Outcomes What should we do together?
  • 29. Strategic Outcomes for Midville
  • 30. Exercise Six: Pathfinder Projects & Action Plans What will we do together?
  • 31. Pathfinder Project & Strategic Action Plan for Midville
  • 32. Following Up & Staying in Touch What’s our 30/30?
  • 33. Following Up & Staying in Touch in Midville
  • 34. What Does Success Look Like?
  • 35. What Does Success Look Like?
  • 36. Scott Hutcheson, Ph.D. 765-479-7704 hutcheson@purdue.edu www.linkedin.com/in/scotthutcheson/ www.twitter.com/jshutch64 www.facebook.com/scott.hutcheson Thank You Copyright 2014 – Scott Hutcheson This work is licensed under a Creative Commons Attribution-NonCommercial 2.5 License.