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July leadership forum slide deck final

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July leadership forum slide deck final

  1. 1. Forward Wayne County Leadership Forum July 12, 2019
  2. 2. Welcome, Nice to Meet You!
  3. 3. What is Collective Impact?
  4. 4. How did this idea begin? 2011 Stanford Social Innovation Review introduced the concept of Collective Impact, as an effective form of cross-sector collaboration to address complex social and environmental challenges Collect Impact Principles of Practice  Design and implement the initiative with a priority placed on equity  Include community members in collaborative  Recruit and co-create with cross-sector partners  Use data to continuously learn, adapt, and improve  Cultivate leaders with unique system leadership skills  Focus on program and system strategies  Build a culture that fosters relationships, trust, and respect across participants  Customize for local context
  5. 5. 5 Conditions of Collective Impact Forward Wayne County is a collective impact backbone organization. Backbone organizations are responsible for:  Guiding vision and strategy  Supporting aligned activities  Establishing shared measurement practices  Building public will  Advancing policy  Mobilizing resources
  6. 6. Guide Vision and Strategy • Partners accurately describe the common agenda • Partners publicly discuss/ advocate for common agenda goals • Partners’ individual work in increasingly aligned with common agenda • Board members and key leaders increasing look to backbone organization for initiative support, strategic guidance and leadership Support Aligned Activities • Partners articulate their role in the initiative • Relevant stakeholders are engaged in the initiative • Partners communicate and coordinate efforts regularly, with, and independently of, backbone • Partners report increasing levels of trust with one another • Partners increase scope/ type of collaborative work • Partners improve quality of their work • Partners improve efficiency of their work • Partners feel supported and recognized in their work Establish Shared Measurement Practices • Shared data system is in development • Partners understand the value of shared data • Partners have robust / shared data capacity • Partners make decisions based on data • Partners utilize data in meaningful way Build Public Will • Community members are increasingly aware of the issues • Community members express support for the initiative • Community members feel empowered to engage in the issue(s) • Community members increasingly take action Advance Policy • Target audience (e.g. influencers and policymakers) is increasingly aware of initiative • Target audiences advocate for changes to the system aligned with initiative goals • Public policy is increasingly aligned with initiative goals Mobilize Resources • Funders are asking for nonprofits to align to initiative goals • Funders are redirecting funds to support initiative goals • New resources from public and private sources are being contributed to partners and initiative What Makes a Backbone Organization Effective?
  7. 7. Collaboration & Competition The difficulty of bringing together people who have never collaborated before and organizations often compete with each other for funding and could believe CI will result in loss of funding Shared Metrics Gaining alignment on what can be measured, how it’s measured and why it’s measured can be challenge for the organizations Wrong Solutions Predetermined solutions rarely work under conditions of complexity Challenges with Collective Impact
  8. 8. Collaboration to Ensure Success Steering Committee Backbone Organization Common Agenda Working Groups Partners Community Members Governance, Vision, Strategy, Shared Metrics ACTION PLANNING EXECUTION PUBLIC WILL
  9. 9. SYSTEMS CHANGE STRUCTURAL CHANGE Title Here Title Here Title Here TRANSFORMATIVE CHANGE Title Here Title Here Title Here POLICIES PRACTICES RESOURCE FLOWS RELATIONSHIPS & CONNECTIONS POWER DYNAMICS NORMS & BEHAVIORS Policies: Rules, regulations, and priorities (formal & informal) Practices: Organizational and practitioner activities targeted to address and making progress Resource Flows: How money, people, knowledge and information are allocated and distributed. Relationships & Connections: Quality of connections & communication between key players. Power Dynamics: Which individuals and organizations hold decision-making power, authority, and influence (both formal & informal) Norms & Behaviors: Deeply held beliefs and assumptions that influence one’s actions.
  10. 10. Components for Success Phase 1 Generate Ideas and Dialogue Phase 2 Initiate Action Phase 3 Organize for Impact Phase 4 Sustain Action and Impact Governance and Infrastructure Convene community stakeholders Identify champions and for cross-sector group Create infrastructure (backbone and processes) Facilitate and refine Strategic Planning 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) Community Involvement Facilitate community to outreach specific to goal Facilitate community outreach Engage community and build public will Continue engagement and conduct advocacy Evaluations and Improvement Determine if there is consensus/urgency to move forward Analyze baseline date to ID key issues and gaps Establish shared metrics (indicators, measurement, and approach) Collect, track, and report progress (process to learn and improve) Four Key Phases of Collective Impact Efforts
  11. 11. A significant percent of the population here age 25 and older (38.8% in 2014) hold only a high school diploma or equivalent … and only 25% hold an Associate’s Degree or higher. Poverty levels here are higher than the state averages … and with a greater rate of increase from 2007 through 2013. Per capita personal income has increased over the last 45 years, it has been at a rate less than the state … falling to 87% of the state’s mark. A 14% decline in population over the last 45 years … with a projected additional loss of 8.3% between 2020 and 2050. The challenges in Wayne County were well documented in 2015
  12. 12. More Recently  Dec 2019: Whitepaper and Resource Guide developed to support the efforts of the ECC vital workgroups  Jan 2019: Early Childhood Coalition for Wayne County Kids awarded $220k in grant funding by Indiana’s Office of Early Childhood and Out-of-School Learning and matching grants and  Feb 2019: Community input leads to development of Neighborhood Development and Livability Guides for use by Neighborhood Development-focused groups  Mar 2019: Created and deployed Communication Plan to increase accessibility of information to working groups and stakeholders  Apr 2019: Launched new website and social media platforms  May 2019: Convened Diploma’s Task Force and Developed Neighborhood Involvement & Community Engagement (NICE!) Program  Also in May 2019: Starr Advisory Council conducted community listening session at Starr Elementary Block Party and Wayne County Foundation received approval for $75k Lilly Endowment GIFT VII Planning Grant 2019  Sep 2018: Drug Free Wayne County Partnership (DFWCP) received a five-year, $625,000 grant from the Drug-Free Communities Support Program  Nov 2018: Early Childhood Coalition for Wayne County Kids (ECC) conducted Workgroup Session where over 40 community stakeholders worked together to define the 4 Vital Areas of focus for Early Childhood Success 2018
  13. 13. 1 Plan Going Forward Continuous Communication Analyzing Collected Data Mobilizing Resources Dashboard Development July 2019 • Downtown Listening Sessions (NICE!) • Employability Stakeholders Planning and Initial Gathering • Leadership Forum August 2019 • County Implementation of NICE! • Employability Stakeholders Gathering and Feedback Analysis • Neighborhood Development Stakeholders Gathering September 2019 • County Implementation of NICE! • Clear Impact Metric and Dashboard Training • Substance Misuse Coalition Development - CADCA Week 3 Training October 2019 • Champions for Change: Collective Impact Backbone Conference • Human Capital and Employability Gap Analysis November 2019 • Collective Impact – Continued Education • Leadership Forum December 2019 • Prepare Implementation Application (GIFT VII)
  14. 14. April Leadership Forum What would you do with $3 million to improve the county? 62% Responded with Our Community Pillar Initiatives
  15. 15. April Leadership Forum 62% Responded with Our Community Pillar Initiatives General Key Themes Affordable Housing Strategy and Planning Grassroots Development Downtown Transportation Signage Increase Police Presence Funding to the Arts Dedicated Funds for Rehabilitation Beautification Amenities Infrastructure Project Funding Financial Stability Entrepreneurship
  16. 16. April Leadership Forum 40.22% Responded with Neighborhood Development Focused Projects
  17. 17. April Leadership Forum Where should we focus? Downtown Strategy and Planning Grassroots Development
  18. 18. Development and Action!
  19. 19. Neighborhood Action Starr Block Party (Richmond) - Appreciative Inquiry
  20. 20. Future Neighborhood Action Downtown (Richmond) Jubilee Days (Hagerstown)
  21. 21. Around The Room • Drug Free Wayne County Partnership • Early Childhood Coalition for Wayne County Kids (ECC) • Diploma’s Task Force • Richmond Neighborhood Restoration • Wayne County Foundation • Open to the Floor
  22. 22. Drug Free Communities Grant Drug Free Wayne County Partnership Megan Broeker, MPH, DFWCP Executive Director
  23. 23. DFC Support Program • Created by Drug Free Communities Act, 1997 • Directed by the White House Office of National Drug Control Policy (ONDCP) • Nation’s leading effort to mobilize communities to prevent youth substance use • Provides grants to community coalitions to strengthen the infrastructure among local partners to create and sustain a reduction in local youth substance use • 5 year, $625,000 Grant, 100% match, $125,000 per year
  24. 24. 2 Main Purposes
  25. 25. Collective Impact & SPF (Strategic Prevention Framework) 1. Each have a common goal 2. Complete community needs assessment 3. Collect data 4. Collaborate with community stakeholders 5. Develop work groups 6. Have open communication 7. Capacity Building 8. Evaluation
  26. 26. Environmental Prevention Strategies • What are they? • Broad initiatives aimed to address entire community • Policy adaptations and changes related to substance use. • Reach entire populations • Impact the overall environment • Create lasting change in community norms and systems • Produce quick “wins” • Instill commitment toward long-term impact
  27. 27. What Do We Need? Collaboration with all Wayne County Schools Youth involvement for youth coalition Community Support and Buy-In Participation with Work Groups DFC
  28. 28. The Future Youth Coalition • Recruit teens through public events, substance use programs, Keystone Clubs through the Boys and Girls Club, school clubs, etc. • Youth will represent a broad array of the community’s demographics, including underrepresented groups • Once in formal membership, youth will be directly engaged in prevention efforts in: • Outreach and promotion • Participant recruitment • Delivery and facilitation • Advocacy for environmental change • Youth will also be tasked with the following: • Appropriate social media platforms • Engaging content-creation approaches that will resonate with the younger population • Support the development and implementation of positive social norms campaign
  29. 29. Around The Room • Drug Free Wayne County Partnership • Early Childhood Coalition for Wayne County Kids (ECC) • Diploma’s Task Force • Richmond Neighborhood Restoration • Wayne County Foundation • Open to the Floor

Editor's Notes

  • Lets get a quick overview of what collective impact is and why we want to build collective impact coalitions in the future along with supporting backbone organizations like Forward Wayne County.
  • 2011 Stanford Social Innovation Review introduced the concept, collective impact has been widely adopted as an effective form of cross-sector collaboration to address complex social and environmental challenges. Though collective impact has proven to be a powerful approach in tackling a wide range of issues in communities all over the world, many practitioners are searching for the tools they need to be successful in this work.

  • There are 5 components or conditions to collective impact.
  • Collective impact poses many challenges, of course: the difficulty of bringing together people who have never collaborated before, the competition and mistrust among funders and grantees, the struggle of agreeing on shared metrics and of course politics.

    However, one of the greatest challenges are often the wrong kind of solutions. The solutions, in the social sector often involve discrete programs that address a social problem through a carefully worked out theory of change, relying on incremental resources from funders, and ideally supported by an evaluation that attributes to the program the impact achieved. Once proven, these solutions can scale up by spreading to other organizations.

    The problem is that such predetermined solutions rarely work under conditions of complexity—conditions that apply to most major social problems—when the unpredictable interactions of multiple players determine the outcomes. And even when successful interventions are found, adoption spreads very gradually, if it spreads at all.
  • Collective impact works differently. The process and results of collective impact are emergent rather than predetermined, the necessary resources and innovations often already exist but have not yet been recognized, learning is continuous, and adoption happens simultaneously among many different organizations.

    In other words, collective impact is not merely a new process that supports the same social sector solutions but an entirely different model of social progress. The power of collective impact lies in the heightened vigilance that comes from multiple organizations looking for resources and innovations through the same lens, the rapid learning that comes from continuous feedback loops, and the immediacy of action that comes from a unified and simultaneous response among all participants.

    When supported by an effective backbone and shared measurement system, the cascading levels of collaboration creates a high degree of transparency among all organizations and levels involved in the work. As the illustration suggests, information flows both from the top down and from the bottom up. Vision and oversight are centralized through a steering committee, but also decentralized through multiple working groups that focus on different levers for change.
  • Two main purposes:
    Strengthen collaboration between community partners –public, private, non profit, religious, government, etc. in order to build a strong network to support the efforts of becoming closer to a drug free community.
    Target youth and underage substance abuse by creating and maintaining a youth coalition that will be the future leaders of tomorrow to decrease the number of youth and adults who are using substances.
  • To increase local community participation in efforts to reduce substance use among youth aged 12-17, the DFC Program requires funded coalitions to include active participation from the 12 community sectors
  • NCA and week 3. FWC attending week 3 in order to tie in health and wellness portion of their goals.
  • Marijuana policy

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