CORE PRINCIPLES                   Alliance for Arts Learning Leadership                                                   ...
KEY STRATEGIC QUESTION    Used to Guide our ProjectWhat governance structure should theAlliance for Arts Learning Leadersh...
OLD STRUCTURE                         NEW STRUCTURE•   There is a lack of clarity on     •   Defined partnership roles and...
Mapping the                    Next                         10 YearsAn Emerging Roadmap toTransformPublic Education throug...
A Different Approach to                     Planning      Conversations                                                   ...
Our Organizing FrameworkHow can wecollectivelytransformpubliceducationthroughthe artsto createabetter futureforeveryone?
Phase 1: Conversations (BuildingMuscle)      Catalyze strategic      conversations.      Self-organized, strategic      co...
AEP Forum                                                  Alameda County Arts Commission                                 ...
We created an open blog for                                       participants to share key insights                      ...
Mindset Shifts Required                                           Focus on                                      integrated...
The ResultA resilient andresponsive networkto ensure a complete educationfor thesuccess of every child.
Phase IIKey Questions                      What shifts will this require?         How will this reshape our relationships?...
National guildworkshop 11_15_2012
National guildworkshop 11_15_2012
National guildworkshop 11_15_2012
National guildworkshop 11_15_2012
National guildworkshop 11_15_2012
National guildworkshop 11_15_2012
National guildworkshop 11_15_2012
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National guildworkshop 11_15_2012

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Presentation at the 2012 annual conference of the National Guild for Community Arts Education by Andrea Temkin and Christopher Keevil.

Multi-Organizational Alliances: Maximizing Impact
Thursday | 2:30 PM - 3:45 PM
Topics covered: Collaboration / Partnership

In communities across the country, nonprofits are forming multi-organizational alliances to overcome common challenges, leverage economies of scale and increase their collective impact. Recent research described in the Stanford Social Innovation Review reveals that high functioning alliances share common practices and are guided by a consistent set of principles that generate powerful results. In 2009, Wellspring Consulting helped the Alameda County Alliance for Arts Learning Leadership revise its governance structure so that it could better serve its members’ individual and mutual interests. Today, more than 50 organizations and 90 individuals collaborate through the Alliance to carry out arts integration projects and advocate for public support of arts education. Presenters will share research findings and practical real-world examples you can use to build effective alliances and generate large scale change in your community.

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  • Last spring undertook a strategic planning process. Decided to be more visionary than series of annual workplans. Been here ten years, reasonable to assume will be around for another 10. Influenced by writings on Collective Impact.
  • A new approach to working together was developed, inspired by the work of Margaret Wheatley, and her book, Turning to One Another: Simple Conversations to Restore Hope to the Future. The approach was to catalyze self-organized, strategic, values-based conversations as a means for creating a shared vision and a collective roadmap to the future. The entire process was informed by Collective Impact theory, as articulated by John Kania and Mark Kramer in the Stanford Social Innovation Review issue (month, date) where they argue that large-scale social change requires broad cross-sector coordination, yet the social sector remains focused on the isolated intervention of individual organizations, and that five conditions are necessary for collective success: a common agenda, shared measurement systems (what constitutes success?), identification of mutually reinforcing activities and complimentary expertise, continuous communication, and back bone organizations to guide the collective efforts.
  • This was a strategy to interrupt business as usual and to encourage and empower individuals interested in this common agenda to convene conversations with personal networks, within and across organizations, workplaces and at Alliance for ALL meetings to listen deeply, understand multiple perspectives, and identify shared values.
  • Between March and June, there were self-organized conversations representing 50+ organizations, 280 individuals across an 8 county region. They shared what they discussed on the blog allianceforall.wordpress.com - a virtual hub that was established to support ongoing communication across organizations, institutions and individuals
  • These individuals connect across schools, organizations and projects, and are connected by a shared desire to do more than accomplish good work, but to populate a social change movement to transform public education. The Alliance for ALL Steering Committee plus volunteer community members met monthly to make sense of the conversations that were happening and to reflect this back to the larger community for further dialogue and synthesis.
  • Thinking and Acting Together sums up a mindset shift that we must all undergo:From a focus on discreet standards and narrow curriculum TO a focus on integrated, project based and interdisciplinary learning that engages and supports the Whole Child, From a series of successful organizations, events and projects TO a Whole Community that works in intelligent and intentional coordination to assure that every child learns, grows and develops to their greatest potential and makes their full contribution to the common goodFrom strategies that address issues in isolation, to strategies that acknowledge that issues of a robust, healthy and safe environment, economy, and community are interdependent issues that must be addressed from a whole system perspective The ability to solve social, environmental and economic issues is dependent on assuring that our nation’s children all have access to a complete education that prepares then to find new solutions to these challenges
  • Where we are now -- Phase II determining benchmarks, identify additional backbone organization(s),
  • National guildworkshop 11_15_2012

    1. 1. CORE PRINCIPLES Alliance for Arts Learning Leadership Builds on the strengths that every child brings to school and provides tools for teachers to differentiate Quality Arts instruction and connect to diverse Learning learning styles so that every child can be successful in school TODAY Every child Educational Cultural Equity CompetencyRequires that arts learning strategies Comprehends that every child entersmust be aimed at important learning and school with experiences from theireducational goals identified by teachers, homes and communities that areadministrators, and community members assets and must be acknowledged,so that every student is successful as recognized, and built uponthey advance through grade levels inschool and later in life 3
    2. 2. KEY STRATEGIC QUESTION Used to Guide our ProjectWhat governance structure should theAlliance for Arts Learning Leadershipput in place now that will be effectivein the present, and also position theorganization well for the future?– Across the network of partners and organizations who interact with and through the Alliance; and,– In the context of our role as a social change organization – going beyond the teaching of dance, drama, music, and visual arts, to responding to issues of equity
    3. 3. OLD STRUCTURE NEW STRUCTURE• There is a lack of clarity on • Defined partnership roles and individuals’ roles responsibilities• Meetings and engagements are • Organizations, groups, and not focused on the most individuals make explicit valuable content for attendees commitments to participate as• The decision making process is members in the Alliance unclear • Clearly articulated programs• There is a lack of consensus with agreed upon goals and around the implementation of objectives the Alliance’s work • Information and• The loop is often not closed on communication flow can be open issues better targeted to those who• Some groups are need them underrepresented • Defined and visible paths of decision making
    4. 4. Mapping the Next 10 YearsAn Emerging Roadmap toTransformPublic Education through the ArtsAugust 2012Presented by theAlliance for Arts Learning Leadership
    5. 5. A Different Approach to Planning Conversations Collective (Building Outreach Impact Muscle) Phase 1: March – July 2012 Phase 2 Phase 3―I believe we can change the world if we start listening to oneanother again. Simple, honest, human conversation. Notmediation, negotiation, problem-solving, debate, or public meetings.Simple, truthful conversation where we each have a chance tospeak, we each feel heard, and we each listen well.‖ —Meg Wheatley, Turning to One Another
    6. 6. Our Organizing FrameworkHow can wecollectivelytransformpubliceducationthroughthe artsto createabetter futureforeveryone?
    7. 7. Phase 1: Conversations (BuildingMuscle) Catalyze strategic conversations. Self-organized, strategic conversations using ―Conversations-In-A- Leave a trail. Box‖ as guidance. Key takeaways from conversations were shared in a blog. Synthesize. Volunteers synthesized what they heard and fed summaries and provocative questions back into the community.
    8. 8. AEP Forum Alameda County Arts Commission Alameda County Board of Education Alameda County Office of Education Berkeley Unified School District CSU East Bay CSU Northridge Cal Performances California Academy of Sciences California PTA Castro Valley High School Civicorps De Young Museum Dublin Unified School District Envision Learning Partners Exploratorium Hearst Museum of Anthropology Hewlett Foundation IMSS ISKME Jefferson Elementary Justice Matters KQED Leslie University MOCHA McKinley Elementary Mills Teacher Scholars Muir Middle School Oakland Leadership Academy Oakland Museum Oakland Unified School District Oakland Youth Chorus Peralta PTA Performing Arts Workshop Rex Foundation SFMOMA SLANT San Francisco Ballet San Francisco Boys Choir San Francisco Brown Bag Collaborative San Francisco State University San Francisco Unified School District San Jose Unified School District San Leandro Unified School District San Mateo County of Education More than 280 people representing 50+ Streetside Stories Sunol-Glen Unified School District organizations from 8 counties participated in Teaching Artists Organized University of San Francisco Vida Studiosself-organized, face-to-face conversations from Visual Thinking Strategies West Ed March through June 2012.
    9. 9. We created an open blog for participants to share key insights from their conversations and to “build muscle” for online engagement. 80 blog posts from 36 different people. 63 comments from 17 different people. Several community members went beyond sharing their face-to-face conversations and began an activehttp://allianceforall.wordpress.com/ dialogue online.
    10. 10. Mindset Shifts Required Focus on integrated, project- Focus on discreet standards and narrow curriculum based, interdisciplinary learning that supports the Whole Child Whole Community Siloed that works in intelligent organizations, events, projec and intentional ts coordination to assure that every child learns Strategies that Strategies that address address issues from a issues in isolation Whole System perspective
    11. 11. The ResultA resilient andresponsive networkto ensure a complete educationfor thesuccess of every child.
    12. 12. Phase IIKey Questions What shifts will this require? How will this reshape our relationships? What will our benchmarks for success be? Who should take responsibility for the work that emerges, and how will this happen? What role will you play in creating this future?

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