Leadership Through Collective Impact
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Leadership Through Collective Impact
- 1. Leadership through Collective Impact Dr. Nonie Brennan, Chief Executive Officer of All Chicago
- 2. Who’s in the audience?
- 3. All Chicago prevents and ends homelessness through our four signature strategies: - Emergency Financial Assistance - Community Partnerships - Data Analytics - Training and Research
- 6. The Continuum of Care • A community’s plan to organize and deliver housing and services that meet the needs of the community. • Membership group • All Chicago’s Role
- 7. From 2015 to 2017, the number of people experiencing homelessness in Chicago has decreased from 6,786 to 5,657, a reduction of 17%. Point In Time Count (PIT)
- 8. Collective Impact • Common Agenda • Shared Measurement • Mutually Reinforcing Activities • Backbone Organization • Communications
- 9. Common Agenda Chicago’s Plan 2.0 to End Homelessness
- 12. Backbone Organization • Administer Chicago’s Housing Inventory Count • Administer Chicago’s Federal Funding Application, bringing in ~$65 million annually • Provide staff support to Chicago’s CoC Committees and Task Forces • Facilitate regular communication across the CoC.
- 13. Communications • CoC announcement emails • All Chicago Programs Newsletter • Meetings are open to all • Agendas and Minutes are posted on website • CoC Board Meetings • Webinars for training and new information • All Continuum of Care meetings • Yearly progress reports on Plan 2.0 outcomes
- 14. Ending Veteran Homelessness Initiative (EVHI) • Since January 2015, we have housed 3,478 Veterans in Chicago • There are 568 Veterans on our By Name “One List” – they remain to be housed • Reduced the number of Veterans experiencing homelessness each month, from an average of 127 people per month in 2015 to an average of 91 people per month in 2017.
- 15. EVHI and Strategic Leadership Critical Partnerships: - DFSS - Chicago Mayor’s Office - All Chicago - Veterans Administration - Department of Housing and Urban Development - Chicago Housing Authority
- 16. Lessons from EVHI • Significance of (high-quality) data - Smarter decisions • Value of a systems framework - Reinforces coordination • Together… innovations that work - Example: System Navigators
- 17. Coordinated Entry Critical Partnerships: - Corporation for Supportive Housing: coordination - Department of Family and Support Services: alignment - All Chicago: data
- 18. Methods for Engaging Stakeholders - Continuum of Care - Charter - Structure - Lived Experience Commission - Service Providers Commission
- 19. Strategic Leadership • Having the right people at the table: – EVHI leadership team • Having input from a broad base of stakeholders: – Lived Experience Commission – Service Providers Commission • Distributed Leadership: – Case managers have an opportunity to give input: Community team from the EVHI
- 21. Effective Governance and efficient leadership provide an organizational environment conducive to the reproduction of ownership by championing relationship development, distributed leadership and knowledge transfer.
- 22. The reproduction of ownership by participants in a collaboration is evidenced by three specific behaviors: - Rule Breaking - Rule Making - Appreciative Behaviors
- 23. Three Elements of Psychological Ownership: • Control • Knowledge • Investment Jon Pierce
- 24. Collaboration is really hard. • Nobody wants to pay for it • Everyone thinks they’re right Collaboration creates tension.
- 25. Questions? Email me: nbrennan@allchicago.org Learn more about All Chicago: www.allchicago.org Follow us on Social Media: Twitter: @AllChicago_MHH Facebook.com/AllChicago.MHH
Editor's Notes
- Have a chat with the person next to you, and come up with what collaboration is.
- Is anyone using the Collective Impact framework?
- The Continuum of Care is a membership group that strategizes and plans a coordinated, comprehensive approach to providing housing and services for people experiencing homelessness. All Chicago drives Chicago’s city-wide response to homelessness by providing leadership to the Continuum of Care through a year-round research, evaluation, strategic planning, and federal funding application process. In 2016, we secured $65 million in federal funding for 164 projects and convened 20 stakeholder committees. Overall, Chicago’s homelessness has decreased 17% since 2015.
- Plan 2.0 – add executive summary of Plan 2.0 (7 priorities). In the notes: Do your communities have plans to end homelessness, or other plans focused on addressing a certain issue?
- Because Chicago receives HUD funding, we are required to have a collaborative data collection process, which is our HMIS system. Do any of your communities have centralized data systems collecting data on your issues?
- All meetings are open to everyone, minutes posted on websites, updates at CoC board meeting, webinars when something new is coming out, All CoC . This is one of the biggest challenges, keeping everyone in the loop – does anyone have any other techniques or technology?
- Need statistics, how many we’ve housed in a specific period of time. A few stats about veterans homelessness. Work off of what Elizabeth Oo is learning (ask). Systems changes are… Lessons from EVHI: Significance of (high-quality) data: smarter decisions. “The data tells you what’s working and what’s not.” – EVHI Leadership Team Member Value of a systems framework: reinforces coordination. Together… innovations that work. Ex: System Navigators “You’ll move the system faster together, than if you do it as a single organization.” – EVHI Community Team Member.
- What did we change with data as the foundation? Reduced the number of veterans experiencing chronic homelessness Decreased the length of time to be housed for people currently on the One List and entering permanent housing Using data to drive decisions: starting every meeting by looking at the data
- What did we change with data as the foundation? Reduced the number of veterans experiencing chronic homelessness Decreased the length of time to be housed for people currently on the One List and entering permanent housing “You’ll move the system faster together, than if you do it as a single organization.” -EVHI Community Team Member “The data tells you what’s working and what’s not.” -EVHI Leadership Team Member
- DFSS through ESG has a voting seat on CASC. They are mostly charged with aligning all City/DFSS funded projects with the priorities of Coordinated Entry. In addition, their leadership helps make things happen. They also play a key role in piloting new programs, like the Ending Veteran Homelessness Initiative and the Chronic Homeless Pilot Project to house the people living under the viaducts in Uptown. What is Coordinated Entry changing? Thanks to new/updated consent forms, the process of housing people is more open, and data sharing allows more people at different agencies to know what is going on. People are now more than ever housed based on a system and well thought out priorities. It is a standardized, efficient process. Everyone entering the system is treated in the same, consistent way. People are housed based on vulnerability, priorities, and housing and services that are appropriate for them. Level playing field. It is not based on luck, or if your case worker happens to know somewhere that has an opening. It is an automated process where people get matched based on what they need. A new unit of housing that comes up (say, permanent supportive housing), then the next person on the list for permanent supportive housing gets that spot.
- Federal mandate.
- Talk to the person on the other side of you and see what you come up with
- What challenges have you experienced when collaborating? What solutions did you find that you would recommend to others?